The Spartan Project CIC officially launched its programme activity in January 2025 to create free, accessible opportunities for young people aged 16-25, particularly those from underserved and underrepresented communities. Our aim is to help young people build confidence, practical skills, stronger networks and clearer routes into education, employment, enterprise and healthier lifestyles. During 2025, The Spartan Project engaged more than 500 young people, delivered more than 20 workshops and community events and worked with more than 30 organisations and brands. All core activity for young people was delivered free of charge, removing cost as a barrier to participation. Our work combined movement, creativity, culture and employability. Community activity included free calisthenics and movement sessions, grassroots events and large-scale activations such as World Dip Day and events with Brixton Street Gym and BikeStormz. These activities created positive public spaces where young people could be active, meet others, build confidence and feel part of a community. Alongside movement, we delivered practical creative and skills-based activity. Young people took part in workshops connected to areas including printing, design, photography, video, branding, public relations, storytelling and creative enterprise. Partners and collaborators during the year included London Fire Brigade, HM Courts and Tribunals Service, Global Street Art, The Romans, Offcut Productions, Rekindle, Nike and Foot Locker, among others. These partnerships gave participants direct access to professionals, workplaces, industries and experiences they may not otherwise have encountered. The approach throughout the year was deliberately hands-on. Rather than asking young people to sit through passive sessions, activities were designed around making, moving, creating and doing. Participants produced physical work, developed ideas, learned from practitioners and were exposed to real routes into employment and enterprise. The community benefit created during the year therefore went beyond attendance figures. The Spartan Project provided safe, positive spaces; encouraged physical activity and wellbeing; built confidence and social connection; developed practical and transferable skills; and connected young people with people and organisations able to broaden their sense of what was possible. The organisation's model is built around three simple ideas - Learn, Create and Earn - turning access into experience and experience into opportunity.

The Spartan Project's principal stakeholders are the young people who take part in our programmes and events, alongside the community organisations, youth workers, delivery partners, creatives, employers and other organisations involved in supporting or hosting activity. Stakeholder consultation during 2025 was built into delivery rather than treated as a separate annual exercise. We gathered feedback through direct conversations with young people before, during and after workshops and events, through repeat engagement with participants, and through ongoing discussion with partner organisations and practitioners. We also paid close attention to which activities young people returned to, what they asked for more of and where participation and engagement were strongest. This feedback influenced how the programme developed. Young people consistently responded strongly to practical, hands-on activity and to opportunities where they could make, move, create, meet professionals and take ownership of their participation. This reinforced our decision to prioritise experiential workshops, community activations and direct exposure to real industries rather than more traditional classroom-style delivery. Young people were also encouraged to contribute ideas and shape activity, reflecting The Spartan Project's youth-led approach. Partner feedback helped us adapt individual sessions, identify new opportunities and develop collaborations that were relevant to the communities we serve. The result was a programme that became increasingly practical, collaborative and responsive over the course of the year.

If full details are already provided in the accounts, clearly identify where they appear and confirm whether there were any other transactions or arrangements connected with directors' remuneration or compensation for loss of office. If no remuneration was received, state that clearly. During the reporting period, total remuneration paid to directors was £5,600. This amount is included within the wages figure shown in the detailed income and expenditure account. No compensation for loss of office or other payments or arrangements connected with directors' remuneration requiring additional disclosure were made.

No transfer of assets other than for full consideration