Grenfell – what should happen now?

Six urgent priorities that should follow the Inquiry

Graham Tomlin

Graham is the Director of the Centre for Cultural Witness and a former Bishop of Kensington.

A tube train runs on a raised track, in the distance is a tower block wrapped in white material with a green heart on it.

I remember standing at the base of Grenfell Tower on the morning of the 14th June 2017, talking with firefighters, gathering clergy to act as emergency volunteers, praying with evacuees from the surrounding blocks, as the building still smouldered. At the time the question on everyone’s lips was: how could something like this happen in sophisticated twenty-first century Britain?

Now we know.

In one sense the Public Inquiry into the Grenfell tower fire told us nothing new. Few people who have followed the Inquiry over the last six years will have been surprised by its conclusions. What is new is to see the dreadful catalogue of ‘incompetence dishonesty and greed’ laid out in excoriating detail for all to see.

So what should happen now? At least six things must be on the agenda:

Combustible cladding on remaining buildings around the country should be removed as soon as possible. Government estimates suggest there are 4,600 buildings around the country with unsafe cladding. Less than one third of them have had their remediation completed, and work is yet to start on half of them. And, astonishing as it may sound, this is now more than seven years after Grenfell. Cladding that is illegal on new buildings can still remain on existing ones. Developers and owners who are responsible for this state of affairs should be made to pay for the remediation rather than passing those costs on to leaseholders, or delaying remediation for technical and bureaucratic reasons. Institutional resistance to this, as outlined recently by Michael Gove, someone who from my dealing with him on Grenfell, was one of the better politicians to deal with this issue, has to be overcome with urgency.
Prosecution of those who have been identified in the inquiry as bearing responsibility for the fire should also be brought as soon as possible. The police investigation suggests that it will be a number of years before court cases take place. The victims of this tragedy have already had to wait seven long years and now face the prospect of another three or even more years until justice is served. That is too long.
Those named and shamed in the report should examine their own hearts. Some remorse and apology has been evident from some, but not enough. Many still deny responsibility despite seven years of evidence-gathering. This is not a matter of revenge, but an indispensable step towards justice for everyone. Those named have presumably carried a burden of guilt over these past years. The Christian doctrine of repentance, confession and absolution tells us that there is a relief in finally admitting culpability, bearing the penalty, and finally, once all this has happened, receiving a measure of absolution.

We might look back on Grenfell as a turning point in our life together: a fitting memorial for those who tragically died on that terrible night.

The companies involved often have big pockets and the bereaved and survivors are ordinary people without the resources to pay expensive legal fees. The government should set aside a sum of money to enable victims, if they wish, to bring a civil case against those accused in the report. Arguably this should have happened many years before to speed up the process of justice.
A wider debate needs to take place in our society as to how we place love for neighbour at the heart of national life. A libertarian individualism which focusses on personal fulfilment and a view of freedom as doing what we like as long as we don’t harm others, rather than freedom to do the good has led us to this point. What would it mean in company law, for example, for each business or institution to have to explain how it is seeking the genuine welfare of its staff, clients and customers, not as an add on in their ESG agenda, but as the primary purpose of the organisation?
We need a spiritual renewal. Toleration rather than persecution of the neighbour was a good legacy of the Enlightenment, but it is not enough to build a well-functioning society. We are commanded not just to tolerate our neighbours but to love them. And this only be justified if my neighbour has ultimate transcendent value. The new atheism was an act of cultural vandalism, undermining faith in God, an objective basis for each human life, and having nothing to replace it with. As Nick Cave recently put it: “People need meaning. And secular society has not come up with the goods.” This is why religious traditions including Christianity have tended to link love for God to love for neighbour. What that spiritual renewal looks like is hard to tell, and yet we have perhaps seen a stirring of it in recent times.

If something approaching those six things happened, then we might look back on Grenfell as a turning point in our life together: a fitting memorial for those who tragically died on that terrible night.

Article

Comment

Justice

Leading

Politics

7 July 2025

5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive

Leah Brown

Leah is a campaigner for restorative practices and founder of The WayFinders Group.

Baroness Casey.

BBC.

Why do our leaders struggle so profoundly with admitting error?

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done.

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.

So, why do leaders struggle so profoundly with admitting error?

The issue is cultural and three-fold.

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate.

We then enable those responsible to evade accountability through institutional protection and legal barriers.

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ.

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust.

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust.

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation.

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.