In the world of global engineering and sustainable design, technical excellence is just the beginning. For Arup, a collective of over 18,000 designers, engineers, and consultants, true innovation means leading not only with expertise but also with empathy, collaboration, and vision.
Best known for iconic projects like Little Island in New York City, the Alexandra Bridge replacement in Canada, and 181 Fremont in San Francisco, Arup has always been driven by a mission to shape a more sustainable world. As the organization expanded, so did its teams. Supervisors were increasingly tasked with leading across geographies, disciplines, and cultures. While their technical skills were unmatched, one challenge became increasingly clear: leadership required more than technical know-how. It demanded strong people skills, emotional intelligence, and the ability to lead with intention.
This realization marked the beginning of a new journey focused on leadership development team effectiveness, and employee growth.
Arup’s Learning and Development team observed a growing need among supervisors for stronger interpersonal skills. New leaders were stepping into complex roles, often managing cross-functional teams across time zones. While they excelled in engineering, many lacked formal tools to develop their leadership style or deepen their understanding of team dynamics.
The need was clear. Leadership practices had to rise to the level of Arup’s engineering excellence. The team sought a solution that would go beyond generic training modules. It needed to be scalable, science-based, and personalized. Most importantly, it had to meet employees where they were and help them grow in ways that aligned with who they are.
Arup partnered with Plum, a platform rooted in behavioral science, to support its leadership transformation efforts. The goal was to empower supervisors with the self-awareness and people skills necessary to drive performance, foster trust, and strengthen collaboration.
At the heart of this initiative was the Plum Discovery Survey, which every supervisor completed. The result was a personalized Plum Profile, an in-depth breakdown of an individual’s top behavioral strengths, work style, and natural drivers. These profiles became a new lens through which Arup’s leaders could understand their leadership approach, identify growth areas, and apply actionable insights in their day-to-day management.
Rather than relying on assumptions or outdated leadership models, Arup’s supervisors were equipped with behavioral assessments that grounded their development in data. For many, this was the first time they had language to describe their strengths and understand what energized or drained them at work.
The outcomes were powerful. Arup successfully integrated the platform across multiple countries, including the UK, Canada, and Ireland. The initiative became more than just a leadership program. It evolved into a global strategy for employee development.
Leaders became more effective. Teams became more connected. Individuals gained clarity about their strengths and career paths.
Plum's behavioral assessment also provided a scalable way to support Arup’s global footprint. Whether onboarding a new team in Toronto or developing a supervisor in London, the same scientifically validated framework applied. This consistency allowed Arup to deliver high-quality development experiences across the board without sacrificing local context.
individuals have embraced their Plum Profiles, fostering a profound understanding of both personal and team dynamics enhancing self-awareness and collaboration.
teams have made Plum’s insights integral to their daily habits. These insights help refine their interactions and significantly boost team engagement, communication, and collaboration, demonstrating the platform’s effectiveness in improving workplace dynamics.
Plum’s influence extends across borders, with teams in the UK, Canada, and Ireland, successfully integrating the platform into their regular operations and highlighting its adaptability and global applicability.
As enthusiasm grew, the leadership development initiative expanded beyond supervisors. Arup scaled the program to include 640 individual contributors across 42 teams. The rollout began with a brief 30-minute introductory session, followed by access to the Plum Discovery Survey and supporting materials. These insights culminated in a series of team development workshops facilitated by Plum’s I/O psychology experts.
During these sessions, teams explored their collective behavioral data. They discussed shared strengths, communication preferences, and potential blind spots. What emerged was a deeper sense of cohesion. Teams began to understand one another in new ways, which significantly improved collaboration, engagement, and trust.
These team-building exercises were not theoretical. They were grounded in each individual’s unique behavioral blueprint and tailored to real-world work scenarios. The result was a cultural shift where managers and team members alike were speaking the same language around growth, performance, and leadership.
Rose Scaringella-Cappelli, Learning and Development Manager
Arup’s transformation is a powerful example of what happens when employee development is treated not as a one-size-fits-all initiative but as a personalized journey. By investing in behavioral assessments, Arup unlocked the full potential of its people. Not just as engineers and designers, but as collaborators, leaders, and changemakers.
This approach to leadership development helped individuals perform better. It also elevated entire teams, strengthened internal alignment, and reinforced Arup’s reputation as a forward-thinking, people-first organization.