World Cup 2026: It’s coming home (to work)!

June 15, 2026

The 2026 FIFA World Cup is now underway, running from 11 June 2026 to 19 July 2026 across the United States, Mexico and Canada. It is expected to generate significant interest across UK workplaces.

Because of the time difference, the majority of matches will take place in the late evening or early hours of the morning UK time. While this reduces the likelihood of disruption during the working day, it introduces a different set of challenges for employers, particularly around attendance, productivity and short-notice absence.

For employers, this is not simply a question of enthusiasm for sport. Issues such as sickness absence, working hours, conduct and fairness are likely to arise.

A different kind of disruption

Unlike previous tournaments, the primary impact is unlikely to be employees watching matches under their desks during working hours.

Instead, employers may see:

lateness or absence following late-night fixtures
reduced productivity due to fatigue
increased short-notice sickness absence
greater demand for flexibility

These challenges may become more pronounced if teams such as England or Scotland progress into the later stages of the tournament, where fixtures are set to be scheduled even later.

Planning ahead

As with many workforce issues, early planning is likely to be the most effective approach.

Employers may wish to review the fixture schedule alongside their own operational needs, identifying:

Key dates where attendance may be affected
Areas of the business which would require consistent cover
Any client-facing or time-critical work

Where significant dates are identified, these can be addressed in advance through resourcing decisions, temporary cover or adjusted deadlines.

A reactive approach, taken on the morning after a significant fixture, is far less likely to be effective.

Annual leave and competing requests

An increase in annual leave requests around key fixtures is likely; therefore, employers should focus on setting clear expectations in advance, including:

How requests will be prioritised (for example, first-come, first-served)
Any limits on the number of employees who can be absent at the same time
The requirement for leave to be approved in the usual way

Consistency is key, as inconsistent decision-making between teams or management is likely to give rise to complaints and grievances.

Sickness absence and short-notice absences

The “morning after” absence remains one of the most commonly cited concerns during major sporting events, particularly if England reach the later stages.

Employers should remind staff of:

Sickness reporting procedures
Expectations around attendance
The potential consequences of unauthorised absence

At the same time, care should be taken not to make assumptions about whether an absence is genuine. The focus should remain on applying policies fairly and consistently and addressing any concerns based on evidence.

Changes to Statutory Sick Pay, now payable from the first day of absence, mean that even short-term absences may have a greater cost impact than in previous years.

Flexibility and working arrangements

In some cases, a degree of flexibility may be both practical and beneficial, depending on the nature of the role. Employers may consider:

adjusted start and finish times following late fixtures
temporary home working arrangements
allowing employees to make up time

A flexible approach can reduce absence and maintain morale, but it should be applied consistently and with clear expectations as to performance.

Productivity and remote working

Hybrid and remote working arrangements may present additional challenges.

While employees may find it easier to work from home following a late match, employers should ensure that expectations remain clear:

Working time should be used appropriately
Performance standards must be maintained
Unauthorised absence remains unacceptable

Maintaining standards of conduct

Employers should also be mindful of the potential for conduct issues to arise.

Heightened emotions associated with international football can sometimes lead to behaviour that crosses acceptable boundaries, including:

Inappropriate comments linked to nationality or ethnicity
Exclusion of colleagues who do not wish to participate
Conduct outside work that may impact the employer’s reputation

A reminder of existing policies on conduct, dignity at work and social media should be reiterated.

Using the tournament positively

While there are risks to manage, the World Cup can also present an opportunity to support employee engagement and present a positive working environment.

Some employers may choose to:

Screen matches or highlights in the workplace
Organise optional activities or sweepstakes
Introduce informal, time-limited initiatives

Any such arrangements should remain inclusive and entirely optional, with care taken to ensure that employees who are not interested are not disadvantaged.

The approach

The appropriate approach will depend on the nature of the business, its workforce and operational requirements. However, a combination of:

early planning
clear communication
consistent application of policies
proportionate flexibility

is likely to place employers in the strongest position.

How can we help

The 2026 World Cup raises a range of practical workplace issues, from attendance and productivity to conduct and fairness.

We support employers with clear, commercially focused advice to help manage workforce challenges and maintain compliance with legal obligations.

If you would like to discuss how best to prepare your organisation, please contact us.

Darren Smith

Partner, Employment

<script>
document.addEventListener('DOMContentLoaded', function () {
  const deptEl = document.getElementById('acf-author-department');
  const department = deptEl?.dataset?.department;

  if (typeof gtag === 'function' && department) {
    gtag('set', { author_department: department });
  }
});


  window.dataLayer = window.dataLayer || [];
  const dept = document.getElementById("author-department")?.textContent?.trim();
  if (dept) {
    window.dataLayer.push({
      event: "authorDataReady",
      author_department: dept
    });
  }

</script>

View profile Contact Us

Theo Olanrewaju

View profile Contact Us

This reflects the law and market position at the date of publication and is written as a general guide. It does not contain definitive legal advice, which should be sought in relation to a specific matter.