About Sharing in Growth

Introducing Sharing in Growth

Vision: Developing highly valued manufacturing for this generation and the next.

Mission: Driving the productivity of UK Aerospace to compete globally, securing 10,000 jobs by 2020.

Values: Inspire  | Integrity  | Ikigai

Who are the SiG board of directors?

Sharing in Growth has attracted a board of highly respected directors representing UK high value manufacturing.

Bryan Jackson,

Managing Director of Toyota Motor Manufacturing Co (UK) Ltd until his retirement in 2004.

Past Chairman of the East Midlands Development Agency and East Midland CBI.

Joined the main board of Unipart Group of Companies and assumed the Chairmanship of the Sharing in Growth Company in 2013.

Currently Chairman of Wesleyan Assurance Society and of John Smedley Ltd.

Awarded a CBE in 2012 for services to Manufacturing.

Andy Page,

Over 25 years’ experience in aerospace with senior engineering and supply chain management roles in Rolls-Royce, including Chief Engineer RB199 and Procurement Director for their German division, based in Berlin.

Led Rolls-Royce’s supplier development activities across their global supply chain.

Chairman of the UK’s National Aerospace Technology Exploitation Program (NATEP) and sits on the government’s national manufacturing productivity working party.

Nick Devey,
Non-Executive Director

35 years’ experience in automotive manufacturing, logistics, and lean consulting.

Worked for Toyota for 13 years in Senior Management roles in Production Planning and Control, Supplier Management, Quality Management and TPS (Lean).

Currently runs a lean consultancy company supporting clients in their management coaching, implementing lean management systems as well as advising on process improvements.

Richard Harcourt,
Non-Executive Director

General Manager for the Gas Turbine Facility in Rolls-Royce Montreal.

Currently EVP Supply Chain Operations for Rolls-Royce.

Experienced Operations Leader with proven track record in improving financial performance, delivering continuous improvement while adopting Lean principles and developing high performance teams.

Previously Logistics Director in GEC Alstom’s train building plant.

Jeff Moore,
Non-Executive Director

Distinguished career in public sector finance.

CEO of East Midlands Development Agency in 2004. Working with government departments delivering economic Development and Business support initiatives.

Chairman of three Venture Capital Fund Advisory Committees.

Graham Trevarthen,
Non-Executive Director

Over 35 years’ experience with Rolls-Royce in engineering, marketing, and business development.

Closely involved in the launch of a number of major Airbus and Boeing aircraft and engine programmes.

Previously Director of Corporate Strategy for Rolls-Royce, with extensive involvement with UK Government and the European Commission on economic development, funding, and competition matters.

Member of the Aerospace Technology Institute board.

The UK aerospace sector is the European leader and global number two. Its world class capabilities in the manufacture of some of the most sophisticated and high value parts of modern aircraft has created a high-tech and high-skill industry. With 3,000 companies and 230,000 employees, the sector creates massive economic benefits for the UK.

The aerospace industry is expected to double in size over the next 10 years with a forecast for 27,000 new passenger aircraft in addition to 40,000 commercial helicopters by 2030.

To capitalise on this growth opportunity, suppliers need to constantly invest in their ability to deliver competitive performance. To support this, Sharing in Growth UK Ltd was set up in 2013 specifically to deliver a £110M programme of intensive supplier development over four years to 30 to 40 UK suppliers. The main funding support for this ambitious and innovative programme has come from a successful Regional Growth Fund application. SiG is already effective, having delivered over 800,000 training hours. With tranche two funding  of another £30 million, SiG now has capacity for a total of 64 beneficiaries, of which 40 are contracted . The lead 25 companies have already secured more than £1 billion of total contract value through improved competitiveness.

The programme is backed by the industry in the shape of a customer protocol – just click on the image below to see in detail.


Sharing in Growth UK Ltd (SiG) is an independent organisation created with:

  • £80m by the Regional Growth Fund
  • The agility to deliver this ambitious programme
  • The controls to effectively use public and private funding


SiG brings together a team of professionals consisting of:

  • Lean specialists
  • Manufacturing engineers
  • Procurement specialists
  • Value improvement engineers


There are also associated subject matter experts in:

  • Self belief and motivation
  • Impactful communication
  • Strategy

The company has attracted a board of highly respected Directors representing UK high value manufacturing. Rolls-Royce, as a sponsor and delivery expert, will provide some of the leaders and experts who can draw on their company’s knowledge and experience of substantial change over many years. These will be supplemented by professionals drawn from the delivery experts that have successfully bid to join the programme. A number of additional experts are still to be selected.

Sharing in Growth is an ambitious transformation programme which raises the capability of UK aerospace suppliers in order to share in the growth of aerospace and other global markets.

The scheme provides concentrated training and development programmes tailored to the assessed needs of each supplier and targeted at world class standards of performance. The training and development covers all relevant disciplines, including lean operations, manufacturing processes, purchasing, cost modelling and leadership.

Following the appraisal of applications, the four-year Sharing in Growth programme involves three successive phases:

Engage (10-12 weeks) – Your company will undergo a diagnostic assessment of all key aspects of the business, to identify how we can best help you. We will agree the most important areas and create a supplier development charter of appropriate training which becomes the basis of the business case.

Develop (typically 2 years) – We will provide leadership training for your management team; business improvement training (NVQ2/3) for your staff; and tailored high-intensity development training covering areas such as lean production, modern manufacturing, sub tier management, cost management. All training will be provided by industry experts and specialists contracted to work on the Sharing in Growth programme.

Sustain (typically 2-3 years) – We will provide on-going support, based on the issues identified in the previous stages, ensuring that the improvements to your company are embedded.

Within the Engage phase, the diagnostic will inform us of the areas that will have the greatest impact on competitive performance and create a bespoke plan of action to accelerate your growth. It is anticipated that this could cover six core areas:

Lean production systems – Assessment and introduction of lean principles to supplier operations. Typical gains include increase in productivity, shortened lead times and a reduction in inventory.

Manufacturing capability – Assessment of manufacturing processes, cycle times and manufacturing technology. Typical gains include increased machine productivity, reduced cycle times and improved right first time.

Supply chain management – Assessment of purchasing, supplier management and supply chain design and execution. Typical gains include reduction of purchase cost and improvement in sub-tier management and performance.

Value improvement – Cost optimisation and simulation. Assessment of overheads and cost drivers based on benchmarking and best practice. Typical gains include identification of cost drivers and reduction in total cost.

Strategy & finance – Assessment of strategy development and financial business planning. Typical gains include a focussed business strategy and financial planning to deliver growth.

Capability assessment – Assessment and development of leadership behaviours to manage the challenges of growth in a global industry.

The Key Performance Indicator of this programme is growth. This will be measured by the value of contracts you retain or win, as a result of this programme. Sharing in Growth UK Ltd will use this information to assess economic impact in the UK, including jobs.

SiG works best with those suppliers that:

  • Strive to be globally competitive
  • Have the ambition to grow
  • Aspire to move from good to great

The criteria for eligibility is important to show you can absorb the training into your company, the key criteria is your ambition to grow

  • Are you a UK manufacturer?
  • Are you working in the UK aerospace sector or associated industries?
  • Are you willing to commit to this intensive supplier development programme?
  • Are you willing to grow and increase sales and have the capacity and capital to do so?
  • Do you have the appetite to take your company’s performance from good to great?

If you answer YES to all of the above questions, then please apply to be a beneficiary of the programme.  See below a testimonial of a signed beneficiary.

“SiG offers each business partner a quicker road to sustained and vital improvements. SiG has a proven tool box and methodology to improve your business.”

Tom Barrett, Sigma Precision Components Ltd

Your commitment Sharing in Growth is an intense programme of business development designed specifically to accelerate growth in your business. Consequently you will need to integrate this into your business plan and commit people accordingly.

The programme provides approximately £1 million of Regional Growth Fund support per project over four years. You must match the cost of the support with an equivalent in kind contribution, typically from the cost of your people being trained. Your commitment is therefore essential in getting full benefit from the training but also ensuring that your in kind contribution satisfies relevant state aid contribution criteria.

To comply with Regional Growth Fund conditions, you will be required to report progress towards agreed targets specified in the Beneficiary Agreement and confirm of your in-kind contribution.

Sharing in Growth UK Ltd will incur the costs of all trainers provided and recover these costs directly from the Regional Growth Fund. We will assign a supplier development manager who will discuss with you the reporting requirements and the payment process for the programme.

Eligibility guidance

It is expected that sites with a turnover of between £10M and £40M will benefit most from this level of intensity and that each site improvement programme would require approximately £1M of Regional Growth Fund support to deliver. Any Regional Growth Fund support would need to be financially matched by the applicant in line with State Aid rules.

Expression of interest

This form is to express interest and will be used to assess eligibility to the programme. Successful applicants will then be invited to carry out a detailed business diagnostic to provide substantive information to support the full application.

The next round of Expressions of Interest to be submitted to info@sig-uk.org by no later than 15 March 2016. If you are unable to meet this date, please contact us.

Full application

This application is to apply for a Regional Growth Fund grant, delivered by Sharing in Growth UK Ltd, for an intensive supplier development project. The application consists of a main form with three attachments, which can only be completed following the prerequisite diagnostic activity for this programme.

Description Explanation
UK based The aim of the Regional Growth Fund (RGF) is to create jobs in England. RGF may be willing to recover funds from other UK development agencies to enable Scottish, Welsh or Northern-Irish suppliers who strongly satisfy other criteria to take part in the programme.
Aerospace sector The aim of the programme is to create UK jobs for the aerospace sector and other related high value manufacturing sectors.
Commitment An individual supplier’s improvement programme is expected to be £2M gross value, of which each supplier will need to commit to at least £1M contribution to their programme over four years.
Demand side factors In order to maximise job creation, suppliers will be judged by their potential to increase sales, with endorsement from a key customer. It is expected that companies will have a current turnover of >£10M to be able to embrace the intensity of training and deliver substantial growth for customers globally.
Capability and Competitiveness In order for the programme to be successful suppliers will need to compete globally. The benefitting suppliers will need to demonstrate that the available funds are sufficient to accelerate improvements to deliver globally competitive performance.
Commodity Manufacture or repair of products for aerospace or related sectors.