Water is so familiar that most businesses notice it only when it is unavailable.
We prepare for power failures, cyberattacks, fires and interruptions in the supply chain. Yet many organisations have no clear plan for a prolonged water shortage, poor water quality or flooding that prevents employees and customers from reaching their premises.
In my view, water security must now become part of ordinary business continuity planning.
A global warning that businesses should not ignore
The World Meteorological Organization’s State of Global Water Resources 2025, published on 17 September 2026, reports that 2025 was one of the driest years for global river discharge in 35 years. Below-normal flows affected 36% of the assessed global basin area.
The report also says that terrestrial water storage—the water held in groundwater, lakes, rivers, soil, vegetation, snow and ice—has been declining since the middle of the last decade. Every major glaciated region recorded a net loss for the fourth consecutive year.
These are verified global findings. The business lessons I draw from them are my own assessment, based on more than 25 years of managing projects, buildings, teams and operational risks.
Water affects almost every operation
The dependence is obvious in agriculture, food processing, construction, manufacturing, hotels and healthcare. But offices, shopping centres, schools and residential developments also require dependable water for sanitation, cooling, cleaning, landscaping and fire safety.
A shortage can interrupt operations even when a company uses comparatively little water itself. Employees may be unable to attend work, suppliers may face production delays, or authorities may introduce restrictions that affect commercial activity.
Businesses must therefore examine not only their direct consumption but also the water dependence hidden throughout their supply chains.
The risk is both scarcity and excess
Water security is not simply about drought. The WMO describes a more erratic and unpredictable global water cycle, moving between too little water and too much. In 2025, several regions experienced below-normal river discharge, while South and South-East Asia recorded above-normal to much-above-normal flows in many areas.
For business leaders, this means preparing for opposite risks: insufficient water during dry periods and excessive water arriving too quickly during extreme rainfall.
A building may have an adequate supply yet remain vulnerable to flooded access roads, damaged electrical systems, contaminated storage tanks or blocked drainage. Business continuity planning should consider all of these possibilities instead of treating water as a single utility bill.
Conservation should begin before restrictions
Many organisations respond to shortages only after emergency measures are announced. That is too late.
A sensible water plan begins with practical questions. How much water does the organisation consume each month? Where are the largest losses? Are tanks, pumps, pipes and drainage systems inspected regularly? Can harvested rainwater or safely treated wastewater be used for appropriate non-drinking purposes? What happens if the normal supply is interrupted for two or three days?
Metering, leak detection and preventive maintenance may sound unremarkable, but disciplined management often begins with these basics. New buildings should also be designed with efficient fixtures, suitable landscaping, rainwater management and clearly separated systems for drinking and non-drinking water. Such decisions are usually easier and less expensive during construction than after a crisis.
Location decisions must consider water resilience
When evaluating land, commercial premises or an industrial location, businesses commonly study price, transport, labour availability and electricity. Reliable water, drainage and flood exposure deserve equal attention.
A low-cost location can become expensive if tankers, treatment systems, repeated repairs or operational shutdowns are required. Developers and investors should ask where the water will come from, whether the source is dependable and how future growth in the surrounding area may affect demand.
They should also examine groundwater conditions, drainage capacity and historical flooding rather than relying only on how a site appears during good weather. These are practical due-diligence questions, not environmental slogans.
Responsibility must be shared
Government must provide infrastructure, regulation and reliable public information. Businesses, property owners and citizens also have responsibilities.
It is unreasonable to complain about shortages while allowing leaks to continue, wasting treated water or covering every open surface with concrete that prevents natural absorption. Companies should set realistic conservation targets, train facility teams and review consumption honestly. Large developments should consider their effect on surrounding communities rather than treating water as an unlimited private resource.
My personal view
During more than 25 years in business, I have learned that essential resources are often taken for granted until they fail.
Water deserves the same management attention as electricity, finance, technology and security. It should have a responsible person, measurable consumption, preventive maintenance and a tested contingency plan.
This is not about creating alarm. It is about recognising a basic fact: no city, building or business can function without dependable water. Companies that prepare early can reduce waste, protect employees and avoid preventable disruption. Those that wait for a crisis may discover that money alone cannot immediately restore a depleted source or repair damaged infrastructure.
Water security is therefore not only an environmental concern. It is a question of operational resilience, responsible development and long-term leadership.
—Tushar Kumar
Sources and context
Current water-resource findings were checked against the World Meteorological Organization’s State of Global Water Resources 2025 and its accompanying press release, both published on 17 September 2026. The recommendations concerning business planning, property due diligence and leadership are my personal viewpoint.