Right to Manage (RTM) companies have always carried important responsibilities. However, since Grenfell, building and fire-safety reforms have transformed expectations around compliance, oversight and accountability in residential blocks.
This means RTM companies are now practically responsible for ensuring the structure and common parts of the building are managed safely. While freeholders still retain certain legal responsibilities, the day-to-day reality is that RTM directors and their managing agents are often at the centre of building safety management.
This article will outline what that means in practice, how responsibilities have evolved, and why competent management, strong record-keeping and professional advice are now more important than ever.
Why Building Safety Reform Matters to RTM Companies
Following the devastating fire at Grenfell Tower in 2017, the government introduced major reforms to improve fire and building safety across England. The most significant changes include the Fire Safety Act 2021, the Fire Safety (England) Regulations 2022 and the Building Safety Act 2022.
Together, these laws have expanded the scope of fire risk assessments, increased expectations around resident communication and introduced stronger oversight for higher-risk buildings.
For RTM companies, these reforms matter because in practice, management responsibility often sits with them. If the RTM controls repair and maintenance of the structure and common parts, it is likely to be closely involved in implementing safety measures, appointing contractors and responding to recommendations from fire risk assessments.
This represents a shift from reactive management towards ongoing safety governance.
Building Safety Is Now a Core Management Function
In the past, some RTM boards focused mainly on budgets, cleaning contracts and routine maintenance. Today, building safety must sit alongside those responsibilities as a central part of governance. Fire safety, structural safety and compliance need to form part of routine board discussions.
Even in smaller blocks, safety oversight must now be structured and documented with RTM directors regularly reviewing:
- Fire risk assessments and actions
- Fire door inspection programmes
- Lift and emergency lighting testing
- Cladding or external wall concerns
- Contractor competence
- Resident communication around safety matters
- Progress on remedial works
Choosing Competent Professionals
One of the most important practical changes is the emphasis on “competence”. RTM directors are usually volunteer residents; they are not expected to become fire engineers or surveyors. However, they are expected to appoint qualified and competent professionals where necessary.
This includes:
- Fire risk assessors
- Managing agents
- Building surveyors
- Contractors
- Health and safety consultants
- Legal advisers
Choosing the cheapest option without checking qualifications or experience may expose the RTM to risk. Boards should ask questions about accreditation, insurance, experience with residential blocks and familiarity with current regulations. Written scopes of work and clear reporting are also important.
Competent advice supports better decisions and helps demonstrate that the RTM has acted reasonably, protecting everyone involved.
The Importance of Record-Keeping
Modern building-safety management depends heavily on records. RTM companies should maintain organised records of:
- Inspections and certificates
- Fire risk assessment reports
- Remedial works
- Contractor recommendations
- Board decisions
- Resident communications
- Maintenance schedules
These records create a clear history of what was identified, what action was taken and when. Good documentation supports compliance and protects directors if decisions are later questioned. It also helps managing agents and future directors understand the building’s history.
In practice, robust records reduce confusion and support continuity, especially during major projects or changes in board membership.
Resident Communication Is Increasingly Important
One major theme of post-Grenfell reform is resident engagement. Residents now expect to receive clearer information about fire safety arrangements, evacuation strategies and ongoing building-safety issues. In higher-risk buildings, this expectation is even stronger.
For RTM boards, this means communication should be regular, factual and transparent. Residents should understand what inspections are taking place, why certain works are required, what disruption to expect and how decisions are being made.
Historic Building Safety Costs and Leaseholder Protections
Another major area of reform relates to building safety costs. The Building Safety Act introduced protections for some leaseholders in relation to historic building safety defects. In certain qualifying buildings, some remediation costs can no longer be passed on fully through service charges.
This has changed the financial landscape for RTM companies and managing agents. However, these protections are complex and highly building specific. They depend on factors such as:
- The height and type of building
- Ownership arrangements
- The nature of the defects
- Lease wording
- Whether leaseholders qualify under the legislation
RTM boards should not assume all costs are recoverable without specialist advice.
Understanding Service Charges and Lease Provisions
Building safety expenditure often raises difficult questions about service charges. RTM directors need to understand what the lease allows costs to be recovered for and whether consultation requirements apply. They also need to be clear on how reserve funds can be used and when costs may fall outside normal recovery provisions.
This is particularly important where major remediation works are proposed. Before embarking on significant projects, boards should seek professional legal and surveying advice. Early advice may prevent disputes, delays or incorrect charging decisions later.
Embedding Safety into Routine Management
One of the biggest changes for RTM companies outside of the legalities is the cultural shift. Building safety should no longer be treated as a separate issue that only arises during crises or insurance renewals. It needs to become part of everyday management.
Practical ways to achieve this include:
- Keeping building safety as a standing board agenda item
- Reviewing outstanding safety actions regularly
- Ensuring managing agents provide compliance updates
- Maintaining digital records and inspection logs
- Scheduling periodic reviews of contractor competence and emergency procedures
Supporting Volunteer Directors
It is important to recognise that most RTM directors are simply volunteers. The growing complexity of building safety can feel daunting and overwhelming.
The solution is not for directors to carry every responsibility personally. Instead, the focus should be on governance, oversight and obtaining the right professional support.
Training, clear advice and good managing-agent relationships are essential. When boards work collaboratively and maintain strong records, the role becomes more manageable.
Conclusion
Building and fire-safety reform has reshaped the responsibilities of RTM companies. Safety oversight, resident communication and compliance management are now central parts of running a residential block.
For RTM directors, this means adopting a more structured and proactive approach. Competent professionals, robust records and regular safety reviews are no longer optional extras, they are part and parcel of modern residential management.
At the same time, the changing rules around historic remediation costs and leaseholder protections make it essential for RTM boards to understand their leases and seek specialist advice before major decisions are made.
Ultimately, the post-Grenfell era is about creating safer, more transparent and better-managed buildings. RTM companies now play a critical role in making that happen.
