In recent weeks, much of Britain has faced a blistering heatwave that saw the government issue guidance on how to stay safe in the hot weather. It seems we’re not far away from the next one either.
The strain on essential services was clear. Hospitals declared critical incidents as the heat disrupted IT systems and MRI scanners, trains ran more slowly to prevent buckling, and schools sent children home.
These are no longer one-off inconveniences. As summers in the mid- to high-thirties and hurricane-type winds and rain become the norm, this is the kind of disruption we must plan for – both now and into the future. In contrast to the US, Europe has a poor record of protecting its citizens from the heat, which leads to a level of unnecessary deaths that probably wouldn’t be tolerated if they were caused by other means.
We are reaching a point where, unless organisations build climate resilience into their service strategies for the here and now, the impact will only worsen – in day-to-day disruption, in damage to infrastructure and technology, and in real risks to the health of employees and customers alike. And all of this will be an anchor on the economic growth we so desperately need.
Responding to climate change has become an increasingly important part of serving people well – and a duty of care we have to those who rely on us. Getting ahead of it is the right thing to do. Done thoughtfully, it’s also good business.
Anticipating disruption before it happens
This week, we published our latest research into customer service in the age of climate change. Beyond shaping strategy, the way an organisation handles these moments is felt most prominently on the frontline.
The research shows that trust in a business is significantly influenced by its responsiveness and care for customers in the context of extreme weather disruption. Customers also expect the businesses they use to help them make more sustainable choices.
And with consumer confidence in a fragile place, customers can be less forgiving: when things go wrong, they expect to see more for their money. Delayed warnings that services are affected, slow communication about alternatives, a lack of clarity on when things will return to ‘normal ’, or an inappropriate response can each negatively impact how customers feel about an organisation.
Meeting that expectation requires long-term, joined-up thinking and a proactive approach. Understanding where your processes are most exposed and what those vulnerabilities could mean for customers, building contingency plans to address potential needs before they arise, and giving frontline staff the training, confidence and tools to handle the disruption well. Communication is equally critical. In moments like these, communicating clearly is part of that duty of care – and it should be timely, straightforward and accessible.
Taking an end-to-end approach to the customer journey and understanding the implications and the law of unintended consequences is also important – if we do not understand how the ‘systems and eco-system’ are interlinked, we soon run into bigger issues. This applies across an organisation, but also across sectors and the wider UK.
Strengthening trust by delivering on our duty of care
When organisations anticipate climate risk and its effects, trust between them and their customers is strengthened. We have seen in the past, during the pandemic, how organisations can adapt to new and unfamiliar circumstances and cater to their customers’ needs differently.
A new normal is already here – on the daily commute, when travelling abroad, or on a trip to the supermarket. Customers are adjusting and will remember the organisations that adapt quickly and make their lives better.
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