New Anglia Local Enterprise Partnership Board Meeting

Wednesday 27th July 2022

10.00am - 11.30pm

By MS Teams

Agenda

No. Item

1. Welcome from the Chair

2. Apologies

3. Declarations of Interest

4. Actions / Minutes from the last meeting

Strategic

5. Innovation Board Report Update

6. Clean Growth Taskforce Update

7. Alternative Fuel Strategy For Approval

Operational

8. Chief Executive’s Report Update

9. Draft Annual Financial Statements – 31 March 2022 - Confidential For Approval

10. Quarterly Management Accounts - Confidential Update

11. Proposed Amendments to Articles of Association For approval

12. July Programme Performance Report Update

13. Board Forward Plan Update

14. Any Other Business Update

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Public

New Anglia Board Meeting Minutes (Unconfirmed)

22nd June 2022

Present:

Kathy Atkinson (KA) Valeo Snack Foods

Claire Cullens (CC) Norfolk Community Foundation

Stuart Dark (SD) King’s Lynn & West Norfolk Council

David Ellesmere (DE) Ipswich Borough Council

C-J Green (CJG) Brave Goose

John Griffiths (JG) West Suffolk Council

Pete Joyner (PJ) Shorthose Russell

Dominic Keen (DK) Britbots

Helen Langton (HL) University of Suffolk

Steve Oliver (SO) SWECO

Corrienne Peasgood (CP) Norwich City College

Andrew Proctor (AP) Norfolk County Council

Johnathan Reynolds (JR) Opergy

Alan Waters (AW) Norwich City Council

Jeanette Wheeler (JW) Birketts

Attendees

Shan Lloyd (SL) BEIS

Carolyn Reid (CR) Norfolk County Council

Rob Hancock (RH) Suffolk County Council

Natasha Waller (NW) New Anglia LEP

Julian Munson (JM) New Anglia LEP

Chris Starkie (CS) New Anglia LEP

Rosanne Wijnberg (RW) New Anglia LEP

Helen Wilton (HW) New Anglia LEP

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Actions from the meeting: (22.6.22)

None

1 Welcome from the Chair

C-J Green (CJG) welcomed all board members to the meeting.

2 Apologies

Apologies were received from Matthew Hicks and Sandy Ruddock.

3 Declarations of Interest

None

4 Actions/Minutes from the last Meeting

The minutes of the meeting held on 25th May were agreed as accurate.

CJG noted that there are no outstanding items on the action log.

5 Skills Advisory Panel Progress Update

Claire Cullens (CC) presented the board with an overview of the SAP’s main achievements

since the last board update including details on the evidence base which was commissioned

and which now provides a clear starting point for activities for all partners on which to build.

CC noted the key changes in the skills environment explaining that Local Skills Improvement

Plans (LSIPS) are part of a Government plan to give local businesses a stronger voice in

skills planning and advised that the Norfolk Chamber is leading on the local plan and the

Local Skills report will be the starting point for discussions.

CC advised that funding of SAPs has been reduced with nothing further expected and the

remining funding would be used to focus on two key objectives:

To produce and make available robust analysis of skills needs and the local labour

market

Work collaboratively with the Chambers to develop the LSIP

CC highlighted the main skills challenges:

•Building a life-long learning culture

•Increase in higher-value jobs and upskilling/reskilling of the local workforce

•Harnessing opportunities provided by ICT

•Increasing performance at school, particularly in our areas of deprivation

•Supporting entry points and progression into Health & Social Care

•Increasing training in leadership and management

CC provided an overview of the Shared Prosperity Fund and noted that funds have been

allocated to Norfolk and Suffolk to improve numeracy.

CC also advised that £1m has been secured for Skills Bootcamps to support 240 learners and

the tender is currently open for providers. Funding has only just been confirmed and

timescales are challenging with 50% of learners required to start by September.

Moving forwards CC stressed that it is important to ensure there is a core team able to act

rapidly to take advantage of opportunities. Collaboration continues to be vital both in terms of

working with partners and listening to the challenges being voiced across the region.

CC advised that it was clear what works well for the SAP and what challenges were faced

therefore it was vital to keep momentum going and not wait for a new structure to evolve.

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Helen Langton (HL) agreed that Government timescales were punishing and this was being

seen access the board with other funds and expressed concern that this would impact on the

delivery when funding is delayed as the tight deadlines cause issues for both learners and

staff working on the projects.

Johnathan Reynolds (JR) expressed concern about the disconnect between the national

plans and local and cluster issues. He noted that a lot of work had been carried out and it was

important not to lose what had already been done given future changes in the skills arena.

Chris Starkie (CS) provided the board with details of the team of LEP staff working on the

various skills arenas. CS agreed that slow Government decision making was the block in

delivering across range of programmes where agreements were delayed but timescales were

not being changed to accommodate the delays.

The Board agreed:

To note the content of the report

6 Norfolk and Suffolk Enterprise Zones: Progress Update

Julian Munson (JM) provided an overview of the Enterprise Zones (EZ) successes to date

and advised that over the past 10 years over £620m of public and private match funding has

been secured providing nearly 5000 jobs. This investment has released a number of sites

which would not otherwise have been suitable for businesses to use.

JM highlighted the developments of successful partner projects where the LEP has been

involved in collaboration including the Ella May Barnes and Proserv buildings, Treatt HQ and

Nar Ouse Phase 1.

JM noted that the board had signed off the 5 Year Strategic Plan in March 2021 which aligns

with Government’s plans for clean growth and innovation and strategically aligns with growth

corridors and priority places and clusters.

Even though Government has turned down requests to extend the benefits of Enterprise

Zones work is continuing such as providing grow on space for businesses on the NRP,

making improvements to the entry point at Scottow and working with Hethel to investigate the

development of other energy sources such as hydrogen.

John Griffiths (JG) noted that West Suffolk Park was virtually full and thanked the LEP team

for their support in achieving this success.

CS advised that LEPs and partners had been lobbying Government to extend EZs and would

continue to do so.

The Board agreed:

To note the content of the report

7 Chief Executive’s Report

CS presented his report to the board and highlighted key items.

UK Shared Prosperity Fund – CS noted that this fund includes business support and stressed

that, while the Growth Hub has supported over 12000 busineses and 53000 hours of face to

face help, funding ends in the middle of next year. A proposal is being developed by the LEP

and an update will be brought to the July board meeting.

CS advised that discussions around County Deals are continuing.

HL asked if there was still confidence in the target date of April 2023 given other Government

delays.

CS agreed that the current transition timeline would be challenging and the assumption

amongst all partners was that the LEP would continue operating in 23/24 financial year, with

the target date now April 2024. The LEP team was therefore looking at a remodelled LEP and

agreeing areas of focus.

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JR asked whether intelligence was being collated on the impacts of inflation and the cost of

living crisis.

CS confirmed that this was being gathered and fed into the Cabinet office on a regular basis

although frequency of the reporting has been reduced by Government.

CS noted the significant amount of work ongoing the deliveries this year and encouraged the

board to continue to support this work

The Board agreed:

To note the content of the report

8 HR & Operating Policies

Rosanne Wijnberg (RW) presented the following LEP policies presented for their annual

review and approval by the board:

Modern Slavery Statement

Sustainable Development Policy

Equality & Diversity Policy and Statement

Board Attendance & Observers Policy

Gender Pay Gap report

The board was also invited to approve the Remuneration Committee Terms of Reference.

The Board agreed:

To note the content of the report

To approve the policies listed and the Remuneration Committee Terms of Reference.

9 June Programme Performance Reports

RW presented the June reports.

Enterprise Advisor Network – This programme will now be match funded from ESF funds

rather than Pot C.

Gatsby benchmark 1 – the careers programme target runs to August 2023 and has an

incremental approach to achieving it.

RW advised that the Careers Hub manager, Glen Todd, is leaving to become a teacher and

David Ladbrook from the Opportunity Area will be taking on the role.

The Board agreed:

To note the content of the report

10 Board Forward Plan

CJG reviewed the items on the agenda for the June meeting.

The Board agreed:

To note the content of the plan

11 Any Other Business

None.

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New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 5

New Anglia Innovation Board

Author: Julian Munson Presenter: Julian Munson and Johnathan Reynolds

Summary

This paper provides an update on the work of the New Anglia Innovation Board, a sub-group of

New Anglia LEP.

Recommendations

The Board is invited to note the contents of the paper.

Background

The Innovation Board was set up in 2015 to provide a focus for decision making and leadership

regarding innovation strategy, programme and project development. Since its inception, it has

championed a number of initiatives including the Government Science and Innovation Audits

and building strategic relationships with national organisations such as Innovate UK and the

Catapult Network.

As an important foundation of productivity, innovation is at the centre of the Government’s Build

Back Better: Plan for Growth and a key focus within the new Norfolk and Suffolk Economic

Strategy. Following the Government’s launch of the new UK Innovation Strategy in Summer

2021, the LEP actively engages with Government to raise the awareness of innovation and

champions the need for further support for businesses and institutions in Norfolk and Suffolk.

The UK Innovation Strategy sets out a clear roadmap to making the UK a global hub for

innovation by 2035 and placing innovation at the centre. The challenge is that innovation

activity is unequally spread across the UK with wide disparities across regions and within

regions. A stronger place-based approach to driving innovation across all sectors, all

businesses and all locations is required.

Although Norfolk and Suffolk is home to pockets of world-class activity, innovation is highly

concentrated in a small number of clusters and businesses with wide disparities. We are in a

relatively weak position and receive, on average, half the value and volume of Innovate UK

activity compared to the wider East of England and nation as a whole. However, as part of the

levelling up agenda, the UK Government is actively seeking to support science and innovation

activity outside of the ‘Greater South East’ which places Norfolk and Suffolk at a disadvantage.

The Innovation Board continues to play an important strategic role in helping to shape the

innovation agenda for Norfolk and Suffolk across our priority sectors, working with national and

local partners, as well as already prioritising a focus on the clean growth/net zero agenda.

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New Anglia Innovation Board

In 2020, the Innovation Board approved a new membership, structure, purpose and set of

workstreams. The Board’s Terms of Reference were updated to reflect the changes and

adopted by the group.

(i) Membership: membership of the Innovation Board includes representatives from three

universities (University of East Anglia, University of Suffolk and Norwich University of

the Arts), five innovation hubs (CEFAS, Hethel Innovation, Norwich Research Park,

Adastral Park and Orbis Energy), Local Authorities (Suffolk and Norfolk County

Councils) as well as an observer from Innovate UK. The board is chaired by Johnathan

Reynolds, Managing Director of Opergy and LEP private sector board member –

providing a clear link between the LEP board and the innovation board.

(ii) Structure: the Innovation Board agenda and focus is structured around key identified

work priorities and themes (highlighted in iv. below). It is also prioritising strengthening

links with the other LEP sub-boards and receives regular updates from the LEP’s

Industry Councils for example, with the aim of enhancing opportunities for cross-sector

innovation and collaboration.

(iii) Purpose: The Innovation Board maintains the strategic focus and thought leadership in

innovation, on behalf of the main LEP Board, and supports the delivery of innovation

activity outlined in the Economic Strategy. It has an agreed set of high-level strategic

objectives:

 Norfolk and Suffolk are recognised as a centre for pioneering ideas, meeting the

challenges we face globally;

 Science and innovation are net contributors to the Norfolk and Suffolk economy;

 A highly skilled workforce equipped with the skills necessary to access the

techniques and business practices needed for innovation;

 Existing assets continue to strengthen and develop into a pan-regional innovation

ecosystem.

(iv) Workstreams: In order to successfully deliver on the strategic objectives, a set of

workstreams were defined with key activities under each being delivered. The key

highlights of progress and delivery are provided below:

1. Improve the innovation infrastructure in Norfolk and Suffolk by supporting key

strategic projects. Progress update highlights include;

o Supported the Smart Emerging Technologies Institute (SETI) project – led

by UEA with the aim of creating a high-speed data loop connecting NRP, BT,

Cambridge University and University of Essex to deliver collaboration and new

research and innovation programmes. An economic case is currently being

finalised, working with external consultants (Metrodynamics).

o Supported and endorsed key innovation capital projects including;

 Innovative projects on the Food Enterprise Park, which includes the

launch of the Broadland Food Innovation Centre and its’ Food and Drink

Cluster activity, across Norfolk and Suffolk;

 Strengthening industry links with key assets such as DigiTech Centres

and Productivity East

 Working with partners to advance proposals for new business innovation

and incubation facilities in King’s Lynn, Bury St Edmunds, Stowmarket

and Great Yarmouth.

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o Continue to support and promote the Norfolk and Suffolk Innovation

Network (LoRaWAN) project, funded by the LEP, NCC and SCC, to deploy a

wide scale sensor network to support Internet of Things (IoT) trials/prototyping

and new businesses and IoT services. Over 160 external sensor gateways are

now installed across Norfolk and Suffolk with progress across a number of

applications and user cases from smart bins and street lighting to social care

and assisted living.

2. Increase the level public and private sector investment in innovation. Progress

update highlights include;

o Continued support to the delivery of the Innovation Grant Mentoring

Scheme which provides tailored support for businesses bidding for innovation

funding e.g. Innovate UK. Good progress made recently with two very successful

business application panels and as a result, a further seven businesses will be

supported with the 1:1 mentoring, bid writing coaching and early-stage concept

mentoring. There are also bids progressing for submission this month from three

businesses as well as strong interest from others in Innovate UK and other

funding schemes. The LEP and partners Norfolk County Council and Suffolk

County Council continue to promote this important programme,

o Promoting the Growth Through Innovation (GTI) grants scheme to help

support scale up and innovative businesses, with high level of take up of ERDF

funded grants ranging from £1-25K, administered via the LEP. A campaign

targeting key sector groups including NAAME and networks such as Connected

Innovation is underway to help drive up levels of applications during the

remainder of 2022-23,

o Continuing to support and promote the New Anglia Capital Group – an

angel co-investment programme which has created a network of angel investors

and an extensive portfolio of innovative businesses,

3. Support the innovation ecosystem in Norfolk and Suffolk, developing and

promoting innovation clusters. Progress update highlights include;

o Continue to deliver the 2-Year Connected Innovation Programme to

strengthen the network of innovation hubs across Norfolk and Suffolk and

enhance cross-sector innovation and collaboration. Funded by the Norfolk

Strategic Fund and Suffolk Inclusive Growth Investment Fund. Updates include;

 Support and promote Innovation Hub events activity including the launch

of Innovation Labs at UoS event (22nd June) and Woodbridge Innovation

Labs launch event (14th July), with some financial support provided,

 Progressing cross-sector innovation events e.g. Offshore Wind

Innovation: opportunities for digital tech solutions at OrbisEnergy on 25th

July (LEP in collaboration with partners TechEast, OrbisEnergy,

EastWind, EEEGR, Local Authorities and industry etc)

 Engaging with the 16 innovation hubs and identifying common issues

such as the lack of grow-on space for tenant businesses seeking to scale

up. The LEP is in the process of establishing a new task and finish group

with partners to examine this and develop proposals and an action plan,

 Identifying and progressing new collaborations linking regional

businesses, universities and research centres with national Government,

including Catapults such as High Value Manufacturing, Offshore

Renewables and Satellite Applications to drive new strategic projects and

growth sector opportunities.

o Supported and helped promote new innovation programmes and

partnerships including the recently announced partnership between Norwich

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based tech incubator Akcela, Tech Educators, blockchain community ETH

Anglia with global organisation Polygon. This will provide facilities, workspace

and a network of entrepreneurs and advisors to support a new coding boot-camp

programme for the region. This opportunity strengthens our regional capabilities

and expertise in blockchain technologies.

o Promotion of the Norfolk and Suffolk ‘Innovation Offer’ via the recent

Norfolk and Suffolk Unlimited ‘Clarity’ campaign (working with Capsule

Marketing). A successful inward investment campaign providing useful baseline

data and insights into audience demographics, communication channels

(Twitter, LinkedIn etc) and global locations. Online articles and videos on our

tech sector and innovation hubs such as Adastral Park created interest from

senior industry representatives from India, Scandinavia, France and the UK.

o Progressed emerging innovation clusters and opportunities including;

 Leading the Space Sector Steering Group for Norfolk and Suffolk and

developing a new regional plan for the space sector, due to be presented

to the LEP Board in September and officially launched in the Autumn,

 Advancing relationships with the wider Catapult Network including;

 ORE Catapult continuing to support a regional innovation

manager post to work with industry, academia, LEP and local

authority partners and building stronger links with the national

network,

 LEP progressing conversations with the Satellite Applications

Catapult with plans to establish a Space Enterprise Lab in the

region and opportunities to attract new programmes to support

specialist activities around agri-food, digital health, environmental

and marine science.

 Working with partners such as EEEGR to establish new cluster groups

and forums including the newly formed Marine Science and Technology

Sector Council, launched 7th July.

4. Assist and develop the best talent for delivering innovation at the scientific,

technical and business levels. Progress update highlights include;

o Supporting the Funding Fit Programme activity including Knowledge

Transfer Partnerships (KTP) working with University partners, including

plans for a KTP Seminar hosted by UEA on 9th September to help encourage

new partnerships between academia, research and SMEs/corporates to deliver

a strategic project, enhance leadership and management practices and improve

business performance. Part of the cost of a KTP is funded by a grant from

Innovate UK,

o Review and promote the recent Research Excellence Framework

(REF2021) results which is the periodic peer assessment of research quality in

the UK HEIs. The three main Norfolk and Suffolk based Universities all achieved

a positive assessment exceeding the national average across a number of

indicators and in many cases achieved a world leading or outstanding rating. For

example, UEA is now ranked in the UK’s top 20 for research quality and 13th for

quality of research outputs. Norwich University of the Arts reported that 71% of

it’s research was classified as world leading and excellent and recognised as 2nd

in the country for arts consultants. The University of Suffolk also reported

positive results with impact cases viewed as internationally excellent.

o Continue to promote the various skills capital projects such as the

University of Suffolk/ Adastral Park Digitech Centre.

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o Supported the sector skills plans, particularly those focused on high value

sectors including ICT Digital, Agri-Food and Clean Energy.

Looking ahead – Priorities for Q2-Q4 2022/23

In addition to continuing to oversee and monitor the implementation of various innovation

projects and programmes, the Innovation Board with its partners aims to prioritise the following

activities in 2022/23.

 Continue to strengthen relationships and collaboration with key Government

departments and agencies including UKRI, Innovate UK, Catapults, BEIS etc.

Progress emerging sector and technology-based opportunities around our areas of

competitive advantage including marine science, space/satellite applications,

aquaculture, artificial intelligence, quantum, genomics and energy and environmental

technologies. Develop cross-sector innovation projects and new partnerships to

leverage these opportunities,

 Raise national (and international) profile of our key innovation activities and

continue to showcase our innovation assets via the Innovation Prospectus, DIT HPOs

(Adastral Park and NRP), Connected Innovation programme etc., following the recent

successful NSU campaign activity by the LEP,

 Continue to strengthen our innovation ecosystem through connecting and

promoting our innovation centres/hubs, universities, science/technology parks and local

co-working spaces and creative digital hubs, through active direct engagement, events

and networking and new project activity. This is driven by the LEP’s Connected

Innovation Programme,

 Continue to strengthen links across LEP sub-boards - Industry Councils, Skills

Advisory Panel, Clean Growth Task Force, Innovation Board – with a focus on

innovation and skills,

 Focus on driving forward strategic opportunities for innovation, skills and

investment in relation to Freeport East and other major regional projects. This includes

support for Sizewell C supply chain activity, proposals for a Skills and Innovation Centre

at Gateway 14 and other more sector focused innovation centres,

 Develop proposals and plans for addressing the lack of grow-on space as reported

by many of the region’s innovation and business centres and identify some potential

development options e.g. Enterprise Zones,

 Progress a business case for extension and evolution of the Connected

Innovation programme beyond the current funded phase (to March 2023) and identify

new funding opportunities (public/private). An evolution of the programme proposes a

stronger focus on developing wider innovation clusters and business engagement,

beyond the existing innovation centres, to drive forward the regional innovation agenda,

 Develop a strategic plan and roadmap for the region’s innovation activity, working

with partners, bridging the wide spectrum of activity from exploratory science and

research through to commercialisation, enterprise innovation and skills,

 Develop plans for a Regional Innovation Showcase event and campaign to

promote our strategic plan and showcase our innovation hubs and clusters as well as

our technologies and capabilities, targeting regional businesses, Government and

potential inward investors.

Recommendations

The Board is invited to:

Note the contents of the paper.

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New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 6

Clean Growth Taskforce Update

Author: Ellen Goodwin Presenter: Pete Joyner, Ellen Goodwin

Summary

This paper provides an update on the Clean Growth Taskforce, a sub-group of New Anglia LEP and

considers next steps with respect the delivery now that the Taskforce has an established action

plan.

Recommendations

The Board is invited to:

 note the contents of the report

 endorse the strategic direction of the Taskforce

 offer support and spread the collaboration and leadership message around the November

event/s entitled ‘Clean Growth for Business’

Background

The Clean Growth Taskforce had its inaugural meeting on 22 July 2021 after the LEP Board agreed

its scope at its May 2022 meeting. The main purpose of the Clean Growth Taskforce was agreed

as follows:

“To provide leadership and collaboration on net zero. Promoting Norfolk and Suffolk as the UK’s

Clean Growth Region helping to raise the profile of the major contribution the area plays in the UK’s

transition to a post carbon economy, representing the area national, regionally and locally.”

Membership includes representatives from each of the LEP’s Advisory Boards and Norfolk and

Suffolk’s key sectors as well as representations from education and each of the County’s Climate

Change Partnership Groups, representing Local Authorities. Members of the Taskforce are all

representatives of their industry sector or community of interests.

This paper sets out what the Taskforce has achieved over the first year of existence and sets the

framework for delivery moving forward.

Delivery and key achievements over the last year

One of the first things the Taskforce did was to reflect of the scale of net zero challenge and clean

growth opportunity and think about developing a shared ambition for Norfolk and Suffolk. In doing

so it looked at the areas where emissions were significant, where progress had been made and the

make-up of the Norfolk and Suffolk economy with respect to not only emissions but clean growth

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opportunities too. It looked at the updated data for the work the LEP commissioned in 2019 and

sought to find focus in terms of potential impact moving forward.

The Taskforce helped shape the definition of clean growth as presented in the Norfolk and Suffolk

Economic Strategy:

Growing an environmentally positive and resilient economy by exploiting the region’s strengths,

driving the adoption of clean technology, enhancing natural capital, and reducing waste,

accelerating sustainable infrastructure, equipping and empowering business and people to take

advantage of the opportunities in moving to a zero-carbon economy

Its initial focus has been determined as:

 Leadership and collaboration – be Ambassadors for the Clean Growth region

 Evidence and impact – oversee the development of Clean Growth evidence and impact

 Decarbonising Transport – influence the development of the Alternative Fuel Strategy and Action

Plan and its subsequent delivery

 Transition Business Support – work with the Business Growth Programme Partnership Board to

oversee the delivery of the Road to Net Zero Business Support Programme and any wider clean

growth programme embedment

 Workforce for the Future – work with the Skills Advisory Panel to shape the Decarbonisation

Academy proposal and the wider clean growth skills agenda

Leadership and collaboration

The Taskforce have been quite clear that they want to develop a succinct key message and clear

call to action. However, given the importance of an evidence-based approach and the complexity of

future modelling alongside the need to focus on reach and influence it has proved challenging to

achieve without engaging a broader spectrum of key stakeholders. Members of the Taskforce have

also made it clear that they need to collectively add value to the vast array of effort already taking

place in the region and as such much time and effort has been placed on trying to map out activity

in this sphere.

Evidence and impact

The main criticality that the Taskforce has determined with respect to this strand of work has been

the importance of a strategic, emissions-led approach to clean growth evidence and impact. To

date this thinking has been quite far reaching and while it has been difficult to settle on any clear

conclusions, in that the spectrum of consideration is quite considerable, the peer challenge the

Taskforce has offered has led to a deepening of intelligence.

One area the Taskforce has identified as a clear area for focus is engaging with the large point

source emitters of which exploratory conversations have been sought to date. Conversations have

begun to determine appetite for best practise sharing and peer-to-peer learning as well as how we

can support in the delivery of their decarbonisation plans. Local authority engagement occurred

ahead of business conversations, the first of which took place on 13 June at British Sugar’s

Wissington site. Themes discussed included anaerobic digestion, biomethane, carbon capture,

hydrogen for transport, clean heat, rural challenges and regulation alignment.

Decarbonising Transport

The key output of this strand of work has been the Alternative Fuels Strategy – see item 7

Transition Business Support

The Clean Growth Taskforce has overseen the delivery of the UK Government’s Community

Renewal Funded Road to Net Zero Business Support Programme. The Programme (Norfolk

£660K, Suffolk £520k) is a pilot initiative designed to pro-actively pivot business support and grants

on a net zero future, building business advice expertise, and developing a portfolio of tested

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interventions. The Programme will now run to the end of the calendar year with a Programme

update report to the LEP Board scheduled for July.

As part of the Programme the Taskforce has contributed to the research piece led by University of

East Anglia and the University of Suffolk looking at sectoral barriers to decarbonisation.

The Programme is also working with both Chambers’ of Commerce to deepen business

understanding, develop peer-to-peer learning and spread best practise through online material and

it promotion and events engagement.

Finally, the Programme offers grants between £1,000 and £25,000 (at an 75% intervention rate) to

businesses looking to make practical steps towards a net zero, consultancy support and five

Challenge Fund projects at £25,000+ (at an 100% intervention rate).

More detail of the Programme including how it is progressing can be found in the attached

Programme Performance Report.

Workforce for the Future

The Taskforce has started to scope out the clean/green skills element of work by referring to work

already taking place across the FE sector in particular. It has also considered the impact of BREXIT

and covid as well as the challenges around traditional monitoring of jobs not being conducive to the

broad spectrum of ‘clean’. More needs to be done to establish what good might like for Norfolk and

Suffolk and how this compares to other similar areas across the country.

One of the early workstreams in this space, which pre-dated the Clean Growth Taskforce, was the

Decarbonisation Academy. The proposal looked to develop, in the first instance, the quantity,

quality and complexity of skills needed to deliver on the domestic retrofit challenge. A number of

workshops took place in early 2021 looking at this focus as part of a pilot programme run by the

Energy Systems Catapult. While all the initial work remains relevant the thinking has led to a

broadening of scope to clean growth skills more generally, ensuring that the industrial and

commercial as well as transport sectors benefit too. The Greater South East Net Zero Hub

continues to explore the retrofit skills challenge, albeit at a larger, 11 LEP geography.

Norfolk and Suffolk Economic Strategy 7

The Economic Strategy for Norfolk and Suffolk highlights the urgent need to transition to a

decarbonised future and grow a clean economy that protects and restores natural capital and

provides a more resilient, inclusive future for all.

It also draws attention to Norfolk and Suffolk as an established and growing low carbon economy at

the forefront of tackling the challenges and opportunities of climate change. The area is a major

research and innovation centre and has business strengths in adaptation which present significant

cross-sector opportunities for the UK’s transition to net zero. Specifically, Norfolk and Suffolk:

 Is the UK’s leading producer of clean energy. It is at the forefront of the Southern North Sea

transition and has further potential for bioenergy, hydrogen and energy storage industries,

and a strong low carbon goods and services offer.

 Has expertise in satellite applications and Artificial Intelligence (AI) which will benefit offshore

wind, nuclear, precision farming, construction, manufacturing, health and social care, and

the visitor economy.

 Is ripe to further test cross-sector innovation in industries such as farming and food

production, transportation and construction where exponential transformation is needed.

The Strategy notes that there are economic and societal advantages for businesses, communities

and places who emerge as leaders, from new markets to new, higher paid jobs and improved public

health and commits to remaining at the forefront of tackling the challenges and opportunities of

climate change.

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Looking Ahead

Leadership and collaboration

We will deliver an additional Clean Growth for Business programme of events in support of the

Road to Net Zero Business Support Programme, building on the successes of 2021’s online events.

The key objectives for the events have been agreed by the Taskforce as:

 Sharing of best practice and an understanding of what others are doing/thinking

 Quick wins and long burn ideas in order to aid collaborative lateral thinking

 Call to arms to lead and collaborate in the net zero/clean growth space

 Develop innovative ideas for progression

The programme will coincide with COP27 which is due to take place in Egypt between 7 and 18

November and will include an in-person local leader’s event as well as online sessions to ensure

maximum reach and impact.

The events will build on research and learnings to date to tailor a targeted and relevant programme

and will ensure alignment across the region, working with key partners to deliver content and build

momentum around a common theme with the view of developing a bought-into evidence-based

ambition and begin to drive the embedment we need for change in this, the decisive decade.

Evidence and impact

We will develop a deliverable, local evidence-based ambition and further develop point source

emitter engagement/networking, looking at clusters as well as potential future emitters.

Transition Business Support

The newly launched Business Transition to Net Zero Programme has already been launched but we

will continue to look at ways to widen the business support offer in this space and consider cluster

interventions and potential ESG payback.

Workforce for the Future

Investigate how inward investment and technology/innovation can be brought into the conversations

alongside skills.

Recommendations

The Board is invited to:

 note the contents of the report

 endorse the strategic direction of the Taskforce

 offer support and spread the collaboration and leadership message around the November

event/s entitled ‘Clean Growth for Business’

APPENDIX A – sub-board reporting – June 2022

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5

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Appendix A - Sub- Board Reporting

Sub-Board: Clean Growth Taskforce

Representatives: LEP Board: Pete Joyner LEP Team: Ellen Goodwin

Meeting Frequency: Bi-monthly

Key Objectives & link to NSES Update on actions / activity Next Steps

Leadership and Collaboration

Be Ambassadors for the Clean Growth

region

 Develop a succinct key message and clear call to action reflecting

on businesses understanding

 Deliver a Local Leaders event to support the development of an

evidence-based ambition

 Determine how to better link with Local Authority ambition at a

regional and local level

Clean Growth or Business –

November 2022

Evidence and Impact

Oversee the development of Clean

Growth evidence and impact

 Develop a strategic, emissions-led approach to clean growth

evidence and impact

 Work with large businesses/point source emitters to establish best

practise and peer-to-peer learning



Develop a deliverable, local evidence-based ambition

Local evidence-based ambition

and further point source emitter

discussions

Decarbonising Transport

Influence the development of the

Alternative Fuel Strategy/Action Plan and

its subsequent delivery

 Deliver the Alternative Fuel Strategy for East Anglia and consider

what next moving forward

 Consider how a wider ‘place’ brief might be included – all

infrastructure, unique local features and links to the wider economy

As item 7

Transition Business Support

Oversee the delivery of the Road to Net

Zero Business Support Programme and

wider programme embedment

 Deliver the Road to Net Zero Business Support Programme and

order to shape future programmes

 Understand the breadth of green initiatives to provide tailored

business advice, support and signposting

 Work with other business intermediaries to better coordinate clean

growth messaging

Consider the widening of

business support offer in this

space and spread messaging

about co-benefits

Workforce for the Future

Shape the Decarbonisation Academy

proposal and the wider clean growth

skills agenda

 Develop the Decarbonisation Academy proposal working with key

stakeholders

 Continue to improve the links between the private/education sector

to maximise impact

 Further develop labour market information to embed clean growth

and ensure understanding

Inward investment and

technology/innovation

embedment

New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 7

Alternative Fuels Strategy and Action Plan

Author: Ellen Goodwin Presenter: Ellen Goodwin

Summary

This paper provides a brief background to the Alternative Fuels Strategy and presents the high-level

strategy document at Appendix A. It also highlights thinking in terms of what the wider transport

decarbonisation approach needs to cover in addition to the Alternative Fuels Strategy and Action

Plan as shaped by the Clean Growth Taskforce sub-group on decarbonising transport.

Recommendation

The Board is asked to:

 Agree to adopt the Strategy and delegate the Clean Growth Taskforce to consider next steps

with respect to prioritisation and delivery pathways noting that the Combined Authority will

not be considering it until the autumn due to public consultation

 Note the Clean Growth Taskforce observations with respect to the wider transport

decarbonisation agenda and agree to this direction of travel/approach

Background

Element Energy were commissioned to develop an Alternative Fuels Strategy and Action Plan, a

project New Anglia LEP has worked on with the Cambridgeshire and Peterborough Combined

Authority.

The key objectives of the Alternative Fuel Strategy and Accompanying Action Plan were to provide:

 An understanding of the current policy and funding landscape for alternative fuels at the local

and national level

 An evidence base of likely alternative fuel uptake and best practice policy for supporting this

uptake

 A costed and deliverable programme of measures to address barriers to uptake, which reflects

the specific challenges and opportunities of the region

Alternative Fuels Strategy and Action Plan

The high-level strategy and action plan is included at Appendix A. It covers the following:

Context for Action

This section includes a strategic overview of why action is needed to limit the effects of climate

change for our people, places and businesses.

Review of the Current Transport System

This section includes modal share and emissions as well as current alternative fuel uptake and

infrastructure.

Future scenarios

This section looks at the future scenarios for transport including electrification and hydrogen.

Action plan

The action plan is broken down into three distinct sections:

 Infrastructure improvements

 Wider action

 Modal shift and behaviour change

The document presented at Appendix A is supported by a detailed evidence base and more in-

depth action plan which have been shared with the relevant members of the Clean Growth

Taskforce decarbonising transport sub-group and will be made available on the website when the

Strategy is published.

Engagement

All Local Authorities have been kept up to date on progress with all but one taking part in at least

one of two local workshops. In addition to this, private sector partners, predominantly from the

Cambridge Norwich Tech Corridor geography were engaged as part of the process as well.

Clean Growth Taskforce Observations

At the 9 March meeting of the Clean Growth Taskforce, members of the decarbonising transport

sub-group made the following observations about how the Strategy was just the start of the

transport decarbonation journey and where we ought to go next in terms of thinking:

 The criticality of national as well as local policy – how can we influence this?

 The development of an ambitious but deliverable ambition that is based on data

 The need to think much more broadly about behaviour change (technology will not be the

sole solution) and how we influence it as many of even the more ambitious scenarios still do

not reflect the scale of opportunity

 Lifetime emissions must be considered alongside tailpipe

 Consideration of a’ just transition’

At a subsequent sub-group meeting they agreed to pursue a public/private sector meeting including

relevant players from across the region to focus on the overall ‘goal’ and how that is achieved in an

evidence based but innovative and creative way – looking to other areas for inspiration. This

session would look to engage all modes, including those which were not the predominant focus of

the Alternative Fuels Strategy which was largely road focussed. It would aim to tackle the quick win

solutions as well as those which are more challenging and start to bridge the parallel challenge of

electricity constraint. Finally, future work needs to build on the good work already happening in the

hydrogen space as this could be a more viable solution for some modes/vehicles than electric. The

sought public/private session would look to explore this too.

Norfolk and Suffolk Economic Strategy

The following section was included in the Norfolk and Suffolk Economic Strategy on transport:

Deliver innovative clean transport solutions that reduce the need to travel, encourage modal

shift and support a thriving economy across all our geographies. We must consider how we

exploit the benefits observed around travel behaviour due to the pandemic alongside the

deployment of alternative fuels (electric, hydrogen and biofuels) to support the decarbonisation of

transport. Alongside this there are several pinchpoints that need to be overcome to support the

resilience, reliability and flexibility of infrastructure.

In addition, sections on all-energy and clean growth are relevant with respect to both the production

of hydrogen and the electrification of our transport networks.

Next steps

The Clean Growth Taskforce will consider next steps in terms of prioritisation and delivery pathways

with respect to the Alternative Fuels Strategy and Action Plan.

They will do this in the context of the considerable other work happening in this space,

predominantly by the public sector. As such a session has been sought to progress this thinking at

scale and across the region, incorporating the thinking described above. Collaboration and

leadership is a key strand of work of the Clean Growth Taskforce so public/private sector solutions

are critical in this endeavour.

To note

The Combined Authority will be performing a light-touch public consultation on the Alternative Fuels

Strategy and as such will not be considering it until autumn 2022. If anything significant changes as

a result of the consultation we will bring the Strategy back to the Board, likely through the CEOs

report.

Recommendation

The Board is asked to:

 Agree to adopt the Strategy and delegate the Clean Growth Taskforce to consider next steps

with respect to prioritisation and delivery pathways noting that the Combined Authority will

not be considering it until the autumn due to public consultation

 Note the Clean Growth Taskforce observations with respect to the wider transport

decarbonisation agenda and agree to this direction of travel/approach

APPENDIX A – Alternative Fuels Strategy – Final Draft Text

Project Name

Document Name

East Anglia Alternative

Fuels Strategy

Draft public report

for

CPCA and

New Anglia LEP

March 2022

Element Energy Limited

Suite 1, Bishop Bateman Court

Thompson’s Lane

Cambridge

CB5 8AQ

Tel: 01223 852499

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1 Introduction

1.1 Action needs to be taken now

Emissions from human activity has caused approximately 1oC of warming since pre-industrial levels. The

effects of this are already being felt globally with more frequent extreme weather events, sea level rise and

loss of habitats.

In 2019 the UK became the first major economy to pass a net zero emissions law which requires the UK to

bring greenhouse gas emissions to net zero by 2050. Collaborative efforts between national and local

government is vital in order to meet the national net zero ambition.

The transport sector accounts for the highest share of national CO2 emissions (~25%), and therefore will need

to undergo deep transformation to meet the UK’s 2050 net zero target. In order to successfully reduce transport

emissions a two-fold approach is needed; switching to Alternative Fuels Vehicles (AFVs) and changing

consumers transport behaviour through incentivising modal shift.

The UK government have set three key objects to support transport decarbonisation which include:

 Accelerating the shift to AFVs by funding charging infrastructure and trialling zero emission Heavy

Goods Vehicles (HGVs)

 Investing in green public transport, including the electrification of railways and bus routes

 ‘Phase out’ of internal combustion engine (ICE) vehicles through possible sales bans. These include

the phase out of ICE cars and vans by 2030, diesel buses by 2030 and diesel HGVs by 2035-2040

Box 1

: Understanding the impact of rising

global temperatures

The IPCCs has estimated that global warming

of 1.5oC and 2oC will be exceeded this century

unless deep reductions in greenhouse gas

emissions occur in the coming decades.

We have already started to experience climate

related impacts and risks to health, livelihoods,

food security, water supply, human security,

and economic growth. The magnitude of these

impacts vary a lot depending on the amount of

warming. Changes in several climatic drivers

will be more widespread at 2oC compared to

1.5oC of warming and even more pronounced

for higher warming levels1.

Degre

es of Impact:

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1.2 Objectives of the Alternative Fuels Strategy

The Cambridgeshire and Peterborough Combined Authority (CPCA) and New Anglia LEP are undertaking work to decide informed action to mitigate and

adapt to climate change. A key component of this is to establish an integrated and sustainable transport network that supports local development.

CPCA and New Anglia LEP commissioned an Alternative Fuels Strategy (AFS) for East Anglia, that has been developed alongside the CPCA’s Local

Transport and Connectivity Plan and work conducted by the Norfolk and Suffolk Clean Growth Taskforce. The key aims of the AFS are to:

1. Support clean growth

2. Support the decarbonisation aims of Local Authorities

3. Accelerate the uptake of AFVs in the region

4. Improve air quality

5. Provide a combined vision across the region to result in greater impact through collaboration

6. Support the creation of commercial opportunities

1.3 Scope of the Alternative Fuels Strategy

This strategy focuses on how the uptake of alternatively fuelled land vehicles can be boosted across East Anglia, what and how much infrastructure

(such as electric vehicles charge points) needs to be delivered to support this transition, and other policies that will be necessary to deliver a decarbonised

transport system. The AFVs covered in this strategy include battery electric, hydrogen fuel cell and renewable natural gas vehicles, in each case the study

considers the emissions of the production and use of the fuels but not the production of the vehicles.

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1.4 AFS focus area overview and review of the current transport system

1.4.1 AFS focus area overview

The area covered by the East Anglia AFS includes the 18 Local

Authorities that together comprise Norfolk, Suffolk, Peterborough and

Cambridgeshire.

From a transport perspective, the area is also governed by two sub-

national transport bodies: Transport East in Norfolk and Suffolk and

England’s Economic Heartlands in Cambridgeshire and Peterborough.

Spatially, East Anglia is predominately rural, with rural areas making

up 88% of landmass1. However, the region also includes the 4 major

urban settlements of Norwich, Cambridge, Peterborough and Ipswich.

Moreover, the majority of residents live in urban cities or market towns,

which together host over half of the population1. There are therefore

significant variations in the requirements of both people and places

across the region.

Many solutions that could deliver a decarbonised transport system in

urban areas will be less effective in a rural setting, and vice-versa. This

AFS has hence sought to cater for regional variations, by suggesting

solutions that can be applied flexibly with a place-based approach.

1 Office for National Statistics. 57% of the population of the region live in urban cities or towns.

Figure 1: Map of the in-scope study region

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1.4.2 Where we are now: Transport modal share and emissions

Cars remain the mode of choice for passenger transport in East Anglia. Nearly

two-thirds of all journeys in the region are made by car, making car dependence

much higher than England as a whole2, a difference reflective of the area’s rurality.

Car trips equate to an even higher proportion of the distance travelled per person,

and proportion of transport emissions.

Active travel (walking and cycling) is the next most popular form of passenger

transport across the region, if popularity is measured by the proportion of trips. Just

under a third of all trips are either walked or cycled, however this inevitably translates

to a much smaller proportion of the distance travelled per person, due to the relative

shortness of active travel journeys.

Public transport (PT) makes up less than a tenth of trips in East Anglia.

However, PT journeys (in particular rail) tend to be longer. This means that a fifth of

the distance travelled per person is by bus, rail, coach or minibus.

Freight transport by rail, HGV and vans has also been considered in this strategy.

Freight moved by these modes contributes two-fifths of the emissions of the East

Anglian transport system as a whole, clearly indicating that decarbonising passenger

transport can only get us part of the way to net zero transport. Actions to decarbonise

freight have hence been recommended as part of the AFS.

2 54% of passenger journeys in England are made by car, Office for National Statistics.

Figure 2

: Breakdown of passenger trips, distance and emissions by

mode

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1.4.3 Where we are now: AFV uptake and supporting infrastructure

AFV uptake and the roll-out of supporting infrastructure in East Anglia

remains low. Less than one percent of private cars and vans in the

region are currently EVs. There is significant variation in uptake across

the 18 present Local Authorities - Peterborough and Cambridge have the

highest uptake, while Fenland and Great Yarmouth have the lowest.

The public charging network across East Anglia is also at a relatively

early stage of development. Figure 3 shows the current sites of public

electric vehicle charge points, as well as the major roads (black lines on the

map) connecting the region. The majority of charge points are clustered

around key settlements, or distributed along the road network, with

relatively few charge points found in between. The focus of the charge point

network is expected to shift away from en-route charging as BEV range

improves.

Uptake of alternative fuels heavy duty vehicles is also low. Of the over

5,000 buses in East Anglia, just two are electric (in Cambridge)3. In addition,

of the over 24,000 HGVs registered in the region, less than fifty are known

to run on natural gas. There are just two semi-private gas stations in East

Anglia, and no known plans for a hydrogen refuelling station.

3 This is due to increase however, following the successful applications of CPCA and Norfolk County Council to the ZEBRA funding scheme, who will deliver

30 double-decker and 15 single-decker electric buses respectively.

Figure 3: Map of the East Anglian public charging network

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2 Understanding the future of transport in East Anglia

The East Anglian transport system will need to transform in the coming decades to meet the climate targets. To achieve a decarbonised transport system,

changes to the types of vehicles, the fuels used for transport, the supporting infrastructure and the way in which we interact with all of these are needed. Crucial

to smoothly navigating this is a quantification of the exact extent of changes needed and expected, especially in terms of:

 The number and type of different AFVs that could enter the transport system in the coming years

 The infrastructure that will be needed to support these AFVs and also deliver economic growth

 The future demand for energy vectors that are currently in relatively low use for transport, including electricity, hydrogen and renewable natural gas

 The level of behavioural change needed to achieve a decarbonised transport system in time to avoid significant levels of global warming

To that effect, the development of this strategy has included quantitative modelling of a variety of scenarios leading to the decarbonisation of the East Anglian

transport system, which have been used to inform the development of the AFS. Figure 4 shows example outputs from the modelling, which highlight the

difference in timescales expected for the decarbonisation of the light and heavy-duty sectors in East Anglia.

Figure 4: Forecasts for the decarbonisation trajectories of the light and heavy-duty vehicle stock in East Anglia out to 2040

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3 Action plan for decarbonising East Anglian transport

The purpose of the AFS is to chart a course that can be taken to boost AFV

uptake in East Anglia and ultimately achieve a decarbonised transport system.

Therefore, an action plan and roadmap for action have been developed, and

summarised in this document. The process for developing the action plan and

roadmap is shown in Figure 5. Figure 5 illustrates how the evidence base

generated has been converted into the final action plan and roadmap, in

collaboration with local stakeholders such as Local Authorities and key

representatives of the private sector such as the Cambridge Norwich Tech

Corridor.

With input from local stakeholders, the evidence base from the modelling and

policy review was used to generate a preliminary long-list of actions that need

to be taken to boost AFV uptake. This long-list was then refined based on cost,

deliverability, co-benefits and CO2 impact, with further input from local

stakeholders, and has consequently been developed into the action plan and summarised in the roadmap for action.

The actions are split into three broad categories, which are explained in more detail in the ensuing sections:

1. Actions to expand electric vehicle charging infrastructure;

2. Actions to encourage AFV uptake; and

3. Actions to deliver a modal shift and encourage behavioural change.

Figure 5

: Process by which the action plan and roadmap have been developed

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3.1 Transitioning to alternative fuels: Expanding EV charging infrastructure

Access to charging infrastructure is a key enabler of electric vehicle uptake. Current EV owners do the

majority (~75%)4 of their charging privately, at their home driveway or garage. Public infrastructure is then

used to occasionally supplement this when EV owners are parking at a destination or travelling long distances

and charging en-route. As EV uptake grows the demand for public charging infrastructure will grow

significantly5. In part this will be due to the increased number of EVs, but the problem will be exacerbated by

the fact that later EV adopters are more likely not to have access to off-street parking

(driveways/garages), and so will be more reliant on public charging infrastructure.

For public charging infrastructure to fully enable EV uptake, charge points need to be equitably distributed,

and a suitable number and technology type need to be available. In addition, to avoid slowing EV adoption

charging infrastructure needs to be deployed ahead of charging demand.

To achieve the successful deployment of a public charging network across East Anglia:

o There should be a unified vision and approach to charging infrastructure deployment to ensure

interoperability.

o The deployment of public charging infrastructure by private sector players should prioritise regions with low off-street parking access.

o The deployment of charging infrastructure needs supporting in more challenging/ uncommercial areas to ensure there is an equitable distribution of

charge points across the region.

o Wider public infrastructure could be supported by co-locating public transport services (bus, rail, park and ride), cycling infrastructure, freight

consolidation centres and refuelling stations alongside charging infrastructure.

o Continued and regular communication between all players is needed. This includes between public sector members such as; CPCA, New Anglia LEP,

Local Planning, Transport and Highway Authorities, and private sector players such as; local businesses, the electricity supplier, charge point operators

and private land owners.

4 Electric Vehicle Charging Behaviour National Grid ESO

5 Element Energy modelling based on UKPN Consumer Transformation scenario

Figure 6: Forecast public

EVCPs required in

East Anglia in key years

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3.2 Transitioning to alternative fuels: Wider action

In recent years there has been an increase in the uptake of electric light duty vehicles such as battery

electric and plug-in hybrid cars and vans, but uptake remains low across the entire stock. Uptake has

started to accelerate due to support from government policy, an improvement in EV products and a

decrease in the upfront purchase price. AFV uptake in lorries has also started to increase at a national

level, however, uptake greatly lags behind cars and vans.

Significant support remains essential to the uptake of AFV’s, to achieve local and regional transport

decarbonisation targets. This is particularly important for fleets and harder to decarbonise market

segments (such as the heaviest HGVs). Key actions needed to accelerate the uptake of AFVs should

especially focus on high emitting groups, including:

High milage vehicles: User groups such as taxis, private hire vehicles (PHVs) and shared car fleets

contribute a significantly higher proportion of emissions per vehicle than an average car or van due to their

high mileages. Greater emissions savings are therefore achieved by converting each of these vehicles to

an EV early.

Business fleets: Businesses have influence over a high number of vehicles, such as company cars,

service fleets or even employees’ personal cars being used for work (‘grey fleets’). Local government

should try to support local businesses to transition their fleets to ZEVs and address grey fleet emissions.

To help their employees switch to an EV, businesses need to make EVs an option and ensure access to sufficient charging infrastructure at work and home.

HGVs: Hydrogen and battery electric HGVs are currently undergoing government funded trials. Local government can advertise trial opportunities to local fleets

and support a local plan for a connected refuelling/recharging network across the region.

Bus operators: Local operators should try to set concrete decarbonisation targets to work towards. Local government can support these efforts through their

enhanced partnerships. Financial and logistical barriers need to be removed to allow targets to be met for example through leveraging national grants and

sharing best practice advice.

Alongside directly encouraging AFV uptake, AFVs need to be made a more attractive option than using a petrol of diesel vehicles. This includes prioritising EVs

over higher emission vehicles when implementing regulations and licencing conditions.

Figure 7: Potential

breakdown by fuel type of car

stock across East Anglia (tens of thousands)

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3.3 Delivering a modal shift and encouraging behaviour change

3.3.1 The need for actions which target modal shift and behaviour change

Relying on the uptake of AFV technologies alone, however, can only go so far in achieving decarbonisation. Moreover, to ensure that global warming targets

are not exceeded, it is paramount that significant emissions reductions are achieved before 2030, this means relying on AFV and behaviour change together.

In such a scenario East Anglia transport emissions could be reduced to almost half current levels by 2030Error! Reference source not found..

Figure 8: Year-on-year and cumulative emissions profiles for the East Anglia transport system in two different scenarios, highlighting the

importance of policy that focuses on modal shift and behaviour change ahead of 20306

6 Note that the value of all emissions has been calculated on a well-to-wheel basis (considering all emissions related to fuel production, processing, distribution,

and end use).

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3.3.2 Actions to deliver a modal shift and behaviour change

Actions to achieve emissions reductions of this scale and in the given timescale should target both passenger and freight transport.

Passenger:

When it comes to passenger transport the aim should be to move as many journeys as possible

up the travel hierarchy which is shown in Figure 9.

To achieve this there are two main themes to actions that should be taken. Firstly, alternatives

to private cars should be strongly incentivised. This includes making public transport cheaper

and more efficient as well as making active travel safer and more attractive. There will always be

some journeys that need to be made by car – and for these, car clubs offer a more sustainable

option. Secondly, private car use should be made a less attractive option for certain journeys,

and in some instances disincentivised. This could include measures such as limiting new road

building and establishing pedestrianised zones in urban areas.

Clearly, there is variation in private car dependence between rural and urban communities, and

any disincentives may impact low-income households to a greater extent than others. It is

therefore essential to achieving a just transition that all action is taken coherently. Where private

cars are disincentivised, a cheaper and better alternative transport option always needs to be

offered.

Freight:

A modal shift is also vital with respect to freight movements. There are a few key actions, which if taken would significantly contribute to reducing emissions.

o Shifting freight from HGVs to rail – moving more goods onto railways is more sustainable than moving goods by road. In East Anglia it is important to

increase capacity, including addressing bottlenecks on the Felixstowe to Nuneaton rail route.

o Consolidation – establishing consolidation centres for freight is an essential step to having fewer HGV and van journeys across the region.

o Last mile delivery - cargo bikes are a more sustainable option than vans for ‘last mile’ delivery services, and should be used in place where possible.

Figure 9: Travel hierarchy for passenger transport

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3.4 Roadmap for action

The roadmap for action is shown in Figure 10 below. The roadmap summarises key recommended actions and also includes target milestones for transport

decarbonisation by 2030 and 2040. The actions included are those considered most essential from the accompanying action plan, while the milestones are

outputs from the technical modelling conducted as part of the earlier development of the strategy.

The roadmap is broken down into three main categories. The categories are the same as the themes described in Section 3 of this document. The categories

displayed on the roadmap are as follows:

 AFV uptake (EV charging) – the actions and milestones relevant to deploying EV charging infrastructure. The milestones are an estimated upper

bound for the number of public EVCPs that could be needed in that year (both public and private sector), split by en-route, destination and public

residential charge points.

 AFV uptake (wider-action) – the actions and milestones that will either directly or indirectly lead to the uptake of AFVs. The milestones in this category

focus on the percentage of the regional vehicle stock that could be AFVs at the given date, split out by mode.

 Modal shift – these are the actions and milestones related to shifting both passenger and freight transport onto more sustainable modes. The milestones

are an indication of the shift modelled as achievable in the given year.

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Figure 10: Roadmap summarising key actions set-out in the action plan as well as milestone targets

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4 Acknowledgements

The East Anglia Alternative Fuels Strategy was developed by Element Energy on behalf of the Cambridgeshire and Peterborough Combined Authority (CPCA)

and the New Anglia Local Enterprise Partnership (New Anglia LEP). This document is one of three core reports underpinning the strategy. A technical report

compiling all evidence used, and a detailed action plan are also in the ownership of CPCA and New Anglia LEP.

All work undertaken for the Alternative Fuels Strategy was done so with input from local stakeholders. Many attended multiple workshops, providing key data

and insights that have been vital in developing the study. The authors would like to thank the following groups:

Babergh District Council New Anglia Local Enterprise Partnership

Breckland District Council Norfolk and Suffolk Clean Growth Taskforce

Cambridge City Council Norfolk and Suffolk Transport Board

Cambridge Norwich Tech Corridor (private sector

focused) Norfolk Broads Authority

Cambridgeshire and Peterborough Combined Authority Norfolk County Council

Cambridgeshire County Council North Norfolk District Council

East Cambridgeshire District Council Norwich City Council

East Suffolk Council Peterborough City Council

Fenland District Council South Cambridgeshire District Council

Great Yarmouth Borough Council South Norfolk and Broadland District Council

Greater South East Energy Hub Suffolk County Council



New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 8

Chief Executive’s Report

Summary

This report focuses on by exception reporting on key issues and information for the board’s

attention.

Regular reports on the performance of individual LEP programmes are provided via programme

performance reports and issues which require board input or decisions are tabled as agenda items

in their own right.

The report is grouped under five headings – 1) LEP managed projects and programmes, 2) LEP

Industry councils and Sub-groups, 3) External Partnership Activity, 4) Governance and Finance,

and 5) LEP Review. The communications dashboard is also attached as a separate appendix.

Recommendation

The board is asked to:

 Note the contents of the report

1) LEP Managed Projects and Programmes

Business Transition to Net Zero Grant launch

The Business Transition to Net Zero Grant (BTNZ) has now launched following approval of the

new fund by the LEP Board at their May meeting.

The grant will assist businesses improving their operational efficiency towards Carbon Net Zero.

Examples of projects expected to be supported under the scheme include:

 Energy efficient plant and machinery

 Development of new innovative technology

 Innovation and productivity improvements within the business

 Reduction of methane, nitrogen oxide and other greenhouse gases/particulate emissions.

Projects will lead to outcomes including:

 Efficient, shortened supply chains

 Improved in-house production and productivity with reduced waste

 Use of clean and/ or renewable energy production

 Reuse and recycling of goods and materials

Grants of between £25,000 and £100,000 are available to SMEs in Norfolk and Suffolk, with a

maximum intervention rate of 20% of the cost of the development. To be eligible businesses

should already have a Net Zero action plan in place, if this is not the case the scheme will assist in

the production of a plan. Plans should include aspirations for water efficiency, waste reduction, and

lessening of impact on the natural environment.

A total grant pot of £2.5m is available to the scheme. Interested businesses will contact the New

Anglia Growth Hub initially for further guidance and support.



Growth Hub and wider Business Growth Programme

The Growth Programme is the LEP’s flagship business support programme, which has for the past

few years been funded through the ERDF (EU) programme. It includes the Growth Hub, Scale Up

programme, the Small Grants Programme and has previously included start up support.

Since it started, the Growth Hub has supported more than 12,000 businesses and provided more

than 53,000 hours of face-to-face support.

The LEP is the accountable body for the programme and runs the Small Grants programme

directly, with the Growth Hub service is delivered for the LEP by the Suffolk Chamber of

Commerce.

The performance of the programme is covered under the Programme Performance Reports at item

12 on the agenda.

ERDF funding for the Growth Hub comes to a close at the end of June 2023. This is because the

European funding streams – ERDF and ESF – are being replaced by the UK Shared Prosperity

Fund.

This funding is being devolved to district councils who have to submit investment plans for their

allocations by the start of August.

UKSPF allocations are smaller than the ERDF and ESF allocations they replace and are expected

to cover a wider range of activities, including community projects between now and March 2025.

There are three broad themes for investment – 1) community and place, 2) business support and

3) people and skills.

This reduction in funding, widening in is future use, and the devolution to local areas poses

significant challenges to the LEP’s business support programme in general and the Growth Hub in

particular.

UKSPF guidance from Government does encourage local authorities to work together on both

business support and skills.

The LEP team has been working with Suffolk Chamber of Commerce colleagues to develop a

proposal to district colleagues in Suffolk and Norfolk to extend the Business Growth Programme,

and also incorporate the LEP’s existing Connected Innovation programme.

An initial proposal submitted proposes a streamlined Growth Hub and Scale Up programme, Small

Grants programme, including consultancy support and Connected Innovation programme. The

programme would be tailored to each local area, with local targets.

Conversations to date have been positive, with local authorities recognising the cost efficiencies of

working together and are keen to avoid a post code lottery of business support for businesses.

These conversations will continue over the next few weeks as investment plans are finalised and

then local authorities decide on delivery options.

Skills Bootcamps

In conjunction with Norfolk and Suffolk County Councils, we have been successful in gaining £1m

funding to deliver Skills Bootcamps – part of the Government’s Lifetime Skills Guarantee. They

are a means of delivering short, intensive training courses to give people:

– initial skills to enter a new sector from another one or a period of unemployment

– enhanced skills to progress within an existing workplace

– boosted knowledge to take on new contracts in the case of self-employed people.

We published a tender to procure education providers for a procurement framework in order to

deliver these courses. We had 14 submissions and are in the process of issuing contracts to 7 of

them. Training will take place in digital, construction, green skills and logistics for 240 individuals.



Over the coming month we will change our communications plan to engage employers and course

participants. We also have a Skills Broker starting on August 1st to support the activities.

2) LEP Industry Councils and Sub-groups

Agri-Food Industry Council

Following the LEP’s inclusion on a recent agri-tech tour of the Netherlands, the Dutch Ambassador

to the UK organised a follow-up roundtable at the Royal Norfolk Show which was a good

opportunity to build on the relationship.

The Dutch Embassy is particularly keen to understand collaborative opportunities with the UK post-

Brexit and see our region as a major partner moving forward. We will continue working with

partners in the region and the Dutch Embassy to explore potential opportunities moving forward.

The LEP has been closely involved in the development of the region’s food and drink cluster and in

addition to being linked to the Broadland Food Innovation Centre at the Food Enterprise Park near

Norwich, the activity supports and promotes a Norfolk and Suffolk wide agri-food cluster and

partners are keen to engage with businesses and organisations from across the region.

Launch events have taken place at Suffolk New College and Hethel Engineering Centre in the past

month and a Special Interest Group at the Royal Norfolk Show focusing on how we can build a

plant-based supply chain in this region, building on the High Potential Opportunity developed with

the Department for International Trade.

To further support the profile of a wider regional cluster for agri-food, the LEP is progressing

conversations with Greater Lincolnshire LEP, Cambridgeshire and Peterborough Combined

Authority and key stakeholders across our three geographies to focus on actions which will deliver

the Regional Narrative published last year. This includes how we can support Government’s Food

Strategy and activity around R&D clusters.

All-Energy Industry Council

One of the region’s largest offshore wind farm developers, Vattenfall, has won a Contracts for

Difference (CfD) round for its’ Norfolk Boreas Offshore Wind Farm.

The Contracts for Difference scheme is the UK’s main policy mechanism for supporting low-carbon

electricity generation, providing successful CfD bidders with a contract for a 15-year fixed revenue

stream.

Norfolk Boreas is the first phase of a plan to make Vattenfall’s ‘Norfolk Zone’ one of the largest

offshore wind zones in the world. Once operational, the Norfolk Boreas project alone, is expected

to meet the energy needs of around 1.5 million homes.

Vattenfall is also working closely with regional partners, including New Anglia LEP and EEEGR, to

drive forward the newly established regional offshore wind cluster group known as ‘East Wind’. The

industry led cluster group feeds into the LEP’s All-Energy Industry Council (AEIC) in line with a

strategic communications structure that has been agreed for the region. This is all related to a

wider aim to reshape and refocus the AEIC and a further update to the LEP board on this is

planned for the Autumn.

Space Sector Update

Leaders from the industry and academia were among those who took part in a roundtable

discussion on Friday 8 July which was hosted and chaired by New Anglia LEP at Scottow

Enterprise Park, supported by Hethel Innovation.

The LEP is leading and coordinating the work around the region’s space industry, and it has set up

a steering committee bringing together people to oversee the development of a new regional plan

and engage with the UK Space Agency, the European Space Agency, the Satellite Applications



Catapult and the BEIS Space Directorate. The regional space sector plan is due to be presented

to the LEP Board in September.

How the space economy in Norfolk & Suffolk can grow and its importance in relation to agri-food,

energy, logistics and transport, marine science and other sectors were among the issues

discussed at the roundtable. Paul Febvre, Chief Technology Officer of the Satellite Applications

Catapult, and Daniel Smith, CEO of AstroAgency, were among those to take part.

Plans for Norfolk to develop its own spaceport were meanwhile unveiled at an Open Day held by

Space-tech start-up Gravitilab. The Scottow-based company is a UK leader in the field of micro-

gravity launch and testing capabilities. It is developing technologies and providing services to make

conducting research in space more accessible while also reducing the build-up of space debris.

Gravitilab has already developed a fleet of suborbital hybrid powered rockets and the start-up

recently secured £100k investment from the British Design Fund.

Financial, Insurance and Professional Industries

The Financial, Insurance and Professional Services Group (FIPS) recently held a dinner for

industry, education and local authority representatives, hosted at Suffolk New College in Ipswich.

The FIPS Group was formed after research conducted by New Anglia LEP showed the need to

align the work of financial and professional firms, Local Government and Further Education. The

aim of the group is to promote and support the financial, insurance and professional services

sector within Ipswich and Suffolk.

The Norwich based equivalent, the Financial Industry Group (FIG), has been long established and

the LEP is currently working with both cluster groups to help strengthen the connections between

Norwich and Norfolk and Ipswich and Suffolk.

The Chair of FIG, Steve Davidson, was invited to speak at the FIPS event in Ipswich and was

welcomed by the Chair of FIPS Peter Basford. The building of stronger regional relationships is a

positive step for the sector and there are now discussions underway to look at progressing some

joint regional events, working with the LEP and partners such as Tech East, to cover important

topics and opportunities such as fin-tech, insure-tech, cyber security and skills/recruitment.

3) External Partnership Activity

Freeport East

The LEP team continues to provide significant resource to support the Freeport East project.

Marie Finbow from the LEP strategy team, continues to work two days a week as Freeport East

project manager, whilst further support is provided by Michael Cousens (inward investment team),

Mike Dowdall (programmes team) and Simon Papworth (strategy team). Colleagues from the

LEPs’ sectors and innovation and skills teams are also providing assistance.

Freeport East submitted its Full Business Case in the spring. Last month the Government

responded to the FBC with a critical action list, covering 13 different theme areas.

The LEP team is supporting East Suffolk Council, which is the accountable body for the project,

and working alongside local authority colleagues and colleagues from port operator Hutchison to

respond to these actions.

These need to be resolved, at least in part, before the Government will release the £25m of seed

capital for the project. This funding will be used to bring forward sites at Felixstowe and Harwich

and develop a skills and innovation centre at Gateway 14 (Stowmarket).

Freeport East has secured its first development. The Range, one of the UK’s leading home, leisure

and garden retailers is expected to create up to 1,650 jobs following the construction of a 1.2

million sq ft warehousing and distribution unit at the site, as part of a £200m investment in the

region.



DCMS Create Growth Programme

New Anglia LEP has submitted an Expression of Interest (EOI) to the recently announced DCMS

Create Growth programme, which aims to support creative businesses, helping them to scale and

access finance.

A consortium of New Anglia LEP (lead bidder), Norfolk County Council, Suffolk County Council,

Cambridgeshire & Peterborough Combined Authority, University of East Anglia (lead delivery

partner), Norwich University of the Arts, University of Suffolk and Anglia Ruskin University was

established to develop the high level EOI.

If successful, the consortium will be asked to develop a fuller application from the end of July. This

programme would span three financial years (including 22/23) with each successful local area

partnership awarded approximately £1.275 million in grant funding for business support – mainly

focused on high growth creative businesses. Creative businesses in participating local area

partnerships will also have the opportunity to benefit from up to a £7m fund for finance support, as

well as investor networking activities.

4) Governance, Operations and Finance

Management Accounts: The management accounts for the first quarter of the 2022/23 financial

year can be viewed under agenda item 10.

EZ Pot C income – Ipswich Borough Council income still not received and so accrued at year end.

We have had agreement from IBC that payment will be forthcoming, to date little progress has been

made. All other local authority partners have paid their contributions for 20/21 financial year.

The LEP has submitted the application for Core funding, and we believe that the £375k should be

paid by the end of July.

Annual Financial Statements: These will be discussed under agenda item 9.

The LEP’s statutory annual financial statements were presented by Price Bailey to the Audit and

Risk Committee on 28th June 2022.

There were a few items that required further work, and these will be covered under agenda item 9.

Price Bailey plan to issue an unqualified audit report however the audit opinion includes a material

uncertainty related to going concern.

The Audit and Risk Committee agreed to recommend the Accounts to the LEP Board subject to the

completion of the outstanding work.

The related party declaration information concerning close family remains outstanding for several

board directors.

5) LEP Review

Norfolk and Suffolk are continuing to make progress with Government over the proposed county

deals. Both counties have had further meetings with officials to progress key themes and asks for

each of the deals.

As board members will be aware, LEP functions form part of the discussions. As part of this, the

deals will need to demonstrate to Government plans for the transition and continuation of LEP

functions as well as the governance and terms of reference of a business board as well as how it is

incorporated into the new devolved architecture.



As part of this preparatory work Suffolk local authority partners have commissioned a piece of work

to look at the future shape of economic architecture in the event of deals being signed.

LEP board members and the LEP leadership team will be engaged with this work, which is due to

be carried out during September and October.

Norfolk is not proposing to carry out a similar piece of work at this stage.

Timelines for the completion of the deal remain uncertain, but the time required for the transition

process means it will not take place before April 2024. The LEP will therefore continue operating

for the 2023/24 financial year.

Recommendation

The board is asked to:

 Note the contents of the report

This dashboard sets out the outcomes and impact of our communications activities during

June 2022.

Media coverage

- 22 pieces of coverage

- 2 reactive media enquiries

Top 3 stories

East Anglian Daily Times

East's small firms offered grants of up to £100k to boost productivity

https://www.eadt.co.uk/news/business/new-anglia-growth-hub-100k-productivity-grant-

launches-9103568

Folk Features

Getting you where you want to be

https://folkfeatures.co.uk/getting-you-to-where-you-want-to-be/

East Anglian Daily Times

Business chiefs plan for Suffolk to take giant leap into space sector

https://www.eadt.co.uk/news/business/new-anglia-lep-suffolk-space-sector-plans-9011050

Website

There were 13,124 page views on the LEP website (828 up on the previous month). The

most visited page was the Supply Chain Skills Development Fund, followed by Funding,

Small Grant Scheme, Tenders and Careers.

Campaigns, events, and other projects

•Our new Business Transition to Net Zero Grant which offers businesses grants of

between £25k and £100k, was launched with a new web page, publicity in the local

press, and social media posts.

•We are actively promoting the Skills Bootcamps which, in conjunction with Norfolk

and Suffolk County Councils, we have been successful in securing £1m to deliver.

Social media, local press and an e-newsletter have been used to publicise the need

for education providers to run these Government-funded courses, and we had 56

delegates sign up to an online provider event. Skills Bootcamps will be regularly

publicised over the coming weeks to highlight the opportunities available for people

to receive training in digital, advanced manufacturing & engineering, construction,

green skills and HGV driving.

•We attended the Royal Norfolk Show on 28-29 June, supporting the Discovery

Zone and promoting opportunities in our agri-food sector. Around 150 schools visited

the Discovery Zone which links STEM (Science, Technology, Engineering and

Maths) with food, farming and the countryside in an interactive way.

Communications activity

during June 2022

•A webinar was hosted by the LEP to promote the 12th round of feasibility funding for

the Government’s Heat Networks Delivery Unit and this session is available via our

YouTube channel.

•Job vacancies at the LEP were promoted via social media and our Careers Page,

which had 627 visits during June.

Social media and e-newsletters

June 2022

May 2022

New Anglia LEP

Number of Twitter followers

9,394

9,385

Average Twitter engagements per day (likes, retweets etc.)

12.6

13.25

Number of impressions (times a tweet showed in someone’s

timeline)

13.8K

15.6K

Number of LinkedIn followers

5,192

5,154

Number of impressions on LinkedIn

13.4K

21.2K

E-newsletter: open rate

38.1%

41.70%

E-newsletter: click-to-open rate

6.7%

4.85%

Norfolk & Suffolk Unlimited

Number of Twitter followers

919

917

Average Twitter engagements per day (likes, retweets etc)

3.6

4.2

Number of impressions (number of times users saw our tweet)

2,577

794K

Number of LinkedIn followers

1,935

1,914

New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 11

Governance: Revised Articles of Association proposal and process for adoption

Author: Rosanne Wijnberg

Summary

Our Articles of Association currently permit private sector directors to serve on the board of New

Anglia LEP for a total term of 6 years. A number of our private sector directors are due to retire

over the forthcoming months.

The future role of the LEP remains part of the county deal negotiations taking place independently

between Norfolk and Suffolk and the government. Timelines for the completion of this work

remain uncertain. Initially 2022/2023 was seen as a transition year, but indications are now that

this will overrun into 2023/2024.

As a result of current circumstances our recommendation is that we amend the Articles of

Association to provide greater flexibility regarding private sector director tenure. Amendments will

need to be approved and adopted by LEP members.

This paper summarises the proposed changes and confirms the process for the formal adoption

of the revised Articles of Association.

Recommendation

The LEP Board is asked to approve the following:

1. The recommendation that we amend the Articles of Association as detailed in this paper,

to extend the term of a private sector director if necessary.

2. The Articles of Association of New Anglia Local Enterprise Partnership Limited, amended

to reflect the proposed changes. (A)

3. The special resolution to be sent to the LEP’s members to approve the adoption of the

new articles. (B)

4. The letter to the company’s auditors informing them of the proposed written resolution.

(C)

Proposed amendment to the Articles of Association

Our recommendation is that we amend the Articles of Association to provide greater flexibility

and allow for an extension of the term of a private sector director if necessary. Consideration

was given to a special resolution to simply waive article 13.4 of the Articles of Association.

However, advice has been that this may be ineffective; and that an amendment to the article

would carry more weight and benefit the company in the future should this situation ever arise

again.

In order to facilitate review of the proposal, the relevant article is detailed below, with a highlight

of the proposed change, and the full Articles of Association are attached as Appendix A.

Article13.4Current(thiswillbewaivedandreplaced,seebelow)

13.4 AnyPrivateSectorDirectorwhoshallhaveservedforatotaltermof6yearsshallnotbeentitled

tobere‐elected.Fortheavoidanceofdoubt,anyChairperson(butexcludinganyDeputyChairperson)

shallbeentitledtoservefortheirfullTermofAppointmentnotwithstandingthattheymayservefora

totaltermasaPrivateSectorDirectorinexcessof6years.

Article13.4Proposed

13.4AnyPrivateSectorDirectorwhoshallhaveservedforatotaltermof6yearsshallnotbeentitledto

bere‐electedunlesstheDirectorsconsideritwouldbeinthebestinterestsoftheCompanyfora

particularDirectortocontinuetoservebeyondthatperiodandthatDirectorisre‐electedinaccordance

witharticle13.1.Fortheavoidanceofdoubt,anyChairperson(butexcludinganyDeputyChairperson)

shallbeentitledtoservefortheirfullTermofAppointmentnotwithstandingthattheymayservefora

totaltermasaPrivateSectorDirectorinexcessof6years.

Process for formal adoption of the revised Articles of Association

The key steps and documentation required to support the formal adoption of the revised Articles

of Association are outlined below:

Articles of Association (Appendix A):

The revised Articles of Association are attached for your final approval. They will be circulated to

all members for agreement.

Special Resolution (Appendix B):

The special resolution attached will allow the company’s members to give their approval to the

adoption of the new articles. The special resolution attached will be circulated to all members and

will pass as soon as a sufficient majority (75%) have indicated their assent to the resolution.

Letter to Auditors (Appendix C):

A letter will be sent to the auditors, Price Bailey, advising them of the proposed resolution. The

LEP Board is asked to note the attached pro-forma covering letter.

Companies House filings:

Once the special resolution has been passed by the requisite majority of members, the new

articles will be adopted as the articles of association of the company. A signed copy of the written

resolution, together with a copy of the new Articles of Association, will be filed at Companies

House.

Recommendation

The LEP Board is asked to approve the following:

1. The recommendation that we amend the Articles of Association as detailed in this paper,

to extend the term of a private sector director if necessary.

2. The Articles of Association of New Anglia Local Enterprise Partnership Limited, amended

to reflect the proposed changes to the LEP Board. (A)

3. The special resolution to be sent to the LEP’s members to approve the adoption of the

new articles. (B)

4. The letter to the company’s auditors informing them of the proposed written resolution.

(C)

11a amended articles of association -

20.07.2022 1

THE COMPANIES ACT 2006

COMPANY LIMITED BY GUARANTEE

AND NOT HAVING A SHARE CAPITAL

ARTICLES OF ASSOCIATION

NEW ANGLIA LOCAL ENTERPRISE PARTNERSHIP LIMITED

COMPANY NUMBER: 07685830

1. PRELIMINARY

The model articles for private companies limited by guarantee contained in

Schedule 2 of the Companies (Model Articles) Regulations 2008 (SI 2008/3229) as

amended (the “Model Articles”) shall apply to the Company save in so far as they

are excluded or varied by these Articles and such regulations (save as so excluded

or varied) and these Articles shall be the regulations of the Company.

2. INTERPRETATION

2.1 In these Articles and in the Model Articles the following expressions have the

following meanings unless inconsistent with the context:

“the Act” the Companies Act 2006 as in force on the date

when these articles become binding upon the

Company;

“Ambassador Member” Either the representative of a significant business

which operates in the LEP Region, whether or

not the principal place of that business is in the

LEP Region, or an individual from time to time

approved by the directors;

“these Articles” these Articles of Association, whether as

originally adopted or as from time to time altered

by special resolution;

“Chairperson” any person appointed by the directors to act as

chairperson of the board of directors;

“clear days” in relation to the period of a notice means that

period excluding the day when the notice is given

or deemed to be given and the day for which it is

11a amended articles of association -

20.07.2022 2

given or on which it is to take effect;

“Connected Person” shall have the same meaning as in section 839

of the Income and Capital Taxes Act 1998;

“Deputy Chairperson” any person appointed by the directors to act as

deputy chairperson of the board of directors;

“the directors” the directors for the time being of the Company

or (as the context shall require) any of them

acting as the board of directors of the Company;

“Education Sector Director” any person appointed as a director under article

5.3.3;

“Education Sector Member” any institution admitted to membership in

accordance with article 5.3.1;

“executed” includes any mode of execution;

“LEP Region” the geographical region assigned to the LEP

from time to time;

“member” any member of the Company, of whatever class;

“Private and Education Sector

Director”

the Private Sector Directors and the Education

Sector Directors;

“Private and Education Sector

Member”

the Private Sector Members and the Education

Sector Members;

“Private Sector Director” any person appointed as a director under article

5.1.3;

“Private Sector Member” any person admitted to membership in

accordance with article 5.1.1;

“Public Sector Director” any person appointed as a director under article

5.2.3;

“Public Sector Member” any local authority admitted to membership in

accordance with article 5.2.1;

“qualified person” a person directly holding a relevant interest

whether the original grantee of a relevant interest

or an assignee thereof (in the case of a

11a amended articles of association -

20.07.2022 3

leasehold interest) or the owner (in the case of

the freehold) of a relevant interest other than the

Company and where there is more than one

such person then such persons jointly;

“secretary” the secretary of the Company or any other

person appointed to perform the duties of the

secretary of the Company, including a joint,

assistant or deputy secretary;

“the United Kingdom” Great Britain and Northern Ireland.

2.2 Unless the context otherwise requires, words or expressions contained in these

Articles and in the Model Articles shall bear the same meaning as in the Act but

excluding any statutory modification thereof not in force when these Articles become

binding on the Company. Regulation 1 of the Model Articles shall not apply to the

Company.

2.3 The definition of “subsidiary” in the Model Articles shall be amended by the addition

of the following words “and a company shall be treated, for the purpose only of the

membership requirement contained in subsections 1159(1)(b) and (c), as a member

of another company even if its shares in that other company are registered in the

name of (a) another person (or its nominee), whether by way of security or in

connection with the taking of security, or (b) its nominee.

3. OBJECTS

3.1 The objects for which the Company is established are (the “Objects”):

3.1.1 to stimulate economic growth, employment, community development,

inward investment and commerce in Norfolk and Suffolk.

3.1.2 to promote Norfolk and Suffolk positively at regional, national, European

and international levels on matters affecting its economic development.

3.2 In furtherance of the objects but not further or otherwise the Company may exercise

the following powers:

3.2.1 to do all such things which in the opinion of the directors are in the best

interests of the Company and its members or the other users of the

Company’s services;

3.2.2 to do all such other things as may be deemed incidental or conducive to

the attainment of the Company’s objects or any of them.

11a amended articles of association -

20.07.2022 4

4. MEMBERSHIP

4.1 The members shall be categorised as follows:

4.1.1 Private Sector Members;

4.1.2 Public Sector Members; and

4.1.3 Education Sector Members.

4.2 Membership shall be open to persons who posses the characteristics (as

appropriate) set out in articles 5.1 to 5.3 (inclusive), and who:

4.2.1 apply to the Company in the form required by the directors;

4.2.2 are approved by the directors; and

4.2.3 sign a written consent to become a member agreeing to be bound by

these Articles.

4.3 The directors shall be entitled to refuse admission to membership if:

4.3.1 in their opinion, the person does not posses the required characteristics

of a member pursuant to articles 5.1.1, 5.2.1 or 5.3.1 (as appropriate); or

4.3.2 in their opinion, they consider it not to be in the best of interests of the

Company to admit such person as a member.

4.4 Membership shall not be transferable.

5. RIGHTS OF MEMBERSHIP

5.1 The Private Sector Members shall:

5.1.1 consist of individuals who undertake business, professional or other

commercial activities within the LEP Region with a view to making profit;

5.1.2 subject to article 5.1.3, each be entitled to exercise one vote in relation

to any resolution of the members; and

5.1.3 subject to article 10.2.1, have the right, as a class of members, from time

to time to appoint as their representatives up to ten natural persons to be

directors and may at any time remove any such person and appoint

another person in their place.

5.2 The Public Sector Members shall:

11a amended articles of association -

20.07.2022 5

5.2.1 be Norfolk County Council, Norwich City Council, Suffolk County Council

and Ipswich Borough Council and such of the district councils in the LEP

Region who apply to become members;

5.2.2 subject to article 5.2.3, each be entitled to exercise one vote in relation

to any resolution of the members; and

5.2.3 subject to article 10.2.2, have the right, as a class of members, from time

to time to appoint as their representatives, up to 6 persons, comprising 1

person from each of Norfolk County Council, Norwich City Council,

Suffolk County Council, Ipswich Borough Council and up to 2 persons

from the district councils in the LEP Region, to be directors and may at

any time appoint or remove any such person and appoint another

person in their place.

5.3 The Education Sector Members shall:

5.3.1 consist of universities or colleges (including 16–19 academies)

established for, or other providers of, further or higher education in the

LEP Region;

5.3.2 subject to article 5.3.3, each be entitled to exercise one vote in relation

to any resolution of the members; and

5.3.3 subject to article 10.2.3, have the right, as a class of members, from time

to time to appoint as their representatives up to two persons to be

directors and may at any time remove any such person and appoint

another person in their place.

5.4 Any appointments or removals of directors referred to in articles 5.1.3, 5.2.3 or 5.3.3

shall be effected in writing signed by or on behalf of a majority of the relevant

members and shall take effect upon lodgement at the Company’s registered office

or on delivery to a meeting of the directors. Any such representative director shall

be entitled to notice of board meetings, to attend all board meetings and to receive

copies of all documents to be considered at board meetings, and to speak and vote

at such meetings.

5.5 The rights of a class of members under these Articles shall only be varied if:

5.5.1 75% of the members of that class consent in writing to the variation; or

5.5.2 a special resolution is passed at a separate class meeting of those

members agreeing to the variation.

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5.6 The provisions regarding general meetings in these Articles shall, subject to the

necessary changes being made, apply to such class meeting of the members.

6. TERMINATION OF MEMBERSHIP

6.1 Subject to article 6.2, a member shall cease to be a member if:

6.1.1 such member gives written notice to the Company of their resignation as

a member;

6.1.2 such member dies (if a natural person), or (if not a natural person)

ceases to exist;

6.1.3 such member is declared bankrupt (in the case of a natural person) or (if

not a natural person) makes any arrangement or composition with its

creditors, or goes into liquidation;

6.1.4 the members pass an ordinary resolution to remove such member; or

6.1.5 such member ceases to possess the required characteristics of a

member pursuant to articles 5.1.1, 5.2.1 or 5.3.1 (as appropriate).

6.2 Upon any member ceasing to be a member for any reason, any person appointed

as a director to be their representative shall at the same time vacate their office as a

director.

6.3 The number of members shall not at any time be fewer than 15. Where a person is

precluded from ceasing to be a member of the Company by reason of the foregoing

restriction, upon an additional member subsequently increasing the number of

members of the Company (other than persons who have ceased to be qualified

persons) above 15, the member whose membership has ceased pursuant to article

6.1 shall immediately cease to be a member of the Company.

7. GENERAL MEETINGS

7.1 The directors may call general meetings and shall proceed to convene a general

meeting on the requisition of members pursuant to the provisions of the Act.

7.2 Subject to articles 7.3 and 7.4, the Company shall in each year hold an annual

general meeting in addition to any other meetings in that year, and shall be held at

such time and at such place as the directors shall appoint.

7.3 The Company must hold its first annual general meeting within 18 months after the

date of its incorporation.

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7.4 An annual general meeting must be held in each subsequent year and not more

than 18 months may elapse between successive annual general meetings.

7.5 All general meetings shall be called by at least fourteen clear days’ notice but a

general meeting may be called by shorter notice if it is so agreed in accordance with

section 307(4) of the Act. The notice shall specify the time and place of the meeting

and the general nature of the business to be transacted.

7.6 Notwithstanding that the Company does not have a share capital, every notice

convening a general meeting shall comply with the provisions of the Act as to giving

information to members in regard to their right to appoint proxies; and notices of and

other communications relating to any general meeting which any member is entitled

to receive shall be sent to the directors and to the auditors, if any, for the time being

of the Company.

7.7 No business shall be transacted at any general meeting unless the requisite quorum

is present at the commencement of the business and also when such business is

voted upon. Nine members present in person or by proxy, which shall consist of no

fewer than 6 Private and Education Sector Members and no fewer than 3 Public

Sector Members, shall be a quorum for all purposes. A corporation being a member

shall be deemed to be personally present if represented in accordance with the

provisions of the Act.

7.8 If a quorum is not present within half an hour from the time appointed for a general

meeting the general meeting shall stand adjourned to the same day in the next week

at the same time and place or to such other day and at such other time and place as

the directors may determine; and if at the adjourned general meeting a quorum is

not present within half an hour from the time appointed therefor the member or

members present in person or by proxy or (being a body corporate) by

representative and entitled to vote upon the business to be transacted shall

constitute a quorum and shall have power to decide upon all matters which could

properly have been disposed of at the meeting from which the adjournment took

place. Regulation 27 of the Model Articles shall not apply to the Company.

7.9 The accidental omission to give notice of a meeting any member entitled to receive

notice of and attend and vote at general meetings shall not invalidate the

proceedings at that meeting.

7.10 A proxy shall be entitled to vote on a show of hands.

8. AMBASSADORS

8.1 Ambassador Members shall be appointed by a majority the directors and will, upon

written notice by a majority of the directors, cease to be Ambassador Members.

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8.2 The directors shall in each year convene no fewer than 2 meetings of the

Ambassadors Members (“Ambassador Meeting”) to which other stakeholders (as

determined from time to time by the directors) will also be invited.

8.3 The principal purpose of any Ambassador Meeting shall be to give the directors the

opportunity to give an account of the performance of the Company.

8.4 All Ambassador Meetings shall be called by at least 14 clear days’ notice. The

notice shall specify the time and place of the meeting.

9. ALTERNATE DIRECTORS

9.1 No director shall be entitled to appoint an alternate director or anyone to act on their

behalf at meetings of the directors.

10. DIRECTORS

10.1 The number of directors may be determined by the members and until so

determined shall be no fewer than 10.

10.2 A director must be a natural person and must at all times possess the following

characteristics (as appropriate) unless otherwise approved by special resolution of

the members:

10.2.1 in respect of a Private Sector Director, an owner (in whole or in part), or

officer or principal of a business or undertaking carried on with a view to

making profit and conducting the whole or a part of its business within

the LEP Region;

10.2.2 in respect of a Public Sector Director, a leader or deputy leader, or

cabinet member with lead responsibility for economic development

within a Public Sector Member; or

10.2.3 in respect of an Education Sector Director, a vice-chancellor, pro vice-

chancellor, principal or person of equivalent seniority in an Education

Sector Member.

10.3 The directors may regulate their proceedings as they think fit, subject to the

provisions of these Articles.

10.4 Questions arising at a meeting of the directors shall be decided by a majority of

votes.

10.5 In the case of an equality of votes, the person chairing the meeting shall have a

second or casting vote.

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10.6 Any director may call a meeting of the directors.

10.7 Subject to article 10.8, no business shall be transacted at any meeting of the

directors unless a quorum is present. A quorum shall be 9 directors present in

person and shall include no fewer than 6 Private and Education Sector Directors

and no fewer than 3 Public Sector Directors. Notwithstanding any vacancies in their

number, the continuing directors or, where there is only one, the sole continuing

director may continue to act, but if the number of directors is fewer than the number

fixed as the quorum, they may act only for the purposes of calling a general

meeting.

10.8 If a quorum is not present within half an hour from the time appointed for a meeting

of the directors the meeting shall stand adjourned to the same day in the next week

at the same time and place or to such other day and at such other time and place as

the directors may determine, and if at the adjourned meeting a quorum is not

present within half an hour from the time appointed the directors present shall

constitute a quorum and shall have the power to decide upon all matters which

could properly have been disposed of at the meeting from which the adjourned

meeting took place.

11. DISQUALIFICATION AND REMOVAL OF DIRECTORS

11.1 The office of a director shall be vacated if:

11.1.1 he ceases to be a director by virtue of any provision of the Act or these

Articles or he becomes prohibited by law from being a director; or

11.1.2 he becomes bankrupt or makes any arrangement or composition with

his creditors generally; or

11.1.3 he is, or may be, suffering from mental disorder and either:

11.1.3.1 he is admitted to hospital in pursuance of an application for

admission for treatment under the Mental Health Act 1983

or, in Scotland, an application for admission under the

Mental Health (Scotland) Act 1960, or

11.1.3.2 an order is made by a court having jurisdiction (whether in

the United Kingdom or elsewhere) in matters concerning

mental disorder for his detention or for the appointment of a

receiver, curator bonis or other person to exercise powers

with respect to his property or affairs; or

11.1.4 he resigns his office by notice to the Company;

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11.1.5 he shall for more than six consecutive months have been absent without

permission of the directors from meetings of directors held during that

period and the directors resolve that his office be vacated;

11.1.6 he ceases to have the characteristics (as appropriate) required pursuant

to article 10.2; or

11.1.7 he is directly or indirectly involved in any transaction or arrangement and

fails to declare the nature of his interest in the manner required by article

12.

11.2 Upon any director who is also a Private Sector Member vacating their office as a

director of the Company for any reason, such director shall at the same time cease

to be a member.

11.3 Regulation 18 of the Model Articles shall not apply to the Company.

12. PROCEEDINGS OF THE DIRECTORS

12.1 Subject to the provisions of the Act, and provided that he has first disclosed to the

directors the nature and extent of any interest of his, a director notwithstanding his

office:

12.1.1 may be a party to or otherwise interested in any transaction or

arrangement with the Company or in which the Company is in any way

interested;

12.1.2 may be a director or other officer of or employed by or be a party to any

transaction or arrangement with or otherwise interested in any body

corporate promoted by the Company or in which the Company is in any

way interested;

12.1.3 may, or any firm or company of which he is a member or director may,

act in a professional capacity for the Company or any body corporate in

which the Company is in any way interested;

12.1.4 shall not by reason of his office be accountable to the Company for any

benefit which he derives from such office, service or employment or from

any such transaction or arrangement or from any interest in any such

body corporate and no such transaction or arrangement shall be liable to

be avoided on the ground of any such interest or benefit;

but shall not be entitled to vote on any resolution and shall not be counted in the

quorum on any matter referred to in any of articles 12.1.1 to 12.1.4 (inclusive) or on

any resolution which in any way concerns or relates to a matter in which he has,

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directly or indirectly, any kind of interest whatsoever and if he shall vote on any such

resolution as his vote shall not be counted.

12.2 For the purposes of article 12.1:

12.2.1 a general notice to the directors that a director is to be regarded as

having an interest of the nature and extent specified in the notice in any

transaction or arrangement in which a specified person or class of

persons is interested shall be deemed to be a disclosure that the director

has an interest in any such transaction of the nature and extent so

specified;

12.2.2 an interest of which a director has no knowledge and of which it is

unreasonable to expect him to have knowledge shall not be treated as

an interest of his; and

12.2.3 an interest of a person who is for any purpose of the Act (excluding any

statutory modification not in force when the Company was incorporated)

connected with a director shall be treated as an interest of the director.

12.3 Any director may participate in a meeting of the directors or a committee of the

directors of which he is a member by means of a conference telephone or similar

communications equipment whereby all persons participating in the meeting can

hear each other and participation in a meeting in this manner shall be deemed to

constitute presence in person at such meeting and, subject to these Articles and the

Act, he shall be entitled to vote and be counted in a quorum accordingly. Such a

meeting shall be deemed to take place where the largest group of those

participating is assembled or, if there is no such group, where the chairman of the

meeting then is.

12.4 Regulation 9 of the Model Articles shall be amended by adding the following

sentence at the end of sub-clause (3):

“Notice of every meeting of the directors shall be given to each director including

directors who may for the time being be absent from the United Kingdom and have

given the Company an address within the United Kingdom for service.”

13. RETIREMENT OF PRIVATE SECTOR DIRECTORS AND CHAIRPERSON

13.1 All Private Sector Directors shall retire from office at the end of the next annual

general meeting after the expiry of each of their Terms of Appointment (as such

expression is defined below in article 13.2), and subject to articles 13.2, 13.3 and

Error! Reference source not found. shall be eligible for re-election by the

members at that annual general meeting.

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13.2 The expression “Terms of Appointment” shall have the following meaning:

13.2.1 the initial term of appointment of any Private Sector Director shall be one

year;

13.2.2 the second term of appointment of any Private Sector Director shall be

no more than 2 years;

13.2.3 the third term of appointment of any Private Sector Director shall be no

more than 3 years;

13.2.4 the term of appointment of the Chairperson and the Deputy Chairperson

shall be three years.

13.3 A retiring Private Sector Director shall, subject to article Error! Reference source

not found., be eligible for re-election for such term as specified in article 13.2 (as

appropriate).

13.4 Any Private Sector Director who shall have served for a total term of 6 years shall

not be entitled to be re-elected unless the Directors consider it would be in the best

interests of the Company for a particular Director to continue to serve beyond that

period and that Director is re-elected in accordance with article 13.1. For the

avoidance of doubt, any Chairperson (but excluding any Deputy Chairperson) shall

be entitled to serve for their full Term of Appointment notwithstanding that they may

serve for a total term as a Private Sector Director in excess of 6 years

14. DIRECTORS' CONFLICTS OF INTEREST

14.1 The directors may, in accordance with the requirements set out in this article,

authorise any matter or situation proposed to them by any director which would, if

not authorised, involve a director breaching his duty under section 175 of the Act to

avoid conflicts of interest (“Conflict”).

14.2 Any authorisation under this article will be effective only if:

14.2.1 the matter in question shall have been proposed by any director for

consideration at a meeting of directors in the same way that any other

matter may be proposed to the directors under the provisions of these

Articles or in such other manner as the directors may determine;

14.2.2 any requirement as to the quorum at the meeting of the directors at

which the matter is considered is met without counting the director in

question; and

14.2.3 the matter was agreed to without his voting or would have been agreed

to if his vote had not been counted.

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14.3 Any authorisation of a Conflict under this article may (whether at the time of giving

the authorisation or subsequently):

14.3.1 extend to any actual or potential conflict of interest which may

reasonably be expected to arise out of the matter so authorised;

14.3.2 be subject to such terms and for such duration, or impose such limits or

conditions as the directors may determine; and

14.3.3 be terminated or varied by the directors at any time.

This will not affect anything done by the director prior to such termination or variation

in accordance with the terms of the authorisation.

14.4 In authorising a Conflict the directors may decide (whether at the time of giving the

authorisation or subsequently) that if a director has obtained any information through

his involvement in the Conflict otherwise than as a director of the Company and in

respect of which he owes a duty of confidentiality to another person, the director is

under no obligation to:

14.4.1 disclose such information to the directors or to any director or other

officer or employee of the company; or

14.4.2 use or apply any such information in performing his duties as a director,

where to do so would amount to a breach of that confidence.

14.5 Where the directors authorise a Conflict they may (whether at the time of giving the

authorisation or subsequently) provide, without limitation, that the director:

14.5.1 is excluded from discussions (whether at meetings of directors or

otherwise) related to the Conflict;

14.5.2 is not given any documents or other information relating to the Conflict;

and

14.5.3 may not vote (or may not be counted in the quorum) at any future

meeting of directors in relation to any resolution relating to the Conflict.

14.6 Where the directors authorise a Conflict:

14.6.1 the director will be obliged to conduct himself in accordance with any

terms imposed by the directors in relation to the Conflict; and

14.6.2 the director will not infringe any duty he owes to the company by virtue

of sections 171 to 177 of the Act provided he acts in accordance with

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such terms, limits and conditions (if any) as the directors impose in

respect of its authorisation.

14.7 A director is not required, by reason of being a director (or because of the fiduciary

relationship established by reason of being a director), to account to the Company

for any remuneration, profit or other benefit which he derives from or in connection

with a relationship involving a Conflict which has been authorised by the directors or

by the Company in general meeting (subject in each case to any terms, limits or

conditions attaching to that authorisation) and no contract shall be liable to be

avoided on such grounds.

15. DIRECTOR’S BENEFITS

15.1 No director or connected person may:

15.1.1 buy goods or services from the Company on terms preferential to those

applicable to members of the public;

15.1.2 sell goods, services or any interest in land to the Company;

15.1.3 be employed by or receive any remuneration from the Company;

15.1.4 receive any other financial benefit from the Company;

unless the payment is reasonable in all the circumstances and has been approved

in advance by the directors (provided always that any director so concerned may not

vote or be counted in the quorum at any such meeting of the directors).

16. RECORDS OF DECISIONS TO BE KEPT

Where decisions of the directors are taken by electronic means, such decisions shall

be recorded by the directors in permanent form, so that they may be read with the

naked eye.

17. THE SECRETARY

Subject to the Act, the secretary shall be appointed by the directors for such term,

such remuneration and upon such conditions as they think fit, and any secretary so

appointed may be removed by them, provided always that no director may hold

office as secretary, where such office is remunerated.

18. MEANS OF COMMUNICATION TO BE USED

18.1 Any notice, document or other information shall be deemed served on or delivered

to the intended recipient:

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18.1.1 if properly addressed and sent by prepaid United Kingdom first class

post to an address in the United Kingdom, 48 hours after it was posted

(or five business days after posting either to an address outside the

United Kingdom or from outside the United Kingdom to an address

within the United Kingdom, if (in each case) sent by reputable

international overnight courier addressed to the intended recipient,

provided that delivery in at least five business days was guaranteed at

the time of sending and the sending party receives a confirmation of

delivery from the courier service provider);

18.1.2 if properly addressed and delivered by hand, when it was given or left at

the appropriate address;

18.1.3 if properly addressed and sent or supplied by electronic means, one

hour after the document or information was sent or supplied; and

18.1.4 if sent or supplied by means of a website, when the material is first made

available on the website or (if later) when the recipient receives (or is

deemed to have received) notice of the fact that the material is available

on the website.

For the purposes of this article, no account shall be taken of any part of a day that is

not a working day.

18.2 In proving that any notice, document or other information was properly addressed, it

shall be sufficient to show that the notice, document or other information was

delivered to an address permitted for the purpose by the Act.

19. INDEMNITY

19.1 Subject to the Act but without prejudice to any indemnity to which a director may

otherwise be entitled, each director (including an alternate director) or other officer

of the Company (other than any person (whether an officer or not) engaged by the

Company as auditor) shall be indemnified out of the assets of the Company against

all losses or liabilities which he may sustain or incur in or about the lawful execution

of the duties of his office or otherwise in relation thereto, including any liability

incurred by him in defending any proceedings, whether civil or criminal, in which

judgment is given in his favour or in which he is acquitted or the proceedings are

otherwise disposed of without any finding or admission of any material breach of

duty on his part or in connection with any application in which relief from liability is

granted to him by the court, and no director (including an alternate director) or other

officer shall be liable for any loss, damage or misfortune which may happen to or be

incurred by the Company in the lawful execution of the duties of his office or in

relation thereto. Regulation 38 of the Model Articles shall not apply.

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19.2 Notwithstanding Regulation 39 of the Model Articles, the directors may authorise the

directors of companies within the same group of companies as the Company to

purchase and maintain insurance at the expense of the Company for the benefit of

any director (including an alternate director), or other relevant officer of such

company in respect of such liability, loss or expenditure as is referred to in

Regulation 39.

20. INSURANCE

The Company may purchase and maintain, for the benefit of any director, officer or

auditor of the Company or of any company which is the holding company, a

subsidiary, or a fellow subsidiary of the Company, insurance against any liability as

is referred to in section 310(1) of the Act and, subject to the provisions of the Act,

against any other liability which may attach to him or loss or expenditure which he

may incur in relation to anything done or alleged to have been done or omitted to be

done as a director, officer or auditor.

21. LIABILITY OF MEMBERS

21.1 The liability of each member is limited to £1.00, being the amount that each member

undertakes to contribute to the assets of the Company in the event of its being

wound up while he is a member or within one year after he ceases to be a member,

for:

21.1.1 payment of the Company’s debts and liabilities contracted before he

ceases to be a member;

21.1.2 payment of the costs, charges and expenses of winding up; and

21.1.3 adjustment of the rights of the contributories among themselves.

22. WINDING UP

22.1 On the winding up of the Company all the assets that would otherwise be available

to the members generally shall be transferred:

22.1.1 directly in furtherance of the Objects; or

22.1.2 to any body with objects similar to the Objects.

11b 20.07.2022 - special resolution -

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PRIVATE COMPANY LIMITED BY GUARANTEE

WRITTEN RESOLUTION

NEW ANGLIA LOCAL ENTERPRISE PARTNERSHIP

LIMITED

(Registered in England and Wales – No. 07685830)

(Circulated on [ ] 2022) (“Circulation Date”)

The directors of the Company propose that, in accordance with Chapter 2 of Part 13 of the

Companies Act 2006, the following resolutions be passed as special resolutions:

SPECIAL RESOLUTIONS

1 article 13.4 of the articles of association of the Company be waived for the purpose of

allowing the currently elected Private Sector Directors (as defined in the Company’s

articles of association) to remain in office beyond their Term of Appointment.

2 with immediate effect the articles of association of the Company be altered by the

deletion of article 13.4 and the substitution for it of the following new article:

13.4 Any Private Sector Director who shall have served for a total term of 6 years

shall not be entitled to be re-elected unless the Directors consider it would be in the

best interests of the Company for a particular Director to continue to serve beyond

that period and that Director is re-elected in accordance with article 13.1. For the

avoidance of doubt, any Chairperson (but excluding any Deputy Chairperson) shall

be entitled to serve for their full Term of Appointment notwithstanding that they may

serve for a total term as a Private Sector Director in excess of 6 years.

If you agree to the above resolutions, please signify your agreement. Unless sufficient

agreement has been received for the resolutions to pass within 28 days from the

Circulation Date, it will lapse. You should read the notes at the end of this document

before signifying your agreement to the above resolutions.

We, the undersigned, being members entitled to vote on the above resolution on the

Circulation Date, IRREVOCABLY AGREE to the above resolutions:

11b 20.07.2022 - special resolution -

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PRIVATE SECTOR MEMBERS

Signature: ............................................... Signature: ...............................................

Name: C-J Green Name: Jeanette Wheeler

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: Steve Oliver Name: Johnathan Reynolds

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: Claire Cullens Name: Kathy Atkinson

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: Pete Joyner Name: Sandy Ruddock

Date: ............................................... Date: ...............................................

Signature: ...............................................

Name: Dominic Keen

Date: ...............................................

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EDUCATION SECTOR MEMBERS

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of West

Suffolk College

Duly authorised for and on behalf of Suffolk

New College

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of East

Coast College

Duly authorised for and on behalf of East

Norfolk Sixth Form College

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of City

College Norwich

Duly authorised for and on behalf of College

of West Anglia

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of One

Sixth Form College

Duly authorised for and on behalf of

Abbeygate Sixth Form College

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of

University of East Anglia

Duly authorised for and on behalf of

University of Suffolk

Date: ............................................... Date: ...............................................

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Signature: ...............................................

Name: ...............................................

Duly authorised for and on behalf of Norwich

University of the Arts

Date: ...............................................

PUBLIC SECTOR MEMBERS

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of Norfolk

County Council

Duly authorised for and on behalf of Suffolk

County Council

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of Ipswich

Borough Council

Duly authorised for and on behalf of Norwich

City Council

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of

Broadland District Council

Duly authorised for and on behalf of West

Suffolk Council

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of South

Norfolk District Council

Duly authorised for and on behalf of

Borough Council of King’s Lynn and West

Norfolk

Date: ............................................... Date: ...............................................

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Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of Babergh

District Council

Duly authorised for and on behalf of Mid-

Suffolk District Council

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of East

Suffolk Council

Duly authorised for and on behalf of

Breckland District Council

Date: ............................................... Date: ...............................................

Signature: ............................................... Signature: ...............................................

Name: ............................................... Name: ...............................................

Duly authorised for and on behalf of Great

Yarmouth Borough Council

Duly authorised for and on behalf of North

Norfolk District Council

Date: ............................................... Date: ...............................................

Notes:

1 If you agree to the resolutions, please indicate your agreement by signing and dating this document where indicated

and returning it to the Company by using one of the following methods:

By hand: by delivering the signed copy to Mills & Reeve LLP, 1 St James Court, Whitefriars, Norwich Norfolk, NR3

1RU

By post: by returning the signed copy by post to Mills & Reeve LLP, 1 St James Court, Whitefriars, Norwich Norfolk,

NR3 1RU

By e-mail: by attaching a scanned copy of the signed document to an e-mail and sending it to Hayley.rowland@mills-

reeve.com

2 If you do not agree to the resolution, you do not need to do anything. You will not be deemed to agree if you fail to

reply.

3 ONCE YOU HAVE INDICATED YOUR AGREEMENT TO THE RESOLUTION, YOU MAY NOT REVOKE YOUR

AGREEMENT.

11b 20.07.2022 - special resolution -

version for circulation 6

4 Unless sufficient agreement has been received for the resolution to pass within 28 days from the Circulation Date, it

will lapse.

11c 20.07.2022 - letter to auditors 1

[to be written on the Company’s letter heading]

[AUDITOR NAME]

[AUDITOR ADDRESS]

[date] 2022

Dear [NAME]

Proposed written resolution of New Anglia Local Enterprise Partnership Limited (CRN:

07685830)

Pursuant to section 502(1) Companies Act 2006 we enclose a copy of a written resolution of

the Company proposed to be agreed to in accordance with Chapter 2 of Part 13 of the

Companies Act 2006.

Yours faithfully

for and on behalf of

New Anglia Local Enterprise Partnership Limited

..........................................................

Director

11c 20.07.2022 - letter to auditors 2



New Anglia Local Enterprise Partnership Board

Wednesday 27th July 2022

Agenda Item 12

July Programme Performance Report

Author: Programme leads; Presenter: Rosanne Wijnberg

Summary

The following reports follow for review by the LEP Board this month:

- Business Growth Programme; Jason Middleton

- Community Renewal Fund Ellen Goodwin

Recommendation

The board is asked to:

- Note the report

BusinessGrowthProgrammePerformanceReport‐May 2022

ProgrammeOverview‐WhatistheBusinessGrowthProgramme?

TheNewAngliaBusinessGrowthProgrammeistheLEP’sflagshipbusinesssupportprogrammeandsinceSeptember2020comprisesoffiveelements:

•NewAngliaGrowthHub(GH),offeringfreeandimpartialadvicetoindividualsandbusinessesaswellassignpostingthemtoarangeofadditionalsupport.

•NewAngliaSmallGrantScheme(SGS),providinggrantsbetween£1,000and£25,000toSMEstoenablegrowth,increasedproductivityandjobcreation.

•TheVisitorEconomyGrantScheme(VEG),providinggrantsbetween£1,000and£3,000toSMEsinthevisitoreconomyimpactedbyCovid‐19(closedinJune2021).

•TheWiderEconomyGrantScheme(WEG),providinggrantsbetween£1,000and£3,000toSMEsinthewidereconomyimpactedbyCovid‐19(closedinJune2021).

•Start‐upandEarlyStageSupportProgramme,providingspecialistsupporttohelppeoplesetupasuccessfulnewbusiness–deliveredbypartnersNWESandMENTA.

TheProgrammewasdevelopedfollowingareviewofbusinesssupportin2013,andisoverseenbytheGrowthProgrammePartnershipBoardandLEPBoard.

ProgrammeyearsrunfromSeptembertoAugust,however,thedataispresentedasthefinancialyear,ApriltoMarch.

AllelementsoftheProgrammearebuiltintotheNorfolkandSuffolkEconomicPlan,withfundingforthecurrentprogrammecomingfromBEISandERDFfunding.

WhatistheoverallProgrammeStatus?

Finance Green Ontracktomeetthespendprofile.

Outputs Green Themajorityofoutputsareontrack.TheGrowthHubarebehindtheirlighttouch(3hours)andin‐depth(12hours)supporttargets.

Delivery Green TheProgrammeisperformingwellintermsofdelivery.

Whatareourkeyupdates?

Covidhashadasignificantimpactondelivery,however,aprojectextension,submittedin2020,hasbeensignedoffbyGovernment,witharevisedoutputandspendprofile.

DuetoCovid,wehaveseenasignificantreductioninthenumberandvalueofgrantapplicationsandclaims,however,weareproactivelypromotingthegrantsavailableviaournetworks.

Deliverypartnershavebeenoperatinginasignificantlychallengingenvironment,withthepriorityswitchedtosupportingasmanybusinessesandindividualsaspossible.

Themajorityofactivityisaheadoftarget,however,theGrowthHubarestillhavingdifficultiesobtainingtheevidencerequiredtoclaimoutputs,resultinginloweroutputsclaimed.

Whatisourfinancialposition?

Financials(£million)

Year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/22 2022/23* 2023/2024* Total

ProfileSpend £0.306 £1.301 £3.443 £7.673 £6.108 £4.712 £4.957 £4.299 £1.859 £34.658

ActualSpend £0.306 £1.301 £3.409 £7.672 £6.107 £4.707 £3.897 £0.369 £27.768

RemainingSpend £0.000 £0.000 £0.034 £0.001 £0.001 £0.005 £1.060 £3.930 £1.859 £6.890

WhatisourcontributiontotheEconomicStrategy?

Targets

June2023

Deliveredto

endofMay

2022

Monthly

Change

Numberofapprovedgrants 460 453 5

Businessesreceiving‘in‐depth’support‐morethan12hours 1,304 969 9

Businessesstart‐upssupported 1,563 1,665 4

Valueofgrantsreceivedbybusinesses £4,781 £3,554m 0

Privateinvestmentprovidedbybusinesses £17.329m £14,673m 0

Employmentincreaseinsupportedbusinesses 1,646 1,660 10.34

Businessesintroducingnewproducts 94 79 0

BusinessesreceivingInformation/Diagnostic/Brokerage 4,385 3,268 22

Whatistheprojectstatus?

Overall: Amber→ 

GrowthHub Amber→ Ongoingissuesgatheringtheevidencerequiredtoclaimlighttouch(3hours)andin‐depth(12hours)supporttargets.

SmallGrantScheme Green→ Workingwithpartnerstoensurethetargetismet

Start‐Up(Nwes) Green→

Start‐Up(Menta) Green→

Whatarethenextsteps?

ProactivelypromotetheSmallGrantScheme,aswellaswideningtherangeofbusinesstypeseligibleforsupport,tomeettheneedsofbusinessesaswellasourexpenditureprofile.

ContinuetoworkwithSuffolkChambertoensurethatweareabletoclaimasmanyoutputsaspossibletomeetouroutputtargets,includingproactivelytargetingeligiblebusinesses.

2022/2023ExpenditureProfile(£4.299million)

Workingwithpartnerstoensurethetargetismet

Targetexceeded

Ontracktomeettarget

Workingwithpartnerstoensurethetargetismet

Outputs‐CumulativefromSeptember2015toJune2023 Notes

Ontracktomeettarget

Workingwithpartnerstoensurethetargetismet

Targetexceeded

QuarterlyspendforQ122/23is

£750kbelowourprofiledueto

delaysinbusinessesclaiming

grantawards.Thisispredicted

toalsooccurinQ222/23

Q1‐22/23 Q2‐22/23 Q3‐22/23 Q4‐22/23

QuarterlyForecast £1.125 £1.117 £1.040 £1.017

QuarterlySpend £0.369

Variance £0.756 £1.117 £1.040 £1.017

Forecastand

ActualSpend

£Millions

Community Renewal Fund Programme Performance Report - 30/06/22

Programme Overview - What is the Community Renewal Fund?

What is the overall Programme Status?

Finance Green On track to meet the spend profile

Outputs Amber → ESE Grant outputs being monitored as behind on delivery - mitigation measures now in place

Delivery Green The Programme is performing well in terms of delivery

What are our key updates?

RTNZ

Work was slow to start with contracts not being signed off and the extension pending. Delivery is now well underway and will meet the output targets within new deadlines

There is steady stream of clients being seen, some are slower than others to attend workshops, 121 and then start their business. There are at least 9 workshops on offer each week

Once there are a number of starts recorded then the uptake of apps and grants will happen, they are part of the second phase of delivery.

Clients are keen on the additional support for Net Zero/sustainability workshop and decarbonisation plan, also good take up of the Clarity 4D offering(management style diagnostic)

Delivery is across all of Norfolk and Suffolk, support can be accessed electronically or face to face.

What is our financial position?

Road to Net Zero achieved

Target end Jun 22 Outstanding Q4 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022

Norfolk £659,220.00 £236,490.70 £422,729.30 £10,365.28 £52,889.70 £173,235.72

Suffolk £523,300.00 £284,644.03 £238,655.97 £7,215.67 £38,223.63 £239,204.73

Total £1,182,520.00 £521,134.73 £661,385.27 £17,580.95 £91,113.33 £412,440.45

Enabling Self Employment

Norfolk £621,316.00 £117,541.73 £503,774.27 £16,825.88 £67,575.67 £33,140.18

Suffolk £404,126.00 £103,571.86 £300,554.14 £15,813.53 £58,174.44 £29,583.89

Total £1,025,442.00 £221,113.59 £804,328.41 £32,639.41 £125,750.11 £62,724.07

What is the project status?

Overall: Amber → àà

RTNZ Grants Green →

RTNZ Consultancy Amber →

RTNZ Challenge Fund Amber →

ESE Support Green →

ESE Grants/Voucher

Red →

RTNZ

ESE

Grants mostly allocated. Many already defrayed particularly in Suffolk. Proportional allocations largely met. By mid-July all grants were provisionally allocated subject to final approvals

5 Challenge Fund projects agreed: 3 in Norfolk and 2 in Suffolk. 3 are due to complete by the end of July with the other two running to the end of September

Research work due in early August - results will feed into ongoing comms work including the Clean Growth for Business events scheduled to align with COP27

Chambers' work on events and messaging ongoing and gaining strong support

Quarterly Stats

What are the next steps?

Continue to work through the Growth Hub to ensure delivery of grants and consultancy - using BTTNZ as a selling feature

Work with the evaluators to ensure the effective delivery of business support and net zero moving forward

Continue to work with all partners and promote the start up support and net zero consultancy

Continue to work with partners, including local authorities and membership organisations, to promote the support available to as many businesses and individuals as possible.

At the end of June NO grants had been claimed - grants were always expected to be profiled towards the backend of the programme but a

risk mitigation meeting was held on 05/07 with delivery partners and mitigation measures put in place as more had hoped to have been

achieved by now.

Making good progress towards our targets

Difficult to attract clients: Business Transition To Net Zero (BTTNZ) Programme should help

Good progress by all projects but no claims to date

Making good progress towards our targets but need to redress MENTA/Nwes imbalance

Continue to work with partners to ensure output delivery

The Community Renewal Fund invests in projects that cover one or more of the investment priorities of skills, community and place, local business and supporting people into employment. New Anglia LEP

submitted funding applications for projects in both Norfolk and Suffolk counties and under each of the latter two priorities.

• Road to Net Zero (RTNZ) Business Support Programme - Pilot initiative designed to pro-actively pivot business support and grants on a net zero future, building business advice expertise, and developing a

portfolio of tested interventions which can be rolled out further in future and consisting of amongst others:

• Enabling Self Employment - With the clean growth strategic driver threaded through them, the projects will deliver self employment advice (with an emphasis on the needs of deprived groups and

communities). It will offer crucial support as businesses emerge from the furlough scheme and many individuals are considering career choices as a result. The projects therefore target both employed and

unemployed people - reaching out to those currently on furlough or who are under-employed and economically vulnerable, as well as to unemployed people and smaller of businesses severely impacted by

COVID.

• The Chambers' of Commerce will develop consistent messaging through online material and events to share best practise and develop understanding of the agenda

• In addition to non-financial support there will be Support Grants to tackle barriers to engagement with the provision, Start-Up Grants to support digital or online marketing. These will be up to £2,500 (50%

intervention rate). Laptop vouchers of up to £500 will also be available to enable digital access.

Originally set to run from August 21 to Mar 22, the programme was delayed and finally commenced on 3/11/21. The end date, originally Jun 22 has now been extended to Dec 22.

• RTNZ Grants between £1,000 and £25,000 (75% intervention rate): 1-3 days RTNZ Consultancy (100% funded); RTNZ Challenge Fund up to £25,000+VAT (100% funded)

An evaluation of each project will take place to shape future activity

• UEA and UoS will research and map sectoral opportunities in the net zero journey and define what businesses want/need to help them understand the scale of the decarbonisation challenge

New Anglia LEP Board Forward Plan – 2022

Date Presente

Strategic Operational

26th January Lexhag VFX

GTI Grant

Recipient

Norfolk & Suffolk Economic Strategy

LEP Strategic Priorities



Innovation Board Update

Board Membership

Programme Performance Reports



Quarterly Management Accounts

23rd February EV Spark Local Transport Board Report

All Energy Industry Council Report

GPF Application

Freeports

Economic and Programme Dashboards



Programme Performance Reports

30th March Katy Davies

Enterprise Advisor

Agri-Food Industry Council Report LEP Business Plan / Governance

Committee Membership

LEP Operating Budget 22/23 Update

Programme Performance Report



CEO Pay Award

April

25th May Helen Wilson

Chair, Cultural

Board

ICT Digital Industry Council Report

Cultural Board Update

Operating and Capital Budgets 22/23

Quarterly Management Accounts

New Anglia Capital Report



Perfo

mance Reports

22nd June Skills Advisory Panel Report



EZ Update

Programme Performance Reports



Operating & HR Policies

27th July Innovation Board Report

Clean Growth Taskforce

Alternative Fuel Strategy

Amendment to Articles of Association

Programme Performance Reports

Accounts Approval



Quarterly Management Accounts

August

21st

September

All Energy Industry Council Report

Space Sector



Inward Investment Report

Business Support

Programme Performance Reports



Economic and Programme Dashboards

21st

September

New Anglia LEP AGM

26th October Agri-Food Industry Council Report Programme Performance Reports



Qua

ly Management Accounts

30th November ICT Digital Industry Council Report Programme Performance Reports

New Anglia Capital Report



Economic and Programme Dashboards

December No Board Meeting

Meetingsarevirtualunlessotherwisestated.

Standing Items (where relevant)

IAC recommendations

Chief Executive’s Report

Items to be Scheduled

Towns Deals

Sizewell C