Turnover was up 14% at 拢1.97bn (2015: 拢1.73bn), of which 拢517m was generated outside of the UK.
Construction accounted for 84% of group revenue, generating 拢1.67bn turnover (2015: 拢1.42bn).
Turnover from the consultancy business was down 8% at 拢229m (2015: 250m), accounting for 11% of the group total.
Facilities management (Macro) generated the remaining 5% -拢94m
Executive chairman Stephen Pycroft said that 2016 had been a 鈥榗hallenging鈥� year. 鈥淎 small number of our projects were, for a variety of reasons, harder to deliver than first envisaged,鈥� he said, but did not elaborate on which specific problems had caused the problems.
Issues faced included 鈥渉igh risk projects, incomplete designs and a reliance on the performance of our construction partners鈥�.
Mr Pycroft said: 鈥�2016 has taught us some very valuable lessons and as a result, we have put in place additional measures to prevent these problems happening again.鈥�
Chief executive Mark Reynolds added: 鈥淎fter a number of years of tremendous growth, it is fair to say that 2016 was a mixed 12 months for Mace. Whilst our turnover grew to 拢1.97bn our profits fell to 拢10.7m, which is below our 2020 target. This was due to a small number of challenging construction projects which were secured at the end of the recession. There are many lessons to be learnt and I would like to thank all of my colleagues for their commitment to delivering outstanding buildings in what are sometimes very difficult circumstances.鈥�
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