As GE Aerospace confirms a landmark six-year manufacturing agreement with Barnes Aerospace in Newton Abbot, the ripple effect is already being felt across the UK’s advanced manufacturing ecosystem. Among those welcoming the news is Shaun Rowley, Managing Director of ANT Industries—an Atherstone-based precision engineering firm currently bucking national economic trends with record growth in 2025.
The agreement, which will see Barnes Aerospace manufacture T700/CT7 engine components at its Devon facility, is not just another supply chain contract—it’s a signal of renewed confidence in the UK’s aerospace manufacturing base. The move aligns with the UK government’s Strategic Defence Review, aimed at rebuilding national industrial resilience and increasing sovereign capability in critical sectors.
“This is exactly the kind of news we need,” says Rowley. “It sends a message that advanced manufacturing in the UK is being actively chosen for high-value, high-integrity work. That has a knock-on effect throughout the sector.”
The T700/CT7 engine family—originally developed by GE for both military and civilian rotorcraft—represents one of the most widely used turboshaft engine platforms in the world. By awarding production work to the Newton Abbot facility, GE is not only deepening its long-term partnership with Barnes but also shoring up critical capabilities within the UK supply chain.
For Rowley, this move reflects a broader trend that’s also been fuelling ANT Industries’ own success. “OEMs and Tier 1s are looking closely at their global sourcing strategies, and there’s growing momentum behind bringing work closer to home—especially work that demands technical excellence, traceability, and long-term reliability,” he says.
In contrast to wider manufacturing trends—where recent ONS data revealed a second consecutive quarter of negative GDP growth, driven by declining industrial output—ANT Industries is expanding. In 2025 alone, the company has added new programmes, invested in state-of-the-art equipment, and scaled its operations to meet growing demand for tight-tolerance aerospace engine components.
That demand is being driven not only by the military sector but also by commercial aviation’s ongoing transition to newer, more efficient platforms—many of which rely on components requiring the kind of specialised capabilities that firms like ANT provide.
“Our components are mission-critical. They go into engines where failure is not an option. That means precision, consistency, and traceability are everything. So when we see OEMs placing trust in UK suppliers for similar levels of work, it validates the entire value proposition we’ve been building toward.” explains Rowley.
The GE-Barnes contract will see the Newton Abbot site producing airfoils for the T700/CT7 engine family—components that are essential for thermal efficiency and engine performance. The deal is also expected to bring investment in new technology, expand apprenticeship opportunities, and generate skilled jobs in the region.
“There’s a wider benefit here that goes beyond the parts themselves,” adds Rowley. “Every time a high-end aerospace contract lands in the UK, it reinforces the viability of careers in engineering, the value of apprenticeships, and the importance of regional manufacturing infrastructure. That’s what makes it so impactful.”
Barnes Aerospace CEO George Whittier has described the agreement as “the start of a long-term relationship” between GE and the Newton Abbot facility, which already manufactures over one million airfoil components annually.
Rowley echoes that sentiment. “Sustainable growth in aerospace relies on building trust, capability, and partnerships over time. That’s something we understand deeply at ANT, and it’s encouraging to see other parts of the UK aerospace sector recognised in the same way.”
With ongoing geopolitical uncertainty, tightening global supply chains, and increasing scrutiny of resilience within defence procurement, the strategic importance of homegrown manufacturing is once again under the spotlight. For Rowley, the implications are clear.
“If the UK is serious about reindustrialisation, this is the blueprint,” he says. “Back your suppliers. Invest in capability. Build long-term partnerships. And recognise that precision engineering isn’t a commodity—it’s a strategic asset.”
As ANT Industries looks ahead to the remainder of 2025 and beyond, the message is one of cautious optimism—but also firm resolve. “What we’re seeing now is the market rewarding the companies that have stayed the course and continued to invest in quality, people, and performance. The GE-Barnes announcement is further proof that this strategy works.”