Arm is one of the world's most influential technology companies and the foundational platform for AI, enabling the next generation of computing through core IP, advanced compute subsystems and purpose-built silicon. With more than 10,000 people across 16 countries and named in The Sunday Times Best Places to Work UK list in 2026, Arm has built a reputation for excellence powered by its people.
As the company enters a new phase of growth, including its expansion into production silicon, it faces increasing demands on talent, leadership, and organisational performance. Supporting these ambitions requires a scalable, data-driven approach to sustaining performance across a global workforce.
What began as a 12-month pilot programme that, according to Arm, "exceeded all KPIs" has evolved into a multi-year strategic partnership. Over two and a half years, WONE's platform has been made available to over 10,000 people worldwide, with more than one-third of Arm's workforce actively engaging with the platform.
Alongside the global rollout, WONE has supported Arm's broader shift toward a "10x Mindset", helping managers develop the resilience, leadership habits, and performance practices needed to navigate rapid growth and increasing complexity.
Through targeted campaigns, behavioural insights, and the WONE Index, Arm has gained a holistic understanding of workforce resilience, enabling leaders to identify emerging needs, strengthen performance, and align people strategy with business priorities.
The result is a comprehensive performance ecosystem that helps Arm measure resilience, anticipate challenges, and equip its people to perform at their best over the long term.
Building a sustainable, global approach to performance
For Arm, success depends on creating the conditions for people to do their best work.
"We have extraordinary people who are capable of brilliant work," shared Chris Tolley (Senior Director, Regional People Partnering). "People do their best work when they are healthy and feeling energized by what they do. So, we want to support everyone to bring their very best contributions."
When Arm first partnered with WONE, the objective was to create a preventative, science-backed health offering that could support the health and performance of their team at scale.
"Platforms [we had tried in the past] were well received at launch but engagement tended to taper off because they weren't fully integrated into everyday workflows," explained Chris Tolley.
Arm needed a solution that fitted naturally into people's daily routines while delivering a consistent experience across regions and time zones.
"We ran events on themes like menopause, sleep, mental health, and cancer, and saw an opportunity to bring these efforts together under a cohesive strategy," shared Tolley.
With teams working across different time zones and offices ranging from small groups to several thousand people, providing a consistent and accessible experience globally was also a priority for Arm.
WONE's scientific credibility proved decisive.
"We're an engineering company, and therefore our engineering population wants to know that what we do is backed up by science and by data," said Tolley. "WONE has that intellectual, scientific, evidential underpinning that gets people to engage."
Activation rates 20x above industry standard
The pilot delivered outcomes that exceeded every benchmark Arm had set and industry benchmarks for employee health benefits:
Super users, those with the most sustained engagement, averaged four touchpoints per week, remained active for an average of 11 consecutive weeks, and showed a 9% increase in reported resilience levels.3
When Arm rolled WONE out company-wide, the momentum held. The full launch achieved a 45% activation rate, 20 times higher than Arm's previous wellbeing platform.
Turning workforce data into action
As the partnership evolved, Arm began to harness one of WONE's most powerful features: the ability to use anonymised, aggregated WONE Index data to surface patterns across the workforce and make proactive strategic decisions. These insights provide a high-level view of patterns across the organisation, helping Arm identify areas of focus and shape relevant well-being initiatives.
"We've got these different, anonymized and aggregated datasets that help us understand how different factors influence the overall performance of the organisation, such as which factors contribute to a successful team, what we can learn about different cultures, where we see gaps emerging and what can we do to preempt them," said Tolley.
One signal that stood out was the important role managers play at Arm.
Supporting managers as they support their teams
WONE Index data revealed that whilst managers were sustaining their performance through resilience and focus, there was an important opportunity to go further in supporting managers with their own rest and recovery, to enable them to continue to effectively lead their teams and support their people in turn.
WONE's data reflects what the research has long shown: manager wellbeing has a significant impact on organisational performance.
- 70% of the variance in employee engagement is driven directly by managers (Gallup, 2015)1
- Teams with burned-out managers report increased stress and weakened support systems (Spring Health / SHRM)2
When managers operate under unmanaged stress, that pressure can influence the wider team. When they demonstrate resilience, calm, and sustainable performance habits, those behaviours amplify across the workforce.
For Arm, the ability to scale high performance across a distributed, global workforce made this an important business priority.
The solution: a targeted manager resilience programme
With the implementation of Arm's 10x Mindset and the focus on the need for managers in particular to "optimize for endurance and resilience", WONE partnered with Arm's Talent & Development team, using the WONE Index as the diagnostic foundation, to design and deliver a three-part, integrated manager resilience programme, which around 60% of managers optionally signed up to across 13 countries.
The programme combined live expert-led learning, behavioural frameworks, peer discussion, and practical leadership tools, structured across three interconnected modules:
Understanding Your Team's Resilience
Leading with Impact Under Pressure
Designing Systemic Resilience in Teams
The programme was anchored in the real world WONE Index signals Arm's managers were generating, translating data into directly applicable insights and tools for leading under pressure and role modelling Arm's 10x Mindset, while supporting well-being, health and performance.
"Resilience is deeply personal. It starts with being acutely self-aware - understanding how you feel and how you perform in the moment. It's about continually adjusting, sometimes in small ways and sometimes in big ones, to manage your energy, recover effectively, and perform sustainably."
The impact
Facilitator effectiveness rated at 100%. 81% would recommend it to a colleague. And 61% left with confidence to apply resilience leadership skills in practice.
Knowing something in a session is different from using it when a team is under pressure. For a company operating across multiple time zones, that transfer from learning to practice, at scale, is what makes this a performance intervention, not just a training programme.
How managers are putting resilience training into action
The qualitative feedback from Arm's managers captured not just what they learned, but what they planned to do differently:
"The neuroscience parts were the most interesting to learn about, e.g. the emotional contagion parts. It's a reminder to think about how your state influences others in the team, and to use that to your best advantage."
"Very interesting about the team reflecting the leader's emotions and attitude, I can help the team by trying to keep positive and calm when around them."
"The programme has encouraged me to think actively about ensuring the team has the opportunity to recover between intense periods of work."
"It has provided specific examples of actions that can be taken, such as bounded choices to help empower team members."
A new model for performance at scale
The manager resilience programme at Arm is one part of a broader ambition to build a performance system with WONE.
The combination of the WONE Index, Ori (WONE's AI performance coach), and expert-led programming give Arm's leadership team unique insights: the ability to see where resilience is building, where support may be needed, and what to focus on next.
"Harnessing AI and turning data into insight helps us understand how people can perform at their best, while also helping individuals understand what works for them, could be incredibly powerful in shaping the future of work," said Tolley.
Arm users of WONE also report gains in their productivity, focus and ability to navigate nuanced workplace scenarios such as performance conversations:
"I enjoy using rapid meditations between meetings to enhance productivity & focus,"
"WONE helps me manage the way I deal with varied emotions of my day."
"Ori remembers what we talked about, and knows me well. It feels like we're close friends."
WONE's broader impact across Arm's workforce reflects this vision:
"They are receptive to our needs and have become true partners. They work closely with our key stakeholders and feel like an extension of our own team."
ROI: resilience that pays back
Engagement and resilience scores matter most when they show up in how the business runs. For Arm the return has grown as more people have taken part.
In July 2025, across the ~1,100 people who took the WONE Index, WONE was returning 1.6x on Arm's investment. By May 2026, with that group having doubled, the return had reached 2.5x.
The result is over $1.13m in estimated cost savings across productivity uplifts, retention improvements, a reduction in absenteeism and a reduction in health claims, based on WONE's scientifically-backed model.4
This builds the case for the importance in investing in employee resilience, building habits proactively to allow for sustainable scale over time.
A partnership for delivering high performance at scale
From a pilot that proved the concept, to a company-wide rollout that sustained engagement, to a data-driven manager resilience programme deployed across 13 countries, Arm and WONE are co-creating a blueprint for what the next generation high-performance culture looks like when it is built on science, insight, and genuine care.
The partnership continues to evolve as a core part of how Arm develops leaders, strengthens teams, and sustains excellence at scale.
- Gallup (2015), State of the American Manager: Analytics and Advice for Leaders. Gallup's published wording is that managers account for at least 70% of the variance in employee engagement scores across business units. news.gallup.com ↩
- Spring Health, 2026 Workplace Mental Health Report, and Spring Health with Forrester Consulting. Among HR professionals reporting the highest increases in mental health leave, 51% identified rising stress and burnout among managers as an emerging concern, and 41% of employees reported a lack of confidence in their manager's ability to address mental health concerns. springhealth.com ↩
- Self-reported measures. Percentages describe the proportion of responding users reporting a change, or the average change in reported score, depending on the measure. Figures are drawn from different cohorts and time periods across the engagement.
- Return on investment and cost saving figures are modelled estimates produced using WONE's ROI methodology, which combines WONE Index outcomes with published effect sizes for productivity, retention, absenteeism and health claims. They are not audited financial results. ↩