It is 2026 and cleaning & soft facilities management are no longer operating quietly in the background of organisations. They are moving decisively into the strategic foreground, shaped by converging pressures around cost, consistency, sustainability, technology, and human experience. What once functioned as a collection of site-level services is rapidly maturing into an interconnected operating system—one that directly influences resilience, reputation, and long-term value. 

From a system-level perspective, the most defining shift is structural. As Seifeddine Beldi, Commercial Head at Fine Solutions, observes, organisations are moving away from fragmented delivery models toward integrated, standardised frameworks that offer greater transparency and control across multi-site portfolios. Cleaning is increasingly embedded within broader FM ecosystems, governed by aligned KPIs, outcome-based contracts, and data-driven oversight. In this model, scale is achieved not by adding labour, but by redesigning processes and workflows with discipline and intent. 

Technology, meanwhile, has crossed an important threshold. Smart dispensers, connected equipment, robotics, and digital quality platforms are no longer experimental add-ons—they are becoming economic levers. Their value in 2026 lies less in innovation theatre and more in measurable gains: productivity optimisation, waste reduction, and predictable cost-to-serve. Data is reshaping how labour is deployed and how performance is assessed. 

From the facilities management lens, Dr. Hassam Chaudhry of Heriot-Watt University highlights a parallel evolution. FM is being recognised as a value-driving discipline central to organisational performance, ESG delivery, and occupant wellbeing. Smart buildings, predictive maintenance, integrated FM models, and human-centric design are redefining expectations of the built environment, particularly across fast-developing markets in the Middle East. 

Taken together, the projected trends for 2026 point to an industry that is more complex, but also more clearly defined. Success will belong to organisations that think systemically, operationalise sustainability, embrace technology with purpose, and move partnerships beyond price toward long-term value creation. 

A system-level perspective by Seifeddine Beldi, Commercial Head at Fine Solutions, the Away-from-Home division of Fine Hygienic Holding 

As we move into 2026, the commercial cleaning and facilities management industry is no longer evolving at the margins. It is being reshaped by a convergence of operational, technological, and economic forces that are already influencing how institutions think about performance, resilience, and growth. Across hospitality, healthcare, aviation, education, and large commercial environments, cleaning is increasingly viewed not as a standalone service, but as part of a broader operating system. 

Operating models are being re-architected 

One of the most visible shifts is the move away from fragmented, site-by-site service delivery toward more integrated and standardized operating models. Organizations managing complex, multi-location portfolios are seeking greater consistency, transparency, and control. Cleaning is increasingly embedded within broader facilities management frameworks, supported by clearer governance, aligned KPIs, and outcome-based expectations. In this environment, scale is achieved less through additional resources and more through disciplined system design. 

Technology is becoming an economic lever 

Technology adoption has also entered a more mature phase. Smart dispensing, connected equipment, robotics, and digital quality platforms are no longer pilots; they are becoming foundational. The real value, however, lies in how these tools are used. Leading organizations are redesigning workflows around data, using real-time insights to optimize labor deployment, reduce waste, and improve predictability. In 2026, technology is increasingly assessed by its impact on productivity and cost-to-serve, rather than its novelty. 

Sustainability is being operationalized 

Sustainability expectations continue to rise, but the conversation has shifted from intent to execution. Institutional buyers are embedding environmental criteria into procurement, contracts, and performance reviews. Reduced consumption, certified products, lower environmental impact, and transparent reporting are becoming standard requirements. In practice, sustainability in 2026 is about disciplined operational choices that improve efficiency, reduce risk, and support long-term value creation. 

Value creation is redefining partnerships 

Perhaps the most important shift is how value is defined between customers and service providers. Organizations are increasingly looking for partners who understand their operating context, can articulate total cost of ownership, and are willing to co-design solutions over time. This favors providers who combine operational expertise with strategic perspective and who can move discussions beyond unit price toward long-term outcomes. 

Looking ahead, the commercial cleaning industry in 2026 is not becoming simpler, but clearer. Organizations that treat facilities services as a system, align people, processes, and technology around outcomes, and focus on value creation rather than activity will be best positioned to perform and grow in an increasingly demanding environment. 

The FM Perspective by Dr. Hassam Chaudhry, Associate Professor at Heriot-Watt University, Dubai 

As we move into 2026, the facilities and commercial services industry is undergoing a fundamental shift, one that places strategic facilities management at the centre of organisational performance, sustainability, and occupant wellbeing. No longer viewed solely as a linear operational function, facilities management is increasingly recognised as a value-driving discipline that supports business continuity, talent retention, and long-term asset resilience. 

Integration of smart technologies across commercial spaces 

One of the most prominent trends shaping the industry is the integration of smart technologies across commercial spaces. The adoption of IoT-enabled building systems, predictive maintenance tools, and data-driven dashboards is transforming how facilities are monitored and managed. These technologies allow facility leaders to move from reactive approaches to proactive decision-making, optimising energy usage, extending asset life cycles, and improving user experience across workplaces, healthcare facilities, and mixed-use developments. 

Sustainability and ESG Commitments 

Sustainability will remain a defining priority in 2026, driven by regulatory pressures, ESG commitments, and heightened stakeholder expectations. Facilities strategies are increasingly aligned with net-zero goals, focusing on energy-efficient systems, water conservation, waste reduction, and responsible procurement. Importantly, sustainability is no longer treated as a compliance exercise but as a long-term investment that enhances asset value and organisational reputation, particularly in markets such as the Middle East, where sustainable urban development is accelerating. 

Human-centric facilities design and management 

Another significant trend is the growing emphasis on human-centric facilities design and management. Post-pandemic workplace evolution has reinforced the need for environments that support wellbeing, flexibility, and productivity. Facilities professionals are playing a key role in shaping adaptive spaces, integrating indoor air quality monitoring, ergonomic design, and multi-functional layouts that respond to evolving work patterns while fostering collaboration and inclusivity. 

A shift towards integrated facilities management (IFM) models 

The industry is also witnessing a shift towards integrated facilities management (IFM) models, where service delivery is streamlined through coordinated governance, digital twinning platforms, and performance metrics. This approach enables organisations to achieve greater efficiency, transparency, and consistency across portfolios, while allowing facility leaders to focus on strategic outcomes rather than fragmented service oversight. 

Looking ahead, the role of facilities professionals will continue to evolve, from operational managers to strategic advisors. In 2026, success in the facilities and commercial services industry will be defined by adaptability, technological fluency, and a clear focus on creating resilient, sustainable, and people-first environments that support organisational growth in an increasingly complex world. 

A Futuristic Perspective by Julian Khalil, Managing Director, Farnek Services 
Projected Trends in Commercial Cleaning – 2026 

Data-Enabled Decision-Making in Complex Facilities 

In large and complex environments such as airports, commercial cleaning can no longer rely on fixed plans or static assumptions. Passenger flows, occupancy patterns, asset usage, and service expectations change constantly. As a result, cleaning performance increasingly depends on how well teams understand what is actually happening inside a facility at any given time. 

Different data points — footfall, task completion, quality observations, complaints, attendance, and asset condition — already exist in most operations. The real value of data emerges when they are connected and interpreted together. When used correctly, this information supports better day-to-day decisions: adjusting deployment dynamically, prioritising critical areas, and responding earlier to emerging issues. The objective is not to simply collect data, but to use it to improve consistency, responsiveness, and the overall experience of the facility. 

Hybrid Operating Models and Productivity Management 

Hybrid operating models that combine people, autonomous cleaning machines, and digital supervision are becoming an established part of modern cleaning operations, particularly in large assets such as airports. Robots increasingly handle repetitive, high-coverage tasks, while trained staff focus on detailed cleaning, user interaction, and operational oversight. 

As these models scale, attention naturally shifts from adoption to productivity management. The key challenge is understanding output: how performance is measured, how human and robotic productivity can be compared objectively, and how resources are adjusted based on actual results. Organisations that manage hybrid productivity within one coherent operating framework are better positioned to deliver stable performance, transparency, and long-term scalability. 

Sustainability as a Measurable Performance Dimension 

Sustainability is increasingly becoming a core performance expectation rather than a separate initiative. For cleaning operations, this means understanding and managing their impact on resources, waste, and a building’s daily performance. Cleaning teams operate close to where materials are consumed, waste is generated, and user behaviour is visible. 

Rather than focusing on reporting alone, the emphasis is now shifting toward measuring impact. Whether through improved waste segregation, reduced contamination, or better coordination with food services and tenants, cleaning operations can contribute to tangible sustainability outcomes. The critical question is no longer whether sustainability matters, but whether services are structured to measure and influence it positively in a practical, operational way. 

In 2026, success in commercial cleaning will be defined by having an in-depth understanding of facilities, using data intelligently, and managing people, technology, and resources in a coherent and practical manner.