When Japanese fans made headlines for cleaning up after World Cup matches, most of the attention focused on the fans themselves. But for facility managers, the more interesting story may have started long before the match began.

The World Cup cleanup tradition offers an important reminder: respect for shared spaces starts long before guests arrive. People are more likely to treat a space with care when that space has clearly been prepared with care. Thoughtful design, visible maintenance, accessible amenities and reliable hygiene systems all communicate a simple message: this environment has been intentionally prepared for the people who use it.

As Canada continues to welcome visitors to major sporting events and other large-scale gatherings, that lesson feels especially relevant. Successful facility experiences are rarely the result of quick reactions on event day. They are built through months of planning, investment and operational preparation that anticipate how thousands of people will move through and interact with a space.

The margin between a positive guest experience and a negative one often comes down to decisions made long before the first visitor arrives. Facility leaders cannot control every behavior, but they can create environments that make people feel considered, supported and welcome. And when they do, respect for the space often follows.

Think ahead: preparing for demand before it arrives

Major events don’t create operational challenges; they magnify existing ones. The restroom systems, hygiene infrastructure, and cleaning routines that work during normal operations are put to the test when tens of thousands of visitors arrive at once. That’s why readiness begins long before the event itself.

BC Place in Vancouver offers a useful example. As the venue prepared to welcome thousands of international visitors for major sporting events in 2026, planning began months in advance. More than 1,000 dispensers were deployed throughout the 54,500-seat stadium, including comprehensive coverage across 129 washrooms. But the goal wasn’t simply to install more equipment; it was to build a hygiene infrastructure capable of performing consistently under peak demand.

That kind of preparation requires facility managers to think beyond average usage and plan for the moments that place the greatest strain on a facility. Halftime rushes provide a familiar example. Thousands of visitors may converge on restrooms simultaneously, creating sudden spikes in demand for supplies, waste management, and cleaning services. When facilities are not prepared for those surges, users encounter empty dispensers, overflowing bins and long wait times. Those operational gaps can quickly shape perceptions of the entire venue.

Event readiness also means planning for the full range of people who will use a space. Research shows that 59 per cent of Canadians contend with some form of physical or cognitive challenge that can influence their public restroom experience[1]. That’s not a niche audience – it represents a significant portion of facility users. Accessible dispenser placement, intuitive signage, touch-free solutions, clear wayfinding, and well-maintained spaces all contribute to an environment that works for more people, especially during periods of peak traffic.

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At BC Place, high-capacity systems helped reduce the frequency of refills during the busiest periods, allowing custodial teams to focus on maintaining cleanliness and supporting the guest experience rather than constantly restocking supplies. For facility managers, that’s the broader lesson: preparation isn’t about avoiding every challenge. It’s about putting systems, infrastructure and teams in a position to perform when demand is at its highest.

Readiness reflects leadership

Preparing for peak demand is only one part of the equation. The larger challenge is ensuring the systems, people, and processes behind the facility are ready to perform when that demand arrives.

For facility managers, readiness is rarely defined by a single product or cleaning procedure; it is reflected in a series of decisions that work together to create a consistent experience under pressure. Supply chains must be able to respond to unexpected surges. Waste management systems must be designed for peak traffic, not average use. And teams need the tools and resources necessary to maintain standards when activity is at its highest.

None of these decisions are especially visible on event day. Yet together, they determine whether visitors encounter a facility that feels prepared, organized and capable of meeting their needs.

These decisions may not be visible to guests, but their impact certainly is. Visitors notice when spaces feel organized, accessible and well-maintained. They notice when supplies are available, traffic flows smoothly and facilities remain clean despite heavy use. Those outcomes are not accidental – they are the result of preparation.

For facility leaders, that is where readiness becomes leadership. The goal is not simply to respond when problems arise. It is to anticipate challenges, remove barriers and create the conditions for a positive experience before the first guest arrives.

The bottom line: respect starts before arrival

The World Cup cleanup story captured attention because of what happened after the match ended. But for facility managers, the more valuable lesson lies in everything that happened beforehand.

Visitors are more likely to respect spaces that clearly demonstrate care, preparation and consideration. That starts with infrastructure that can withstand peak demand. It continues with hygiene systems that support a wide range of user needs and operational plans that help teams succeed under pressure. Together, those choices shape how people experience a facility from the moment they arrive.

For Canadian facility managers, the takeaway is straightforward: readiness is not measured by how quickly a team reacts when challenges emerge. It is measured by how effectively those challenges were anticipated in the first place.

Respect for a space begins long before a guest walks through the door. It is built through thoughtful planning, intentional design and the operational decisions that make positive experiences possible. When those elements are in place, visitors notice. And the way they experience – and ultimately treat – a space often reflects that preparation.

Christine FitzPatrick is Regional Activation Manager at Essity, a global leader in hygiene and health. She brings experience in marketing and brand activation, focusing on driving visibility and engagement for the Tork brand across North America. She brings strategy to life through impactful campaigns and experiences, working closely with cross-functional teams and industry partners to drive business growth. 

[1] Tork Insight Survey 2025, conducted in US, UK, Germany, France, Mexico, Canada, Australia, Spain, Sweden, Netherlands and Poland among 11,500 people from the general public and 1,000 cleaning staff.