ANNUAS
REpoéT, :.,..
2025
Sl John
International


We are an international family of charities whose mission is to lead globally in First Aid and medical responses to community healthcare needs. 

**St John International Annual Report 2025** 



## **St John International Annual Report 2025** 


|**Message from Professor Mark Compton, Lord Prior**|1|
|---|---|
|**The Order of St John: Fit For The Future**|5|
|**Who is St John International?**|6|
|**Our Impact**|8|
|**Our Activities**|9|
|**Our People**|16|
|**Financial Review of the Year**|27|
|**Structure and Governance**|33|
|**Grand Council, Committees and Advisers**|38|
|**Independent Auditor’s Report**|43|
|**Statement of Financial Activities for the Year Ended 31 December 2025**|47|
|**Balance Sheet as at 31 December 2025**|48|
|**Statement of Cash Flows for the Year Ended 31 December 2025**|49|
|**Notes to the Financial Statements**|50|



St John International ("SJI") is the working name of The Most Venerable Order of the Hospital of St John of Jerusalem and is also known as The Order of St John (“the Order”). 

_Front Cover Photo Credit: Clara Murambiwa, captured by Colleen Ziyageba of Epic Shutter during St John Zimbabwe’s 100th Anniversary Investiture._ 

**St John International Annual Report 2025** 



## **Message from Professor Mark Compton, Lord Prior** 


I look back on the year’s achievements with a huge sense of pride and immense gratitude to all the volunteers and staff who continue to serve selflessly towards our mission to lead in first aid and community healthcare in the growing number of countries where St John works. Young people in their cadet groups bring energy and enthusiasm which often develops into a lifelong commitment to the Order. There is no better example of this than our own Grand Prior, HRH the Duke of Gloucester who this year celebrated the 50th anniversary of his appointment.  He leads an organisation which includes about 170,000 volunteers and almost 20,000 staff in 44 countries with new establishments planned to grow that number soon. St John people responded to more than 2.3 million emergencies, assisted more than 1.7 million people with first aid or ambulance services and trained over one and a half million in first aid courses and many, many more in other contexts such as first aid in schools programmes, CPR and automated external defibrillation training sessions, and responses to opioid overdoses. 

In his message to the Grand Council, the Grand Prior told us he had the sense that this was an important moment for the Order. Recognising the progress we have made, including anchoring the global strategy clearly in a simple structure and giving clarity to our mission, he said it was now time to re-energise the translation of that strategy to our work on the ground. 


_Professor Mark Compton, Lord Prior Photograph: Julian Calder_ 

**St John International Annual Report 2025** 

**01** 




Together, we have achieved so much, but the opportunities to extend our reach and impact are huge: the need for our first aid and community healthcare services is growing. To do this we are engaging new supporters, establishing for the first time a professional fundraising team within the St John International office thanks to a generous donation. Their work is already bearing fruit, and building a sustainable flow of funding from existing friends and new donors will allow us to plan for the future, giving every St John establishment the space, skills and resources to thrive to deliver the highest quality of services and to adapt to meet today’s needs. A new Relationship Agreement between the Order and its 27 Associations gives us for the first time a clear framework for the relationship and sets out with clarity the commitment required from both sides to our mission and to our values. 

In turbulent and challenging times, St John provides a sense of purpose, a real connection to the community and the opportunity to acquire important life skills as well as the ability to provide life-saving first aid. Investing in our young people and in the Order’s future leadership is a key plan of our global strategy, and I am delighted that the second Global Leadership Development cohort has been recruited for a refreshed programme designed to equip this talented group for future global leadership roles. 


_St John South Africa_ 


_Grand Council, Canberra_ 


_St John Kenya_ 

**St John International Annual Report 2025** 

**02** 




A group from the previous programme highlighted the value of the initiative when they attended Grand Council in Canberra and provided insightful and sometimes properly challenging inputs. This programme is made possible by the generous support of donors as part of SJI’s new philanthropy program. 

For St John, the impact of global turbulence has been felt most keenly in the Holy Land where staff from the St John Eye Hospital group have continued to provide life-changing eye care and surgery in the most difficult circumstances imaginable. The numbers treated, regardless of race, ethnicity or ability to pay are remarkable – more than 232,000 patients received care in 2025. The team are the best possible example of resilience and dedication – they have adapted the way in which they provide medical care while never compromising on its quality. 

Elsewhere, St John establishments in each of our three regions have been shining examples of the Order’s continuing commitment to serve our lords the sick and the poor, an unwavering commitment over more than 900 years. 

In the Asia-Pacific region, St John Ambulance Australia was recognised again in February as one of the top five most trusted charities in the country. More than 2,000 Australian truck drivers were trained to provide essential first aid in an innovative new St John programme. St John Papua New Guinea opened a new ambulance station in Lae to extend the provision of emergency services to a new part of the country. 

In the Americas, St John establishments in St Lucia and Antigua in the Caribbean reached over 800 people with life-saving CPR training to celebrate World Restart a Heart Day, distributing emergency response items to complement their training. 


_St John Zimbabwe_ 


_The Meeting of the Five Orders_ 


_St John Malta_ 

**St John International Annual Report 2025** 

**03** 




St John/St Jean Canada provided essential support to the Canadian government in its response to rising numbers of natural disasters from ice storms in Ontario to wildfires in Newfoundland. 

Building on success in four East African countries, our Mother and Baby programme was extended to Kenya. A new highway emergency response project in Kenya will address the immediate needs of communities affected by large numbers of traffic accidents on one of Africa’s most dangerous roads, providing immediate trauma care to injured motorists. 

Similarly, in England, an innovative mental health campaign targeting construction workers illustrates St John’s ability to respond quickly to new and different community needs. St John Cymru/Wales’s Defibrurary campaign equipped more than 1,300 pupils with essential CPR skills. These are but a few from thousands of examples of St John people responding every day to the needs of their own communities respecting the local context while providing the highest quality services to people in need. 

To all St John people and your loved ones who so selflessly support you in your work for your community through the Order, a warm and sincere thank you. Your collective efforts make our global community safer, stronger and more resilient. 

For the Faith and in the Service of Humanity. 



_The Lord Prior undertaking his First Aid certificate recertification with St John NSW in February 2025._ 


_St John Ireland_ 


_St John Gibraltar_ 

**St John International Annual Report 2025** 

**04** 



## **The Order of St John: Fit For The Future** 


## **Global Strategy** 

The modern Order of St John is a Victorian recreation that has now been carrying out its global mission of first aid and other healthcare activities for nearly 150 years. Through the dedication of over 200,000 St John people around the world, we continue the work and uphold the values of the earliest Hospitallers. 

Our global strategy ‘ _Fit for the Future_ ’ is more than an aspiration; it is our global shared commitment. 

Our strategic aims reflect our promise to help the people and communities we serve by being leaders in first aid and community healthcare. 

## **Strategic Aims:** 

**Increase impact and quality of what we do, everywhere.** 

**Empower oversight and understanding of the Order's global status.** 

**Represent the Order as an international order of global significance.** 

**Provide the St John Family with the tools it needs to collaborate.** 

## **We will achieve this by being:** 

- Globally connected to our eight Order values; 

- A respectful global family that shares and supports all its 200,000+ members and volunteers; 

- Diverse and devoted to the people we serve across 44 countries and territories; 

- Evidence-based in our activity, transparent about what works  and what does not work; 

- Collaborative and team-oriented about our shared goals and achievements. 


**Our work is underpinned by our values:** 

**Respect | Unselfishness | Excellence | Openness and Transparency | Devotion | Togetherness | Diversity and Inclusiveness | Faithfulness** 

**St John International Annual Report 2025** 

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## **Who is St John International?** 


## **Pro Fide: Pro Utilitate Hominum** 



The international secretariat of the Order of St John (“St John International”) supports every St John establishment worldwide — we act as the scaffolding that helps our global family stand strong. We connect, support, and celebrate the work of our staff and volunteers by sharing best practice, offering guidance, and recognising excellence through our Honours and Awards system. 

From our International Office in London, we help St John operations around the world deliver life‑changing services. We provide practical support — including financial assistance — alongside strategic direction to ensure all 44 St John establishments can pursue our shared aspiration: **to be global leaders in first aid and community healthcare.** 

Our global strategy, adopted in 2020, introduced a new regional approach that brings the expertise of our largest and most experienced establishments, the Priories, to the forefront. Their knowledge now helps smaller Associations grow their capabilities, expand their reach, and increase their impact across the forty‑four countries where we serve. Through regional meetings, communities of practice, and dedicated leadership support, the International Office has strengthened governance, enhanced collaboration, and helped address challenges that could affect the Order’s effectiveness or reputation. 

**St John International Annual Report 2025** 

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St John is an international family of charities united by a simple but powerful vision: to deepen the reach and effectiveness of St John worldwide by living our mottoes: 

**Pro Fide : Pro Utilitate Hominum — For the Faith and For the Service of Humanity.** 

We are guided by our timeless Objects: 

- **To encourage all that makes for the spiritual and moral strengthening of humanity;** 

- **To encourage and promote all the work of humanity and charity for the relief of persons in sickness, distress, suffering or danger without the distinction of race, class or religion; and** 

- **To render aid to the sick, wounded, disabled or suffering.** 

Our values are present in everything we ‑ do. They link us to the thousand year heritage from which we were founded, and they continue to shape how we act, serve, and lead today. 

St John means many things to many people. At its core, however, it is a global programme dedicated to building community resilience — a mission that looks different in every context, but carries the same spirit of service everywhere. 

In this year’s Annual Report, we are showcasing our impact through our People and our Activities; the lifeblood of our work. 


_Charterhouse Mews, London_ 

**St John International Annual Report 2025** 

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## **Our Impact** 



**162,815 dedicated volunteers worldwide** _**more than half of them younger than 18**_ 

**17,808 paid staff members** 


## **In 2025...** 

_Data from our annual Measurement Exercise._ 

- **2.3million+ emergencies responded to, and people treated, worldwide** 

- _**1.7million+ were assisted by an ambulance or provided with First Aid**_ 


**1.5million+ people trained in first aid and other healthcare activities** 

**Our work is underpinned by our values:** 

**Respect | Unselfishness | Excellence | Openness and Transparency | Devotion | Togetherness | Diversity and Inclusiveness | Faithfulness** 

**St John International Annual Report 2025** 

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## **Our Activities** 

## **Regionalisation** 

As part of our global strategy, St John’s regional model continues to strengthen collaboration across Asia-Pacific, Europe, Middle East and Africa (EMEA), and the Americas. Regular regional meetings have deepened relationships between Priories and Associations, building trust, sharing expertise, and creating a culture where support flows not just from Priories to Associations, but increasingly between Associations themselves. 

Across Asia Pacific, Priories have seconded skilled personnel and provided essential training and materials to help smaller establishments expand their first aid and ambulance services. 

‑ In EMEA, the gold standard first aid training initiative is now well underway. We have successfully completed the first year of the EMEA Master Training Programme, training 27 Master Trainers across the region in 2025. Supported by St John International, the programme aims to train up to 90 Master Trainers by 2028—unlocking the capacity to train an additional 90,000 first aiders over three years. 


In the Americas, St John hosted an in‑person regional conference in Trinidad and Tobago, where establishments worked together to define a clear set of shared priorities. This new framework will strengthen cooperation across the Caribbean and support the region’s ambition to establish consistent, ‑ high quality first aid training and services, in partnership with the Priories of the US and Canada. 

With no added layers of governance or bureaucracy, the regional approach is already delivering tangible benefits— shifting the Order away from a perceived historic centralised model toward one that empowers local leaders, accelerates learning, and strengthens St John’s impact globally. 


**St John International Annual Report 2025** 

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## **Americas Region** 


## **World Restart A Heart in Saint Lucia** 

## **School Sports Day Support** 

World Restart a Heart Day 2025 strengthened CPR awareness across Saint Lucia and Dominica through school, workplace, and community engagement. Interactive virtual CPR sessions brought together key partners, including ISRAAID, national disaster offices, Youth Emergency Action Committees, and St John Associations, reaching more than 500 ‑ students aged 12–17. Pop up CPR stations were set up in busy public areas in Castries, where over 300 citizens received hands‑on demonstrations from first aid teams and instructors. Feedback highlighted increased confidence and understanding of CPR’s importance, with one participant’s personal loss underscoring the urgent need for widespread lifesaving skills. 

St John Ambulance Trinidad and Tobago plays a vital role in supporting local communities by providing medical coverage at school sports days. Trained volunteers and an ambulance are on site to ensure children, teachers and spectators receive prompt care when needed. They treat a wide range of common sporting ailments, from twisted ankles and minor sprains to dehydration and overheating in the sun. Their presence offers reassurance to schools and parents, ensuring activities can run safely. If a situation becomes more serious, the team can quickly transport anyone in critical condition to hospital, helping keep community events safe and enjoyable. 



**St John International Annual Report 2025** 

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## **Americas Region** 


## **Zainab Zakaria** 

Our International Youth Advisory Network (IYAN) is a team of passionate young leaders from across the St John family who work together to enhance youth engagement, share best practices and elevate youth voices on our international stage. Zainab represents St John/St Jean Ambulance Canada on IYAN, is a Medical First Responder, and serves on her home youth advisory network (CYAN) too. Currently studying Medicine at the University of Toronto, Zainab is committed to learning from other St John establishments and pushing forward youth-led change on a global scale. 


## **Ayo Ololara, J.P., BSc.(Hons.), Mphil/PhD. (Candidate)** 

Ayo Ololara is a dynamic political scientist, real‑estate entrepreneur, and active community member whose wide-ranging experiences reflect how St John people wear many hats in society. A postgraduate researcher, political consultant and college educator, Ayo has served St John Ambulance Barbados (SJAB) for seven years as a trainer, and this year took the lead in their communications strategy. She continues to instruct with SJAB and contributes her expertise as a valued member of our international Communications Community of Practice. Ayo shares, “My time as a St John Ambulance trainer is defined by one goal, building a more resilient community.” 


**St John International Annual Report 2025** 

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## **Europe, Middle East and Africa (EMEA)  Region** 


## **Defibruary Campaign launch sees 1,300+ pupils learn lifesaving skills with St John Ambulance Cymru** 

**The Highway Emergency Response Project (HERP), St John Ambulance Kenya** 

In February 2025, Pupils at Haverfordwest High VC School learned about Defibruary, an annual campaign raising awareness of lifesaving CPR and defibrillator skills. St John Ambulance Cymru ran events across the whole month of February to highlight how survival chances drop by 10% each minute after cardiac arrest and to encourage people to locate and register nearby defibrillators via The Circuit. Head of Response Operations, Darren Murray, praised the pupils’ enthusiasm and stressed the importance of early intervention, with survival rates in Wales at just 5%. The campaign is inspired by people like Janice John, whose life was saved by her husband’s CPR skills. She now volunteers to help others and urges everyone to learn basic first aid skills. 

Launched in October 2025, HERP will pilot the installation of specialised First Aid posts for volunteer first responders and dedicated roadside trauma centres for medical staff positioned on high-risk arterial roads in Kenya. Both type of facility are supported by trained Emergency Medical Technicians (EMTs) in new ambulances, and coordinated with ongoing tertiary level care. 

Through this programme, SJA Kenya will create a validated and scalable model that demonstrably improves survival rates and patient outcomes from Road Traffic Accidents (RTAs) through timely, - integrated emergency response establishing a sustainable blueprint for national expansion. 



**St John International Annual Report 2025** 

**12** 



## **Europe, Middle East and Africa (EMEA)  Region** 


## **Emmanuel Arko-Labi and Helena M.** 

## **Andy Adam** 

Emmanuel (Ghana) and Helena (Gibraltar) met when they were both participants of our first Global Leadership Development Programme. Last October, Helena joined Emmanuel in Ghana for three weeks, to bring the spirit of #OneStJohn to life, blending cultures, ideas and practical skills in a way that showed what global service really means. 

One of the most exciting parts of the visit was Helena’s immersion in Ghana’s Badgers and Cadets programme. Emmanuel introduced her to 10 school clubs where pupils learn first aid and CPR early, creating a generation of lifesavers. For Helena, who usually trains adult volunteers, this was new territory — younger learners, cultural differences, and language barriers. But with Emmanuel’s guidance and the pupils’ enthusiasm, they made it work. 

Guernsey’s longest-serving paramedic, Andy Adam, is celebrating an incredible 40 years of continuous service with the St John Ambulance and Rescue Service — and fittingly, he marked the milestone on St John Day (24th June), the very same date his career began back in 1985. Andy’s journey into the world of emergency care started long before he donned the uniform professionally. As a young cadet in St John, he represented Guernsey in national first aid competitions and later became an adult volunteer. His full-time career began with the Patient Transfer Service before he trained as an Emergency Medical Technician and then qualified as a paramedic. 



**St John International Annual Report 2025** 

**13** 



## **Asia Pacific Region** 


## **Truckie First Aid** 

## **Boosting Emergency Response in PNG** 

2025 saw St John Ambulance Australia’s _Truckie First Aid_ programme (in partnership with the National Road Association, NatRoad) equip its 2,170th truck driver with essential First Aid skills - preparing them to respond to roadside emergencies, often as the first and only responder before help arrives. 

Truck drivers are frequently first on the scene of crashes, particularly on long-distance or regional routes. The Truckie First Aid course, which takes just 30–40 minutes to complete, teaches life-saving interventions based on the DRSABCD First Aid action plan, including CPR, airway management, and controlling severe bleeding. Participants receive a certificate upon completion. 

In May 2025, St John PNG marked a major milestone with the official opening of the newly refurbished Lae Ambulance Station, an essential infrastructure upgrade made possible through the PNG-Australia Policing Partnership (PNG-APP). 

“The Lae Ambulance Station is the second busiest within the National St John Ambulance Service network, playing a vital role in emergency response for Lae and the wider Morobe Province. The upgraded facility enhances crew safety, operational readiness, and the quality of care delivered to the community. This project represents a major step forward in our efforts to enhance ambulance services across Papua New Guinea. We are immensely grateful to the Australian Government and PNG-APP for their continued partnership in strengthening emergency medical systems.” - Matt Canon, CEO. 



**St John International Annual Report 2025** 

**14** 



## **Asia Pacific Region** 


## **Dame Betty Simpson** 

## **Michael Andrews** 

Dame Betty Simpson of Hato Hone St John achieved an extraordinary milestone in Whanganui, receiving her gold bar for 75 years of continuous service. At 92, she remains an active and inspiring member of the St John whānau (family), embodying our values of service, care, and community. Her lifetime of dedication has supported countless people and strengthened her local community, making her a treasured example of compassion in action. Few reach such a milestone, and even fewer continue to serve with such unwavering spirit. Dame Betty’s commitment shines as an inspiration to volunteers across generations. 


As Chief Executive Officer of St John Ambulance Solomon Islands, Michael Andrews leads the organisation that delivers the national ambulance service on behalf of government. Since taking up the role, he has led a major service turnaround, improving performance, strengthening governance, and helping build a more reliable and coordinated ambulance system in one of the world’s most geographically dispersed settings. 

His work has included leading the development of Solomon Islands’ National Ambulance Service Strategy, establishing the National Ambulance Control Centre, and advancing new models of care to improve access, system flow, and patient outcomes. 

Michael’s career spans Australia, Papua New Guinea, and Solomon Islands, with experience across frontline paramedic practice, executive leadership, and health system reform. Alongside his executive role, he is completing an MSc in Global Healthcare Leadership at the University of Oxford, further strengthening his expertise in leadership, governance, and complex health-system design **.** 

**St John International Annual Report 2025** 

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## **Our People** 

Humans are the heartbeat of St John worldwide — the spark that powers our mission to lead in first aid and community healthcare. Our work begins in the simplest of places: village halls, community centres, schools, youth clubs, and streets where neighbours look after neighbours. 

It comes to life through our 170,000+ volunteers and the 20,000 dedicated staff who stand beside them. 

This year, we are proud to spotlight just a few of the remarkable St John people whose achievements reflect the strength, spirit, and generosity of our global family. 

For so many within St John, service is a response to a deeper call — the desire to be part of something larger than ourselves. Our reach may be global, but our impact is felt locally: in rural African health clinics, across disaster‑stricken communities in Asia, and everywhere people rely on us in moments of need. 



_St John Ghana_ 


_Hato Hone St John New Zealand_ 

We bring experts together, break down borders, and confront some of the most urgent health challenges of our time. 

It is a mission rooted in a simple but profound instruction: to love one another — and to act. 


_St John Kenya_ 

**St John International Annual Report 2025** 

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At St John, it’s not only what we do that matters — it’s how we do it. When we surveyed our senior leaders at Grand Council in August 2025, many shared that while they were first inspired by our mission and values, they stayed because of the people and our way of working. Compassion shapes how we show up for one another; openness and trust are the foundations of how we lead. 

Our work is guided by local leaders who understand their communities best. Our mission may be global, but our impact is felt on neighbourhood streets, in local clinics, and among the people who live in our towns. And because we don’t believe in gatekeeping great ideas, we share our learning across our entire global network — raising standards everywhere. 

Creating a great place to work and volunteer takes great humans, and many in St John proudly do both. We recognise their contribution through service medals, membership in the Order, and the development opportunities we champion. 

More than the sum of our parts, our strength lies in our people. Every day, they bring our values to life – and that’s what makes St John extraordinary. 


_St John Hong Kong_ 

**St John International Annual Report 2025** 

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## **Members in  Action** 

The Order of St John was founded in around 1070 to serve the needs of pilgrims in Jerusalem. Its members were known as the Hospitallers, and their work was centred around the care of the sick and the poor of all faiths – treating Christians, Muslims, and Jews alike in the broadest sense of inclusivity. In the centuries that followed, military activity took place in parallel to nursing, and the ethos relating to chivalry and knighthood developed. That ethos included the qualities of courage, honour, justice, and courtesy from its knights, and also the values of love, joy, peace, kindness, goodness, faithfulness, gentleness, and selfcontrol. 

St John people serving the purpose of St John are eligible to become members of the present-day Order of Chivalry. These St John people show respect and kindness to others, unselfishness, excellence in delivering modern care, and openness to learn, as well as devotion to helping others, togetherness with common values, diversity and inclusiveness supporting our common purpose, and to the faithful vision of our founders. 

The modern iteration of St John, born in the Victorian era, was not concerned initially with conflicts, but focussed on charitable service and transferred the virtuous knight from the battlefield to the hospital and those in need. Today horses have been replaced with ambulances, swords by surgical needles, and armour by first aid kits. Through the delivery of first aid and other healthcare activities worldwide, and the charitable output of the St John Eye Hospital Group, St John people are following the values of the earliest Hospitallers. 

In 2025, **there were 22,929 Members within** The Order of St John. 

**St John International Annual Report 2025** 

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## **Hadassah Topp MStJ, Hato Hone St John (Grade V, 2025)** 

As the South Island Youth Leaders Portfolio Officer, Hadassah pays close attention to the individual needs of the diverse range of cadets that come through the youth leadership programme, ensuing they have the specific support they need, and that their leaders are equipped to do this. Many of the young leaders that will serve Hato Hone St John long into the future, currently coming through the youth programme and taking on other roles, have benefited from the mentorship and guidance of Hadassah. 

In her own words, Hadassah shares: _“As New Zealand’s second recipient and the first wahine (woman) of the Sovereign’s Award, I’m deeply grateful for this honour, which recognises my work with the Navigating Challenges to Opportunities (NCO) Development Camps._ 

_These camps were created to empower young leaders across Canterbury and Aotearoa. They were designed to spark creativity, expand mindsets, solidify values, and strengthen the skills needed to turn challenges into opportunities. Seeing the impact these camps have had — not only on participants but also on the leaders who have staffed them — and watching them go on to create meaningful change in their communities has been one of the most rewarding parts of this journey._ 

_To now be joining the incredible legacy of the Order of St John as a young Order Member is a truly profound experience. As a cadet, I looked up to many inspiring Order Members. Now, to stand alongside them is both humbling and empowering. For me, being an Order Member is about leading with integrity, encouraging others to believe in their capacity to make meaningful change, and recognising that our collective actions matter. True leadership inspires those around us to keep growing, to serve with humility, and to always strive for the good of our communities, no matter how big or small the task._ 

_To every young person on their journey, whether with St John or not: lead with kindness, stay curious, and never underestimate the impact you can make simply by showing up with heart. Our generation has so much to offer, and our future will continue to be brighter by us choosing to walk together.”_ 


**St John International Annual Report 2025** 

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## **Duncan McAra CStJ (Grade III,The Priory of Scotland, 1999)** 

For over three decades, Duncan McAra CStJ has been a dedicated member of the Order of St John, serving in a variety of roles that reflect both his commitment to the Order’s charitable work and his deep interest in its history. He was admitted as a Serving Brother in 1995, promoted to Officer in 1996, and to Commander in 1999. 

In the late 1990s, Duncan served as Secretary of the Edinburgh Area Association Committee, including seven years as FundRaising Social Events Organiser. He has also undertaken ceremonial roles, notably serving as Priory Sword Bearer from 2014 to 2016. 

In March 2007, he attended a Gifford Lecture at the University of Edinburgh delivered by Professor Jonathan Riley-Smith, a former Librarian of the Priory of Scotland (1966–1977). Since 2014, Duncan has held the voluntary post of Priory Librarian at the Chancery of the Priory of Scotland. 

Following the extensive 2024/25 refurbishment of the Chancery, which included installing a lift to improve accessibility, Duncan supervised the unpacking and re-shelving of the Library’s collection from secure, temperaturecontrolled storage. 

Duncan has also shared his expertise beyond the Library, giving talks to historical and literary societies across Scotland and hosting visits by members of the Sovereign Military Order of Malta, scholars from the Malta Study Center, Saint John’s University (Minnesota), and PhD students from the University of St Andrews, including Thomas Ware and Rory McLellan (now a Cataloguer and Manuscript Researcher at the British Library). 

In August 2024, Duncan featured on Antiques Road Trip (Series 28, Episode 5: Treasures of Scotland) on BBC One, discussing Order history with presenter Mark Hill. The episode also included a demonstration of first aid equipment and techniques by Deborah McKinnon, Priory Delivery Officer for PAD & CPR, in the Chapter Hall. The episode is available to view on YouTube. 

His responsibilities include acquiring new books and journals, digitising the authorindex card catalogue, and producing blog posts highlighting the Library’s treasures and the wider history of the Order. 


**St John International Annual Report 2025** 

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## **Laurie Anderson, CPA, CMA, DStJ** 

_Grade II (Dame): 2024 Grade III (Commander): 2021 Grade IV (Officer): 2018 Grade V (Member): 2013_ 

Laurie Anderson’s volunteerism with St. John Ambulance Canada began in 2008 as an Audit and Finance Committee board participant at her regional level in Canada and has grown steadily over time, including her admission to the Order of St. John in 2013. Since then, Laurie has served in a variety of leadership roles, including Chair of St. John Ambulance Alberta, her election as Deputy Chancellor in 2022, and her subsequent promotion to Chancellor in June 2024. She currently serves as Chancellor of St. John Ambulance Canada and is actively engaged internationally through St. John Ambulance International, participating on the Audit and Risk, Trustees’ Executive and Honours and Awards Committees, as well as serves as Chair of the Americas Region. 

In her professional career, Laurie was the Chief Financial Officer of a North American real estate organization, where she led complex high value  real estate and corporate transactions. Her executive experience brings strategic discipline, financial oversight, and a results-oriented approach to her volunteer leadership, supporting the long-term sustainability and growth of St. John Ambulance Canada. 

Laurie is an enthusiastic and dedicated leader whose life reflects resilience, leadership and service. She has faced significant personal health challenges that have shaped her perspective as a mother, partner, corporate executive, and volunteer. These experiences have deepened her commitment to community service and strengthened her advocacy for health and wellness. 

A defining aspect of Laurie’s life story is her experience as both an LVAD recipient and, ultimately, a heart transplant recipient. This experience has profoundly influenced her commitment to the life-saving importance of first aid, medical care, and organ donation. Inspired by this journey, Laurie championed the creation of the St John Ambulance Canada Donor Award. The inaugural award was presented in 2025, recognizing individuals—both living and deceased— whose selfless actions have saved or attempted to save lives through the donation of organs or tissues. 

On a personal level, Laurie shares her life with her partner and is the proud mother of one adult daughter and stepmother to two adult stepdaughters and one stepson. She places great importance on honouring her second chance at life by contributing meaningfully to the lives of others. 

In her own words Laurie shares, _“St. John Ambulance is one of those organizations that captures your attention and holds it for life. When I was admitted to the Order in 2013, I didn’t fully appreciate the depth and reach of our work around the world—but over time, that understanding has grown into a deep sense of pride and connection. I have always been someone who values independence and a great challenge without taking myself too seriously and St John Ambulance has always been open to having a different perspective at the table. I am truly honoured to support our mission, both locally and internationally.”_ 


**St John International Annual Report 2025** 

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## **The Mother and Baby Programme in 2025** 

In November 2014, St John International launched the “Mama Na Mwana / Mother and Baby” programme, implemented by St John associations in Malawi, Uganda, Zambia, and Zimbabwe, with St John Kenya joining as a pilot in 2025. Over the past decade, this initiative has contributed significantly to improving maternal and newborn health across Sub-Saharan Africa. 

## To date, the programme has: 

- Enrolled over 239,000 primary 

- beneficiaries 

– Reached 1,193,626 secondary beneficiaries – Delivered health consultations to over 557,000 individuals 

– Improved key maternal health indicators, including a 52% increase in ANC access from 25% in 2022 and a 96% adoption rate for family planning from 83% in 2022 

Through community engagement and stronger relationships between local health providers and families, the programme has helped instil a culture of partnership and sustained health improvement through household visits and clinical support. 

Our work continues to support Sustainable Development Goal (SDG) 3, which aims to prevent unnecessary suffering from preventable diseases and premature death by targeting key areas that improve a country’s overall health. Specifically, we focus on the following targets: 

- SDG 3.1 – Reducing maternal mortality 

- SDG 3.2 – Reducing neonatal and child mortality 

- SDG 3.3 – Combating infectious diseases, including HIV and AIDS 

- SDG 3.7 – Advancing sexual and reproductive health, with a focus on family planning, information, and education. 


**----- Start of picture text -----**<br>
2025 in numbers:<br>26 staff<br>433 trained and active St John<br>volunteers<br>34, 469 people enrolled (pregnant<br>women, new mothers and men)<br>231,765 community members<br>reached<br>**----- End of picture text -----**<br>



**St John International Annual Report 2025** 

**22** 




## **Snapshot of St John of Jerusalem Eye Hospital Group’s Activities in 2025** 

St John of Jerusalem Eye Hospital Group delivers expert eye care across the West Bank, Gaza and East Jerusalem through two registered charities, treating patients regardless of ethnicity, religion or ability to pay. 

In Jerusalem, services are provided by St John Eye Hospital (SJEH), an Israeliregistered charity operating in Sheikh Jarrah, the Old City (Muristan), and Kufr Aqab. 

In the West Bank and Gaza, services are delivered by the St John of Jerusalem Eye Hospital Group (SJEHG), a UK-registered charity, also registered with the Palestinian Interior Ministry in the West Bank. 

Across their Jerusalem Hospital, Muristan Clinic, Kufr Aqab Clinic, Hebron Hospital, Nablus Hospital (opened in 2025), Gaza Response Plan and three Mobile Outreach services in the West Bank, they reached 231,968 patients (32% up on 2024), performed over 4,500 major surgeries, and employed 284 people across their services in 2025. 

As part of SJEHG’s Emergency Response Plan for Gaza, they treated 41,221 patients in Gaza at a series of semi-static outpatient clinics and, when possible, at the refurbished outpatient department of the Gaza Hospital. 

The Child Vision Screening Programme in Jerusalem and the West Bank screened 59,580 children – a 72% increase on 2024. 





**St John International Annual Report 2025** 

**23** 




## **Global Leadership Development Programme at Grand Council** 

## _**Reflections from Krishna Rajendram, SJ GLDP Cohort 1**_ 

Grand Council brings together senior leaders from across the Order: Priors, Chancellors, CEOs, and representatives from Priories worldwide – to celebrate our shared heritage and to shape the Order’s future direction. As a Board Director for other organisations, understanding how the Order undertakes this global discourse was both eye opening and energizing. 

Our GLDP-led session was one of eight sessions across Grand Council, reflecting the recognition that leadership renewal and capacity-building must remain central to St John’s global agenda. As panelists, we were fortunate to represent not only ourselves but also the other voices from the inaugural GLDP cohort, whose experiences continue to inform our collective journey. 

**The second St John Global Leadership Development Programme will begin on Wednesday 25th February with a brand new group of 23 global leaders. Building on the success of our 2024 pilot, participants will engage in experiential learning, peer collaboration and real world leadership practice to strengthen the skills, mindset and confidence needed to lead with integrity in an ever changing world.** 

**A distinctive part of the programme is its immersive residential experience, delivered in partnership with Hult Ashridge Executive Education. Our cohort will continue their learning at the historic Ashridge House, benefitting from Hult Ashridge’s 65-year heritage in world-class executive education, backed by the Hult International Business School.** 

## Exploring Sustainable Leadership 

Our panel, “Sustainable Leadership in a Global Context,” invited delegates to explore what it means to lead for the long term across different geographies, governance systems, and volunteer structures. Participants engaged in vibrant roundtable discussions framed around what sustainable leadership looks like locally, regionally, and globally. 

Across every table, one theme was clear: sustainable leadership is not just about endurance; it is about renewal, inclusivity, and collective growth. 


_Members of GLDP Cohort 1 in Canberra_ 

**St John International Annual Report 2025** 

**24** 




## **Fundraising** 

2025 marked a major step forward for St John International as we established a dedicated and professional fundraising capability. With strategic support from Gifted Philanthropy, we welcomed our new Fundraising Director, Nicky Wynne, whose leadership has already brought focus, rigour, and momentum. Backed by the Trustees Executive Committee and our Special Projects Ambassador, we strengthened relationships across our global network and secured £1.27 million in grant and donation income, laying vital foundations for future growth. This progress reflects the transformative power of the generous £1 million investment made by Professor Frederick Paulsen to build a long-term, sustainable fundraising function for the St John Family. 

The impact of this expanding support is already clear. In 2025, St John International secured a two‑year USD $400,000 grant from the Astellas Foundation to strengthen community‑based emergency and first aid care in rural Malawi. The project will train and equip around 4,000 community health workers to act as first responders and health educators, improving early response to emergencies and strengthening referral pathways to health facilities. By expanding access to basic, life‑saving care in areas facing acute workforce shortages, the programme demonstrates how new philanthropic partnerships are already helping us deepen our impact. To thank our generous supporters, we hosted a donor appreciation dinner at St James’s Palace—an important moment to celebrate their commitment to St John’s mission and global reach. 


_St John EMEA_ 


_St John Trinidad and Tobago_ 


_St John Malawi_ 

**St John International Annual Report 2025** 

**25** 




## **St John International: From Movement to Momentum** 

St John International will contribute to 

_Fit for the Future_ by providing guidance, structure, and support to the Order’s Establishments, enabling them to serve people and strengthen impact globally. 

We will achieve this through; 

- **Uniting** the St John family around an ambitious common future 

- Continuously **improving** the quality and scale of training and care that St John provides around the world, so that St John represents the “gold standard” in everything we do; 

- **Sharing** knowledge and approaches across St John establishments, enabling us to build resilient communities everywhere St John operates; 

- **Making** St John recognised among international partners and the public, as a global leader in the field of first aid and community health resilience; 

- **Developing** a comprehensive St John International Business Plan to pave a clear road ahead, ensuring cohesive alignment for strategic success. 

## **Relationship Agreement** 




St John International has developed and implemented the Relationship Agreement, which outlines  expectations for St John Associations, including service quality, compliance, information sharing and trademark use. It also commits the Order to fostering collaboration, sharing expertise, supporting senior inductions, and enabling consistent standards, stronger training and expanded services across the St John family. 


**St John International Annual Report 2025** 

**26** 



## **Financial Review of the Year** 


## **Income** 

The main recurring source of funds for the Order continued to be agreed contributions from St John Establishments of £1,046,803 for the year (2024: £1,155,154). 

Voluntary income of £249,446 was recognised in 2025 (2024: £818,884). This income varies from year to year with the level of donations and legacies received, whilst grant income for the year was £1,019,588 (2024: £250,000) with further funding received in 2025 to boost our fundraising capacity and support St John projects across the globe. 

Rental income for the year was £94,385 (2024: £117,717), the decrease reflective of the short rent-free period for our tenants during 2025. 

Interest on term deposits and savings increased to £96,678 (2024: £53,508), reflective of the growth in our liquid assets during 2025. 

## **Expenditure** 

Total expenditure in 2025 was £2,564,788 (2024: £1,896,825). The direct costs of charitable activities increased to £1,834,169 (2024: £1,399,307), largely due to increased funding for our charitable programs during the year. 2025 saw the further expansion of our Mother and Baby Programs, as well as funding for two new projects – the First Aid Master Training programme in the EMEA region, plus the Highway Emergency Response Project within Kenya. 

## **Balance Sheet** 

As at 31 December 2025, net assets were £9,843,759 (2024: £9,526,647). The Charterhouse Mews properties in London, together with the hospital premises in Jerusalem that are used by SJEHG, represent the most significant assets of the Order. The Order's cash assets are retained in UK banks in a series of higher-interest term deposit accounts, until such time as they are needed. 

**St John International Annual Report 2025** 

**27** 




## **Going Concern** 

The Order's financial performance, reserves and future cashflows have been assessed by the Trustees at the date of approving the financial statements. 

The Trustees are confident, and they believe that the Charity is able successfully to manage its business risks in the current uncertain economic climate. The Trustees will continue to monitor income and expenditure, limit commitments and adjust costs to counter the impact of any reductions in income, using reserves, if necessary, while continuing to further the objectives of the Order. 

The Trustees have a reasonable expectation that the Order has adequate resources to continue its operations for the foreseeable future (being a period of at least 12 months from the date of approval of the financial statements) and believe there are no material uncertainties that call this into doubt. In view of this situation, the financial statements of the Order have been prepared on a going-concern basis of accounting. 

## **Concessionary Loans & Security** 

The Order has made loans to Establishments to assist them to continue to service their beneficiaries in accordance with the Order's objectives. No interest is charged to these Priories. The secured loan to the Priory of South Africa commenced repayment in 2025 and remains repayable to the Order in monthly instalments until 2029. 

## **Investments** 

The Order continues to hold two investment properties, 1 and 2 Charterhouse Mews, London. These properties are leased to earn income for the work of the Order. Excess funds are currently held in term deposit accounts, although trustees are planning to review our investment approach within 2026. 

## **Raising Support** 

We continue to strengthen our relationship with our current supporters. We focus on engaging Philanthropists, Trusts and Foundations and Institutional Funders for selected charitable projects in Establishments, such as the Mother and Baby Programme. We would like to thank all donors for their support in the last few years, making our achievements possible. 

In addition, we have started to develop a global fundraising strategy, which, for the first time, aims to establish a joint effort bringing together fundraising activities within Priories, in addition to their national fundraising. A global case for support, in line with our new global mission statement, will be developed to approach major funders for significant, multi-national projects in our newly established regions. 

The new fundraising strategy will further our global strategy development and ultimately help us reach more people. 

**St John International Annual Report 2025** 

**28** 




## **Risk Management** 

The Order identifies risks as they arise, and monitors the major strategic, business and operational risks that it faces. It assesses the mitigating actions that are in place, and, so far as it is able, manages these risks to minimise their effect. The Audit and Risk Committee (ARC) meets four times a year, reporting quarterly to the Trustees' Executive Committee and annually to Grand Council. The ARC advises where additional resource is required to manage the Order's risks. 

The principal risks faced by the Order cover areas such as reputational risk, governance of the Order and of individual Establishments, safeguarding, diversity, clinical standards, financial performance, systems and controls, cyber security and honours and awards. 

‑ Building on lessons learned from earlier risk mitigation efforts, the Order has revised its licensing framework with Associations through the introduction of a new Relationship Agreement. The Agreement clarifies Associations’ obligations, the support and services ‑ provided by the Order, and the controls available in cases of non compliance. 

The Relationship Agreement and its supporting framework were finalised in the second half of 2025, with rollout commencing towards the end of the year. All active Associations are expected to sign the Agreement during 2026. 

Through the Unrecognised Orders Monitoring Group, we monitor the use of the St John logo, countering misuse with a register of Intellectual Property, and membership of appropriate organisations to monitor the use of our trademark. 

Diversity across the Order, and especially at Board level, is carefully monitored and all parts of the Order are encouraged to work to ensure their membership is representative of the countries in which they operate. 

Recent appointments have made a visible impact on our senior leadership profile. We watch for risks associated with both our increasing charitable output and changing regulation with respect to charitable activity and data protection. 

## **Grant Making Policy** 

The Order has established its grant making policy to achieve its objects for the public benefit. The Order's aim is to support St John Associations in achieving their charitable objects. 

Grants are made to advance aspects of St John Establishments' programming or functioning. This may include projects in First Aid and pre-hospital care, community health, disaster preparedness or other relevant activities. 

**St John International Annual Report 2025** 

**29** 




Recommendations for grants are made by staff and approved by the Secretary General within annual budgets agreed by the Trustees or, otherwise, approved by the Sub Prior of the Order. An exception is the Emergency Relief Fund, where grants are approved by the Secretary General, Sub Prior and Lord Prior. 

In 2025, St John International established a new Small Grants Fund to which St John Establishments can apply for grants of between £10,000 and £50,000 . The purpose of the fund is to provide funds for otherwise unaffordable activities delivered by Establishments that support or enable the delivery of the St John Mission. The fund has been set up with £1M of initial investment, and SJI will be fundraising to replenish the fund as it is used, in order that we can continue this function for Establishments in the medium to long term future. The grant application process will commence in 2026. 

## **Fundraising Policy** 

The Order is in compliance with CC20 of the Charity Commission Guidelines on fundraising and best practice recommendations from the Institute of Fundraising. The Charities (Protection and Social Investment) Act 2016 requires us to report on the following activities: 

Our fundraising for the foreseeable future concentrates on applying for funds from Trusts, Major Donors and Corporate Partnerships. The Order's Head of Fundraising & Communications looks after fundraising on a daily basis and no professional fundraisers or commercial participators are engaged other than for advice. The Order has not, nor has anyone acting on its behalf, been subject to an undertaking to be bound by a voluntary scheme for regulating fundraising or any voluntary standard of fundraising in respect of activities on behalf of the Charity. The Charity monitors fundraising activities by reporting activities to the Trustees' Executive Committee every quarter. 

We have received no complaints about our fundraising activities. 

In respect of protection of vulnerable people, we do not make general approaches to the public. All members on our database need to confirm that they are happy to receive information and our procedure is to send one follow up letter only. 

## **Investment Policy** 

Funds of the Order not immediately required are invested. The current portfolio of investments includes property, short-term deposits and cash at bank on immediate access. 

Cash not needed for day-to-day purposes within the next year is invested in fixed rate accounts to earn as high as possible rate of return while maintaining security of funds held. The investment policy has been agreed by the Trustees and is periodically reviewed by the Audit and Risk Committee. 

**St John International Annual Report 2025** 

**30** 




## **Reserves Policy** 

• Restricted income funds which may legally be used only for the purposes specified by the donor, and unrestricted income funds which are free for use for any of the purposes of the Charity as set out in its governing document. 

- Unrestricted income funds comprise Designated Funds (those funds that the Trustees have set aside for particular purposes) and General Reserves. 

## **Planned level of reserves** 

The Charity budgets to deliver its charitable objectives while ensuring financial stability. It does this by aiming to keep an adequate, but not excessive, level in General Reserves, sufficient to ensure that contractual commitments to staff, for premises and programme work, can be made with reasonable confidence. The Order makes this assessment by looking at future cash requirements and setting budgets each year to ensure adequate cash liquidity within the availability of expected cash inflows and adequate levels of contingency. 

The appropriateness of the Reserves Policy is reviewed by the Trustees in conjunction with the Order's strategic plan, taking into account the degree of risk associated with the planned development programmes. At the current time, the Trustees have concluded that the overall level of the Order's General Reserve should be maintained at a level of six to nine months of annual expenditure. 

## **Actual level of reserves** 

As at 31 December 2025, total Reserves amounted to £9,843,759 (2024: £9,526,647). These are composed of Restricted income funds of £727,168 (2024: £435,721), Designated funds of £8,234,478 (2024: £8,260,281) and General Unrestricted funds of £882,113 (2024: £830,645). The General Unrestricted fund balance at 31 December represents 8.2 months of unrestricted expenditure for the year, within our target range of 6-9 months of unrestricted expenditure, therefore the Trustees' consider that the reserves are in line with the planned level of reserves. 

## **Accumulated Funds** 

Full details of funds are set out in note 19 to the financial statements. In summary they comprise: 

Restricted income funds which contain the Emergency Relief fund, our Fundraising capacity building fund and grants received for specific programmes not fully spent at the year end. 

Designated funds represent funds allocated by the Trustees for specific purposes such as supporting St John Establishments and one off costs that cannot be covered by income from one year alone. 

**St John International Annual Report 2025** 

**31** 




The St John Association Development fund is set aside to support our charitable programmes, funded by the generous support of donors and funders. 

Unrestricted general reserves which are used by the Trustees to spend on the Charity's general charitable objects. 

## **Key Management Personnel Remuneration** 

The Trustees consider the Board of Trustees and the Secretary General as key management personnel of the Charity in charge of directing and controlling the Charity and running and operating it on a day-to-day basis. All Trustees give of their time freely and no Trustee remuneration was paid in the year. Details of Trustee expenses and related party transactions are disclosed in notes 20 and 21 to the financial statements. Trustees are required to disclose all relevant interests and register them with the Secretary General and, in accordance with the Order's policy, withdraw from decisions where a conflict of interest arises. 

The pay of the Charity's Secretary General is reviewed annually by the Trustees and normally increased in accordance with average earnings. In view of the nature of the Charity, its economy of operations, and the extensive use of professional advisers, the Trustees consider that a multiple based on three and a half times the median average salary for full time UK employees is appropriate for this role. 

**St John International Annual Report 2025** 

**32** 



## **Structure and Governance** 


## **Constitution and Structure** 

The Order is governed by a Grand Council. The ex officio members are the Grand Prior, the other Great Officers of the Order, namely the Lord Prior, the Chancellor, the Prelate and the Sub Prior, and the Chair of SJEHG together with the Priors or Chancellors of each of the Priories. The twenty-seventh Grand Council meeting was held in Canberra, Australia on 10th-11th September 2025. 

- The Trustees’ Executive Committee is a standing committee of the Grand Council. It is, subject to any directions by the Grand Prior, responsible for the general control and management of the administration of the Order. 

- The Trustees’ Executive Committee members are the Charity Trustees of the Order for the purposes of the UK Charities Act 2011. The Trustees’ Executive Committee met four times during 2025. 

- The Audit and Risk Committee is responsible to the Trustees’ Executive Committee for oversight of audit and risk. During 2025 the Audit and Risk Committee met 4 times over the year. 

- The Nominations and Appointments Committee is a standing committee of the Grand Council. It is responsible for identifying candidates for appointment as a Great Officer, Principal Officer or Secretary General and advises the Grand Council in relation to such candidates and appointments. The Committee also evaluates candidates for appointment as the Chair of SJEHG (on the recommendation of the SJEHG Board) and advises the Trustees’ Executive Committee accordingly. 

- The Honours and Awards Committee is a standing committee of the Grand Council. It advises the Grand Council on all matters relating to the Order Honours and Awards system, including appointments to and promotions in the Order and to eligibility for the award of The Life Saving Medal and the Service Medals of the Order. The Committee met three times in 2025. It conducted rigorous scrutiny of nominations for admission to and promotion within the Order. Current membership of the Order stands at 22,929, well within the statutory ceiling of 35,000. 

**St John International Annual Report 2025** 

**33** 




- The Unrecognised Orders Monitoring Group monitors the activities of any organisation in the territories of St John Priories that calls itself an order of St John or uses any trade name, trade mark or domain name in such a way that it might be confused with those of the Most Venerable Order and to feed that information to the International Office. The Group met on two occasions in 2024. 

- The Pro Fide Committee is a standing committee of the Grand Council. It assists the Great Officers and the Trustees’ Executive Committee in maintaining and enhancing the Christian nature and ethos of the Order and advises the Great Officers, the Grand Council and the Trustees’ Executive Committee on ecclesiastical, pastoral, spiritual, religious and related matters pertaining to the Order. At Grand Council 2019 it was agreed that the College of Deans act as the Pro Fide Committee of Grand Council. 

The members of the Grand Council and its committees during 2025 are set out on pages 38-42. New members of the Grand Council are formally inducted and trained by the Lord Prior. The Great Officers (other than the Grand Prior) are appointed by the Grand Prior following consultation with the Grand Council. All Trustees of the Order are inducted and informed of their responsibilities and duties as Trustees, in accordance with the UK Charities Act 2011, by the Secretary General. 

**St John International Annual Report 2025** 

**34** 




## **Public Benefit** 

As this report makes clear, the actual delivery of service to communities in the countries in which The Order of St John is represented is carried out by the various Establishments of the Order which operate in 44 countries. 

Pages 8 - 26 set out our activities, achievements and performance during the year, which are directly related to the objects and purposes for which the Order exists. The Order achieves most of its principal objects and purposes through the promotion of the efficiency and effectiveness of its Establishments, rather than in service delivery to communities themselves. Trustees are therefore confident that the Order meets the public benefit requirements, and they confirm that they have taken into account the guidance contained in the Charity Commission’s general guidance on public benefit where applicable. The Order of St John is accredited to the United Nations as a nongovernmental Organisation (NGO) in Special Consultative Status with the Economic and Social Council (ECOSOC). As a consequence of this status, the Order is required to render quadrennial reports to United Nations Headquarters in New York, setting out how the work of the Order around the world contributes to that of the United Nations in general and in particular to such international humanitarian objectives as the delivery of the Sustainable Development Goals (SDGs). 

In promoting the efficiency of its Establishments, the Order is contributing to the delivery of its charitable objectives to members of the public without regard for race, class or religion. 

**St John International Annual Report 2025** 

**35** 




The members of the public, who have benefited from the Order’s activities, are: 

- 1.Stakeholders of the Establishments receiving direct grants from the Order as detailed in note 6b to the financial statements; 

- 2.The patients of the SJEHG in East Jerusalem, Gaza and Hebron and its clinic in Anabta, as well as those treated by mobile outreach clinics in the West Bank; 

- 3.Members of the public in 44 countries and territories worldwide who receive from a St John Establishment First Aid treatment, ambulance services, sea and mountain rescue services, community care services and home-based primary healthcare; 

- 4.Members of the public who have been trained by a St John Establishment in First Aid and in illness/accident prevention; 

- 5.All those young people worldwide who have been trained and developed by a St John Establishment, who are thereby empowered to enhance their individual potential and contribute more effectively to their communities; and 

- 6.Members of the public whose bravery has been recognised by the award of the Order’s Life Saving Medal or Certificate of Honour. 

**St John International Annual Report 2025** 

**36** 




## **Statement of the Responsibilities of the Trustees’ Executive Committee** 

The Trustees’ Executive Committee, comprising the Trustees for the purposes of the UK Charities Act 2011, is responsible for preparing the Trustees’ Annual Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that period. In preparing these financial statements, the Trustees’ Executive Committee is required to: 

- Select suitable accounting policies and then apply them consistently; 

- Observe the methods and principles in the Charities SORP; 

- Make judgments and estimates that are reasonable and prudent; 

- State whether applicable accounting standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- Prepare the financial statements on the “going concern” basis unless it is inappropriate to presume that the Charity will continue in business. 

The Trustees’ Executive Committee is responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enables it to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of its Statutes. It is also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees’ Executive Committee is responsible for the maintenance and integrity of the Charity and financial information included on the Charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. In the case of each Trustee in office at the date the Trustees’ Annual Report is approved: so far as each Trustee is aware, there is no relevant audit information of which the Charity’s auditors are unaware; and they have taken all the steps that they ought to have taken as a Trustee in order to make themselves aware of any relevant audit information and to establish that the Charity’s auditors are aware of that information. 

Approved by the Trustees’ Executive Committee of The Order of St John and signed on its behalf by: 

Professor Mark Compton AM Lord Prior The Order of St John Tuesday 7h July 2026 

**St John International Annual Report 2025** 

**37** 




## **Sovereign Head of the Order** 

His Majesty King Charles III 

## **Grand Council, Committees and Advisers** 

## **The Grand Prior of The Order of St John** 

His Royal Highness The Duke of Gloucester KG GCVO 

## **The Grand Council of The Order of St John** 

_The Great Officers of the Order during 2025 were:_ 

Professor Mark Compton AM (Lord Prior & Chair of Grand Council) The Right Reverend Timothy Stevens CBE (Prelate)(until 24th June 2025) Most Rev’d Sir David Moxon KNZM GCStJ  (Prelate) (from 24th June 2025) Thomas Budd (Chancellor) Dr Steven Evans (Sub Prior) (until 24th June 2025) Dr Michel C. Doré (Sub Prior) (from 24th June 2025) 

## **The other members of the Grand Council during the year were:** 

Rear Admiral Simon Williams CB CVO (Prior, England and the Islands) Simon Mackintosh (Prior, Scotland) Paul Griffiths (Prior, Wales) Stuart Waetzel (Chancellor, South Africa) John Whitehead CNZM (Chancellor, New Zealand) Laurie Anderson (Chancellor, Canada) Cameron Oxley (Chancellor, Australia) Nigel Heath (Prior, United States of America) Dr Robert Mutula (Prior, Kenya) (stepped back October 2025) Sean Rozario (Prior, Singapore) Dr Chung Chin-Hung (Prior, Hong Kong) Sir Andrew Cash OBE (Chairman of SJEHG) Rosalind Smith (Appointed Member) Hannah Richards (Appointed Member) David Verity (Hospitaller) 

Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General) 

**St John International Annual Report 2025** 

**38** 




## **Trustees’ Executive Committee** 

( _whose members were, for the purposes of the UK Charities Act 2011, the Charity Trustees of the Order)_ 

Professor Mark Compton AM (Lord Prior) 

The Right Reverend Timothy Stevens CBE (Prelate) (until 24th June 2025) Most Rev’d Sir David Moxon KNZM GCStJ  (Prelate) (from 24th June 2025) 

Thomas Budd (Chancellor) 

Dr Steven Evans (Sub Prior) (until 24th June 2025) Dr Michel C. Doré (Sub Prior) (from 24th June 2025) 

Rear Admiral Simon Williams CB CVO (Prior, England and the Islands) (until June 2025) Simon Mackintosh (Prior, Scotland) (from June 2025) 

John Whitehead (Chancellor, New Zealand) 

Laurie Anderson (Chancellor, Canada) 

Dr Robert Mutula (Prior, Kenya) (stepped back October 2025) 

Dato’ Lai See Ming, DBNS, KMN, ANS, PJK (Commander-in-Chief, Malaysia) (from June 2025) 

Sir Andrew Cash OBE (Chairman of SJEHG) 

Rosalind Smith (Appointed Member) (from September 2025) 

Hannah Richards (Appointed Member) (from September 2025) 

Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General) 

## **Audit and Risk Committee** 

Sir Paul Williams OBE DL (Wales) (Chair) 

Colonel Angus Loudon MBE (Priory Secretary, Scotland) Souella Cumming FCA ONZM (New Zealand) 

Laurie Anderson, (Chancellor, Priory of Canada) 

Raymond Chan (Independent member) Stefan Hargrave (Independent member) Avery Bhatia (Independent member) Cindy Jarboe (Independent member) 

Secretary: Chris Smith (Finance Director) 

## **Nominations and Appointments Committee** 

The Right Reverend Timothy Stevens CBE (Prelate) (Chair) (until 24th June 2025) Most Rev’d Sir David Moxon KNZM GCStJ  (Prelate) (from 24th June 2025) Professor Mark Compton AM (Lord Prior) 

Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General) 

**St John International Annual Report 2025** 

> **[39]** 




## **Honours and Awards Committee** 

Thomas Budd (Chancellor & Chair) 

Professor Mark Compton AM (Lord Prior, President) 

TThe Right Reverend Timothy Stevens CBE (Prelate) (until 24th June 2025) Most Rev’d Sir David Moxon KNZM GCStJ  (Prelate) (from 24th June 2025) Dr Steven Evans (Sub Prior) (until 24th June 2025) 

th 

Dr Michel Doré (Sub Prior) (from 24 June 2025) 

Kathryn Colvin CVO (Independent member) 

Lieutenant Colonel Stephen Segrave (Independent member) 

Secretary: Group Captain Steven Wilson (Head of Chancery) 

## **Unrecognised Orders Monitoring Group** 

Group Captain Steven Wilson (Head of Chancery and Chair) 

Tom Budd, Chancellor 

Robert Harrison, Priory of England and the Islands 

Vivienne McKoy-Salt, Priory of England and the Islands Andrew Smith, Priory of Scotland Peter Wood, Priory in New Zealand 

Dr Matthew Glozier, Priory in Australia 

Dr Craig Paterson, Priory in the USA 

Stuart Waetzel, Priory for South Africa Martin Gangnier, Priory of Canada 

Thomas Sugget, Priory in Australia 

Jim Terzian, Priory in United States of America 

Susanna CS Chow, Priory of Hong Kong 

Peter Kurrild-Klitgaard, Secretary General Committee Orders of St John 

Andrew Wells, Honorary Legal Counsel 

Peter O’Donoghue, Order Honorary Geneologist 

Jess Smith, Director of Communications, International Office 

Guy Stair Sainty, Committee Orders of St John Rob Millington, Secretary Designate 

**St John International Annual Report 2025** 

**40** 




## **Pro Fide Committee** 

The Right Reverend Timothy Stevens CBE (Prelate) (Chair) (until 24th June 2025) 

Most Rev’d Sir David Moxon KNZM GCStJ (New Zealand until 24th June 2025) (Prelate, Chair from 24th June 2025) 

Reverend Neil Gardner (Scotland) 

The Rt Reverend David Morris (Wales) 

Reverend Neville Naidoo (South Africa) 

The Reverend Major General Guy Chapdelaine (Canada) 

The Right Reverend Richard Hurford OAM (Australia) (until 24th June 2025) The Very Reverend Dr Andreas Loewe (Australia) (from 24th June 2025) The Right Reverend Canon Andrew Doyle (United States of America) The Right Reverend Charles Muturi (Kenya) 

The Most Reverend Andrew Chan (Hong Kong) 

Secretary: The Reverend Canon Dr Paul Williams (England and the Islands) 

## **The Secretary General, the Hospitaller and other Principal Officers of the Order** 

Susan le Jeune d’Allegeershecque CMG - Secretary General David Verity, Hospitaller 

**St John International Annual Report 2025** 

**41** 




## **Honorary Officers of the Order** 

Peter O’Donoghue, Genealogist Todd Skilton ED JP, Librarian Dr Jeremy Warren, Deputy Librarian Major James Kelly, Director of Ceremonies Sir David Hempleman-Adams, Special Projects Ambassador Gregory Campbell, Honorary Legal Advisor (O‘Melveny) Anna Howell, Deputy Honorary Legal Advisor (Gibson Dunn) Andrew Wells, Deputy Honorary Legal Advisor (Herbert Smith Freehills Kramer) 

## **Professional Advisers** 

## Bankers 

Barclays Bank plc 27 Regent Street Leicester LE87 2BB 

## Solicitors 

BDB Pitmans LLP One Bartholomew Close London EC1A 7BL 

## Chartered Surveyors and Property Consultants 

John D Wood 34-35 Clarges Street London W1J 7ES 

## Principal Office 

## Independent Auditors 

Buzzacott Audit LLP 130 Wood Street London EC2V 6DL 

St John House 3 Charterhouse Mews London EC1M 6BB 

**St John International Annual Report 2025** 

**42** 



## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John)** 


## **Opinion** 

We have audited the accounts of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (the ‘charity’) for the year ended 31 December 2025 which comprise the statement of financial activities, the balance sheet , the statement of cash flows, principal accounting policies and the notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice). 

In our opinion, the accounts: 

- give a true and fair view of the state of the charity’s affairs as at 31 December 2025 and of its incoming resources and application of resources for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

have been prepared in accordance with the requirements of the Charities Act 2011. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the accounts section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

In auditing the accounts, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the accounts is appropriate. 

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the accounts are authorised for issue. 

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 

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**43** 



## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John)** 


## **Other information** 

The other information comprises the information included in the annual report, including the trustees’ report, other than the accounts and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon. 

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the accounts themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this otherinformation, we are required to report that fact. 

We have nothing to report in this regard. 

## **Matters on which we are required to report by exception** 

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion: 

- ¨the information given in the trustees’ report is inconsistent in any material respect with the accounts; or 

- ¨ sufficient accounting records have not been kept; or 

- ¨ the accounts are not in agreement with the accounting records; or 

- ¨ we have not received all the information and explanations we require for our audit. 

## **Responsibilities of trustees** 

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the accounts and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of accounts that are free from material misstatement, whether due to fraud or error. 

In preparing the accounts, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. 

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**44** 



## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John)** 


## **Auditor’s responsibilities for the audit of the accounts** 

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. 

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these accounts. 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below: 

·We obtained an understanding of the legal and regulatory frameworks that are applicable to the Charity and determined that the most significant are the Charities Act 2011 and the Charity SORP FRS 102. 

·We understood how the Charity is complying with those legal and regulatory frameworks by making inquiries of management and those responsible for legal, compliance and governance procedures. We corroborated our inquiries through our review of trustee meetings and papers provided to the trustees. 

·We evaluated the incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) by the trustees and those responsible for, or involved in, the preparation of the underlying accounting records and financial statements. 

We assessed the susceptibility of the financial statements to material misstatements, including how fraud might occur. Audit procedures performed by the engagement team included: 

·Identifying and assessing the design and implementation of controls in place to prevent and detect fraud; 

·Reviewing contracts and agreements; 

·Challenging assumptions and judgements made by management and the trustees in its significant accounting estimates and judgements; and 

·Identifying and testing journal entries, in particular adjustments made at the year-end for financial statements preparation. 

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**45** 



## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John)** 


There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify noncompliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the accounts is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. 

## **Use of our report** 

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. 

Buzzacott Audit LLP 

Statutory Auditor 130 Wood Street London EC2V 6DL 

Date 

Buzzacott Audit LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006 

**St John International Annual Report 2025** 

**46** 



|**Note**<br>**INCOME**<br>**Donations and Legacies**<br>Contributions from St John Establishments<br>**2**<br>Other voluntary income<br>**3**<br>**Charitable Activities**<br>Grants<br>**4**<br>**Investments**<br>Rental income<br>Building insurance income<br>Interest income<br>**Other Income**<br>Other Income<br>**Total Income**<br>**EXPENDITURE**<br>Costs of raising funds<br>**6a**<br>Charitable activities<br>**6b**<br>Governance costs<br>**6c**<br>Other<br>**6**<br>**Total Expenditure**<br>**6**<br>**Net (expenditure)/income before**<br>**transfers and revaluation**<br>Revaluation gain on investment properties<br>**13**<br>**Net Movement in Funds**<br>Total Funds brought forward at 1 January<br>**Total Funds carried forward at 31**<br>**December**<br>**19**|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total**<br>**2025**<br>**Total**<br>**2024**<br>**£**<br>**£**<br>**£**<br>**£**|
|---|---|
||1,026,326<br>20,477<br>1,046,803<br>1,155,154<br>239,446<br>10,000<br>249,446<br>818,884<br>125,000<br>894,588<br>1,019,588<br>250,000<br>94,385<br>-<br>94,385<br>117,717<br>-<br>-<br>-<br>1,031<br>96,678<br>-<br>96,678<br>53,508<br>-<br>-<br>-<br>1,057|
||**1,581,835**<br>**925,065**<br>**2,506,900**<br>**2,397,351**|
||(90,592)<br>(217,113)<br>(307,705)<br>(125,416)<br>(1,417,664)<br>(416,505)<br>(1,834,169)<br>(1,399,307)<br>(422,914)<br>-<br>(422,914)<br>(372,101)<br>-<br>-<br>-<br>(1)|
||**(1,931,170)**<br>**(633,618)**<br>**(2,564,788)**<br>**(1,896,825)**|
||**(349,335)**<br>**291,447**<br>**(57,888)**<br>**500,526**<br>375,000<br>-<br>375,000<br>-|
||**(25,665)**<br>**291,447**<br>**317,112**<br>**500,526**<br>9,090,926<br>435,721<br>9,526,647<br>9,026,120|
||**9,116,591**<br>**727,168**<br>**9,843,759**<br>**9,526,647**|



All of the above results are derived from continuing activities. All gains and losses recognised in the year are included above. There is no difference between the Statement of Financial Activities and the Income and Expenditure Account and therefore a separate statement of recognised gains and losses has not been prepared. 

The notes on pages 50 to 69 form part of these financial statements. 

**47                                                                                                                                                       St John International Annual Report 2025** 



|**Note**<br>**FIXED ASSETS**<br>Intangible fixed assets<br>**10**<br>Tangible fixed assets<br>**11**<br>Investment in subsidiary<br>**12**<br>Investment properties<br>**13**<br>Loan to St John Establishments<br>**14**<br>**Total Fixed Assets**<br>**CURRENT ASSETS**<br>Loan to St John Establishments<br>**14**<br>Debtors<br>**15**<br>Short term deposits<br>Cash at bank and in hand<br>**Total Current Assets**<br>**CURRENT LIABILITIES**<br>Creditors: amounts falling due within one<br>year<br>**16**<br>**Net Current Assets**<br>**Total Assets less Current Liabilities**<br>**NET ASSETS**<br>**18**<br>**THE FUNDS OF THE CHARITY**<br>General Reserves<br>**19**<br>Designated Funds<br>**19**<br>**Total Unrestricted Income Funds**<br>**Restricted Income Funds**<br>**19**<br>**TOTAL FUNDS OF THE CHARITY**|**2025**<br>**£**|**2025**<br>**£**|**2024**<br>**£**|**2024**<br>**£**|
|---|---|---|---|---|
||66,136<br>400,032<br>2,100,000<br>2,493,712|3,484<br>2,215,596<br>1,625<br>2,500,000<br>142,600|106,936<br>467,598<br>2,800,000<br>1,704,630|4,142<br>2,215,606<br>1,625<br>2,125,000<br>179,399|
|||**4,863,305**||**4,525,772**|
|||4,980,454||5,000,875|
||**5,059,880**||**5,079,164**||
||**(79,426)**||**(78,289)**||
||||||
|||**9,843,759**||**9,526,647**|
|||**9,843,759**||**9,526,647**|
|||882,113<br>8,234,478||830,645<br>8,260,281|
|||**9,116,591**<br>**727,168**||**9,090,926**<br>**435,721**|
|||**9,843,759**||**9,526,647**|



The notes on pages 50 to 69 form part of these financial statements. Approved by the Trustees’ Executive Committee of The Order of St John and signed on its behalf by: 

## **Thomas Budd** 

Chancellor, The Order of St John 

48                                                                                                                                                                St John International Annual Report 2025 



|**Note**<br>**_Cash flows from operating activities:_**<br>Net (expenditure)/income for the year<br>**Adjustments for:**<br>Amortisation of intangible fixed assets<br>**10**<br>Depreciation of tangible fixed assets<br>**11**<br>Investment income received<br>Decrease in debtors<br>Increase in creditors<br>**Net cash provided from operating activities**<br> <br>**_Cash flows used in investing activities:_**<br>Investment income<br>Purchase of tangible fixed assets<br>**11**<br>Concessionary loans advanced/(repaid) in year<br>Disposals in intangible fixed assets<br>**10**<br>**Net cash provided by investing activities**<br> <br>**_Cash flows from financing activities:_**<br>Movement in term deposits<br>**Net cash provided by/(utilised by) financing activities**<br> <br>**Increase/(decrease) in cash and cash equivalents in the year**<br>Cash and cash equivalents brought forward<br>**Cash and cash equivalents carried forward**|**2025**<br>**2024**<br>**£**<br>**£**|
|---|---|
||(57,888)<br>500,526<br>657<br>657<br>50,467<br>36,668<br>(191,063)<br>(172,256)<br>67,566<br>962,561<br>1,137<br>6,076|
||**(129,124)**<br>**1,334,232**|
||191,063<br>172,256<br>(50,457)<br>(14,923)<br>77,600<br>(10,335)<br>-<br>(2,136)|
||**218,206**<br>**144,862**|
||700,000<br>(2,386,343)|
||**700,000**<br>**(2,386,343)**|
||**789,082**<br>**(907,248)**<br>1,706,630<br>2,611,878|
||**2,493,712**<br>**1,704,630**|



The notes on pages 50 to 69 form part of these financial statements. 

49                                                                                                                                                                St John International Annual Report 2025 



## **1. Accounting Policies** 

## **General information** 

The Most Venerable Order of the Hospital of St John of Jerusalem is also known as The Order of St John (“the Order”). It acts as an administrative, coordinating and support body for the St John Establishments worldwide and is unique in combining the characteristic of being a Crown Order of Chivalry, a Christian Confraternity and a Charity. The Order’s mission, vision, objectives and values are set out on page 7 of the Trustees’ Annual Report. The Order’s registered address is St John House, 3 Charterhouse Mews, London EC1M 6BB. The registered Charity number is 235979. 

## **Basis of preparation of financial statements** 

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these financial statements. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice: applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective from 1 January 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011. 

The financial statements have been prepared to give a “true and fair” view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a “true and fair view”. This departure has involved following Accounting and Reporting by Charities preparing their financial statements in accordance with the latest Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Financial Reporting Standard applicable at the time the Charities (Accounts and Reports) Regulations 2008 came into effect. 

The Charity constitutes a public benefit entity as defined by FRS 102. 

## **Going concern** 

The Order’s financial performance, reserves and future cashflows have been assessed by the Trustees at the date of approving the financial statements and they believe that the Charity is able to successfully manage its business risks in the current uncertain economic climate. The Trustees will continue to monitor income and expenditure, limit commitments and adjust costs to counter the impact of any reductions in income using reserves, if necessary, while continuing to further the objectives of the Order. 

The Trustees have a reasonable expectation that the Order has adequate resources to continue its operations for the foreseeable future (being a period of at least 12 months from the date of approval of the financial statements) and believe there are currently no material uncertainties that call this into doubt and, in view of this position, the financial statements of the Order have been prepared on a going concern basis of accounting. 

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## **1. Accounting Policies** _(continued)_ 

## **Scope of the financial statements** 

These financial statements comprise solely The Order of St John. The Order does not control its subsidiary undertaking SJEHG. Control is defined under financial reporting standards as having the power to govern and the ability to benefit. Further, the Order does not control any St John Establishment entity. Accordingly, the Order does not prepare 

consolidated financial statements. SJEHG and St John Priories and Associations file their separate financial statements, as appropriate, in their relevant jurisdictions. 

## **Funds structure** 

Restricted income funds are funds which are to be used in accordance with specific restrictions imposed by the donor or trust deed. Unrestricted income funds comprise those funds which the Trustees are free to use for any purpose in furtherance of the charitable objects. Unrestricted funds include designated funds where the Trustees, at their discretion, have created a fund for a specific purpose and general reserves. Further details of each fund are disclosed in note 19. 

## **Income recognition** 

Income has been recognised in the financial statements on a receivable basis. Incoming resources are included in the Statement of Financial Activities when the Order is legally entitled to (or has physically received) the income and the amount can be quantified with reasonable accuracy. Where income is received in advance, recognition is deferred and it is included in creditors except where treatment is otherwise specified by the Charities SORP and where entitlement arises before income is received, the income is accrued. 

Contributions to cover the annual running costs of the Order office are receivable from St John Priories and Associations and recognised on the basis of annual agreements between the Order and the individual Priories and Associations. 

Donations are recognised when the Order has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that those conditions will be fulfilled in the reporting period. 

Legacies are treated as incoming resources once the Order’s entitlement is clear and once it is possible 

to quantify the amount of the legacy with reasonable accuracy. Legacy gifts are recognised on a case by case basis following the granting of probate when the administrator/executor for the estate has communicated in writing both the amount and settlement date. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title to the asset having been transferred to the Charity. 

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## **1. Accounting Policies** _(continued)_ 

## **Income recognition (contd)** 

Grants are recognised when their terms and conditions are met to ensure entitlement to income, when receipt is probable and the amount to be received can be reasonably known. Income from grants with performance conditions is recognised only as those conditions are met. Where conditions relate to future periods, income is deferred until the charity meets them. 

Rental income, less any reserve in respect of a bad debt provision, from investment properties has been spread over the period to the earlier of the first break point in the lease or the end of the lease, on the basis of the total rent receivable over the period. 

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the bank. 

## **Expenditure recognition** 

Expenditure is recognised when there is a legal or constructive obligation committing the Order to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. 

Grants payable are payments made to other organisations in the furtherance of the Order’s objectives. The grants are recognised where either the Trustees have agreed to pay the grant without condition, and there is a reasonable expectation by the recipient that they will receive the grant, or the conditions attached to the grant are outside the control of the Order. 

Governance costs principally relate to formal Board meetings including the Trustees’ Executive Committee and Grand Council and compliance with constitutional and statutory requirements. 

The Order adopts a policy of allocating costs to the respective cost headings throughout the year, and this allocation includes support costs where they are directly attributable. 

Staff costs are allocated based on the estimated time spent by each staff in supporting the various activities. Shared costs (overheads and depreciation) have been allocated to each activity in the same proportions as the total staff costs. 

## **Gifts in kind** 

Where the value of gifted goods and services can be measured reliably, as determined by the cost to the third party, the value of these goods and services is included within charitable activities and within the appropriate category of incoming resource. 

Time donated by volunteers is not valued in the financial statements. Where a Trustee’s travel and subsistence costs are paid either by the Trustee himself, or by another party on behalf of the Trustee, but are not recharged to The Order, the income and expenditure relating to those items are recognised only if they can be reliably measured. 

Where the value of the gift is immaterial, or cannot be measured reliably, the substance of the transactions is described in the notes to the financial statements. 

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## **1. Accounting Policies** _(continued)_ 

## **Taxation** 

The Order is a registered Charity and therefore is not liable to income tax and corporation tax on income and gains derived from its charitable activities as they fall within the various exemptions available to registered charities. 

Irrecoverable VAT has been charged to the statement of financial activities and is included with the expenditure to which it relates. 

## **Heritage assets** 

The value of the heritage assets cannot be reliably measured and are not reflected in the financial statements. 

## **Intangible fixed assets** 

Intangible fixed assets represent the value of the Order’s trademarks and interests in European Union trademarks held jointly with the other Orders within the Alliance of The Orders of St John. Trademarks acquired have finite useful lives of ten years and are carried at cost less any accumulated amortisation and any accumulated impairment losses. Amortisation is calculated using the straight-line method to allocate the cost of trademarks over their estimated useful lives of ten years and is charged to support costs over the activities of the Order. The cost of renewing trademarks is recognised in the statement of financial activities as incurred. 

## **Tangible fixed assets** 

These are stated at cost less accumulated depreciation. Where an investment asset has been recategorized as a tangible fixed asset, these are stated at deemed cost based on the most recent valuation of the property. Depreciation is calculated on a straight line basis. The costs of fixed assets, less estimated residual values, are written off over their estimated useful lives at the following rates: 

- Land – not depreciated 

- Freehold buildings – 50 years 

- Furniture and equipment – 4 years 

The Order adopts a minimum capitalisation limit of £1,000. However, if components of equipment (e.g. office furnishings or computers) are acquired with individual unit costs below the stated capitalisation threshold but collective costs of above £1,000 and anticipated asset lives are in excess of two years, then these groups of assets are collectively capitalised at the time of purchase. 

## **Investment in subsidiary** 

The investment in the subsidiary company is shown at cost. 

## **Investments** 

Investment properties are held at fair value in accordance with FRS 102 and the Charities SORP and are revalued annually by an independent qualified valuer. Changes in fair value are recognised in the Statement of Financial Activities, and the properties are not depreciated. 

## **Short-term deposits** 

Short‑term deposits are deposits with maturities greater than three months from the balance sheet date. 

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## **1. Accounting Policies** _(continued)_ 

## **Concessionary loans to St John Establishments** 

Loans made to St John Establishments are held at cost less provision for impairment if required. They are public benefit concessionary loans, which are arrangements entered into below the prevailing rate of interest, not repayable on demand and made to further the charitable purposes of the Order. Concessionary loans are discounted if material. 

## **Cash and cash equivalents** 

Cash comprises cash in hand and deposits repayable on demand, less overdrafts payable on demand. Cash equivalents comprise funds held in term deposit accounts. 

## **Pensions** 

Employees of the Charity are entitled to join a defined contribution pension scheme. The Charity contribution is restricted to the contributions disclosed in note 8b which include insurance for a death in service benefit of one times an employee’s salary. Outstanding pension contributions at the yearend amounted to £nil (2024: £nil). The costs of the pension scheme are included within staff costs and are allocated in accordance with time spent on the differing activities undertaken by the Charity. 

## **Specific management judgements** 

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amount reported for assets and liabilities as at the balance sheet date and the amounts reported for income and expenditure during the year. However, the nature of estimation means that actual outcomes could differ from those estimates. 

Specific estimates and judgements, with the most significant effect on the amounts recognised in the financial statements, are made by management in the process of applying The Order’s accounting policies. These judgements, estimates and assumptions are made on the basis of appropriate past evidence, professional advice and other relevant evidence, and are as follows: 

- Investment properties (note13) – these are valued annually by a RICS qualified valuer independent of The Order. Such valuations use the most relevant and appropriate assumptions to come to an assessment of value in accordance with their professional standards. 

- Intangible fixed assets (note 10) – while the costs of maintaining the trademark registration is amortised over 10 years, it is not possible to say whether this has any association with the fair value of the trademark. 

- Tangible fixed assets (note 11) - where an investment asset has been recategorized as a tangible fixed asset, these are stated at deemed cost based on the most recent valuation of the property. 

- Tangible fixed assets (note 11) – the cost of the freehold land and buildings are depreciated in accordance with the accounting policies and subject to annual impairment review. 

- Cost allocation (note 6d) – for the allocation of support costs, direct costs are used where possible. Staff costs are allocated, based on estimates of staff time spent on activities and overheads and depreciation are allocated in the same proportions as staff costs. These costs are analysed and reviewed periodically to ensure a correlation with work undertaken by staff. 

- The Trustees do not consider that they control the subsidiary, SJEHG, as set out above, which is a key judgement being applied in the preparation of the financial statements. 

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## **2. Contributions from St John Establishments** 

|England and The Islands<br>Australia<br>Canada<br>New Zealand<br>Scotland<br>United States of America<br>Wales<br>Hong Kong<br>South Africa<br>Singapore<br>Malaysia<br>Kenya<br>**3. Other Voluntary Income**<br>Donated expenses<br>Donations and gifts<br>Legacies<br>**. Grants received**<br>Fundraising capacity<br>Charitable programmes<br>Other||**Unrestricted**<br>**£**<br>**Restricted**<br>**£**<br>**2025**<br>**Total**<br>**£**<br>**2024**<br>**Total**<br>**£**|
|---|---|---|
|||229,442<br>-<br>229,442<br>229,441<br>265,994<br>-<br>265,994<br>295,548<br>112,038<br>-<br>112,038<br>124,489<br>242,950<br>-<br>242,950<br>269,944<br>48,350<br>20,477<br>68,827<br>94,006<br>76,342<br>-<br>76,342<br>84,825<br>9,722<br>-<br>9,722<br>10,803<br>4,620<br>-<br>4,620<br>5,132<br>16,770<br>-<br>16,770<br>18,636|
|||**1,006,228**<br>**20,477**<br>**1,026,705**<br>**1,132,824**<br>11,250<br>-<br>11,250<br>12,500<br>5,850<br>-<br>5,850<br>6,500<br>2,998<br>2,998<br>3,330|
|||**1,026,326**<br>**20,477**<br>**1,046,803**<br>**1,155,154**|
|||**Unrestricted**<br>**£**<br>**Restricted**<br>**£**<br>**2025**<br>**Total**<br>**£**<br>**2024**<br>**Total**<br>**£**|
|||82,421<br>-<br>82,421<br>100,000<br>107,505<br>10,000<br>117,505<br>556,221<br>49,520<br>-<br>49,520<br>162,663|
|||**239,446**<br>**10,000**<br>**249,446**<br>**818,884**|
|||**2025**<br>**2024**<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>-<br>500,000<br>500,000<br>250,000<br>100,000<br>321,400<br>421,400<br>-<br>25,000<br>73,188<br>98,188<br>-<br>**125,000**<br>**894,588**<br>**1,019,588**<br>**250,000**|



## **3. Other Voluntary Income** 

## **4. Grants received** 

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## **5. Gifts in Kind** 

The Order and SJEHG have an agreement in place whereby the Order provides use of the hospital and the Muristan in Jerusalem to SJEHG on 23 year leases at a rent of £10 per annum each. The cost of maintenance on and improvements to the Jerusalem hospital is borne by SJEHG. In the opinion of the Trustees, it would be impracticable to place a value on this facility or on the leases. 

SJEHG also occupies part of the Order headquarters building in London at a rent of £1 per annum, under the terms of a Licence to Occupy. The cost of maintenance of the space occupied is borne by SJEHG. The value of this licence in 2025 was estimated at £57,000 (2024: £57,000) following recent rental offers on the investment properties. No value is recognised for this in the Order’s financial statements. 

The St John Establishments are permitted to use the Order’s registered trademarks and Intellectual Property rights (IPRs). The contributions from the Priories include a charge for the use of the IPRs. Some Establishments are charged a fee for the use of the Order’s IPRs based on their ability to pay. In 2025, the amount paid by these fees was £200 (2024: £200). 

Donated expenses of £82,421 (2024: £100,000) were received in relation to pro-bono legal support. 

The Trustees believe that intangible income arising from gifted use of IPRs to be immaterial. 

## **6. Total Expenditure** 

Costs of activities in furtherance of the Charity’s objects: 

|Staff costs<br>Support cost<br>Program support<br>Other costs<br>**Total**|**Expenditure on**<br>**charitable**<br>**activities**<br>**£**<br>**Governance**<br>**costs**<br>**£**<br>**Costs of**<br>**raising**<br>**funds**<br>**£**<br>**2025**<br>**Total**<br>**£**<br>**2024**<br>**Total**<br>**£**|
|---|---|
||584,210<br>175,430<br>104,689<br>864,329<br>792,416<br>258,216<br>29,420<br>18,605<br>306,241<br>203,186<br>830,556<br>-<br>-<br>830,556<br>494,158<br>161,186<br>218,065<br>184,411<br>563,662<br>407,065|
||**1,834,168**<br>**422,915**<br>**307,705**<br>**2,564,788**<br>**1,896,825**|



|Total expenditure in the year is stated after charging:<br>Depreciation<br>Amortisation<br>Audit fees|**2025**<br>**£**<br>**2024**<br>**£**|
|---|---|
||50,467<br>36,668<br>657<br>657<br>18,720<br>18,346|



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## **6a. Cost of raising Funds** 

|Fundraising costs<br>**Total**|**2025**<br>**2024**<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**|
|---|---|
||90,592<br>217,113<br>307,705<br>125,416|
||**90,592**<br>**217,113**<br>**307,705**<br>**125,416**|



The cost of generating funds of £307,705 (2024: £125,416) principally relates to fundraising consultancy and staff costs, the production of promotional material, costs associated with supporter events and collective staff time spent on fundraising activity. 

## **6b. Expenditure on Charitable Activities** 

In 2025 the expenditure on charitable activities was £1,834,169 (2024: £1,399,307) of which £1,417,664 (2024: £1,266,478) was expenditure from unrestricted funds and £416,505 (2024: £132,829) was expenditure from restricted funds. Charitable activities undertaken by the Order are detailed in the Report of the Trustees. 

During the year, expenditure on charitable programs was as follows: 

|Mother & Baby<br>First Aid / Social Enterprise<br>St John Scotland Home Based Care grant<br>EMEA First Aid Master Trainer project<br>Kenya Highway Patrol project<br>Global Leadership Development<br>Other grants|**2025**<br>**£**<br>**2024**<br>**£**|
|---|---|
||460,966<br>228,229<br>15,290<br>13,517<br>35,106<br>23,794<br>97,744<br>-<br>181,616<br>-<br>16,285<br>166,351<br>23,549<br>62,267|
||**830,556**<br>**494,158**|



Expenditure on charitable programmes include the following grants to St John Establishments: 

|Malawi<br>Zambia<br>Zimbabwe<br>Uganda<br>Kenya<br>Wales<br>South Africa<br>Papua New Guinea|**2025**<br>**No. ofgrants**<br>**2025**<br>**£**<br>**2024**<br>**No. ofgrants**<br>**2024**<br>**£**|
|---|---|
||4<br>198,475<br>3<br>110,324<br>2<br>109,280<br>2<br>62,453<br>1<br>14,050<br>1<br>41,919<br>1<br>102,360<br>1<br>31,480<br>3<br>266,461<br>1<br>26,389<br>-<br>-<br>1<br>37,921<br>1<br>56,162<br>-<br>-<br>1<br>1,496<br>-<br>-|
||**13**<br>**748,284**<br>**9**<br>**310,486**|



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## **6c. Governance Costs** 

|Staff costs<br>Professional and legal fees<br>Audit fees<br>Support costs allocated<br>Board of Trustee costs|**2025**<br>**£**<br>**2024**<br>**£**<br>175,430<br>140,639<br>94,277<br>101,999<br>18,720<br>18,346<br>33,816<br>17,534<br>100,671<br>93,583|
|---|---|
||**422,914**<br>**372,101**|



## **6d. Analysis of Support Costs** 

|Running costs<br>Facilities management<br>Finance<br>Information technology<br>Bank charges<br>Running costs<br>Facilities management<br>Finance<br>Information technology<br>Bank charges|**Expenditure**<br>**on charitable**<br>**activities**<br>**Governance**<br>**costs**<br>**Costs of**<br>**raising**<br>**funds**<br>**2025 Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>168,047<br>13,274<br>13,011<br>**194,332**<br>74,713<br>10,802<br>4,501<br>**90,016**<br>1,761<br>1,281<br>160<br>**3,202**<br>12,804<br>3,414<br>853<br>**17,071**<br>891<br>649<br>80<br>**1,620**<br>**258,216**<br>**29,420**<br>**18,605**<br>**306,241**<br>**Expenditure**<br>**on charitable**<br>**activities**<br>**£**<br>**Governance**<br>**costs**<br>**£**<br>**Costs of**<br>**raising**<br>**funds**<br>**£**<br>**2024**<br>**Total**<br>**£**|
|---|---|
||99,381<br>6,276<br>7,458<br>**113,115**<br>59,707<br>8,632<br>3,597<br>**71,936**<br>928<br>515<br>30<br>**1,473**<br>12,584<br>1,925<br>295<br>**14,804**<br>1,672<br>186<br>-<br>**1,858**|
||**174,272**<br>**17,534**<br>**11,380**<br>**203,186**|



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## **7. Taxation** 

The Order of St John is a charity registered in England and Wales and applies all its income for charitable purposes. It therefore claims and obtains exemption from income and corporation tax. 

## **8. Analysis of Staff Costs and Remuneration received by Key Management Personnel** 

## **8a) Employee Numbers** 

The monthly average number of employees, including part-time staff calculated on a full-time equivalent basis, analysed by function was: 

|Charitable activities<br>Support<br>Cost of raising funds<br>Governance|**2025**<br>**Number**<br>**2024**<br>**Number**|
|---|---|
||4.0<br>4.0<br>5.8<br>4.6<br>0.3<br>-<br>1.7<br>2.2|
||**11.8**<br>**10.8**|



## **8b) Staff Costs** 

|**8b) Staff Costs**||
|---|---|
|Salaries<br>Social security costs<br>Pension costs|**2025**<br>**£**<br>**2024**<br>**£**|
||702,837<br>644,902<br>82,992<br>75,608<br>78,500<br>71,906|
||**864,329**<br>**792,416**|



Other staff costs relate to professional memberships. 

## **8c) Emoluments of Employees** 

||**2025**|**2024**||
|---|---|---|---|
||**Number**|**Number**||
|£60,001-£70,000|2||1|
|£70,001-£80,000|1||2|
|£80,000-£90,000|1||-|
|£140,001-£150,000|-||1|
|£150,000-£160,000|1||-|



All employees are members of the organisation’s defined contributions pension scheme (see note 22). The Order considers its key management personnel to be the Trustees and the Secretary General. The total employment benefits, including employer pension contributions of the key management personnel, were £188,679 (2024: £179,704). 

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## **9. Heritage Assets** 

Heritage assets comprising the Great Banner (an embroidered banner) and the Cape of Reconciliation (an embroidered cape) were made and gifted to the Order in 1984. These objects are stored in the “Order of St John Museum” owned and maintained by the Priory of England and the Islands. The rights to a small share of the Kolossi Castle (which was built in 1454 by the Hospitallers of St John in Cyprus) were acquired in 1913 at a nominal value. 

The net book value of the heritage assets is £nil reflecting that there is no realistic resale market for these assets. 

## **10. Intangible Fixed Assets** 

|**Cost:**<br>At 1 January<br>Additions<br>Disposals<br>At 31 December<br>**Accumulated amortisation:**<br>At 1 January<br>Charge for the year<br>At 31 December<br>**Net book value**:<br>At 31 December<br>At 1 January<br>Intangible assets comprise:|**2025**<br>**£**<br>**2024**<br>**£**|
|---|---|
||17,341<br>15,205<br>-<br>2,136<br>-<br>-|
||17,341<br>17,341<br>(13,200)<br>(12,543)<br>(657)<br>(656)|
||(13,857)<br>(13,199)<br>**3,484**<br>**4,142**|
||**4,142**<br>**2,663**|
|||



- Trademarks for the Badge of the Order, name of St John Ambulance, St John Ambulance Caring for Life and Breath of Life; 

- European Union trademarks which include the names Johanniter and St John and the white eightpointed Maltese or Amalfi cross, on red and black backgrounds of square and circular shapes. 

Other Intellectual Property Rights owned by the Order comprise the Arms of the Order and the copyright in all books and publications written prior to October 1999. These have £nil value in the financial statements. 

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## **11. Tangible Fixed Assets** 

|**Cost:**<br>At 1 January<br>Additions<br>Disposals<br>At 31 December<br>**Accumulated**<br>**depreciation:**<br>At 1 January<br>Charge for the year<br>Disposals<br>At 31 December<br>**Net book value:**<br>At 31 December 2025<br>At 31 December 2024|**Freehold Land**<br>**& Buildings in**<br>**Jerusalem**<br>**£**<br>**Freehold**<br>**Land in**<br>**London**<br>**£**<br>**Freehold**<br>**Buildings in**<br>**London**<br>**£**<br>**Furniture**<br>**& Office**<br>**Equipment**<br>**£**<br>**Total**<br>**£**|
|---|---|
||619,500<br>688,457<br>1,589,451<br>86,617<br>**2,984,025**<br>-<br>-<br>-<br>50,457<br>**50,457**<br>-<br>-<br>-<br>-<br>**-**|
||**619,500**<br>**688,457**<br>**1,589,451**<br>**137,074**<br>**3,034,482**|
||322,000<br>-<br>385,958<br>60,461<br>**768,419**<br>-<br>-<br>31,789<br>18,678<br>**50,467**<br>-<br>-<br>-<br>-<br>**-**|
||**322,000**<br>**-**<br>**417,747**<br>**79,139**<br>**818,886**|
||**297,500**<br>**688,457**<br>**1,171,704**<br>**57,935**<br>**2,215,596**|
||**297,500**<br>**688,457**<br>**1,203,493**<br>**26,156**<br>**2,215,606**|



Freehold land & buildings in Jerusalem comprises: 

- The SJEHG Land and Buildings; and 

- The Muristan Premises. 

The hospital buildings were completed in 1960 on acquisition of the land in Jerusalem. The buildings have been fully depreciated and the residual value of £282,000 included in the net book value of £297,500 above relates to the land, which is not depreciated. Since 1999 all improvements to the property have been incurred by SJEHG. 

Freehold Land and Buildings in London comprise St John House, 3 and 4 Charterhouse Mews, Clerkenwell, the headquarters of the Order, housing the Order Office and the UK offices of SJEHG; and the associated land. 

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## **12. Investment in Subsidiary** 

The investment in subsidiary company is shown at cost £1,625 (2024: £1,625). The Order of St John is the sole member of SJEHG, 4 Charterhouse Mews, London EC1M 6BB (Company no. 7355619; Charity no. 1139527). The Order of St John do not own or control a majority of voting rights of SJEHG and have no ability to control or direct the financial or operating activities of the subsidiary.  SJEHG has no share capital and in the event of a winding up the Order’s liability would be limited to £10. 

The subsidiary is the main provider of eye care in Jerusalem, the West Bank and Gaza. It is a renowned teaching hospital with medical and nursing training programmes. Research and development are also part of the hospitals’ activities. All operations and assets of SJEHG with the exception of the freehold interest in land and buildings which are owned by The Order of St John (note 11), are held with SJEHG and its subsidiaries. SJEHG’s Annual Report and Financial Statements may be found at www.stjohneyehospital.org. 

## **13. Investment Properties** 

|**13. Investment Properties**||
|---|---|
|At 1 January<br>Increase/(Decrease) in fair value of 1 & 2 Charterhouse Mews<br>Transfer to Tangible Fixed Assets (3 CHM)<br>At 31 December|**2025**<br>**2024**<br>**£**<br>**£**|
||2,125,000<br>2,438,011<br>375,000<br>-<br>-<br>(313,011)*|
||2,500,000<br>2,125,000|



The valuation of 1 and 2 Charterhouse Mews, London was carried out at 31 December 2025 by a RICS Registered valuer in compliance with RICS Valuation- Professional Standards 2017. The fair value of the properties has been primarily derived using comparable recent market transactions on arm’s length terms. The value of these two properties at 31 December 2025 was £2,500,000 (2024: £2,125,000). 

* The leased area of 3 Charterhouse Mews was valued on the same basis (floor area) by management as 1 and 2 Charterhouse Mews as at 31 December 2024, as the property was built at the same time, is adjacent, is in the same style and is in the same condition as 1 and 2 Charterhouse Mews. This value at 31 December 2024 was £313,011 and was transferred to Fixed Assets at the end of 2024 as the space is no longer let out on a commercial basis. 

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|**14. Loan to a St John Establishment**<br>At 1 January<br>Repaid during the year<br>Additional loan(s) granted in the year<br>**At 31 December**<br>Repayable within 12 months<br>Repayable in more than 12 months|**2025 £**<br>**2024 £**|
|---|---|
||286,336<br>276,000<br>(77,600)<br>(39,665)<br>-<br>*50,000|
||**208,736**<br>**286,335**|
||66,136<br>106,936|
||142,600<br>179,399|



A short-term loan of £50,000 was made to the Priory for South Africa in 2020 to enable continuation of the Order’s charitable work within South Africa. The loan was unsecured and repayable without interest by the end of June 2021. Subsequently, the Priory asked that payment be deferred for a period, and the Order also agreed to provide a loan of £226,000 to the Priory, to enable further provision of these charitable services. The total loan is now secured on property owned by the Priory for South Africa in South Africa. It continues to be non-interest bearing, and it will be repaid in equal monthly installments from April 2024 to March 2029. 

*An additional loan of £50,000 was granted to St John Jamaica in 2024 to help with a specific short-term cashflow issue relating to proceeds from a property sale that were due to the Establishment. The loan was repaid in full in 2025. 

|**15. Debtors**<br>Priories and other debtors<br>Amounts due from subsidiary undertaking<br>Prepayments and accrued income|**2025 £**<br>**2024 £**|
|---|---|
||189,678<br>172,906<br>3,992<br>3,522<br>206,362<br>291,170|
||400,032<br>467,598|



## **16.Creditors** 

|**16. Creditors**||
|---|---|
|**Amounts falling due within one year**<br>Accruals<br>Other creditors|**2025 £**<br>**2024 £**|
||36,408<br>41,863<br>43,018<br>36,426|
||**79,426**<br>**78,289**|



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## **17.Capital and other Commitments** 

At the end of December 2025, contracts were in place committing the Order to the following payments in respect of a customer-relationship management (CRM) solution, a photocopier and IT services. 

|**Payments due**<br>Not later than one year<br>Later than one year and not later than five years<br>**Operating lease expenses related to these commitments**<br>During 2025 operating lease rentals were £1,507 (2024: £1,795).|**2025 £**<br>**2024 £**|
|---|---|
||432<br>432<br>1,269<br>1,728|



## **18. Analysis of Net Assets** 

|<br>Restricted<br>Income funds<br>Designated<br>funds<br>General<br>reserves|**Fixed assets**<br>**Other net**<br>**assets**<br>**2025 Fixed assets**<br>**Other net**<br>**assets**<br>**2024**<br>**£**<br>**£**<br>**Total £ £**<br>**£**<br>**Total £**|
|---|---|
||-<br>727,168<br>727,168<br>-<br>435,721<br>435,721<br>4,720,705<br>3,513,773<br>8,234,478<br>4,319,336<br>3,940,945<br>8,260,281<br>-<br>882,113<br>882,113<br>-<br>830,645<br>830,645|
||**4,720,705**<br>**5,123,054**<br>**9,843,759**<br>**4,319,336**<br>**5,207,311**<br>**9,526,647**|



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## **19. Statement of Funds 2025** 

|**Restricted Income Funds**<br>Emergency Relief Fund<br>St John Scotland PHC<br>Kenya<br>Malawi<br>Fundraising<br>SJI Charitable programmes<br>Christmas Appeal<br>**Total Restricted Income Funds**<br>**Designated Funds**<br>St John Development Fund<br>Small Grants Fund<br>Website Redevelopment Fund<br>Estate Fund<br>HR Reserve Fund<br>Great Officers’ Travel Fund<br>Regional Conferences Fund<br>**Fixed Asset Reserve**<br>Tangible<br>Intangible<br>Investment in subsidiary<br>Investment properties<br>**Total Designated Funds**<br>**Other Unrestricted Income Funds**<br>General Reserves<br>**Total Unrestricted Funds**<br>**Total Funds 2025**|**1 January**<br>**2025**<br>**£**<br>**Income**<br>**£**<br>**Expenditure**<br>**£**<br>**Other**<br>**Movements**<br>**£**<br>**31**<br>**December**<br>**2025**<br>**£**|
|---|---|
||40,945<br>-<br>-<br>-<br>40,945<br>20,850<br>20,477<br>(35,105)<br>-<br>6,222<br>50,000<br>171,400<br>(221,400)<br>-<br>-<br>-<br>10,000<br>(10,000)<br>-<br>-<br>321,083<br>573,188<br>(217,113)<br>-<br>677,158<br>-<br>150,000<br>(150,000)<br>-<br>-<br>2,843<br>-<br>-<br>-<br>2,843|
||**435,721**<br>**925,065**<br>**(633,618)**<br>**-**<br>**727,168**|
||3,665,270<br>157,025<br>(581,483)<br>(1,000,000)<br>2,240,812<br>-<br>-<br>-<br>1,000,000<br>1,000,000<br>1,384<br>-<br>-<br>-<br>1,384<br>107,000<br>-<br>-<br>-<br>107,000<br>76,800<br>-<br>-<br>-<br>76,800<br>10,000<br>-<br>-<br>-<br>10,000<br>80,491<br>-<br>(2,714)<br>-<br>77,777|
||**3,940,945**<br>**157,025**<br>**(584,197)**<br>**-**<br>**3,513,773**<br>2,190,705<br>-<br>(50,467)<br>75,358<br>2,215,596<br>2,006<br>-<br>(657)<br>2,135<br>3,484<br>1,625<br>-<br>-<br>-<br>1,625<br>2,125,000<br>-<br>-<br>375,000<br>2,500,000|
||**8,260,281**<br>**157,025**<br>**(635,321)**<br>**452,493**<br>**8,234,478**|
||830,645<br>1,424,810<br>(1,295,849)<br>(77,493)<br>882,113|
||**9,090,926**<br>**1,581,835**<br>**(1,931,170)**<br>**375,000**<br>**9,116,591**|
|||
||**9,526,647**<br>**2,506,900**<br>**(2,564,788)**<br>**375,000**<br>**9,843,759**|



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## **19. Statement of Funds 2024** 

|**Restricted Income Funds**<br>Emergency Relief Fund<br>St John ScotlandHBCGrant<br>Mother & Baby (child health)<br>Fundraising<br>Christmas Appeal<br>**Total Restricted Income Funds**<br>**Designated Funds**<br>St John Association Development<br>Fund<br>Website Redevelopment Fund<br>Estate Fund<br>HR Reserve Fund<br>Great Officers’ Travel Fund<br>Regional Conferences Fund<br>**Fixed Asset Reserve**<br>Tangible<br>Intangible<br>Investment in subsidiary<br>Investment properties<br>**Total Designated Funds**<br>**Other Unrestricted Income Funds**<br>General Reserves<br>**Total Unrestricted Funds**<br>**Total Funds 2024**|**1 January**<br>**2024**<br>**£**<br>**Income**<br>**£**<br>**Expenditure**<br>**£**<br>**Transfers**<br>**£**<br>**31**<br>**December**<br>**2024**<br>**£**|
|---|---|
||40,945<br>-<br>-<br>-<br>40,945<br>4,378<br>40,264<br>(23,792)<br>-<br>20,850<br>30,120<br>50,000<br>(30,120)<br>-<br>50,000<br>-<br>400,000<br>(78,917)<br>-<br>321,083<br>2,843<br>-<br>-<br>-<br>2,843|
||**78,286**<br>**490,264**<br>**(132,829)**<br>**-**<br>**435,721**|
||3,569,385<br>578,891<br>(483,006)<br>-<br>3,665,270<br>26,824<br>-<br>(25,440)<br>-<br>1,384<br>107,000<br>-<br>-<br>-<br>107,000<br>76,800<br>-<br>-<br>-<br>76,800<br>10,000<br>-<br>-<br>-<br>10,000<br>105,000<br>-<br>(24,509)<br>-<br>80,491|
||**3,895,009**<br>**578,891**<br>**(532,955)**<br>**-**<br>**3,940,945**<br>1,914,363<br>-<br>(36,669)<br>313,011<br>2,190,705<br>2,663<br>-<br>(657)<br>-<br>2,006<br>1,625<br>-<br>-<br>-<br>1,625<br>2,438,011<br>-<br>-<br>(313,011)<br>2,125,000|
||**8,251,671**<br>**578,891**<br>**(570,281)**<br>**-**<br>**8,260,281**|
||696,164<br>1,328,196<br>(1,193,715)<br>-<br>830,645|
||**8,947,835**<br>**1,907,087**<br>**(1,763,996)**<br>**-**<br>**9,090,926**|
||<br>|
||**9,026,121**<br>**2,397,351**<br>**(1,896,825)**<br>**-**<br>**9,526,647**|



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## **Restricted Income Funds** 

The Emergency Relief Fund £40,945 (2024: £40,945) was set up by St John Establishments to underwrite funding for urgent humanitarian relief in the event of disasters in regions where St John operates. 

The Kenya Mother and Baby fund of £nil (2024: £50,000) represents donation funding specifically utilised for the Mother and Baby programme in Kenya. 

The St John Scotland PHC fund of £6,222 (2024: 20,848) comprises donated funds to enable the primary healthcare programme in Malawi to continue. 

The Fundraising fund of £710,077 (2024: £321,084) represents grant funding specifically held to build up St John International’s fundraising function. 

## **Designated Funds** 

The St John Development Fund of £3,202,994 (2024: £3,665,270) comprises funds that have been designated to support the St John Establishments and St John International’s charitable programs. The trustees have agreed that designated funds will be spent to further our core mission of providing first aid and community healthcare. Based on existing activity in places where St John has an active presence, we will use the funds to develop our programmes and reach more people. 

The Small Grants Funding comprises £1m set aside (via transfer from the St John Development Fund) for targeted grant funding to St John Establishments to support the delivery of the St John mission. 

The Website Redevelopment Fund of £1,384 (2024: £1,384) was set up to fund the redesign and rebuilding of the Order’s website. 

The Estate Fund of £107,000 (2024: £107,000) was set up to provide funds to maintain the capital value of the Charterhouse Mews properties and as a reserve to cope with any potential serious adverse cash flows arising from ownership of the Charterhouse Mews estate. 

The HR Reserve Fund of £76,800 (2024: £76,800) has been set up to provide funds for the periodic recruitment of Great Officers and staff members and to ensure that The Order of St John is able to meet its employer commitments. 

The Great Officers’ Travel Fund of £10,000 (2024: £10,000) is a fund to ensure the international travel costs of the recent appointees as Great Officers can be met as they carry out their duties on visits to St John Establishments throughout the world. 

The Regional Conferences Fund of £77,778 (2024: £80,491) has been established to ensure that regional conference costs can be met as they occur. 

The Fixed Asset Reserve of £4,693,669 (2024: £4,319,336) is a designated fund that represents fixed assets used to enable the Order to carry out its charitable mission and to fund the investment in properties but excludes concessionary loans. 

St John International Annual Report 2025 

67 



## **Unrestricted Income Fund** 

The General Reserves of £910,624 (2024: £830,645) are free reserves which are used by the Trustees to spend on the Charity’s general charitable objects. 

## 19. **Trustees** (as defined at page 33) 

The Trustees all give freely their time and expertise without any form of remuneration or other benefit in cash or kind (2024: £nil). With the exception of the Great Officers and the independent board Trustee, expenses incurred by those acting as Charity Trustees and Senior Management of the St John Establishments are the responsibility of their respective Establishment in respect of travel, accommodation and subsistence at Board meetings. 

The four (2024: four) Great Officers’ travel, accommodation and subsistence expenses, incurred in the course of their charitable activities, amounted to £111,478 (2024: £140,695). Other senior volunteers claimed £218 (2024: £nil) for travel, accommodation and subsistence during 2025; The Order’s committees are served by volunteers in honorary positions. These senior volunteers included eight Trustees (2024: 8). 

## 20. **Related Parties** 

Many of the Trustees of the Order are in positions of influence in organisations that make contributions to the Order. The amounts received from these organisations are: 

|**Trustee**|**Other roles within St John**|**Order transactions with Priories**|
|---|---|---|
|Sir A J Cash|Chairman, SJEHG|The SJEHG debtor was £3,522 (2024:|
|||£3,015) at the year-end. The Order leases|
|||the hospital and other buildings in|
|||Jerusalem to SJEHG at a peppercorn rent.|
|||In the opinion of the Trustees, it would|
|||be impracticable to place a value on this|
|||facility.|
|J Whitehead|Chancellor, the Priory in New|Contribution received £242,950|
||Zealand||
|Rear Admiral S Williams|Prior, the Priory in England|Contribution received £229,442|
|L Anderson|Chancellor, the Priory of|Contribution received £112,038|
||Canada||
|P Ndungu|Prior, the Priory in Kenya|Contribution received £2,998|
|Dato’ Lai See Ming|Commander-in-Chief, the|Contribution received £5,850|
||Prioryof Malaysia||
|S Mackintosh|Prior, the Priory of Scotland|Contribution received £48,350. Grant|
|||fundingof £21,235.|



St John International Annual Report 2025 

68 



## 21. **Statement of Financial Activities for the year ended 31 December 2024** 

|**Note**<br>**INCOME**<br>**Donations and Legacies**<br>Contributions from St John Establishments<br>**2**<br>Other voluntary income<br>**3**<br>**Charitable Activities**<br>Grants<br>**4**<br>**Investments**<br>Rental income<br>Building insurance income<br>Interest income<br>**Other Income**<br>Other Income<br>**Total Income**<br>**EXPENDITURE**<br>Costs of raising funds<br>**6a**<br>Charitable activities<br>**6b**<br>Governance costs<br>**6c**<br>Other<br>**6**<br>**Total Expenditure**<br>**6**<br>**Net income (expenditure) before revaluation**<br>Revaluation gain/(loss) on investment properties<br>**13**<br>**Net Movement in Funds**<br>Total Funds brought forward at 1 January<br>**Total Funds carried forward at 31 December**<br>**19**|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total**<br>**2024**<br>**£**<br>**£**<br>**£**|
|---|---|
||1,114,890<br>40,264<br>1,155,154<br>618,884<br>200,000<br>818,884<br>-<br>250,000<br>250,000<br>117,717<br>-<br>117,717<br>1,031<br>-<br>1,031<br>53,508<br>-<br>53,508<br>1,057<br>-<br>1,057|
||**1,907,087**<br>**490,264**<br>**2,397,351**|
||(125,416)<br>-<br>(125,416)<br>(1,266,478)<br>(132,829)<br>(1,399,307)<br>(372,101)<br>-<br>(372,101)<br>(1)<br>-<br>(1)|
||**(1,763,996)**<br>**(132,829)**<br>**(1,896,825)**|
||**143,091**<br>**357,435**<br>**500,526**<br>-<br>-<br>-|
||**143,091**<br>**357,435**<br>**500,526**<br>8,947,835<br>78,286<br>9,026,121|
||**9,090,926**<br>**435,721**<br>**9,526,647**|



## 22. **Pension Costs** 

Current employees are members of The Pension Trust’s Federated Retirement Plan, a direct contribution scheme, and life cover has been purchased. During 2025 the Charity paid contributions at the rate of 11% (2024: 11%) of pensionable salary during the year and Members paid contributions between a minimum of 2.5% and the Statutory Lifetime Allowance limit during the accounting year. 

Pension costs are included in staff costs and are allocated on the basis of staff time spent on activities in the financial statements. Pension costs, as with all other staff costs are paid from the unrestricted funds of the Order. 

St John International Annual Report 2025 

69 





St John House 

3 Charterhouse Mews London EC1M 6BB 

+44 (0) 207 251 3292 info@orderofstjohn.org 

www.stjohninternational.org 

Registered Charity No. 235979