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Projects
Impact 
Report

2025-2026

The home for better business.

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Our approach to impact

At Projects, impact isn’t a separate strand of the business. It’s built into how our spaces feel, how decisions get made, and how people experience being here day to day.

We believe better business shows up in the details: in how fairly people are treated, how carefully resources are used, how openly we listen, and how responsibly we grow. It’s reflected in the choices we make behind the scenes, as much as in the moments our members and community see.

This report is a clear, honest account of our progress over the past year. For each area, we’ve set out:

  • what we said we’d do

  • what we’ve actually done

  • what we’re committing to next

Some of this work is visible. Some of it is operational, unglamorous, and essential. All of it matters.

As Projects continues to grow, this structure helps us stay accountable to ourselves, our community and the wider world, ensuring that growth strengthens, rather than dilutes, what makes this place feel like home.

The year in mini metrics

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Environment

How we’re taking responsibility for our environmental impact.

What we said we would do in 2025

We committed to

We committed to improving environmental reporting, progressing our Net Zero planning, working more closely with sustainable suppliers and embedding environmental responsibility into everyday operations and events.

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What we did  in 2025

Improved data and transparency

A major milestone was the rollout of Sumday, our carbon accounting platform. Implementing the system required close collaboration to accurately capture emissions data and strengthen our Scope 3 reporting. We also launched a public sustainability portal, providing clear and accessible reporting on our environmental and social impact.

Reduced impact through operations and suppliers

We expanded catering recommendations to prioritise plant-based and low-waste options and introduced The Junk Food Project as a recommended partner, supporting food waste reduction through surplus redistribution.

We deepened relationships with sustainable suppliers and introduced regular supplier reviews aligned with our B Corp values and environmental targets. These reviews informed supplier changes and supported the adoption of compostable office supplies and carbon-neutral shipping.​

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Shared leadership and learning

Projects was awarded the “Sustainable Excellence” award by Flex in the City in recognition of our sustainability work. We also hosted and contributed to wider conversations, including a sustainability in events session with World’s Better and Bird & Blend Tea, and hosting the Biosphere Partnership meeting on sustainable economic development.

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Measured impact at Nile House

In 2025, we completed a BREEAM Post Occupancy Evaluation at Nile House to understand how the building performs for people and the planet, with key findings including:

Improved wellbeing and productivity

Members reported higher productivity and improved wellbeing when working at Nile House compared to working from home, with the space consistently described as bright, calming and healthy.

Strong indoor environmental quality

Daylight, air quality and overall comfort performed at or above industry benchmarks, with spatial quality cited as a key contributor to positive day-to-day experience.

Daylight-led design with human benefit

Access to natural daylight was the most frequently praised feature, with members linking it directly to improved mood, better concentration and reduced fatigue.

Low-carbon performance built in

As-built performance shows a 41.5% reduction in regulated carbon emissions versus a notional baseline, driven by rooftop solar PV, high-efficiency heating and ventilation systems, and LED lighting with presence detection.

Recognised sustainability standards

Nile House achieved a BREEAM ‘Very Good’ rating, with credits across energy, water, transport and wellbeing-related categories.

Lower-carbon travel supported

A central Brighton location, strong public transport access, secure cycle storage and shower facilities support low-carbon commuting and reduced travel during the working day.

Staff and atmosphere as defining strengths

100% of respondents cited staff presence and atmosphere as key strengths, reinforcing the importance of human-centred operations alongside physical design.

Community and connection

Shared and rooftop spaces were seen as meaningful wellbeing assets, helping reduce isolation and support a healthy balance between focus and community.

Statistics snapshot

68%
overall recycling rate

Total kg recycled divided by total kg collected across all sites and periods.

22
trees saved

Calculated using material-specific rates: 17 trees per tonne of white paper, 12 per tonne of mixed/shredded paper, and 8 per tonne of mixed recycling.

17,683kg
CO₂ Saved

Carbon saving compared to sending material to landfill, based on WRAP's Carbon WARM 2021 data.

446
coffee logs produced

Waste coffee grounds collected and processed by Envar into eco-fuel bricks that burn 20% hotter and longer than kiln-dried wood.

31
homes powered for a month

Based on average yearly kWh usage of a medium-sized home and 700kWh generated per tonne of general waste.

129
meals donated to charity

25p donated to Plan Zheroes per food waste collection, funding surplus food distribution to local charities.

What we will do  in 2026

Goals for 2026

In 2026, we will publish a clear Net Zero Roadmap with milestones, reporting and annual progress checks. We will continue strengthening supplier standards through a responsible procurement charter and expand our work on sustainable events, including bringing our sustainability in events programme to Brighton during B Corp Month.

Improved data will guide better decision-making as we grow, ensuring environmental responsibility is embedded into our operations rather than treated as a separate initiative.

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Customers

How we’ve listened to our members & shaped Projects around real working lives.

What we said we would do in 2025

We committed to

We committed to using our platforms to champion members and local businesses through consistent, relationship-led storytelling. We also committed to making evidence-led decisions grounded in real member experience, improving onboarding, facilities and communication where friction existed.

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What  we did  in 2025

Amplified members and local businesses

Across the year, we delivered a sustained programme of member and local business spotlights on Instagram, spanning food, wellbeing, retail, design, sustainability and social impact. Content consistently centred members as the subject, with Projects acting as the platform rather than the focal point.

In total, we published 195 member features and 214 local business features, often returning to long-term collaborators to build depth rather than one-off promotion. This approach reinforced Projects as an active ecosystem rooted in relationships and local connection.

Listened closely to member experience

Between June and September 2025, we carried out six in-depth, consultancy-style interviews with freelancers, small teams and larger organisations. This research identified three key insight themes shaping member satisfaction and retention.

 

100% of interviewees cited staff presence and atmosphere as core strengths, alongside location and accessibility, with word of mouth emerging as the most common route into Projects. The research also highlighted clear pressure points — including internet reliability, meeting and phone room availability, and gaps in onboarding and communication - helping us prioritise improvements with the greatest impact.

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Turned insight into direction

Findings were synthesised into clear opportunity areas, showing that reliable fundamentals, personalised staff touchpoints and clearer onboarding have a disproportionate impact on retention, referrals and satisfaction.

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Member Testimonials

Hannah Martin

"I’ve been running my business for four years, and as the rest of my team are remote it can feel very solo. Projects has been perfect for finding a community of other business owners and freelancers — people to make the challenging moments more manageable and to celebrate the big milestones with."

What we will do  in 2026

Goals for 2026

We will continue spotlighting members and local businesses, with clearer thematic framing across the year and more intentional follow-ups that show progression and longer-term impact.

Operationally, we will prioritise improvements that deliver the greatest benefit to members, including continued investment in infrastructure, clearer communication around space usage, and a redesigned onboarding journey across digital and in-person touchpoints. In depth market research will become an ongoing tool, ensuring Projects continues to respond to how people actually work.

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Community

How we’ve shown up for the wider community we’re part of.

What we said we would do in 2025

We committed to

We committed to deepening local partnerships, supporting purpose-led organisations, hosting inclusive events and using our spaces to amplify voices that are often underrepresented. We also committed to continuing our two-charity-partner model and embedding community into everyday activity, not just headline moments.

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What we did  in 2025

Projects events and programming

Throughout the year, Projects hosted and supported a wide range of community-led activity across our spaces. In total, we delivered over 320 events in 2025, welcoming more than 3,700 RSVPs, creating regular moments for people to connect, learn and feel part of something bigger.

Our programme spanned business, wellbeing, creativity and culture. This included regular activity such as weekly yoga, breakfasts and strength classes, alongside partnerships with local businesses and communities including Our Sundays, Best Before, Found and Flourish and Youth The Gap. We also delivered focused programmes and moments of celebration, including Women in the Arts, Black History Month programming and 47 curated events during B Corp Month alone.

We continued to use our spaces to support initiatives closely aligned with our values, offering practical support where it makes the greatest difference. Early in the year, we were proud to host the launch and ongoing monthly gatherings of Brighton United, offering our space free of charge. Hosting these sessions allowed Brighton United to focus resources on their mission while bringing new voices, perspectives and connections into the Projects community.

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Charity partners

At Projects, each location partners with a local charity chosen to reflect the needs and values of its surrounding community. Through fundraising, volunteering and collaboration, we aim to support organisations doing vital work locally.

At Ship Street, we proudly supported Switchboard LGBT+ Helpline, a vital lifeline for the LGBTQ+ community since 1974. Switchboard provides confidential, non-judgemental support through phone, email and instant messaging, covering topics from coming out and gender identity to sexual health and community connection. 

 

At Nile House, we partnered with YMCA DownsLink Group, an organisation supporting young people facing homelessness, mental health challenges and barriers to education and employment. Through supported housing, counselling, youth advice and employment initiatives, YMCA DownsLink Group helps young people rebuild stability and confidence. Our partnership reflects a shared belief that everyone deserves the opportunity to belong, contribute and flourish.

Ambassador programme

The Projects Ambassador Programme was designed to bring fresh thinking, lived experience and specialist insight into our spaces. We worked with ambassadors across social impact, environment, health, arts and storytelling to enrich our programme and support meaningful conversation within the community.

Our ambassadors contributed through workshops, talks, events and collaborations - helping make Projects a place where ideas are shared openly and people feel inspired, supported and challenged in thoughtful ways.

This included:

  • Bud Johnston – Social Impact and DEI

  • Mickey – Art and Culture

  • Mica Janiv – Environmental Stewardship

  • Carolina Rose – Health and Wellbeing

  • Sarah Ticho – Storytelling and Immersive Technologies

Together, they helped shape a programme that reflects the breadth of our community and the belief that workspaces can be places of learning, care and positive change.

What we will do  in 2026

Goals for 2026

In 2026, we will continue treating community as a long-term commitment rather than a programme of events. This includes deepening relationships with existing partners, welcoming new on-brand collaborators, and ensuring our spaces remain accessible platforms for local impact.

We will continue refining how we understand and measure community, balancing participation, feedback and lived experience to focus our energy where it creates the greatest sense of belonging.

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Workers

How we’ve supported the people who bring Projects to life every day.

What we said we would do in 2025

We committed to

Creating a workplace that is inclusive, supportive and fair, where people feel equipped to care for others and for themselves. This included investing in meaningful training, supporting wellbeing, sharing success more fairly and enabling our team to contribute to the wider community through purposeful partnerships.

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What  we did  in 2025

Built inclusion, care and capability

We expanded our focus on neuroinclusion through our ongoing partnership with Exceptional Individuals, providing training and resources to help managers and colleagues better support neurodivergent team members.

We partnered with Survivors’ Network, a Sussex-based charity supporting survivors of sexual violence, to deliver specialist training on domestic abuse and sexual harassment awareness. This strengthened our team’s ability to respond compassionately and signpost support when needed.

Our team also took part in a three-part DEI workshop series led by BOXLESS, creating dedicated space to explore inclusion, equity and lived experience. The sessions combined reflective discussion with practical tools, supporting more confident, informed decision-making.

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Prioritised mental health and wellbeing

In 2025, Projects achieved one hundred per cent Mental Health First Aid training across the organisation. Several team members also completed ASIST suicide prevention training, strengthening our collective ability to recognise risk and respond with care. These initiatives sit alongside existing benefits, including private healthcare and free counselling.

Shared success

We introduced a profit-share scheme for one hundred per cent of our team, ensuring everyone benefits directly from Projects’ performance. This sits alongside fair pay reviews and reflects our belief that a healthy business should reward the people who help build it.

Showed up for our community

Our team actively supported our 2025 charity partners, Switchboard and YMCA DownsLink Group. The marketing team shared skills directly with Switchboard to strengthen their campaigns, while senior leaders spent time with YMCA DownsLink Group to better understand the challenges facing young people locally.

During Pride Week, our community team volunteered at the Rainbow Run, supporting an inclusive celebration of LGBTQ+ communities. We also raised over £600 for Switchboard at our Members’ Pride Party and over £300 for YMCA DownsLink Group at our Members’ Christmas Party, bringing our community together around causes that matter.

Alongside these activities, every team member is offered one paid day each year to support a charity of their choice. In 2025, this collective commitment accounted for sixty-four hours of volunteering, extending our impact beyond Projects through hands-on support.

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What we will do  in 2026

Goals for 2026

In 2026, we will continue embedding inclusion, wellbeing and fair reward into everyday practice, ensuring these commitments scale meaningfully as the team grows.

 

This includes building on neuroinclusion training, refreshing mental health support as needs evolve, and reviewing profit-share and benefits to keep them relevant and impactful.

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Governance

How we’ve strengthened the foundations that protect our values as we grow.

What we said we would do in 2025

We committed to

Strengthening leadership across multiple sites, improving the consistency and accuracy of our environmental and operational data, and refreshing internal policies and procurement processes.

We also committed to increasing accountability and transparency in decision-making, consulting members more deeply to shape our services and spaces, supporting our team through clearer development and fairer reward, and embedding impact into every major business decision.

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What  we did in 2025

Strengthened leadership and decision making

We introduced a Chief Financial Officer, James, and our Area Community Manager, Emily, took on a multi-site position, helping to embed consistent standards across both Brighton locations. These appointments brought greater financial oversight, stronger forecasting and more structured engagement with brokers and partners.

Decision-making became more structured through weekly leadership reviews and the use of a clear governance framework for major decisions. This guided our expansion planning, where hundreds of potential buildings were assessed against financial viability, environmental impact, accessibility and community value. We also continued working with a DEI consultant to ensure inclusion remains an active, evolving commitment.

We embedded impact accountability across our leadership team. All leadership roles now carry explicit responsibility for social, environmental and community impact, ensuring decisions around growth, operations and partnerships are guided by our values as well as commercial considerations.

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Supported our team through growth

As Projects grew across multiple sites, we recognised increased pressure on key roles. In response, we introduced a clearer multi-site structure, added operational support through our cleaning team and part-time staff during peak periods, and created more defined career pathways. We increased training provision and introduced a profit-share scheme so every team member benefits directly from Projects’ success.

Deepened stakeholder voice and impact governance

We undertook structured consultation with current members, former members and people using competitor spaces. These insights directly informed service improvements in Brighton and guided early design decisions for future sites, particularly around enclosed spaces, acoustics and movement flow.

Impact reviews are now embedded into major decisions, including space design, supplier selection, partnerships and operational planning. Environmental data collection also moved from annual to monthly reporting, strengthening accountability and transparency.

What we will do  in 2026

Goals for 2026

As Projects enters a period of faster growth and greater organisational complexity, our governance goals become more ambitious. In 2026, we will build a more sophisticated forecasting and scenario-planning framework to strengthen long-term financial resilience.

We will continue structured consultation with members and former members and introduce feedback moments into all new site launches. We will publish a clear Net Zero Roadmap with milestones, reporting and annual progress checks, alongside a responsible procurement charter that all suppliers will be expected to meet.

These commitments mark a shift from building strong foundations to preparing Projects for long-term, sustainable expansion.

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Looking ahead

Looking ahead ​

This year marked a shift for Projects.

As we prepare to take on new sites, we’ve moved from building strong foundations to entering a period of faster growth across locations, teams and responsibilities. That makes clarity, consistency and accountability more important than ever.

The work set out in this report reflects how we want to grow: carefully and transparently, with people and planet treated as non-negotiables, not trade-offs. Some commitments are well underway. Others are still taking shape. We’ve been honest about both.

Impact, for us, isn’t about perfection. It’s about progress, responsibility and care. About building places people trust, feel proud of, and want to be part of for the long term.

We’re grateful to everyone who’s contributed to this work so far, and committed to carrying it forward thoughtfully into what comes next.

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