Extreme heat is putting 2.4 billion workers at risk. Here's how 4 companies are responding

More than 2.4 billion workers, or over 70% of the global working population, are exposed to excessive heat at work. These are estimates from the International Labour Organization (ILO) in 2024.

Now, with 2026 on track to be the hottest year on record, more and more people face dangerous conditions that go beyond loss of concentration and productivity. The same ILO report links excessive heat to almost 19,000 worker deaths and nearly 23 million injuries a year.

Workers in sectors characterized by outdoor environments – such as construction, agriculture, logistics and mining – are most exposed, but even office workers face extreme heat on their commute or at home, where broken sleep piles on the stress of the day.

Economically, extreme heat is projected to cause $2.4 trillion in annual productivity losses by 2030. Yet while 80% of companies surveyed by Boston Consulting Group for the World Economic Forum recognize extreme heat as a business threat, implementation lags due to practical hurdles. These include difficulty quantifying financial impacts, unclear cross-functional ownership and technical or resource constraints.

Consequently, about 50% of companies across all major geographies and sectors have yet to begin a systematic assessment of their workforce and value chain, and only 28% have piloted interventions, finds Accelerating Workforce Heat Resilience: An Actionable Framework to Close the Execution Gap.

There are, however, some common themes among those taking action. Here are four examples highlighted in the report.

Indian multinational Mahindra Group has embedded climate adaptation into its core business strategy. It employs 320,000+ workers across more than 100 countries and recognizes that extreme heat solutions must be tailored to different situations, given varying working conditions and exposure times.

It has identified three main worker groups:

Based on interviews with workers and stakeholders across functions and sites, Mahindra is developing a clearer understanding of each group's experiences and needs. Using this, it is creating a multi-layered approach that includes governance, heat action plans, audits and protective solutions.

Alongside physical upgrades – such as reflective coatings, rooftop insulation and enhanced ventilation – sites are piloting natural solutions like tree canopy cover and water features.

Workers' shift times have been altered to fit around the temperatures, and mobile hydration stations have been introduced. Where relevant, workers have also been given protective clothing and equipment.

JINGDONG Logistics tailored its interventions to match the specific ways heat affects its frontline workers.

At delivery stations, sorting centres and other outdoor work sites, the company stocks ice popsicles, cold drinks and other heat-prevention items. Additionally, "cooling packs" containing cooling sleeves, sun hats, and essential rehydration and first-aid supplies are provided to drivers and couriers.

Health and safety training, including group counselling sessions, helps employees manage working in high temperatures, recognize heat stress early and trigger emergency response procedures for severe conditions like heat stroke.

The company has also invested RMB 100 million (~$15 million) in a summer protection plan for delivery drivers. This includes a variable heat subsidy running from April to October, with amounts set dynamically based on regional temperature. During extreme weather, deliveries are suspended, and safeguards are put in place to balance driver safety and income stability.

Turner Construction, one of the largest construction firms in the US, teamed up with nonprofit La Isla Network to better understand how heat affects construction workers and what they could do about it.

During a pilot study, which tracked the core body temperatures of workers who spent at least a quarter of their day out of climate-controlled settings, they discovered that two-fifths experienced core body temperatures greater than 38°C, and many arrived at work dehydrated.

The team is now using wearables to monitor the effectiveness of a range of interventions, such as pop-up shade tents, air-conditioned cooling stations, lunch tents and electrolyte popsicles. Operational practices are also being adapted. This includes adjusting work schedules to avoid peak heat, promoting hydration and reinforcing workers' heat-stress awareness.

Global life sciences firm Bayer takes a systematic approach to managing heat risks across its direct operations and broader value chain. At more than 300 active sites worldwide, standardized heat-risk management has reduced heat-related incidents in North America by 20%, saving an estimated $3,000 in avoided medical and lost-time costs per prevented claim.

Beyond its direct workforce, Bayer is one of the first multinationals to address heat impacts on downstream workforces. Focusing on smallholder farmers in India – a critical segment of its agricultural value chain who face rising climate risks – Bayer is extending its proven heat resilience protocols to smallholders. By protecting farmer health and productivity during peak temperatures, the initiative safeguards agricultural continuity while building long-term trust in vital supply chains.

As the impacts of extreme heat become increasingly apparent, the human and business imperative to invest in workforce resilience and adaptation is becoming more pressing.

To help organizations move beyond generic commitments, the report introduces the Workforce Heat Resilience Roadmap – a practical, seven-step framework designed to close the execution gap. Providing a structured path for leaders, the roadmap guides them through rigorous risk diagnostics across value chains, context-specific solution design, and the capability-building needed to test, scale and embed resilience into daily operations.

Such efforts aren't just essential to protecting workforces and economies, they can help shape what resilient workforces look like in an ever warming world.