Key Points
- LHC Procurement Group has appointed 155 contractors to its £2.34bn Public Buildings Construction and Infrastructure framework, known as PB4.
- The four-year framework covers public-sector projects across England, Scotland and Wales and runs until 2 November 2030.
- Approximately 75% of the appointed suppliers are small and medium-sized enterprises (SMEs).
- The framework succeeds the previous PB3 arrangement and provides public bodies with access to pre-qualified construction and infrastructure suppliers.
- PB4 covers five workstreams: new-build construction, refurbishment, civil infrastructure, combined new-build and refurbishment, and hard facilities management.
- The framework is divided into 10 lots, with different project-value bands across its construction workstreams.
- National contractors appointed include Kier, Willmott Dixon, Galliford Try, Morgan Sindall Construction, Tilbury Douglas, VINCI Construction UK, Farrans and Robertson Construction Group.
- A dedicated hard facilities management workstream has been introduced for the first time, extending the framework to ongoing building maintenance and the management of fixed infrastructure.
- LHC Procurement Group says the framework responds to public-sector pressures involving ageing buildings, maintenance requirements and safety and regulatory obligations.
- The organisation has highlighted its verification under Constructing Excellence’s Constructing the Gold Standard scheme and its social-value commitments through the Community Benefit Fund and partner charities.
LHC Procurement Group has appointed 155 contractors to its £2.34bn Public Buildings Construction and Infrastructure framework, known as PB4, establishing a four-year procurement route for public-sector construction, refurbishment, civil infrastructure and facilities management projects across England, Scotland and Wales. The framework, which runs until 2 November 2030, replaces the previous PB3 arrangement and brings together national contractors, regional businesses and small and medium-sized enterprises (SMEs). According to LHC Procurement Group, around 75% of the appointed suppliers are SMEs. The new arrangement also introduces a dedicated hard facilities management workstream for the first time, allowing public bodies to access suppliers for the ongoing maintenance and operation of their buildings.
What is the £2.34bn PB4 framework announced by LHC Procurement Group?
The Public Buildings Construction and Infrastructure framework, known as PB4, is a procurement arrangement operated by LHC Procurement Group for public-sector construction and infrastructure projects.
As reported by The Construction Index in its 13 November 2026 article, LHC appoints 155 to £2.34bn framework, the organisation has appointed 155 contractors to the arrangement. The framework is intended to give public-sector organisations access to suppliers that have been assessed and approved to deliver a range of building and infrastructure requirements.
New Civil Engineer, reporting on 12 November 2026 in its article Full list of 155 contractors appointed to £2.34bn public buildings and civils framework, described PB4 as a four-year procurement framework worth up to £2.34bn. It also confirmed that the arrangement replaces LHC Procurement Group’s previous PB3 framework.
The £2.34bn figure represents the stated overall value of the framework, not a guaranteed amount of public-sector expenditure or confirmed revenue for the appointed contractors. The actual value of work awarded will depend on the projects commissioned by participating organisations and the procurement processes used to appoint suppliers.
For public bodies, the framework offers an established route to identify contractors for projects without having to begin every procurement exercise from the beginning. The appointed suppliers have passed the framework’s selection process, although individual projects will still be subject to the relevant requirements and contract arrangements.
How long will the framework operate, and which regions does it cover?
PB4 is scheduled to operate for four years, ending on 2 November 2030. Its geographical coverage includes England, Scotland and Wales.
The arrangement is designed to support public-sector organisations across these nations with construction and infrastructure requirements of different sizes and levels of complexity.
According to The Construction Index, the appointed suppliers include national contractors and regional businesses. This combination is intended to strengthen delivery capacity for public-sector clients while supporting local economies.
New Civil Engineer also reported that suppliers will be selected through LHC Procurement Group’s regional procurement alliances. These include the Midlands, London and South East, Northern Procurement Alliance, South West Procurement Alliance, Scottish Procurement Alliance and Welsh Procurement Alliance.
The regional structure gives the framework a geographical dimension, allowing public bodies to access suppliers through the relevant procurement arrangements. It also brings together businesses with different areas of expertise and delivery capabilities.
What are the five workstreams covered by PB4?
According to Building Better Healthcare, in an article by Alexa Hornbeck published on 13 November 2026, PB4 is organised into five workstreams and 10 lots. The workstreams cover different types and values of public-sector construction and property requirements.
1. New-build construction
The first workstream covers new-build projects, with two value bands: projects worth up to £1m and those valued between £1m and £2.5m.
This provides public-sector organisations with access to contractors for the development of new buildings within the specified project ranges.
2. Refurbishment
The second workstream covers refurbishment projects, also divided into projects worth up to £1m and those valued between £1m and £2.5m.
Refurbishment is an important part of public-sector estate management because many organisations operate buildings that require repairs, improvements or adaptation to meet changing operational needs.
The scope reported by Building Better Healthcare includes the refurbishment and restoration of existing properties, including listed buildings.
3. Civil infrastructure
The third workstream is dedicated to civil infrastructure. It includes projects valued up to £2.5m and projects exceeding £2.5m.
Building Better Healthcare reported that associated civil engineering activities may include demolition, site preparation, highways, drainage and utilities.
This extends the framework beyond building construction, giving public bodies access to suppliers for infrastructure-related works.
4. Combined new-build and refurbishment projects
The fourth workstream brings together new-build construction, refurbishment and associated services.
It covers three project-value bands: £2.5m to £10m, £10m to £25m, and projects exceeding £25m.
This provides a route for public-sector organisations with larger or more complex building requirements. The inclusion of combined projects also recognises that some developments may involve several types of construction activity.
The delivery of these projects requires coordination across contractors, suppliers, technical teams and public-sector clients. Effective Project Management is therefore relevant to the planning, coordination and monitoring of construction programmes, particularly where several work packages or project phases must be managed together.
5. Hard facilities management
The fifth workstream covers hard facilities management across all project values.
This is a significant addition to PB4 because it extends the framework beyond the construction or refurbishment of buildings to include the ongoing maintenance of buildings and their fixed infrastructure.
Hard facilities management can involve the maintenance of technical building systems and physical assets needed to keep properties operating safely and effectively.
The dedicated workstream gives public-sector organisations access to suppliers for these continuing requirements, rather than limiting the framework to capital construction projects.
This aspect of the arrangement is directly connected to Facilities Management, particularly the responsibilities involved in maintaining public buildings and their technical systems throughout their operational life.
Which contractors have been appointed to the PB4 framework?
The 155 appointed contractors include national construction groups, regional building companies and specialist suppliers.
The Construction Index identified Kier, Willmott Dixon and Galliford Try among the national contractors included in the framework.
Building Better Healthcare also named Morgan Sindall Construction, Tilbury Douglas, VINCI Construction UK, Farrans, Robertson Construction Group, McLaughlin & Harvey and McPhillips among the larger construction businesses appointed.
The wider supplier list includes businesses such as Baxall Construction, Beard, GMI Construction Group, Guildmore, Heron Bros, Kori Construction and Neilcott Construction.
The appointments are spread across LHC Procurement Group’s regional procurement alliances. New Civil Engineer published a breakdown of the appointed suppliers by regional alliance, covering the Midlands, London and South East, the North, the South West, Scotland and Wales.
Galliford Try separately announced on 12 November 2026 that it had secured a place on all 10 lots of the framework across the regions in England, Wales and Scotland. In its company announcement, Galliford Try said it had also been selected for the hard facilities management element.
Bill Hocking, chief executive of Galliford Try, said: “Pursuing opportunities through high-quality public sector frameworks is a key part of our Sustainable Growth Strategy and we are delighted to be working with our partners at LHCPG to deliver their pipeline for their clients.”
The range of appointed suppliers gives public-sector clients access to businesses with different geographical coverage, specialisms and project capabilities. However, appointment to the framework does not guarantee that a contractor will receive work. Individual opportunities will depend on client requirements and the applicable procurement process.
Why do SMEs account for 75% of the appointed suppliers?
One of the notable features of PB4 is the proportion of small and medium-sized enterprises among the appointed contractors.
LHC Procurement Group reported that approximately 75% of the approved suppliers are SMEs. The remaining appointments include larger national and regional contractors.
The proportion indicates that smaller businesses form a substantial part of the framework’s supplier base. SMEs can provide specialist construction services, regional delivery capacity and local knowledge, all of which may be relevant to public-sector projects.
Their inclusion also creates a route through which smaller contractors can be considered for public-sector work alongside established national businesses.
The framework’s regional procurement structure is relevant to this approach because it brings together suppliers operating in different parts of the country. Public bodies can consider contractors with the capabilities and geographical presence suited to their requirements.
However, the number of SME appointments should not be interpreted as a commitment to award a particular proportion of the framework’s total value to smaller businesses. The actual distribution of work will depend on project demand, supplier selection and the terms of individual contracts.
Why has LHC introduced a dedicated hard facilities management workstream?
The introduction of a dedicated hard facilities management workstream is one of the principal changes in PB4 compared with the previous arrangement.
As reported by The Construction Index, the new workstream gives public-sector organisations access to suppliers for the ongoing maintenance of their buildings.
Graham Collie, LHC Procurement Group’s director of product innovation, said public-sector clients were facing a combination of ageing assets, maintenance pressures and stringent safety and regulatory requirements.
He said: “It is increasingly important to think beyond the point at which a building is completed or refurbished. Public bodies need reliable access to competent contractors that can help keep assets safe, compliant and performing effectively over time. PB4 has been designed with this in mind.”
The comments underline the distinction between completing a construction project and maintaining a building throughout its operational life.
Public buildings require continued attention after construction or refurbishment. Their physical infrastructure and technical systems must be maintained, and organisations need to address issues that could affect safety, compliance or performance.
By including hard facilities management as a dedicated workstream, PB4 provides a procurement route that takes account of these ongoing responsibilities.
What standards and procurement requirements underpin the framework?
LHC Procurement Group has highlighted the importance of recognised quality, environmental and health and safety standards in its framework arrangements.
The Construction Index reported that PB4 provides access to pre-qualified suppliers with recognised standards in these areas.
These requirements are important in public-sector construction because contractors must demonstrate the capability to deliver work in accordance with project specifications, relevant regulations and contractual obligations.
Quality requirements relate to the standard of work and the systems used to manage delivery. Environmental considerations address the impact of construction and associated activities, while health and safety requirements are essential to managing risks to workers, building users and the public.
The procurement process also has a contractual dimension. Public-sector organisations must assess suppliers, establish appropriate terms and ensure that projects are delivered in accordance with the agreed requirements. These responsibilities make Legal, Contracts and Procurement relevant to the administration and governance of construction framework arrangements.
New Civil Engineer reported that public bodies can access appointed suppliers through the framework, with supplier selection taking place through the relevant regional arrangements. Building Better Healthcare also reported that public-sector organisations may use direct award or further competition, depending on the applicable procurement requirements.
The precise route used will depend on the framework rules and the circumstances of the individual procurement.
What is Constructing the Gold Standard, and how is LHC connected to it?
LHC Procurement Group has highlighted its verification under Constructing Excellence’s Constructing the Gold Standard scheme.
The Construction Index reported that LHC Procurement Group is one of only a handful of UK framework providers whose frameworks have been verified through the scheme. It also reported the organisation’s claim that it is the only provider to implement the standard nationwide.
The reference is relevant to the governance and procurement standards associated with the framework. Public-sector organisations using construction frameworks need arrangements that support appropriate supplier assessment, transparency and effective contract management.
LHC Procurement Group’s reference to the scheme forms part of its explanation of the standards underpinning its procurement activity.
The verification should be understood as a statement about the organisation’s framework arrangements, rather than a guarantee of the performance of every contractor or individual project.
How will PB4 support social value and local communities?
LHC Procurement Group has also highlighted its intention to embed social value into its framework arrangements.
The organisation operates as a not-for-profit procurement group and says it invests a portion of its surpluses in local communities and initiatives through its Community Benefit Fund and partner charities, Lintel Trust and Lifting Lives.
Michael McLaughlin, LHC Procurement Group’s head of social value, said clients and suppliers must demonstrate wider benefits beyond the specific works being delivered.
He added: “Through frameworks like PB4, we can help deliver what places and people actually need.”
McLaughlin also said the organisation’s regional teams were well placed to support clients and suppliers in demonstrating these wider benefits.
Social value is an important consideration in public-sector procurement because the impact of a project can extend beyond the completed building or infrastructure. Depending on the project and its contractual requirements, wider benefits may include local economic activity, employment opportunities, community initiatives and environmental considerations.
LHC Procurement Group’s Community Benefit Fund and partnerships with Lintel Trust and Lifting Lives form part of its stated approach to supporting local communities.
The extent of social-value outcomes from PB4 will depend on the projects commissioned and the commitments made through the relevant procurement and contract arrangements.
What does the £2.34bn framework mean for the UK construction sector?
The appointment of 155 contractors creates a substantial supplier pool for public-sector building and infrastructure work across England, Scotland and Wales.
For public-sector organisations, PB4 provides access to suppliers covering a range of project types and values. Its five workstreams include smaller new-build and refurbishment projects, civil infrastructure, larger combined construction projects and ongoing hard facilities management.
For contractors, the framework provides an opportunity to be considered for public-sector work through an established procurement arrangement. The inclusion of national contractors, regional companies and SMEs creates a supplier base with different capabilities and geographical coverage.
The framework’s estimated value of £2.34bn indicates the scale of procurement activity it is intended to support. It does not, however, mean that the full amount has already been committed or will necessarily be spent.
The arrangement also reflects the continuing responsibilities faced by public bodies in managing their property estates. These include developing new facilities, improving existing buildings, maintaining infrastructure and ensuring that assets remain safe and compliant.
The addition of hard facilities management is particularly relevant because it recognises that public-sector building requirements continue after construction work has been completed.
What happens next for the appointed contractors and public-sector clients?
PB4 is scheduled to remain in operation until 2 November 2030. During this period, participating public-sector organisations will be able to use the framework for eligible construction, refurbishment, infrastructure and hard facilities management requirements.
The appointed contractors will be part of the supplier pool available through the relevant regional procurement arrangements. Individual project opportunities will depend on the requirements of public-sector clients and the procedures used to select suppliers.
The framework’s effectiveness will ultimately be measured through the projects commissioned, the performance of appointed contractors and the value delivered to public bodies and communities.
Its structure brings together a broad range of suppliers, with SMEs accounting for around three-quarters of the appointments. It also combines capital project requirements with ongoing building maintenance, reflecting the different stages involved in managing public-sector property assets.
For LHC Procurement Group, PB4 succeeds the previous PB3 framework while introducing a dedicated hard facilities management workstream and retaining a focus on quality, environmental standards, health and safety and social value.
The £2.34bn arrangement therefore represents a significant procurement route for public-sector construction and infrastructure over the next four years, although the amount of work ultimately delivered will depend on client demand and individual contract awards.