The 2025 Guadalupe River flooding tragedy in Texas was not a surprise. Nor are the hurricanes, wildfires and other flooding events that continue to accelerate in frequency and intensity. What is surprising is how many organizations still treat extreme weather as an external disruption rather than a core operational risk. That framing is the issue. Risk management is a system capacity question, and too many organizations are answering it poorly. Simply put, the need for urgent action is already here. The cost of pretending otherwise will continue to escalate. Companies wisely navigating this reality have already begun treating extreme weather as a design constraint, not an exception, with a focus on four key areas of concern. 1. Physical safety risks. Rising temperatures are a problem, with heat exhaustion and heatstroke becoming statistically inevitable when exposure thresholds are ignored. Heavy rainfall is creating flood conditions that construction and emergency response teams were never intended to work in. Wildfires are pushing smoke and ash into environments where respiratory protection typically is not top of mind. Utility organizations must acknowledge and address these new operating conditions. 2. Infrastructure and equipment damage. Buildings become compromised, roads fail, and equipment malfunctions under conditions it was not built to handle. An organization that discovers one of these issues during an event likely never practiced for the real-world scenario. But proactive infrastructure assessment is not overhead – it is how businesses retain operational control when conditions deteriorate. The alternative is improvising under pressure, which increases accident and injury risks. 3. Heightened employee stress and anxiety. Workers who are distracted, anxious or carrying lingering stress from recent events do not perform at their best. Psychological strain reduces situational awareness, degrades judgment and erodes discretionary effort that resilient organizations depend on. Employers who treat mental health as a personal issue rather than a business concern misread the risk entirely. 4. Regulatory changes and economic implications. OSHA’s proposed heat injury and illness prevention rule (see www.osha.gov/heat-exposure/rulemaking) is a preview of what is coming. Regulations tend to follow reality, and reality is accelerating. Insurance premiums will rise, downtime costs will compound, and compliance requirements will tighten. Leaders who wait for a final rule before investing in organizational capability accumulate exposure, often while believing they are adequately managing it. A Different Approach More of the same will not suffice. Utility organizations should actively build capacity in the following seven areas. 1. Emergency preparedness. True preparedness demands regularly revisiting evacuation routes, communication protocols and access to emergency supplies specific to the area’s weather risks. Generic plans produce generic responses. Gaps must be identified before a storm arrives. 2. Injury prevention and safety training. Employees need rehearsed responses. Training on severe weather protocols, evacuation procedures, sheltering decisions and communication tools should be a recurring discipline. 3. Hazard identification and assessment. Most businesses have not performed a serious weather-specific hazard assessment. Infrastructure vulnerabilities, power outage scenarios, flood impact analyses, vegetation management, defensible spaces for physical assets and backup water supplies are scenarios that must be worked through before they become urgent. 4. High-quality communication systems. Communication is often the first thing that fails when conditions deteriorate. Mass notification systems, redundant alert mechanisms and clear protocols for reaching every employee in real time serve as connective tissue between a prepared organization and a panicked one. 5. Remote work policies. During severe weather events, the ability to move employees to safer locations while maintaining operational continuity is a genuine risk management tool. Organizations without remote work infrastructure are not merely inconvenienced during an event; they are exposed. 6. Community engagement. Isolation during a crisis is a compounding risk. Businesses that have built good relationships with local authorities, emergency response teams and other community resources do not start from zero, with communication channels and shared protocols often already in place. 7. Psychological safety. By providing access to mental health support, creating space for honest conversations and treating employee well-being as a leadership responsibility, utilities position themselves for faster event recovery and greater employee retention. Continuous Improvement Through Feedback Every weather event is data, and every near miss is an opportunity to close a gap before it becomes a serious injury or fatality. Utility organizations must actively solicit feedback from their employees before and after events, not as a formality but as a genuine mechanism for sharpening awareness and improving protocols. The people doing the work know where plans break down. Will leadership listen to them? Companies set to perform best in today’s evolving industry landscape are not those with the most detailed response plans. Rather, they are the ones that have built the capacity to respond before anyone told them they had to. That distinction is worth considering in your organization. About the Author: Shawn M. Galloway is CEO of ProAct Safety (https://proactsafety.com) and a globally recognized adviser on safety strategy, leadership and organizational performance. For nearly three decades, he has helped executive teams build the capacity to prevent harm, recover from disruptions and integrate safety as a key driver of business value. Galloway has also written multiple bestselling books and hosts the Safety Culture Excellence podcast.

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