Introduction
The FIFA World Cup 2026, running from 11 June to 19 July 2026, is expected to generate significant interest across UK workplaces. Due to the North American time difference, many matches will take place late in the evening or during the early hours of the morning.
While this global event presents an opportunity to boost morale and engagement, it also introduces several foreseeable health and safety risks that employers should prepare for. These risks can affect all sectors, from hospitality and retail through to construction, transport and office-based roles, and require careful planning to ensure employees remain safe and fit for work.
Health and Safety Legal Requirements
Employers have a legal duty under the Health and Safety at Work etc. Act 1974 to protect the health, safety and welfare of employees and others who may be affected by their activities. This duty extends to managing risks associated with fatigue, alcohol use and workplace behaviour during major events such as the World Cup.
The Health and Safety Executive places an importance on fatigue being treated as a workplace hazard and should be actively assessed and controlled rather than left to individual choice. Employers must also ensure that employees are fit for work. Allowing an individual to continue working while impaired by alcohol or excessive tiredness, where there is a foreseeable risk of harm, can increase the likelihood of accidents. Where such incidents occur, they may be reportable and could result in enforcement action.
Employers must also consider their duty to protect employees from violence and aggression at work. This includes risks arising from members of the public, customers, contractors and, in some cases, other employees. Incidents of aggression are more likely to occur where alcohol is involved, expectations are not met, or tensions are heightened, all of which are common during major sporting events.
Under the Management of Health and Safety at Work Regulations 1999, organisations are required to assess these risks and implement appropriate control measures. This may include considering how work is organised, the working environment, staffing levels and the nature of interactions with others. Where a foreseeable risk of violence or aggression exists, failure to identify and manage that risk could result in harm to employees and potential enforcement action.
In practical terms, this means organisations must take reasonable, proactive steps to anticipate and control the additional risks created during the tournament, ensuring employees are protected not only from physical hazards, but also from behavioural risks such as fatigue, alcohol impairment and workplace aggression.
Main Safety Hazards
One of the most significant risks during the World Cup is fatigue. Employees may stay up late, or even overnight, to watch matches, particularly those involving home nations. This reduction in sleep can lead to a decline in mental and physical performance. Workers who are fatigued are more likely to make errors, experience lapses in concentration and underestimate risk, all of which can increase the likelihood of accidents and injuries.
Alcohol-related risks also tend to increase during major sporting events. Employees may attend work hungover or, in some cases, still under the influence of alcohol. Even relatively low levels of alcohol can affect judgement, coordination and reaction times, increasing the potential for unsafe behaviour and incidents in the workplace.
For hospitality and other public-facing sectors, there is an additional and well-established risk of violence and aggression. Large sporting events can lead to higher customer numbers, increased alcohol consumption and heightened emotions, particularly where matches are closely contested. This combination can result in verbal abuse, threats or physical aggression towards staff, especially where service is refused or disputes arise.
Across all sectors, employers may also experience wider behavioural challenges such as reduced productivity, lateness, increased absence or tension between colleagues, which can further impact workplace safety if not managed appropriately.
Control Measures
The most effective way to manage these risks is through early planning, clear communication and consistent supervision. Employers should begin by reviewing their risk assessments to ensure that fatigue, alcohol use and behavioural risks are adequately considered, particularly in safety-critical roles.
Fatigue can be managed by ensuring working hours and shift patterns allow sufficient rest and recovery. Where operationally possible, temporary flexibility around start times or working arrangements may help to reduce the impact of late-night matches. Managers should also be trained to recognise the signs of fatigue, such as reduced alertness, slower reaction times or irritability, and must act where an employee appears unfit for work.
In relation to alcohol, organisations should ensure that a clear drugs and alcohol policy is in place and reinforced ahead of the tournament. Employees should understand that attending work under the influence of alcohol is not acceptable where it affects safety or performance. Where concerns arise, these should be addressed promptly through appropriate management action and, where necessary, the disciplinary process. At the same time, employers should remain mindful of their duty to support employees where underlying wellbeing issues may be contributing factors.
In sectors where there is a higher risk of violence and aggression, such as hospitality, control measures should focus on both prevention and response. This includes maintaining adequate staffing levels, providing visible supervision and, where appropriate, retaining the services of competent security contractors. Employees should be trained in recognising early warning signs of aggression and are confident in applying using de-escalation techniques, such as remaining calm, listening actively and avoiding confrontation.
Clear procedures should be in place for refusing service, summoning assistance and withdrawing from situations where there is a risk to personal safety. If a situation begins to escalate, staff must be clear that their priority is their own safety and that they should withdraw and seek support rather than attempt to manage the situation alone.
Clear communication is also essential. Employers should set out expectations around attendance, behaviour and fitness for work during the tournament period. These expectations should be applied consistently across the organisation to maintain fairness and reduce the risk of disputes or confusion.
Summary
The World Cup 2026 is likely to be an exciting and engaging event for many employees, but it also creates predictable health and safety challenges that employers must not overlook.
By recognising fatigue, alcohol use and violence and aggression as key risk areas, and by implementing sensible, proportionate control measures, organisations can ensure that the benefits of the tournament are realised without compromising safety.
A proactive and well-managed approach will not only reduce the risk of incidents but will also support employee wellbeing, maintain productivity and demonstrate a strong commitment to health and safety across the business.
