ACRO AIRCRAFT SEATING  design and manufacture seats for today’s discerning airline passengers, balancing cabin economics and passenger experience.  Striving to create ‘perfect comfort for passengers’

Acro Aircraft Seating is going through a period of transformation after a significant change in leadership and focus. The goal for Learning at Work Week was to continue embedding a culture ‘where people feel fulfilled and able to grow’ as well as support business change and continuous improvement.

To promote to colleagues different aspects of change and how to be ready for it, a theme of ‘Future Ready’ was used. Each day of Learning at Work Week had a different focus to drive improvement in key areas of learning and development and support personal development in readiness for changing environments and roles. The tangible outcomes sought included increasing engagement and use of the company’s LMS, completion rates of Essential Learning and Personal Development Plans and supporting business change and continuous improvement through learning & new skills.  The activities for the week aimed to promote colleagues’ thinking on how to be Future Ready and introduce tools that could help to do this for work.


Acro Aircraft Seating’s employees have varied roles. Some are home-based, others travel and there’s of mix of manual and office workers. Learning at Work Week needed to include a broad set of topics and flexible access to learning so there was something for everyone. Mini-workshops were run by colleagues on business aligned themes. Drop-in sessions provided personal one on one consultations. People could access webinars wherever they were. Daily themed emails had hints and tips with reminders of daily activities. A dedicated page on the company’s LMS directed colleagues to an expanded library of learning resources including from new partners Learnhacks, Clear Lessons and GetAbstract.


Workshops were held on Continuous Improvement and Project Management. A ‘Think Tank’ gave everyone the opportunity to improve a key process. It’s anticipated that the resulting ideas will lead to improvements and cost benefits.

Managers were engaged early in the process, with special pre-launch sessions about the week and their role in learning. This helped them prepare, discuss and engage with their teams about the week in a way that worked for them. Colleagues were invited to run and suggest additional ideas for the mini-workshops. Desk drops with goodies and invitations, and a poster and newsletter campaign set out to capture interest across the company.

The event was embraced by all levels and departments.  87% of people managers attended pre-launch sessions including executive level colleagues. There was a marked level of engagement from colleagues engaged in manual work, who continue to proactively seek development support. The percentage of people using the LMS has grown to 89% from 72% pre-Learning at Work Week. Completion rates of Essential Learning have improved by 45%.

The week has led to sustainable benefits. There has been a 30% increase in Personal Development Plan objectives being set, plus a peak in requests for one to one discussions and consultancy. There is an increased interest in Apprenticeships with five in the pipeline for production and warehousing. People are using tools for continuous improvement and project management in their working practices, making them more consistent across the organisation. As well as improving a key business process overall, the ‘Think Tank’ initiative has already led to change which will enhance productivity. Finally, the data from the week has helped build further sustainable learning resources to support change and business improvement.