The directors present the strategic report for the year ended 31 December 2025.
At a glance
Acro Aircraft Seating Limited's (the "company" or "Acro") purpose is to be the world leading aircraft seating supplier. We are a leading designer and manufacturer of aircraft seats and spare parts supplying a wide variety of airline customers spanning the globe, through both linefit and retrofit markets. We are headquartered in the United Kingdom, with staff based throughout the world.
Our primary design and manufacturing location is situated in the Midlands in the United Kingdom, with our supply chain spanning the globe.
Through proactive engagement with the commercial airline market, we have improved the stability and reputation of Acro. The business has been assisted by the management team, as well as the parent company's continued financial support. The commercial airline market continues to show positive momentum, and the business is positioned for a period of growth.
Our business models
We strive to set ourselves apart from our competitors by our innovative design and lean management approach. This allows us to offer shorter lead-times, a willingness to customise and adapt our designs to suit our customers' needs and control risks through careful management of work scope and activity.
We manage our business by understanding customer’s needs and market. We deploy through continuous improvement projects that are embedded throughout the organisation and constantly challenging ourselves on what great looks like, and forging plans to achieve it. The implementation of ERP system will support the management of accurate data and effective decision making.
Our strategy
We focus on seats for economy, premium economy and short-haul business class along with the associated spares sales. We continue to explore ways to increase our offering to our customers, improve lead times and stay ahead relentless innovation and expect to be able to make some exciting announcements on being able to supply more of the cabin interior to our customers over the coming year.
Our developing product range is well suited to take advantage of both the expanding market and our growing reputation, and includes:
Series 3:
Series 3 has been known by our customers as the most robust seats, however, as the market evolves and customer taste preference changes, this product is slowly becoming obsolete. There are only a few customers carrying their existing orders.
Series 6:
Series 6 is a comfortable, easily maintainable and lighter economy seat, largely for the single aisle market, in fixed back and recline variants. First customer deliveries took place in early 2018. We have since focused on developing the new generation for Series 6 which brings more benefit for our customers with greater cost effectiveness. Despite the fact we have made a successful product over the last several years, it has become a non-competitive product in the aerospace industry where most of the customers are seeking a more light weight and sustainable product.
Series 7:
A seat aimed at the twin-aisle, long-haul premium economy market as well as the single-aisle business class market; our Series 7 is a more generous seat that delivers an impression of luxury whilst remaining true to our design values of simplicity and the creation of living space. The positive reaction in the market place continues to drive interest in this key area, with ongoing market recovery.
Series 9:
The Series 9, a seat without compromise delivers more; a lightweight, robust and comfortable seat with exceptional living space even in high density cabins. The innovative seat architecture is an all-new design. The integrated headrest offers support for passengers of all sizes, the cleverly designed armrest provides additional space where it's needed most, and the fully optimised aluminium alloy structure gives the new Series 9 an impressive pax weight from 7.5kg. This product was designed to be more robust and lighter than previous seats. The seats have attracted significant attention especially due to their light weight and sustainability credentials, with customer deliveries now underway.
Further development:
Looking ahead, we are constantly reviewing our position in the marketplace and how our offering can best serve our customers and stakeholders. We continue to work closely with Airbus and Boeing—particularly Airbus—as well as other aircraft manufacturers to see how we can best support their future development, resulting in new investments in new offerings over the coming years.
A key milestone in our forward strategy is the launch of the S7 series, which has already garnered significant market attention and strong customer interest since its introduction. Building on this momentum and the robust market demand for our existing products, we have also seen significant new seat sales for Acro's Series 9 across our UK and EU customer base. The programmes involved extensive product development and customisation to refine and optimise the Series 9 family to address individual customer specifications and successfully deliver these programmes. One of the programmes broadened the Series 9 product family to include full recline functionality, further enhancing the Series 9 offering as a unique combination of light weight, robustness and passenger comfort.
Alongside these programmes, we continued to grow our footprint with the major airframe manufacturers by working with Boeing to gain approval for the Series 6FB seat for Acro's first Boeing Linefit program for a US airline. The extremely rigorous certification process involved significant engineering development and certification test activities in close collaboration with the Boeing team.
Key performance
The overall performance is in line with management expectations in the current economic environment.
Revenue 2025: £31m (2024: £25m)
Strong sales performance driven by recovery in the aviation industry and successful execution of customer programmes.
Series 9 deliveries commenced and contributed to revenue growth across multiple customer accounts.
Spare parts revenue made a substantial contribution, reflecting strong aftermarket demand and our ability to support existing fleets worldwide.
Gross profit and margins 2025: £11m and 36% (2024: £6m and 24%)
Gross profit increased to £11m, reflecting strong revenue growth and the accretive margin contribution from spares revenue.
Gross margin of 36% represents a significant improvement over the prior year, demonstrating enhanced profitability and disciplined pricing.
This margin expansion was underpinned by a favourable product mix, with growing contributions from Series 6 alongside continued deliveries of higher-margin Series 9 programmes.
Profit before tax 2025: profit £1.31m (2024: loss £7.63m)
Achieved a decisive return to profitability, successful turnaround reflects strong revenue growth, improved gross margin, and disciplined cost management across the business.
During the year, we continued to invest in strengthening our talent base, attracting high-calibre professionals and advancing our leadership capabilities through comprehensive training and development programmes. This focus on people excellence ensures we have the right expertise and capacity to execute our growth strategy and deliver outstanding results for our customers.
Our strategic partnership with Airbus has deepened further, and we greatly value the continued strong support and collaboration they provide. This relationship remains a cornerstone of our market position and future growth.
With the aviation market demonstrating sustained positive momentum, we are actively accelerating the market penetration of our Series 9 product family. At the recently concluded AIX (Aircraft Interiors Expo), our newly unveiled S7 series demonstration seat received widespread acclaim from the industry, showcasing tremendous potential to become our next star product. Acro is well-positioned and fully prepared to meet the incoming demand, with robust operational plans and scalable resources in place. We are confident that the ongoing fleet refresh cycle across the airline industry will drive significant and sustained demand for our products. From both a design innovation and manufacturing capacity standpoint, we have invested appropriately to ensure the business can capitalise fully on these opportunities, leaving us well-placed to capture substantial growth in the periods ahead.
The aviation industry continues to adapt to post-Brexit regulatory arrangements. The Civil Aviation Authority has been strengthening its capacity and capability following the transfer of legal responsibilities from EASA on 1st January 2021. Acro has successfully secured authorisation certifications from both the CAA and EASA, reinforcing our compliance credentials and market access across the UK and EU. Like all seat manufacturers, we maintain these certifications through ongoing engagement with both authorities.
Our principal risks and uncertainties
We have identified the following principal risks and uncertainties:
1. Economic Uncertainty
Likelihood of occurring: High
Potential Impact: The current economic environment, compounded by the ongoing conflict in the Middle East, has led to reduced flight operations by airlines and a corresponding decline in aircraft orders. This geopolitical disruption has further dampened demand for travel across both business and leisure markets, creating direct pressure on airline seating manufacturers through order cancellations or deferrals until market conditions stabilise.
Mitigation: We maintain close dialogue with our customers to understand their evolving delivery schedules and requirements. With the financial backing of ZTC, Acro is well-positioned to secure essential materials and sustain ongoing operations, even amid current supply chain constraints, ensuring we remain ready to support our customers' recovery when demand rebounds.
2. Competition
Likelihood of occurring: High
Potential Impact: Comparing with the big players, Acro has to face a price war to be able to win some of the programmes.
Mitigation: The UK aircraft seating market remains highly competitive, with several established players competing for market share across different aircraft programmes and customer segments. As previously mentioned, we also constantly looks to improve the parts from quality, cost and timing perspective to make sure the price is competitive as well as the seat meeting their standard. The design team also involved to ensure that we fully control any changes needed to components or end products and our quality team are embedded into the process to ensure we continue to produce quality products from quality supplies.
3. Supply Chain issues
Likelihood of occurring: Medium
Potential Impact: Disruptions in the supply chain, such as shortages of raw materials or delays in component deliveries, could impact production schedules and increase costs. While global supply chain challenges persist, our diversified sourcing strategy and established supplier relationships have reduced the probability of severe disruptions. However, availability of specialized lightweight materials for aircraft seats may still face occasional constraints.
Mitigation: We actively diversify our supplier base to avoid over-reliance on single or sole-source suppliers, thereby reducing risks associated with supply disruptions. While testing and certification requirements can limit rapid supplier switching, we maintain strong communication and collaboration with key suppliers to ensure timely material delivery. Additionally, we monitor supply market trends and maintain safety stock for critical components where feasible, to mitigate uncertainties arising from material price fluctuations.
4. Technological and Innovation Risks
Likelihood of occurring: Low
Potential Impact: The aircraft seating market is experiencing significant technological innovations, including IoT integration in seats, wireless seat control technologies, and the use of advanced composite materials for lightweight and fuel-efficient designs. While Acro has established a competitive edge in lightweight seating solutions, failure to keep pace with technological advancements or promptly address evolving customer demands for smart features could result in diminished product competitiveness and market share erosion.
Mitigation: Based on our clear understanding of market requirements, Series 9 has emerged as Acro's new flagship product — the lightest seat across our entire product family, already recognized by several major airlines. Our R&D team will continue to refine Series 9's functional features and design details to ensure it delivers exceptional performance and comfort, becoming the preferred seat choice for every passenger and a trusted solution for every customer. Meanwhile, we closely monitor cutting-edge developments in IoT, smart controls, and other emerging technologies to build technical capabilities for future product upgrades and maintain our innovative leadership.
5. Expansion into New Markets
Likelihood of occurring: Low
Potential Impact: It is crucial for Acro to actively explore opportunities in emerging markets with rapidly growing aviation industries, such as the Middle East, Africa, and Asia-Pacific. These regions continue to experience rising air transport demand, offering substantial growth potential for new entrants. Failure to establish a timely presence may result in missed strategic opportunities and loss of market share to competitors.
Mitigation: Our commercial team will actively participate in aviation seating exhibitions and industry events across these regions, proactively building and deepening relationships with local airlines, aircraft manufacturers, and industry partners. Through these efforts, we aim to gradually enhance Acro's brand recognition and influence in these emerging markets, laying a solid foundation for future business expansion.
The Board recognises that it has an important role in assessing and monitoring that our desired culture is embedded in the values, attitudes and behaviours we demonstrate. The Board has established honesty, integrity and respect for people as part of our core values. The Code of Conduct helps everyone to act in line with these values and to comply with relevant laws and regulations. The Health, Safety & Environmental policy applies across the business and is designed to ensure that staff always act in the best interests of our people and the environment.
The Board recognises the important role it must play and is highly committed to stakeholder engagement, this is part of our strategic ambition. The Board strongly believes that Acro will only succeed by working with Customers and Suppliers and sharing knowledge and experience with our stakeholders and acknowledges the impact of ongoing engagement and dialogue.
On behalf of the board
The directors present their annual report and financial statements for the year ended 31 December 2025.
The results for the year are set out on page 15.
The Directors do not intend to declare a dividend for 2025 (2024: £nil).
The directors who held office during the year and up to the date of signature of the financial statements were as follows:
The Company has a robust risk management process that follows a sequence of risk identification, assessment of probability and impact, and owner assignment to manage mitigation activities. The Company's financial instruments fall into one of two categories - receivables at amortised cost (Financial Assets) and loan and other liabilities at amortised cost (Financial Liabilities). More detail on financial instruments is provided in Notes 1.9 and 1.10.
Receivables at amortised costs: these comprise of trade and other receivables, cash and cash equivalents.
Loans and other liabilities held at amortised cost: these comprise trade and other payables, debt and the banking facilities.
These financial instruments are subject to a number of risks. The main types of risk are market risks, credit risk and liquidity risk. The Company's senior management oversees the management of these risks and agrees the policies for managing each of these risks. The Company does not engage in the trading of financial assets for speculative purposes nor does it write options.
The auditor, TC Group, is deemed to be reappointed under section 487(2) of the Companies Act 2006.
The Directors have considered going concern and more details can be found in Note 1.2.
We have audited the financial statements of Acro Aircraft Seating Limited (the 'company') for the year ended 31 December 2025 which comprise the statement of comprehensive income, the statement of financial position, the statement of changes in equity and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 101 Reduced Disclosure Framework (United Kingdom Generally Accepted Accounting Practice).
Basis for opinion
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The directors are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the strategic report and the directors' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors' report have been prepared in accordance with applicable legal requirements.
Our approach was as follows:
We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience, and through discussion with the directors and other management (as required by auditing standards), and discussed with the directors and other management the policies and procedures regarding compliance with laws and regulations;
We considered the legal and regulatory frameworks directly applicable to the financial statements reporting framework (FRS 101 and the Companies Act 2006) and the relevant tax compliance regulations in the UK;
We considered the nature of the industry, the control environment and business performance, including the key drivers for management’s remuneration;
We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit;
We considered the procedures and controls that the company has established to address risks identified, or that otherwise prevent, deter and detect fraud; and how senior management monitors those programmes and controls.
Based on this understanding we designed our audit procedures to identify non-compliance with such laws and regulations. Where the risk was considered to be higher, we performed audit procedures to address each identified fraud risk. These procedures included: testing manual journals; reviewing the financial statement disclosures and testing to supporting documentation; performing analytical procedures; and enquiring of management, and were designed to provide reasonable assurance that the financial statements were free from fraud or error.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-for-auditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx. This description forms part of our auditor’s report.
Use of our report
This report is made solely to the company’s member in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s member, those matters we are required to state to the member in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s member, for our audit work, for this report, or for the opinions we have formed.
Acro Aircraft Seating Limited is a private company limited by shares incorporated in England and Wales. The registered office is Eldon Way, Crick Industrial Estate, Crick, Northamptonshire, NN6 7SL. The company's principal activities and nature of its operations are disclosed in the directors' report.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest thousands (£'000).
As permitted by FRS 101, the company has taken advantage of the following disclosure exemptions from the requirements of IFRS:
the requirement of IFRS 7 Financial Instruments: Disclosures;
the requirement of paragraphs 91-99 of IFRS 13 Fair Value Measurements;
the requirement of paragraph 52 of IFRS 16 Leases;
the requirement of the second sentence of paragraph 110 and paragraph 113 (a), 114, 115, 118, 119 (a) to (c), 120 to 12 and 129 of IFRS 15 Revenue from Contracts with Customers;
the requirement of paragraphs 10(d), 10(f), 16, 38A to 38D, 40A to 40D, 111 and 134 - 136 of IAS 1 Presentation of Financial Statements;
the requirement of IAS 7 Statement of Cash Flows;
the requirement in IAS 24 Related Party Disclosures to disclose related party transactions entered into between two or more members of a group, provided that any subsidiary which is a party to the transaction is wholly owned by such a member.
Where required, equivalent disclosures are given in the group accounts of Zhejiang Tenchen Controls Co. Ltd.
The company has taken advantage of the exemption under section 401 of the Companies Act 2006 not to prepare consolidated accounts. The financial statements present information about the company as an individual entity and not about its group.
Acro Aircraft Seating Limited is a wholly owned subsidiary of Acro Holdings Limited and the results of Acro Aircraft Seating Limited are included in the consolidated financial statements of Zhejiang Tenchen Controls Co. Ltd which are available from the website;
https://www.sse.com.cn/assortment/stock/list/info/announcement/index.shtml?productId=603085
https://static.sse.com.cn/disclosure/listedinfo/announcement/c/new/2025-04-29/603085_20250429_XARC.pdf
Companies Act 2006 Section 405 permits a subsidiary to be excluded from the consolidation where its inclusion is not material for the purpose of giving a true and fair view. The subsidiary, Acro Seating Inc. (USA) is a dormant company, and the subsidiary Anke Aircraft Seating Shanghai Co., Ltd is not material. These financial statements present information about the company as an individual undertaking and not about the group.
The company made a profit before tax of £1.3m (2024: Loss £7.6m) during the year and had net liabilities of £8.9m as at the balance sheet date.
The ultimate parent and a fellow group undertaking have provided extended credit terms where they are acting as trade suppliers to the company.
The company fully depends on its ultimate parent’s financial support, and has received an undertaking that this support will remain available for at least 24 months from the date of signing these financial statements.
The company has received loans of £10m from its immediate parent, Acro Holdings Limited during 2025. The company has received an undertaking that this support will remain available for at least 24 months from the date of signing these financial statements.
Based on this, the directors have concluded that the company has adequate resources to continue in its operational existence. The company therefore continues to adopt the going concern basis in preparing its financial statements.
The company manufactures and sells a range of aircraft seating. Identification of the performance obligations within the contract is a key step to determining accounting under IFRS 15. We consider there is a single type of obligation within our arrangements being either each shipset or delivery of spares. Revenue is recognised at a point in time for both shipsets and spares, in both cases in accordance with the contract with the customer either at the point of delivery or when the goods are available for collection, since none of the criteria for measurement over time are met. In case of shipsets and spares, we have considered the possibility of alternative use, as this is the key consideration under IFRS 15, and have concluded in both cases there is an alternative use, albeit in the case of any shipset there would likely be a requirement for some re-work. The shipset encompasses the design, production and delivery at a point in time as per the customer request of enough of our seats to fill that part of the plan we have been asked to deliver. Spares include the production and delivery at a point in time as per the contract with the customer.
The warranties given are assurance warranties and so are out of scope of IFRS 15, as they relate to assurances that the seats will operate as promised and as set out in the contract. Management do not consider there to be any service type warranties. These warranties are assessed under IAS 37.
i) Development costs
Development cost expenditure on an individual project is recognised as an intangible assets when the company can demonstrate:
the technical feasibility of completing the intangible asset so that it will be available for use or sale;
its intention to complete and its ability to use or sell the asset;
how the effort will generate future economic benefits;
the availability of resources to complete the asset; and
ability to reliably measure the expenditure during development.
Research costs are expensed in the statement of comprehensive income as incurred.
ii) Patents, trademarks and licences
Patent and licence expenditure is recognised as an intangible asset when the company can demonstrate:
its intention to complete and its ability to use or sell the patent or licences;
how the asset will generate future economic benefits;
the availability of resources to complete the project; and
the ability to reliably measure the expenditure during development.
Additionally, we consider those costs incurred where we will gain significant competitive advantage and benefit over multiple years from investments in the partners’ ability to do business with, such as the costs of becoming offerable with Airbus. The costs are capitalised to the extent the company can demonstrate:
its intention to complete and its ability to use or sell the asset;
how the asset will generate future economic benefits;
the availability of resources to complete the asset; and
the ability to reliably measure the expenditure during development.
To the extent these are not met, the costs are expensed in the Statement of Comprehensive Income as incurred.
iii) Amortisation
Amortisation is charged to the income statement on a straight-line basis over the estimated useful lives of intangible assets unless such lives are indefinite. Intangible assets with an indefinite useful life and goodwill are systematically tested for impairment at each balance sheet date. Other intangible assets are amortised from the date they are available for use. The estimated useful lives are as follows:
Patents, trademarks and licences: 5 to 10 years
Capitalised development costs: 10 years
Depreciation
Depreciation is charged to the income statement on a straight-line basis over the estimated useful lives of each part of an item of property, plant and equipment. The estimated useful lives are as follows:
Assets under construction are not depreciated.
Depreciation methods, useful lives and residual values are reviewed at each balance sheet date.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the profit and loss account.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.
Where an impairment loss subsequently reverses, the carrying amount of the asset (or cash-generating unit) is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset (or cash-generating unit) in prior years. A reversal of an impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.
Cost includes all direct expenditure and an appropriate proportion of fixed and variable overheads.
Stocks are stated at the lower of cost and net realisable value, and after provisions. Costs incurred in bringing each product to its present location and condition are accounted for as follows:
raw materials - purchase cost;
work in progress - cost of direct materials, and labour; and
finished goods - cost of direct materials, overheads and labour.
Net realisable value represents the estimated selling price for inventories less all estimated costs of completion and costs necessary to make the sale.
Bank borrowings are initially recognised at fair value net of any transaction costs directly attributable to the issue of the instrument. Such interest bearing liabilities are subsequently measured at amortised cost using the effective interest rate method, which ensures that any interest expense over the period to repayment is at a constant rate on the balance of the liability carried in the balance sheet. Interest expense in this context includes initial transaction costs and premium payable on redemption, as well as any interest or coupon payable while the liability is outstanding.
Trade creditors and other short-term monetary liabilities, which are initially recognised at fair value and are subsequently carried at amortised cost using the effective interest method.
Other financial liabilities, including borrowings, trade payables and other short-term monetary liabilities, are initially measured at fair value net of transaction costs directly attributable to the issuance of the financial liability. They are subsequently measured at amortised cost using the effective interest method. For the purposes of each financial liability, interest expense includes initial transaction costs and any premium payable on redemption, as well as any interest or coupon payable while the liability is outstanding.
Financial liabilities are derecognised when, and only when, the company’s obligations are discharged, cancelled, or they expire.
Offsetting financial instruments
Financial assets and liabilities are offset and the net amount reported in the balance sheet when there is a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously.
Equity instruments issued by the company are recorded at the proceeds received, net of direct issue costs. Dividends payable on equity instruments are recognised as liabilities once they are no longer at the discretion of the company.
The tax expense represents the sum of the tax currently payable and deferred tax.
At inception, the company assesses whether a contract is, or contains, a lease within the scope of IFRS 16. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. Where a tangible asset is acquired through a lease, the company recognises a right-of-use asset and a lease liability at the lease commencement date. Right-of-use assets are included within tangible fixed assets, apart from those that meet the definition of investment property.
The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for lease payments made at or before the commencement date plus any initial direct costs and an estimate of the cost of obligations to dismantle, remove, refurbish or restore the underlying asset and the site on which it is located, less any lease incentives received.
The right-of-use asset is subsequently adjusted for remeasurements of the lease liability and applies the relevant cost model, fair value model or revaluation model as set out within the accounting policies for the applicable asset class. Where the cost model is applied, the asset is depreciated from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term, and is periodically reduced by impairment losses, if any.
The lease liability is initially measured at the present value of the lease payments that are unpaid at the commencement date, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the company's incremental borrowing rate. Lease payments included in the measurement of the lease liability comprise fixed payments, variable lease payments that depend on an index or a rate, amounts expected to be payable under a residual value guarantee, and the cost of any options that the company is reasonably certain to exercise, such as the exercise price under a purchase option, lease payments in an optional renewal period, or penalties for early termination of a lease.
The lease liability is measured at amortised cost using the effective interest method. It is reassessed at each financial period end to reflect lease modifications and any changes to the factors considered at initial measurement, as set out above. When the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.
The company has elected not to recognise right-of-use assets and lease liabilities for short-term leases of machinery that have a lease term of 12 months or less, or for leases of low-value assets including IT equipment. The payments associated with these leases are recognised in profit or loss on a straight-line basis over the lease term.
In the application of the company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are outlined below.
Intangible assets are amortised over their useful lives. Useful lives are based on the management's estimates of the period that the assets will generate revenue. These estimates are reviewed at least annually and changes to these estimates can result in significant variations in the carrying value and amounts charged to profit or loss. The carrying amount of intangible assets by each class is included in note 1 and details of the useful lives are included within the accounting policy.
Provisions for warranties are made with reference to recent trading history and historic warranty claim information and the view of management as to whether warranty claims are expected.
Provisions for dilapidation are made with reference to the building size and assessment of costs to restore the building to its original state.
Allowances for bad debt are determined with consideration given to the aging of receivables, and for inventory obsolescence to the recent and history of customer trading and management experience.
The Company's accounting policy for impairment of intangible assets is set out in Note 1. Intangible assets are reviewed for impairment annually if events or changes in circumstances indicate that the carrying amount may not be recoverable.
The Company's revenue recognition policy is set out in Note 1. Management has assessed the application of IFRS 15 using the five step model framework, within which the following critical accounting judgements were made:
i) Identify the contract with the customer - the contract with the customer is defined and agreed;
ii) Identify the performance obligations - these are taken to be the separate delivery of shipset or spares;
iii) Determine the transaction price - defined in the contract as there are no variable elements;
iv) Allocated the transaction price to the performance obligations - relates to either the shipset or spares;
v) Recognise revenue when the entity satisfies a performance obligation - at the point in time when the shipset or spares are delivered or made available to the customer as per the contract terms, given the nature of what is being delivered, as this is when the customer gains an economically useful asset.
In the case of shipsets and spares, we have considered the possibility of alternative use, as this is a key consideration under IFRS 15, and concluded that in both cases there is an alternative use albeit in the case of any shipset there would likely be a requirement for some re-work. As a result of this, management consider the design, production and delivery of a shipset or spare parts as the key performance obligation and recognise revenue at a point in time, as none of the criteria for recognition over time are met as an asset is created which has an alternative use.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, which is generally the case for leases in the company, the lessee's incremental borrowing rate is used, being the rate that the company would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.
To determine the incremental borrowing rate, the company uses recent third-party financing received as a starting point, adjusted to reflect changes in financing conditions since third party financing was received. The company used incremental borrowing rates of 3% to all the leases.
The average monthly number of persons (including directors) employed by the company during the year was:
Their aggregate remuneration comprised:
The charge for the year can be reconciled to the profit/(loss) per the profit and loss account as follows:
At the balance sheet date, the company invested in the following subsidiaries, the total investment was less than £1,000.
All amounts owed by group companies are unsecured, interest free and repayable on demand.
The following are the major deferred tax liabilities and assets recognised by the company and movements thereon during the current and prior reporting period.
The bank loans are all repayable within 12 months.
Amounts owed to group undertakings are unsecured and interest free.
Lease liabilities are classified based on the amounts that are expected to be settled within the next 12 months and after more than 12 months from the reporting date, as follows:
The current warranty provision is £1,046k (2024: £816k).
The dilapidation provision of £188k (2024: £140k) relates to the leased property at Eldon Way, Crick, Northampton, lease ending December 2035.
At the balance sheet date, the Company has three classes of share - Ordinary, Ordinary A and Treasury shares.
Treasury shares
On departure of any key personnel, the company purchased back their Ordinary A shares and held as the company's treasury shares.
As treasury shares, the rights attached as to voting, dividends, participation in other distribution and otherwise are suspended, and the treasury shares shall not be taken into account in calculating the number or percentage of shares or of a class of shares for any purposes, including substantial shareholdings, takeovers, notices, the requisitioning of meetings, the quorum for a meeting, and the result of a vote on a resolution at a meeting.
In December 2022, Acro Aircraft Seating Limited issued 30,000,000 ordinary shares of £0.001 each at a premium of £0.999 per share to its immediate parent, Acro Holdings Limited, for cash consideration of £30,000,000.
Other reserves relate to the company purchasing its own shares, held as treasury shares.
The remuneration of key management personnel, including directors, is set out below in aggregate for each of the categories specified in IAS 24 Related Party Disclosures.
The following amounts were outstanding at the reporting end date:
The following amounts were outstanding at the reporting end date:
The amount due from the ultimate parent company represents the recharge of services provided by the company, charge for the year amounted to £1.5m (2024: £83k).
At the year end, the amount due from the ultimate parent company was £2.847m (2024: £1.347m). These balances are unsecured, interest free and repayable on demand (Note 15).
The amounts owed to group undertakings represent various short term loans and trade payable balances.
Interest charge in 2025 amounted to £nil (2024: £nil). Additional loans during the year from the immediate parent company were £10m (2024: £749k). At the year end, amounts owed to the ultimate parent company were £10.29m (2024: £7.56m) and the amounts owed to the immediate parent company were £6.11m (2024: £10m) (Note 19).