Can the FIFA World Cup 26 be Sustainable?

The FIFA World Cup arrives in North America at an unprecedented scale – 48 teams, 16 host cities and matches spanning the United States, Canada and Mexico, with FIFA analysis in 2025 projecting that the tournament would drive US$30.5bn in economic output and create 185,000 jobs in the US in 2026.

For organisers, partners and host cities, it is a live, high-stakes test of whether sustainability can be delivered across a deeply complex, multi-system environment without compromising fan experience.

“We at FIFA are all committed to working in collaboration with our stakeholders to prioritise the sustainability of our operations and ensure that human rights are respected throughout all phases of the tournament,” says Mattias Grafström, FIFA Secretary General.

The sustainability impact of operational fragmentation

Unlike single-city or even single-country tournaments, the 2026 World Cup introduces a new level of operational fragmentation. Energy grids vary by region, transport systems are governed locally, supply chains stretch across borders, regulation differs by state and venue standards differ significantly. 

Alongside individual optimisation, the challenge is to reduce friction between them – aligning energy, mobility, food systems, retail and venue operations into a cohesive, responsive whole. Delivering the event is a mammoth challenge. Is delivering it sustainably possible? It remains to be seen.

Transport and mobility: orchestrating movement at scale

If energy is the backbone of the tournament, mobility is its circulatory system. Moving millions of fans across vast distances – often between cities separated by thousands of miles – represents one of the largest sources of emissions and one of the most visible aspects of the fan experience.

Here, partnerships between automotive manufacturers, airlines and host-city transport authorities are central. Hyundai-Kia, alongside airline partners and municipal transit systems, are working to coordinate fleet planning, modal integration and demand management in ways that reduce congestion and emissions while improving accessibility.

At the city level, this means synchronising match schedules with public transport capacity, deploying low- and zero-emission shuttle fleets and using digital platforms to guide fans toward the most efficient routes. Real-time data again plays a critical role: by analysing ticketing information, traffic flows, and transit usage, operators can dynamically adjust services – adding capacity where needed and smoothing peak demand.

On a broader scale, airline partnerships are exploring route optimisation and load factor improvements to reduce per-passenger emissions for international travel. While aviation remains a significant challenge, incremental gains in efficiency – combined with better coordination of arrival and departure patterns – can meaningfully reduce the overall footprint.

Perhaps most importantly, mobility strategies are being designed with the fan journey in mind. Seamless, well-coordinated transport not only lowers emissions but also enhances the overall experience, reducing wait times, confusion and stress.

FIFA’s social impact and climate strategy

FIFA’s Strategic Objectives for the Global Game: 2023-2027 – which encompasses the wider organisation as well as the World Cup – covers 11 focus areas, with ESG sitting at number six: “focus on social responsibilities, in particular human rights and climate-related aspects.”

“FIFA’s social impact campaigns will showcase the FIFA World Cup as a powerful celebration of unity, diversity and shared passion,” says FIFA President Gianni Infantino. 

“Through our Football Unites the World, No Racism and Be Active campaigns, FIFA is aiming to use football’s unique power to build bridges and convey a strong message to promote peace, education, anti-racism and a healthy lifestyle.

“We invite the global football community to join us and champion these fundamental causes that transcend football and the FIFA World Cup.”

At COP21 in 2021, the FIFA Climate Strategy was published, with the goal of making football climate-resilient and mitigating the organisation's impact on climate change. Consisting of four pillars and three key goals, the strategy aims to “put FIFA on the path to climate-friendly performance, thus protecting FIFA’s tournaments from the negative climate change impacts and ensuring climate- resilient football development across FIFA operations and events by 2040,” according to the organisation’s website.

FIFA climate strategy: four pillars

• Educate the global football workforce on climate-related impacts and climate-friendly solutions.
• Adapt football regulations and activities to be more resilient to current and anticipated impacts of climate change.
• Reduce the carbon emissions of FIFA and football to contribute to the Paris Agreement and the UNFCCC Sports for Climate Action Framework objectives.
• Invest in climate protection and support football stakeholders with access to know-how to tackle the impacts of climate change.

The organisation has pledged to achieve 50% carbon emissions reduction by 2030 and reach net zero by 2040.

“Football also has the power to radically shift mindsets on climate change and mainstream climate action,” explains Isha Johansen, FIFA Council member.

“We have a huge, attentive audience and it is our duty to amplify these key messages. We will help educate fans on climate change and encourage them to play their part in protecting the planet and the beautiful game. We have a moral, urgent duty to accelerate our action. 

“Our commitment to protecting our climate remains unwavering.”

Waste, food and circularity

Few aspects of a mega event generate as much visible impact as food, packaging and merchandise. With millions of attendees consuming food and beverages and purchasing branded goods, the World Cup presents both a challenge and an opportunity to demonstrate circularity at scale.

Major partners including Coca-Cola, AB InBev, McDonald’s, Diageo and Fanatics – alongside local suppliers – are working to redesign how materials flow through venues. The focus is on reducing single-use packaging, increasing recyclability and ensuring that waste is effectively captured and processed.

This begins with product and packaging design. Lightweight, recyclable or reusable materials are being prioritised, with standardisation across vendors helping to simplify waste streams. In practice, this might mean aligning cup formats across beverage providers or using clearly identifiable materials that are easy to sort.

Operationally, venues are implementing more sophisticated waste-segregation systems, supported by clear signage and fan-engagement initiatives. Back-of-house processes are equally important: ensuring that collected materials are actually recycled or composted requires coordination with local waste infrastructure and service providers.

Food systems are also under scrutiny. Efforts to reduce food waste – through better demand forecasting, portion control and redistribution – are being paired with a broader shift toward more sustainable menu options. While the scale of the event makes perfection unlikely, even marginal improvements can translate into significant absolute reductions.

Retail and merchandising add another layer of complexity. Fanatics and other partners are exploring more sustainable materials, on-demand production models, and logistics strategies that minimise overproduction and excess inventory.

Energy and venue operations: from efficiency to intelligence

As lead energy sponsor, Aramco is positioned at the centre of one of the tournament’s most critical systems: powering venues reliably while reducing emissions and operational waste. But the scale and geographic spread of the event means traditional approaches to energy management – focused on static efficiency gains – are no longer sufficient.

Instead, the emphasis is shifting toward dynamic optimisation. Real-time monitoring systems are being deployed across venues to track energy consumption patterns, identify inefficiencies and enable rapid operational adjustments. These systems integrate data from lighting, HVAC, broadcast infrastructure and crowd-density sensors, allowing operators to match energy supply more precisely to demand.

For example, during periods of fluctuating attendance – such as staggered arrivals or early departures – venue systems can automatically adjust lighting and cooling loads, reducing unnecessary consumption without affecting comfort. Similarly, predictive analytics can anticipate peak demand periods, enabling pre-emptive load balancing and reducing strain on local grids.

This approach transforms energy management into an active decision-making tool. Venue operators are no longer reacting to conditions after the fact; they are continuously optimising performance using real-time data.

Crucially, this also creates a foundation for longer-term impact. The infrastructure and digital systems developed for the tournament can remain in place, supporting ongoing efficiency improvements in stadiums and surrounding districts long after the final whistle.

Sustainability at the 2026 World Cup

When it comes to translating the organisation’s wider sustainability strategy into the tournament, partners and regional heads – including Meghna Tare, Chief Sustainability Officer for FIFA Host City Dallas – are playing a large role. 

“This has been a privilege,” Meghna says. “Not everyone gets to be part of something this significant. I just want Dallas to shine on the world stage – and do it responsibly.”

Across all 16 host cities, a collaboration between FIFA and the Arbor Day Foundation aims to plant one million trees. The reforestation project will deliver 19 forest projects and 20 community planting events, supported by 24 local partners and is projected to span more than 2,000 acres, roughly equivalent to 1,000 football pitches.

“This can’t be just for two months,” Meghna explains. “What we do now must set the stage for future events. It’s about legacy and learning.”