Foreword

The health of the workforce is fundamental to the health of the economy. As extreme heat becomes a persistent feature of the global climate, it places significant strain on those growing food, building infrastructure, and delivering essential services. The economic consequences are already evident; in June 2026, a single week of extreme heat cost the UK an estimated £1.15 billion in lost output and 24 million working hours. While many organisations recognise these material risks, a significant execution gap remains in translating awareness into operational resilience.

Executive summary

Workforce heat risk is already affecting worker health and eroding corporate value. Currently, over 2.4 billion workers are exposed to excessive heat, resulting in at least 22 million injuries and 18,000 deaths annually. Projections suggest that without significant action, rising temperatures could lead to productivity losses of $2.4 trillion by 2030. Despite this, progress is lagging; approximately 50% of companies have not begun systematic assessments of heat risk across their direct operations and value chains, and only about 28% have piloted or scaled any interventions. A proactive approach, however, can generate substantial returns, such as the 60% return on investment seen by one food and agriculture company in Latin America.

The business imperative for action

Extreme heat has become a structural operating condition, with the years 2015-2025 being the hottest on record. This report defines extreme heat as a wet-bulb globe temperature (WBGT) of 25°C or above, the point at which work capacity begins to decline for physically demanding labour. Heat risks manifest across the entire value chain: upstream workforces face volatility in supply quality and cost; direct workforces suffer productivity losses and increased turnover; and downstream workforces see shifts in demand patterns and heightened performance expectations. Examples of these impacts include a 12% productivity decline at one food and agriculture firm and a 30% reduction in workload during summer months at a mining company.

Closing the execution gap: a framework for resilience

While 82% of senior leaders agree that extreme heat is an urgent and major risk, implementation remains weak. Three primary challenges widen the execution gap: the difficulty of translating heat risk into financial terms (reported by 75% of leaders), technical and financial constraints (cited by 35%), and a lack of clear topical ownership within organisations. To accelerate progress, leaders can follow the Workforce Heat Resilience Roadmap, a seven-step practical framework designed to build a business case, design context-specific solutions, and create conditions for scaling interventions.

How big and where is my company’s problem with extreme heat?

The first three steps of the roadmap involve assessment and business case development. Step 1 requires identifying where heat risk surfaces across the value chain and gauging forward-looking work-time losses. Analysis shows that a heat index of 100-110°F (38-43°C) raises the odds of workplace injury by 10-20% across nearly all major industries. Modelling indicates that heat-driven work-time losses could amount to 5-7% of earnings by 2027 for illustrative company profiles. Step 2 involves a deep-dive diagnostic using historical data and onsite evaluations, while Step 3 focuses on building the full business case and socialising it with leadership to identify executive champions.

Which solutions should my company implement?

Step 4 and Step 5 guide companies in solution identification and design. Interventions should be prioritised using a hierarchy of hazard controls, including engineering controls (such as cooling centres and ventilation), administrative controls (such as work-rest cycles and hydration protocols), and personal protective equipment (PPE). Solutions must be tailored to the specific operating context and be scientifically grounded, operationally viable, and cost-effective. Acclimatisation is a critical but underutilised intervention; 80% of heat-related illnesses occur within the first four days on the job. Solutions must also account for the unique needs of vulnerable groups, such as those with underlying health conditions or limited literacy.

How should my company approach execution?

The final steps involve piloting and business integration. Step 6 focuses on designing effective pilots to monitor progress and ROI, while conducting due diligence on solution providers. Pilots should track both health metrics (such as injury rates) and business performance (such as absenteeism and productivity). Step 7 involves scaling up and integrating heat resilience into the broader operating model. This requires a readiness assessment across five dimensions: data systems, stakeholder alignment, worker engagement, funding and incentives, and governance. Advanced organisations also engage external enablers, such as industry coalitions and partnerships with healthcare providers, to drive systemic change.

Conclusion

Protecting workers from extreme heat is essential for building resilient, productive, and competitive businesses. The challenge is no longer one of awareness but of execution. Organisations that systematically assess their exposure, prioritise context-specific interventions, and build the necessary internal capabilities will be better positioned to perform and protect their people in a warming world.