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Grenfell disaster
5 min read

The legacy of Grenfell

Marking the sixth anniversary of the disaster, Graham Tomlin looks to what its legacy needs to be.

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

Grenfell Tower, wrapped in a protective layer bearing the legend: Grenfell forever in our hearts
The Grenfell Tower protectively wrapped.
The blowup on Unsplash.

It is now six years since an electrical fault in a fridge in the kitchen of a fourth floor flat led to the fire in Grenfell Tower which killed 72 people – the worst loss of life in one single incident in London since the second world war. The rest of the country has understandably moved on, preoccupied by the COVID years, a cost of living crisis and the sheer pace of life, so that Grenfell has retreated to the back of our consciousness and conscience, yet for the bereaved and survivors, who live with the memory every day, these have been six very long years.

We are told the Public Inquiry will report early in 2024, so there is still more time to wait. Meanwhile, the remains of the creaking tower still stand by the Westway in north Kensington.

Whenever I speak to people about Grenfell, the most common question is ‘what is going to happen to the Tower?’

Yet there is the nagging fear from bereaved families and campaigners that once it is demolished, they, and their loved ones will be forgotten: ‘out of sight, out of  mind.’

The Tower left to its own devices would probably have fallen long ago. A damaged building like this gradually degrades over time, with the effects of gravity, weather, water seeping into the cracks which ice up in winter, leading to widening of those cracks, concrete falls and so on. As a result, there are over 4,500 props inserted into the building, keeping the creaking infrastructure standing. A large team monitors the building constantly, and it is relatively secure for the next decade if need be, despite the ongoing cost of the operation. The Tower continues to be covered with two linings of white wrapping plastic – an inner one which remains and an outer one that is replaced every year. Some local people would want to see the building come down as it remains a constant painful memory. Yet there is the nagging fear from bereaved families and campaigners that once it is demolished, they, and their loved ones will be forgotten: ‘out of sight, out of  mind.’ The ongoing presence of the building, standing alone by the Westway as a constant reminder to the thousands who travel into London each day, is one of the only ways they have to keep the memory alive.

So, looking into the future, what will the legacy of Grenfell be? Convictions of those found to be culpable may well follow and rightly so, if individuals or companies can be clearly identified as having deliberately acted in underhand ways that led to the installation of the highly flammable cladding, or carelessly caused this disaster.

Some people call Grenfell a crime. Some a tragedy. Perhaps both are right. So what do you do when a crime, or a tragedy occurs? What do we do as a society?

Grenfell was not an accident. As I said in my sermon at the fifth anniversary commemoration in Westminster Abbey a year ago, Grenfell “was not an unfortunate accident – it was the result of careless decisions taken, regulations ignored, an industry that seemed at times more interested in making profits and selling products than in the precious value of human life and keeping people safe in their own homes.” In Christian language, Grenfell was the result of sin.

When you recognise you have sinned, the way to begin to put things right is to repent. ‘Repent’ is a strong word, yet it talks about turning and going in a different direction. You recognise that you have done something wrong and you need to put it right. The last six years have revealed a pattern of cutting corners, deception and lack of care in the regulation of building safety. It has also revealed flaws in our housing stock. The government’s Levelling Up Bill gives some protection to those living in insecure blocks of flats, but does not yet protect innocent leaseholders from all the costs of remedying safety faults for which they were not responsible. Some leaseholders are in the fortunate position of having their developers agreeing to foot the bill to make things safe, but others aren’t, and are still facing high insurance premiums, remediation costs and are still waiting to see who will pay, how much will be covered and when.

The Earl of Lytton’s amendment to the bill offers protection to leaseholders by ensuring those responsible for safety defects at the time of construction pay up, or if the company no longer exists. The costs are covered by an industry levy, of money raised from those who have profited from cutting corners in the past, those on whom the Public Inquiry has shone an uncomfortable light. Passing an amendment such as this, that protects vulnerable leaseholders and places the costs on those responsible for them would be a fitting way to enact repentance, to ensure Grenfell is not repeated.

With a tragedy, however, you remember. The Grenfell Memorial Commission continues to meet and work on this very task. Conversations with the community continue and the desire is for a memorial that is peaceful, reflective, positive and respectful. A design team is to be chosen in the coming 12 months, with a view to a final plan being chosen by the end of 2024. The planning process and the building of whatever form of memorial is chosen will then start in 2025, to be finished some time later.

All this will take time and a further thing required beyond repentance and remembering - patience. A visit to the 9/11 memorial in New York recently reminded me how a memorial can help process and manage the pain of remembered tragedy and trauma. The site is comprehensive, respectful, dignified and unforgettable. The 9/11 memorial opened 10 years after the attacks, and the Museum, offering a detailed moment by moment account of the day and what led up to it, opened in 2014, 13 years after the event.

Remembering and repentance takes time and need to be done well. Repentance needs to be thoroughly thought through and enacted wisely. Remembering needs to emerge from deep reflection on what has happened and finding creative ways to being something positive and even beautiful out of tragedy. Neither need to be hurried, otherwise they will be done in a shoddy and off-hand way, which disrespects the memory of those who died.

For many, Grenfell may have dropped out of public consciousness. Yet societies, like people, are defined by the way they learn from mistakes and tragedies. Comprehensive building safety legislation and a dignified memorial that keeps the memory of Grenfell and those who died there alive for years to come will be the best legacy for Grenfell, even though it will take time. We are not there yet, but that future is worth waiting for.

Article
Character
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Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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Graham Tomlin
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