As we enter 2026, the landscape of work continues to evolve at a rapid pace.  Transformational breakthroughs are reshaping the facilities management  (FM) industry in the Middle East and redefining its workforce.  Technological shifts, geoeconomic fragmentation, economic uncertainty,  demographic changes, and the green transition— individually and  collectively—are among the major forces expected to shape and transform the Middle East FM labor market by 2030. 

These macro trends will affect job roles, skill requirements, and workforce transformation strategies. As a result, FM employers will face increasing  pressure to plan, invest, and adapt their workforce strategies throughout the 2026–2030 period. 

Growing digital access is becoming the most critical enabler for new technologies that will transform the FM business in the region. Artificial intelligence, and advanced information processing, Robotics and autonomous systems, Energy generation and storage solutions, are expected to have the greatest impact. These innovations will create a significant challenge for FM companies as they compete to find employees capable in operating both mechanical and digital systems, and also managing the integration of IT and OT systems. 

Looking further ahead, some observers expect that generative Al could empower less specialized employees to perform a greater range of "expert" tasks - expanding the possible functions of roles such as white collar jobs and blue collar jobs. Similarly, the technology could equip skilled professionals such as Electricians or Engineers with the FM world's forefront knowledge - enabling them to solve complex problems more efficiently. Outcomes such as these - which create genuine shifts in the quantity or quality of output - are more likely to come about if technology development is focused on enhancing rather than substituting for human 

capabilities. However, without appropriate decision-making frameworks, economic incentive structures and possibly government regulations, there will be a risk that technological development will be focused on replacing human work, which could increase inequality and unemployment. 

Furthermore, the increased efforts and investments to reduce carbon emissions and achieve the 17 sustainability goals will pose an additional challenge for Middle Eastern governments who will enforce stricter regulations which will drive FM providers to deliver more sustainable  outcomes by upskilling and reskilling in areas such as energy auditing, carbon reporting, high-efficiency cooling systems, waste-management compliance, ESG reporting, and new EHS standards and will also drive them to shifting from basic operational training to a more holistic competency based framework. 

On the other hand and without doubt, the heart of production is not found in machinery or technology, but in the people who lead and operate within the production environment. And accordingly FM companies must be proactive in designing strategic and structured career pathways that retain skilled frontline workers and professionals. Such efforts are essential to reduce employee turnover and avoid the financial implications and workforce instability. At the same time, investing in personalized career development, prioritizing employee well- being, and fostering long-term training programs will not only prepare the workforce for the future, but will also enable them to actively shape it. 

FM companies that succeed in making this fundamental shift will not only enhance their productivity and innovation but will also secure long-term competitive advantages and by this approach, staff retention becomes not just a measure of stability, but a strategic imperative. 

Last but not least, despite all these challenges, it is clear and remarkable that Middle Eastern policymakers, FM providers, and associations—such as MEFMA, IFMA, and ISSA—along with institutes like Leorone Institute, academic organizations like Save fast and Seeds Academy, FM consulting companies such as Qualiserv, industry magazines and even universities like the University of Dubai, are playing a crucial role in creating a self-sustaining ecosystem for 

The FM industry and their collective efforts will help to build resilient, sustainable, and human-centric cities across the region and elevate the function and the state of FM from an operational support to a strategic value creation.

About the author

Nabil Beckdash is the Chief Operating Officer at Tanzifco Kuwait.