The FIFA World Cup 2026 will be the largest and most geographically dispersed football tournament ever held, spanning the United States, Canada, and Mexico. For businesses, the tournament presents an unusual combination of commercial opportunity and elevated risk. Companies will use the event to entertain clients, build relationships, reward employees, and increase brand visibility.
At the same time, many organizations will have staff based in host cities, while others will find employees attending matches in a private capacity, either on holiday or as an adjunct to unrelated business travel. This convergence of business, leisure, and mass gathering risk creates a complex duty of care challenge that requires careful planning well in advance.
For companies with offices in host cities, the World Cup will alter the normal operating environment. The influx of visitors, combined with heightened security, road closures, public celebrations, and opportunities for protest, will affect commuting patterns, office access, and employee safety. Even routine activities such as travelling to and from work may involve passing through crowded fan zones or transport hubs that present increased risks of petty crime, disorder, or disruption. Organizations may need to consider flexible working arrangements, enhanced security awareness communications, and business continuity measures to mitigate these effects.
For companies sending staff to matches as part of corporate hospitality, business development, or marketing activity, the risk profile differs significantly from routine business travel. The celebratory atmosphere surrounding major sporting events often involves heavy alcohol consumption, late-night socialising, and unfamiliar environments. These factors can impair judgement and increase vulnerability to crime, accidents, or poor decision-making. Employees may find themselves in situations they would not normally encounter on a standard business trip, including interactions with criminal elements, exposure to drugs, or engagement with activities which may be illegal or carry serious legal consequences depending on the jurisdiction. Activities that compromise staff may expose them to exploitation, coercion, and extortion, potentially creating further security vulnerabilities for companies.
The legal and immigration implications of such behaviour can be severe, particularly in the United States, where foreign nationals arrested for criminal offences may become subject to enforcement action by authorities such as US Immigration and Customs Enforcement. Detention, prosecution, and deportation are realistic outcomes in serious cases, and companies must decide in advance what support they will provide if employees become entangled in the criminal justice system. This includes clarifying whether the organization will assist with legal representation, how families will be supported, and how internal disciplinary and reputational issues will be managed.
Even where employees attend in a purely private capacity, companies may still face duty of care expectations if the individual is travelling in connection with their employment or is otherwise identifiable as representing the organization. The distinction between business and leisure travel can quickly become blurred when trips are extended for personal reasons or combined with corporate hospitality. Employers should therefore communicate clearly about expectations of conduct, the limits of corporate support, and the resources available in emergencies. This delineation of duty of care is further complicated if clients and members of the public are invited as corporate guests or prize winners.
Health and medical risks are another critical consideration. Large, crowded events increase the likelihood of injuries, accidents, and alcohol-related medical emergencies. Road traffic accidents are a particular concern, especially for visitors unfamiliar with local driving conditions. Serious incidents may require hospitalisation, specialist treatment, or medical evacuation. The cost and complexity of medical care vary significantly across the three host countries. In the United States, healthcare costs are among the highest in the world, and hospitals may require proof of insurance or payment guarantees before providing non-emergency treatment. In Mexico, private healthcare facilities often require upfront financial arrangements, and standards of care may vary. While Canada has a strong healthcare system, access for non-residents may still involve administrative and financial hurdles.
Many organizations assume that their existing travel insurance policies will provide adequate protection, but this is not always the case. Insurance policies may exclude incidents involving alcohol or illegal activity, limit coverage for major events, or impose restrictions on travel that combines business and leisure. Medical evacuation and repatriation limits may also be insufficient given the potential costs involved. It is essential for companies to review their insurance coverage carefully and ensure it reflects the specific risks associated with World Cup travel.
Beyond insurance, organizations must consider their ability to respond effectively to incidents as they occur. One of the most immediate challenges during any crisis is simply accounting for employees. Senior leadership will expect to know quickly who is affected, who is safe, and who may be at risk. Companies should have systems in place to identify employees travelling on business, attending corporate events, or based in affected locations. Encouraging employees to voluntarily register private travel can also help organizations provide support when needed.
Rapid access to assistance is equally important. Major incidents do not occur conveniently during office hours, and organizations should consider whether they have appropriate 24-hour support arrangements in place. This may include travel assistance providers, medical support services, or internal helplines. Employees must know who to contact and feel confident that support will be available when they need it.
The reputational dimension of employee incidents should not be underestimated. Arrests, misconduct, or high-profile emergencies can quickly attract media attention, particularly when they occur during a global event such as the World Cup. Companies must be prepared to manage communications, support affected individuals, and protect the organization’s reputation. Clear internal escalation procedures are essential so that appropriate senior leaders, legal advisers, and communications professionals can respond quickly and effectively.
One of the most effective ways to prepare is through scenario testing. By working through realistic situations in advance, organizations can identify weaknesses in their plans and ensure that key decision-makers understand their roles. Scenarios might include an employee being seriously injured and requiring medical evacuation, an arrest leading to immigration detention, a violent robbery, or a major security incident near a stadium. Testing how the organization would account for employees, communicate with families, engage with authorities, and manage media interest can reveal critical gaps that might otherwise only become apparent during a real crisis.
Public safety risks also extend beyond crime and accidents. Many of the host cities have a high or very high earthquake risk rating, and major sporting events can attract protests, political demonstrations, and, in rare cases, terrorist or active shooter incidents. While such events are uncommon, their impact can be severe. Companies should ensure that their crisis management plans address these possibilities and that employees understand basic personal safety principles.
Preparation should also include proactive communication with employees. Providing practical guidance on personal safety, local laws, cultural expectations, and emergency procedures can significantly reduce risk. Reinforcing corporate codes of conduct and emphasising that professional standards apply even in informal settings is particularly important during events where social boundaries may feel relaxed.
Ultimately, the FIFA World Cup 2026 represents both opportunity and exposure. Companies that approach the event strategically can strengthen relationships, reward employees, and enhance their brand. However, those benefits come with responsibility. Organizations must recognise that the World Cup environment differs fundamentally from routine business operations and requires a higher level of preparedness.
Effective preparation is not about assuming the worst will happen, but about recognising that the consequences of being unprepared can be severe. By reviewing insurance, strengthening crisis response arrangements, clarifying expectations and duty of care obligations, and testing their readiness, companies can ensure they are positioned to support their employees and protect their organization throughout the tournament.
Ultimately, for an event of this scale and visibility preparedness is not simply a security function but requires executive leadership attention and engagement.
The author
Robin Bucknall MA MSc MBCI is a Director of Needhams 1834
