The Vital Link in Middle East Construction Standards
For years, workplace construction and interiors projects in the Middle East have been operated against a backdrop where cost and speed were the overriding priorities.
Allon van den Bergh
Managing Director, Middle East
For years, workplace construction and interiors projects in the Middle East have been operated against a backdrop where cost and speed were the overriding priorities. This approach has been fuelled by the region’s rapid development cycle, but times are changing and there’s a palpable shift towards upweighting ESG considerations, improving safety standards and bringing greater transparency across the supply chain. Clients, contractors, and suppliers are beginning to realise that the old model is no longer fit for purpose.
While progress has already been made, an imbalance remains: commercial pressures remain high, but expectations around quality, long-term value and a greater level of responsibility are rising even faster. Balancing those forces is vital and it requires strong leadership, clarity and the willingness to challenge the long-standing belief that the lowest cost should determine the way buildings are designed and delivered. That whole process needs a guardian and a clear strategic direction, and that’s where I firmly believe procurement has an opportunity to flex its might.
It starts with the client
Raising standards is no longer optional, it is business critical. When cost is allowed to overshadow everything else, the risks extend far beyond the balance sheet. Cutting corners jeopardises safety and can lead to incidents that damage reputations and cause significant delays. Poor transparency opens the door to inconsistent quality, unreliable delivery, and fractured trust. Not ideal for a region that is establishing itself as a global leader in construction and innovation.
Much of the improvement to date is being driven by clients who pride themselves on living and breathing their values. They are dictating that every aspect of their global footprint lives up to the same standard; they want workplaces that reflect their values, reinforce their brand and meet global sustainability expectations. Every supplier and contractor must demonstrate that they can uphold those standards, not just during construction, but throughout the entire lifecycle of the project. This desire also echoes through government and legislative direction, so, why aren’t we there yet?
“Every supplier and contractor must demonstrate that they can uphold those standards, not just during construction, but throughout the entire lifecycle of the project"
Consistency is key
At the moment we exist in a world where the vision and objectives for a workplace project are set by a CEO or Managing Director. However, as we transition into execution, and the commercial pressures of procurement and delivery build, this vision can all too quickly be set aside in favour of a cost-driven exercise.
There is a huge oppor tunity here for procurement to step away from its reputation as a purely transactional function and to begin to take on a role where it sits as the guardian of organisational integrity as early as the concept and design stages. Taking this strategic approach means that quality, ESG and compliance occupy equal weighting alongside cost. It also defines a clearer role for procurement in managing supply chain volatility and risk, especially when considering geopolitical factors, fluctuating material costs and long lead times. For this to work, procurement’s role and remit broaden to become a partner from concept to handover. They are the bridge between commercial objectives and corporate responsibility.
Driving improvement through partnership
Success also sits in the hands of companies such as ours; we need to play a role to move the industry forward from intent to execution. It’s no longer just about the design and delivery of a project; we need to take the time to support local contractors and suppliers in understanding why standards must improve. This means working with our partners to ensure they can meet these new requirements. By taking a collaborative approach, rather than leading with the stick, we can drive improvement which will work long term. This education becomes critical as the region embraces recognised global sustainability benchmarks.
Quality frameworks such as LEED, WELL and BREEAM are no longer viewed as optional accolades, they are driving quality and value across real estate. For example, a LEED-certified building loses its integrity if the fit out is executed by partners who can’t meet those standards. Similarly, we need to support the workforce and provide ongoing training to ensure that those standards can be maintained. Clients must set clear criteria from the outset: only those capable of meeting defined quality and accreditation thresholds should be involved in a project.
"The Middle East has a real opportunity to redefine what world-class delivery looks like. The appetite for progress is clear”
Defining and measuring success
To raise standards meaningfully, the industry needs far greater transparency – this means introducing clear KPIs around safety, ESG and material traceability that give every stakeholder a shared understanding of progress. Only then can we build trust across the supply chain and ensure that quality, accountability and delivery are measured with the same rigour as cost. We need to move away from purely transactional engagements and instead focus on the benefits of strategic supplier partnerships.
The Middle East has a real opportunity to redefine what world-class delivery looks like. The appetite for progress is clear. The challenge, and the opportunity, lie in aligning client leadership, strategic procurement and an informed, capable supply chain behind a single set of expectations. If we can balance purpose with performance, the region won’t just meet global standards; it will set them.
Read the full feature in CPOStrategy here.