As the 2026 World Cup approaches, American cities are scrambling to accommodate an influx of international visitors. But it is British hotel chains that are leading the charge, announcing major expansions in key host cities. InterContinental Hotels Group (IHG) and Whitbread, owners of Premier Inn, have unveiled plans to add thousands of rooms across New York, Los Angeles, and Chicago. The moves signal confidence in a US travel market rebounding from pandemic lows, but also raise questions about affordability for local workers and residents.
IHG will open 12 new Holiday Inn properties in the tri-state area by spring 2026, creating an estimated 1,500 construction jobs. Whitbread, which already operates 68 Premier Inns in the US, plans to double its footprint, targeting stadium-adjacent sites. “This is about capturing the wave,” said IHG’s Americas chief operating officer, Kathleen Walsh. “World Cup demand will be immense, and we need beds. But we also see lasting potential in US leisure travel.”
Yet the boom highlights stark regional inequalities. In Los Angeles, where hotel room rates have surged 40% since 2020, workers at existing properties are still fighting for a living wage. Unite Here, the hospitality union, has filed multiple grievances over unsafe workloads and inadequate pay. “The World Cup is a cash cow for hotel bosses, but staff are barely scraping by,” said union president Ana Garcia. “We’ve seen this movie before: big events, big profits, crumbs for workers.”
The expansion also puts pressure on housing markets. In Chicago, the influx of new hotels is converting former apartment buildings, exacerbating a shortage of affordable homes. “Every new hotel room is a family that could have had a flat,” said tenant activist Marcus Webb. “We’re not against tourism, but not at their expense.”
Industry analysts note that British chains are especially well-placed to benefit from the World Cup, given their experience with high volume events like the London Olympics. But the same efficiencies that allow them to offer competitive rates also squeeze costs. “These are lean operations,” said hospitality consultant Laura Chen. “They rely on technology and variable staffing. That’s fine for shareholders, but tough for employees.”
With the 2026 tournament still three years away, the race for beds is only beginning. For now, the question remains: who will sleep easy when the final whistle blows?
