Netflix Economic Audit

1. Executive Summary and Operational Scope

This forensic audit report provides an exhaustive mapping of the economic footprint of Netflix Inc. (hereinafter “the Target”) within the Israeli market. The objective is to determine the Target’s level of “Economic Complicity” by documenting evidenced entanglements with companies, infrastructure, and fiscal mechanisms that materially or ideologically support the State of Israel.

The investigation operates under the premise that in the digital economy, “territory” is defined not merely by land but by server infrastructure, fiscal residency, and cultural dominance. While the initial Core Intelligence Requirements focused on agricultural vectors (e.g., fresh produce sourcing), this audit has adapted those forensic frameworks to the Target’s digital supply chain. Consequently, “Aggregator Nexus” refers to telecommunications consolidation, “Importer Status” refers to digital VAT registration, and “Settlement Laundering” refers to the sanitization of political narratives through content curation and production financing.

The findings indicate a deepening structural integration of the Target into the Israeli economy. This is evidenced by three primary pillars: Fiscal Integration via direct VAT collection and remittance to the Israeli Treasury; Infrastructural Embeddedness through the deployment of proprietary Open Connect hardware into critical national data centers; and Cultural/Strategic FDI via the financing of “Original” Hebrew-language content and the impending acquisition of Warner Bros. Discovery assets. These activities position the Target not as a passive offshore vendor, but as an active participant in the Israeli economic and cultural ecosystem, warranting a classification in the High (Mid) band of the complicity scale.

2. Methodology: Adaptation of Core Intelligence Requirements

The audit utilized a forensic approach to translate physical supply chain risk indicators into digital economy equivalents. The following table summarizes this translation and the scope of the investigation.

Table 1: Audit Scope Translation

3. Corporate Entity Analysis and Fiscal Jurisdiction

The forensic examination of the Target’s corporate structure reveals a decisive shift from a model of cross-border digital trade to one of domestic fiscal integration. This transition is not merely administrative; it represents the formalization of the Target’s role as a revenue generator for the Israeli state.

3.1. Corporate Registration and “Importer of Record” Status

The Core Intelligence Requirement to identify an “Importer of Record” is satisfied through the analysis of the Target’s Value Added Tax (VAT) registration. Unlike traditional importers who physically move goods across borders, digital service providers establish “High Proximity” through fiscal presence.

Research confirms that the operating entity for the Target in Israel is Netflix International B.V., a private limited liability company incorporated in the Netherlands.¹ The Legal Entity Identifier (LEI) for this entity is 724500HYJ0NWTYX7KO74.² While the entity is Dutch, its operational behavior in Israel mimics that of a domestic corporation due to specific legislative changes enacted by the Israeli Knesset.

3.2. The “Netflix Tax” and Direct Revenue Contribution

The integration of the Target into the Israeli tax base was driven by the so-called “Netflix Tax,” a legislative initiative championed by the Israeli Finance Ministry as part of the 2023-2024 state budget.³

Prior to this legislation, foreign digital service providers operated in a grey zone, often exempt from the 17% VAT levied on local competitors like HOT and Yes. The Ministry of Finance estimated that closing this loophole would generate approximately NIS 500 million annually for the state treasury.³ The legislation requires non-resident providers of digital services to Israeli consumers (B2C) to register for VAT purposes, collect the tax from subscribers, and remit it to the Israel Tax Authority (ITA).⁵

The Target’s compliance with this regime establishes a direct financial pipeline. Every subscription payment made by an Israeli user now includes a 17% surcharge that flows directly to the Israeli government, funding general state expenditures which may include military and settlement infrastructure projects. This distinguishes the Target from a purely offshore vendor; it is now an active tax collection agent for the state.

The legislative framework defines “Digital Services” to include the provision of visual or auditory content remotely, which squarely captures the Target’s core business model.⁶ By registering and collecting this tax, the Target has normalized its presence within the Israeli sovereign fiscal jurisdiction. Furthermore, the 2016 circular from the ITA defines “economic presence” as having a significant number of Israeli customers, a website tailored to the Israeli market in Hebrew, and allowing for Israeli methods of payment.⁵ The Target meets all these criteria, confirming its status as a fiscally embedded entity.

3.3. Executive Lobbying and Political Engagement

While the Target does not maintain a traditional “Headquarters” building in Tel Aviv comparable to its Los Gatos campus, its executive leadership actively engages with the Israeli political establishment to shape favorable regulatory conditions.

In June 2022, the Target’s co-CEO, Ted Sarandos, traveled to Israel for high-level meetings with President Isaac Herzog and Minister of Communications Yoaz Hendel.⁷ The primary objective of this lobbying effort was to oppose proposed legislation that would have obligated international streaming services to invest a fixed percentage of their local turnover into original Israeli productions—a requirement already imposed on local cable providers HOT and Yes.⁷

Sarandos successfully argued that such regulation would stifle investment, implicitly threatening to reduce the Target’s voluntary FDI in the sector if the mandate were codified into law.⁷ This interaction demonstrates that the Target wields significant political influence, capable of negotiating exemptions from sovereign regulations that apply to domestic competitors. It also highlights a preference for “voluntary” complicity (choosing which Israeli narratives to fund) over “regulated” complicity (paying a blind tax for content). This strategic maneuver allows the Target to retain creative control over the “Brand Israel” narratives it exports globally, rather than funding a blind pool.

4. Infrastructural Complicity: The Digital Aggregator Nexus

The physical internet is not a cloud; it is a network of cables, data centers, and servers. The audit identified that the Target has physically embedded its proprietary hardware—Open Connect Appliances (OCAs)—into the critical infrastructure of Israel’s telecommunications grid. This satisfies the requirement to investigate “Strategic FDI” in the form of building infrastructure rather than just “Sustained Trade.”

4.1. Open Connect Appliances (OCAs)

The Target utilizes a private Content Delivery Network (CDN) called Open Connect. To ensure high-quality streaming for Israeli subscribers, the Target provides OCAs to local Internet Service Providers (ISPs) at no cost. These appliances are physical servers that store the Target’s content library locally.⁹

4.1.1. Hardware Specifications and Supply Chain

The OCAs are purpose-built servers. Forensic analysis of their specifications reveals reliance on a global supply chain that intersects with Israeli technology:

• Chassis & Components: The appliances are 2U storage servers.¹¹
• Network Controllers: The snippets identify Mellanox as a key vendor for the network controllers used in these appliances.¹¹ Mellanox Technologies was a flagship Israeli semiconductor company, acquired by NVIDIA in 2020 for $6.9 billion, but it retains its operational headquarters and R&D centers in Yokneam, Israel.¹¹
• Implication: By utilizing Mellanox components, the Target’s physical infrastructure relies on technology validated and sustained by the Israeli high-tech ecosystem.

4.1.2. Deployment in Israeli ISP Networks

The Target has deployed these OCAs directly inside the data centers of Israel’s major ISPs. The snippets confirm that Partner Communications and Cellcom Israel are key partners in this program.¹⁰

• Mechanism: The Target ships the hardware to the ISP. The ISP provides rack space, power, and connectivity.¹²
• Operational Fusion: Once installed, these appliances effectively become part of the ISP’s network. When a subscriber in Tel Aviv plays a movie, the data is served from the OCA sitting in a server rack in Petach Tikva or Rosh HaAyin, not from a server in the United States. This reduces transit costs for the ISP and improves performance for the user, creating a symbiotic dependency between the Target and the Israeli telecommunications sector.

4.2. The Israel Internet Exchange (IIX)

Beyond embedded appliances, the Target (AS2906) actively peers at the Israel Internet Exchange (IIX).¹⁴

• Location: The IIX is housed within the Med-1 data center in Petach Tikva.¹⁷
• Peering Relationships: At the IIX, the Target interconnects directly with the networks of the Israeli government, universities (IUCC – AS378), and major telcos like Bezeq International (AS8551), Cellcom (AS1680), and Partner (AS12400).¹⁵
• Traffic Volume: The Target is a massive generator of traffic. Snippets describe the traffic ratio as “Heavy Outbound,” indicating that the Target is a primary source of data flowing through Israel’s central internet artery.¹⁶

4.3. Data Center Reliance: MedOne

The infrastructure supporting the IIX and many of the Target’s ISP partners is managed by MedOne, a premier data center operator in Israel.¹⁸

• Critical Infrastructure Status: MedOne facilities are unique in their design. They are largely underground, built to Tier 4 standards, and engineered for “survivability” against physical and cyber threats, including missile attacks.²⁰
• Militarized Security: These facilities host the most sensitive workloads in Israel, including government systems, financial institutions, and security services. MedOne is defined as an Emergency Service Interface (ESI), granting it priority during national emergencies.²⁰
• Complicity: By collocating its hardware and peering infrastructure within MedOne facilities, the Target relies on the same securitized, militarized infrastructure backbone that supports the Israeli Ministry of Defense. The Target benefits from the “security” provided by the state’s military dominance, which protects these strategic assets.

5. The Digital Aggregator Nexus: ISP Partnerships

In the absence of agricultural produce, the “Aggregator Nexus” audit focuses on the aggregators of digital attention and access: the Telecommunications companies. The Target has moved beyond being an independent “Over-the-Top” (OTT) service to becoming a bundled component of Israel’s internet packages.

5.1. Partner Communications (Partner TV)

In 2017, the Target signed a strategic alliance with Partner Communications Ltd. (formerly Orange Israel).²³ Partner operates cellular and fixed-line networks, including infrastructure in Israeli settlements in the West Bank.

• Hardware Integration: Partner TV set-top boxes feature a dedicated Netflix button on the remote control.²⁴ This physical modification of the user interface grants the Target a privileged status in the Israeli living room, distinct from any other content provider.
• Billing Integration: Partner offers “bundle” packages (Internet + TV + Netflix) where the Target’s subscription fee is collected via the Partner monthly invoice.²³ This creates a commingled revenue stream, where the Target’s financial performance is tethered to the subscriber retention of a major Israeli telco.
• Marketing Synergy: Partner aggressively markets the Target as a core differentiator for its “Triple” packages, using the Target’s global brand equity to drive sales of its local infrastructure services.²⁷

5.2. Cellcom Israel

Following the Partner deal, Cellcom Israel Ltd.—the largest cellular provider in Israel—entered a similar collaboration in 2019.²⁸

• Fiber Bundling: Cellcom bundles the Target’s service with its high-speed fiber-optic packages (FiberTV 1GB/5GB).³⁰ This incentivizes Israeli consumers to upgrade to advanced network infrastructure, indirectly driving the modernization of Israel’s national grid.
• Android Converters: Like Partner, Cellcom deployed Android TV converters with dedicated Netflix buttons, standardizing the Target’s presence across the two largest competitors in the market.²⁸

5.3. The Duopoly: HOT and Yes

Historically, the cable provider HOT and the satellite provider Yes (a subsidiary of Bezeq) viewed the Target as a competitor. However, market dynamics have forced a shift.

• Yes: Snippets indicate that as of 2019, Yes was the only provider without direct access, but the market trend suggested inevitable alignment.²⁸ The integration of the Target into Yes’s platform (via their shift to IP-based delivery) further cements the Target’s ubiquity.
• Regulatory Arbitrage: The Target’s ability to lobby against investment quotas (see Section 3.3) allows it to compete with HOT and Yes on uneven terms. While HOT/Yes must invest 8% of revenue in local productions, the Target invests voluntarily and strategically, allowing it to pick winners rather than support the broader ecosystem.⁸

6. Content Supply Chain: Strategic FDI and Narrative Laundering

The most visible form of the Target’s complicity is its role in the Content Economy. The audit identifies “Strategic FDI” not just in physical servers, but in the financing of cultural products that validate the Israeli state narrative globally. This vector replaces the “Settlement Laundering” requirement, focusing on the laundering of political narratives rather than agricultural goods.

6.1. “Original” Productions: Direct Capital Injection

The Target has evolved from licensing existing Israeli shows to commissioning “Netflix Originals.” This involves the direct transfer of production funds from the Target to Israeli production companies, creating jobs and sustaining the local creative industry.

6.1.1. Case Study: “Bros” (Ba’esh Uvamayim)

Released in 2024, Bros is the Target’s first fully Hebrew-language Original series.³¹

• Production Partners: The series was produced by Firma Productions (founded by Adar Shafran) and United King Films (owned by Moshe Edery).³³
• Economic Impact: The production was filmed in Israel, Ukraine, and Georgia. It employed key Israeli talent (creators Hanan Savyon and Guy Amir) and utilized local crews. This represents a direct Foreign Direct Investment (FDI) into the Israeli audiovisual sector.
• Narrative Context: The show centers on Beitar Jerusalem fans. Beitar Jerusalem is a football club historically associated with right-wing nationalism in Israel. By centering a global series on this subculture, the Target normalizes a specific, politically charged segment of Israeli society for international consumption.

6.1.2. Case Study: “Hit & Run”

A major co-production between the Target and US-based Mandeville Films, along with Israeli creators Lior Raz and Avi Issacharoff.³⁵

• Dual-Location Production: The series was filmed in both Tel Aviv and New York, requiring significant logistical coordination and expenditure in Israel.
• Talent Pipeline: The show utilized the same creative team behind Fauda, reinforcing the commercial viability of creators with backgrounds in the Israeli security establishment (Raz and Issacharoff are former commandos).³⁷

6.2. Narrative Laundering and Global Distribution

The Target serves as the primary global distribution channel for Israeli content, effectively functioning as a soft-power amplifier.

• Fauda: Acquired from Yes, this series depicts an undercover IDF unit operating in the West Bank. It has been criticized for humanizing the occupation and presenting Israeli military operations as necessary counter-terrorism, often stripping the Palestinian context of its political validity.³⁸ The Target’s global reach turned Fauda into a worldwide brand, arguably doing more for Israel’s public image in the West than official hasbara efforts.
• Shtisel & The Beauty Queen of Jerusalem: These acquisitions present a nuanced, humanized view of Israeli society (Ultra-Orthodox life, pre-state history) that appeals to liberal Western audiences, complicating boycott efforts by presenting Israel as a diverse, culturally rich democracy.⁸

6.3. Political Censorship and The “Palestinian Stories” Purge

The audit uncovered a disturbing pattern of content suppression that aligns with Israeli political sensitivities, effectively “laundering” the library available to subscribers.

• The “Farha” Incident (2022): The Target released the Jordanian film Farha, which depicts the Nakba (1948 catastrophe) from a Palestinian perspective. This elicited a fierce backlash from Israeli officials, including then-Finance Minister Avigdor Lieberman, who threatened to defund the theater that screened it.³⁹ While the Target initially kept the film on the platform, the political pressure set a precedent for future scrutiny.
• The 2024 Collection Removal: In October 2024, amidst the ongoing war in Gaza, the Target removed a curated collection titled “Palestinian Stories” comprising 19 films.⁴²
  • Official Justification: The Target claimed the removal was due to “license expiration” of a three-year deal signed in 2021.⁴³
  • Forensic Rebuttal: The mass removal of nearly the entire Palestinian library during a time of heightened global interest in the region is highly irregular for a platform that prides itself on “diverse storytelling.” Furthermore, reports indicate that the landing page for the collection remains active but empty in the US, while Zionist lobbying groups like Im Tirtzu had actively campaigned against the collection since its inception.⁴²
  • Asymmetry: This removal contrasts sharply with the simultaneous promotion of Israeli content like Bros and the renewal of contracts for IDF-centric shows. This asymmetry suggests a corporate policy that prioritizes the commercial stability of the Israeli market over the preservation of Palestinian cultural heritage.

6.4. Production Partners Profile: The “Cinema Tycoon”

A key node in the Target’s supply chain is Moshe Edery, owner of United King Films, the co-producer of Bros.⁴⁴

• Market Dominance: Edery is described as the “cinema tycoon” of Israel, owning the Cinema City chain and investing in 70-80% of all Israeli films.⁴⁵
• Political Ties: Snippets suggest Edery has ties to right-wing political figures and that his companies disproportionately benefit from public film funds like the Rabinovich Foundation, which requires filmmakers to sign “loyalty” pledges preventing them from criticizing the state.⁴⁷
• Complicity: By partnering with United King Films, the Target is not just hiring a production service; it is engaging with the central pillar of the Israeli film establishment, an entity deeply enmeshed with the state’s cultural funding apparatus and political agenda.

7. Strategic Acquisitions: The Warner Bros. Discovery Merger (2025)

The most significant recent development identified in the audit is the Target’s definitive agreement to acquire Warner Bros. Discovery (WBD) in late 2025, a deal valued at approximately $82.7 billion.⁴⁸ This acquisition is a game-changer for the Target’s economic leverage in Israel.

7.1. Consolidation of Premium Assets (HBO)

Historically, HBO content (Game of Thrones, Succession, The Sopranos) has been the “crown jewel” for Israeli cable providers HOT and Yes, which held exclusive broadcasting rights.⁴⁹

• Impact: The acquisition grants the Target ownership of these assets. This creates a monopoly scenario where the Target can withhold HBO content from local providers or force them into unfavorable distribution terms. This massively increases the Target’s bargaining power vis-a-vis the Israeli telecommunications duopoly.

7.2. Control of CNN

The deal includes CNN and its global news infrastructure.⁵⁰

• Implication: This gives the Target operational control over CNN’s Jerusalem bureau and its reporting on the Israel-Palestine conflict. The integration of a major news organization into an entertainment platform with deep ties to the Israeli content industry raises concerns about potential conflicts of interest in news coverage.

7.3. The Paramount Counter-Bid

The snippets reveal a hostile counter-bid for WBD from Paramount Skydance, backed by a consortium including Jared Kushner, Larry Ellison, and sovereign wealth funds from Saudi Arabia and Qatar.⁵⁰

• Geopolitical Dimension: The battle for WBD was not just commercial but geopolitical. The Target’s victory over a bid backed by figures closely aligned with the Trump administration and Gulf monarchies suggests a consolidation of Western media capital that remains distinct from the “Abraham Accords” capital axis, yet firmly supportive of the Israeli status quo via its established commercial practices.

8. Financial Footprint and Institutional Ownership

8.1. Major Shareholders

The Target’s ownership structure is dominated by US institutional capital.

• The Big Three: Vanguard Group (8.8%), BlackRock (5.2%), and Fidelity (FMR LLC) (5.0%) are the largest shareholders.⁵¹ These funds are also major investors in the Israeli defense and technology sectors, creating a portfolio-level complicity where profits from the Target sit alongside profits from companies like Elbit Systems or Lockheed Martin.
• Sovereign Wealth: The Norwegian Sovereign Wealth Fund (Norges Bank) holds ~1.38% of the Target, valued at 80 billion NOK.⁵³ Despite Norges Bank’s ethical council frequently reviewing investments in conflict zones, they remain heavily invested in the Target despite its deepening ties to the Israeli economy.

8.2. R&D and Technology Integration

While the Target has not established a massive R&D center in Tel Aviv comparable to Google or Microsoft, it integrates Israeli technology into its global stack.

• Mellanox: As detailed in Section 4.1.1, the Target uses Mellanox (NVIDIA Israel) components in its Open Connect Appliances.¹¹
• Engineering Talent: The Target recruits for remote engineering roles (e.g., “TV Client Foundations”) that interact with the hardware deployed by partners like Partner and Cellcom.⁵⁴ There is a latent potential for the Target to tap into the Israeli tech talent pool remotely without a physical office, a trend accelerated by the post-COVID remote work culture.

9. Negative Findings and Diligence Statements

In accordance with the rigorous standards of forensic auditing, the following Core Intelligence Requirements were investigated with negative or redefined results:

• Fresh Produce Sourcing: There is no evidence that the Target sources fresh produce (Medjool dates, avocados, citrus) from Israeli exporters like Mehadrin or Hadiklaim. The Target is a digital service provider; its “consumables” are digital files, not agricultural goods.
• Seasonality (Winter Sourcing): There is no evidence of seasonal agricultural sourcing. However, the audit notes a “Digital Seasonality” where the Target releases high-profile content (like Bros) in alignment with global and local viewing habits, often capitalizing on holiday periods to maximize subscriber retention.
• Settlement Laundering (Agricultural): No physical goods from settlements were identified. However, the digital equivalent—”Narrative Laundering”—is evidenced by the licensing of content that normalizes the occupation (Fauda) and the suppression of Palestinian narratives.

10. Summary of Complicity Vectors

The following table summarizes the identified complicity vectors and assigns them to the appropriate band based on the provided scale.

Table 2: Economic Footprint & Complicity Banding

11. Conclusion

Based on the aggregated forensic data, Netflix Inc. exhibits an economic footprint in Israel that has evolved from a passive digital import to a deeply integrated structural component of the national media and telecommunications landscape.

The Target is no longer an “over-the-top” service floating above the local economy. It is physically embedded in the server farms of Israeli ISPs, fiscally integrated into the tax base of the Israeli Treasury, and culturally intertwined with the state’s content production ecosystem. The 2025 acquisition of Warner Bros. Discovery further consolidates this position, granting the Target unprecedented leverage over the Israeli media market through ownership of HBO assets.

The simultaneous suppression of Palestinian content in late 2024, juxtaposed with the continued investment in and promotion of Israeli narratives, suggests a corporate strategy that prioritizes commercial alignment with the Israeli state and its consumer base over neutrality or human rights considerations. Consequently, the Target is assessed to operate within the High (Mid) band of economic complicity.

Recommendation for Future Monitoring: Future audits should focus on the post-merger integration of HBO assets into Israeli cable packages, specifically monitoring whether the Target leverages its new monopoly power to bypass local production investment quotas, and tracking the editorial independence of the newly acquired CNN Jerusalem bureau.

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