Such pressure on water resources inhibits the socioeconomic development of communities (Laaha et al. On the other hand, the ever larger mobilization of water and the use of new supply sources for growing demands is already seen as an untenable idea (Falkenmark and Lannerstad Citation2004). On the one hand, climate change, population growth, the non-stationary nature of climate extremes, and uncontrolled human development make society more claimant on water (Montanari et al. Water utility company business interruption costs (WUBIC) refers to the financial losses a company suffers when its operations are disrupted, which is characterized by global and regional trends. As populations increase, proactively controlling demand is recommended to avoid or minimize reactive policy changes during future drought events, repeating recent financial impacts. The non-stationary trend imposed larger differences in the drought resilience financial gap, suggesting that the uncertainties of WUBIC derived from demand and climate models are greater than those associated with radiative forcing scenarios. We project water demand under stationary and non-stationary conditions to estimate drought severity and duration, which are linked with pricing policies recently adopted by the Sao Paulo Water Utility Company. We project the water yield using a hydrological model driven by regional climate models under radiative forcing scenarios. We propose a multi-driver assessment method. Traditionally, methods to estimate the direct water utility business interruption costs (WUBIC) caused by droughts have not been clearly established. Climate change and increasing water demand in urban environments necessitate planning water utility companies’ finances.
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