Mace Operate

Provider Performance Score


Mace Operate

Location of headquarter:

London, UK


Ross Abbate

Parent organization:

Mace Group

Global revenue:

€69 mln.

Revenue in facility services w.r.t. organization’s total revenue:

0% - 25%

Number of employees globally:



Selection of clients: *

Colt Technology Services, Signify

*Organisations mentioned here have not necessarily participated in the survey.

Core competencies

  1. People-oriented
  2. Innovative
  3. Analytical
  4. Teamwork/collaboration
  5. Communicative
  6. Involved
  7. Results-oriented
  8. Efficient
  9. Decisive
  10. Results oriented

Mace’s Operate division is one of the four Engines (business units) of the British based multinational, Mace Group. Mace Operate (hereafter Mace) carries out Facility Management activities and was set up in 2002. Mace delivers management-led facility management solutions to its international clients. Key to Mace’s international growth has been the long-term partnership with their client Invesco in which the scope of work expanded from the United Kingdom towards Europe, into North America and to Asia Pacific. Today Mace competes on a global scale and operates in over 45 countries. In Mace’s words: ‘We are small enough to care, but big enough to deliver’.

Mace’s organisational strategy

Mace has the ambition to become a ‘purpose-driven business’, by delivering its Facility Management operations in a sustainable, innovative and safe way. As a part of this strategy, Mace seeks close collaboration with client organisations to find effective ways to deliver the services they need. That means adopting suitable technologies and approaches that focus on creating fitting end-user experiences in a sustainable and effective way. Equally, Mace aims to become the most inclusive employer of choice in the industry.

By working closely together with Mace’s wider Engines (i.e. Mace’s other divisions), Mace focusses on expanding their presence in established markets (i.e. UK, Middle East and North America) and targeting sustainable growth in target markets, such as Asia-Pacific.

Distinguishing from the competition

Mace provides a delivery model that differentiates them from their competitors, by carrying out a management-led approach. In this model, Mace delivers its services through a mixture of self-performed activities (e.g. management, helpdesk, reception) and, to a larger extend, subcontracted activities of individual service lines (e.g. maintenance, cleaning, security). These services are being delivered by Mace’s specialist service partners (subject-matter experts in their own fields of expertise). Mace can work with any supplier, including client nominated suppliers, under either a managing agent or a principle contractor agreement.

Major developments in the international landscape

Mace observes that many clients focus on workplace change programmes to ensure a productive and attractive work environment. Those environments help them to remain an employer of choice and to retain the best talent in the industry. Also, clients are looking for consistency and flexibility across their international portfolios. Mace acts on these developments by providing an agile and flexible delivery model: an independent management organisation that integrates the most suitable specialist service partners into the service provision.

Servicing international clients

Mace’s portfolios are structured vertically, indicating that operations are not organized on a country/regional level, but on account level. Teams working for client organisations report back to a central Account Leader who leads the whole account. This method ensures that teams in different countries do not report to a separate country manager. Typically, operations across borders will have teams reporting jointly to a local country manager and to the relevant Account Manager.


Alignment with the core business
Integration of services
Operational excellence
Innovation and continuous improvement
Reporting and financial management
Relationship and collaboration

Global presence

The visualisation denotes the FM service provider’s global presence based on its revenue realised in the corresponding regions in 2021.

Not active
< 10%
10 – 25%
26 – 50%
> 50%

Cultural model

The culture description of the organisation was created by having the participating provider complete a questionnaire. The culture model used is based on the Organizational Culture Assessment Instrument (OCAI) model of Quinn and Cameron. In this model, a division has been made of four corporate cultures that indicate the way in which an organization works. Read a short explanation per company culture here.

Service categories

Food Services

(e.g. catering, vending, banqueting)
Mostly or always subcontracted

Cleaning Services

(e.g. office cleaning, industrial/cleanroom cleaning, waste management, sanitary supplies)
Mostly or always subcontracted

Hospitality Services

(e.g. reception, contact center, meeting center, hospitality hosts)
Partially selfprovided and partially subcontracted

Document Management Services

(e.g. (digital) mailroom, archive, in/outbound courier)
Mostly or always subcontracted


(e.g. handyman, building, installation, industrial)
Mostly or always subcontracted


(e.g. physical, ERT)
Mostly or always subcontracted

Facility Management Services

(e.g. operational coordination, service desk, contract management, client management)
Mostly or always selfprovided

Real Estate Services

(e.g. advisory, transaction, project management, workplace management)
Partially selfprovided and partially subcontracted
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