At Whittam Cox, we believe that responding to change starts with open conversation. As a practice, we regularly bring teams together to share insight, ask questions, and reflect on how legislation is shaping the way we work.

Our latest session focused on the Building Safety Act in Practice—bringing together perspectives from across the studio, led by Executive Director Dave Savage, Associate Directors Karen Richardson (Head of Legal), and Matt Borland, recently gaining accreditation to the RIBA’s HRB Principal Designer register.

Because the reality is, the Act doesn’t impact everyone in the same way. For some, it’s experienced through project delivery. For others, it sits at the centre of their role. Bringing those perspectives together is where real understanding begins.

From regulation to reality

The Building Safety Act has introduced a fundamental shift in how building safety is considered, managed, and evidenced.

While the legislation itself is now in place, its practical implications and application is still being worked through across the industry.

Like many, we are still learning.

But by engaging early, we’ve been able to take a proactive approach – embedding the intent of the legislation into how we think about design, coordination, and delivery.

A shift in responsibility

One of the most significant changes has been the introduction of the Building Regulations Principal Designer (BRPD) role.

It formalises responsibilities that have long sat with architects, but with a new level of accountability and scrutiny.

For us, stepping into that role was a natural decision. It aligns with how we already work – coordinating design, managing information, and taking responsibility for delivering safe, compliant buildings.

Responding to that shift has required change across the practice – from strengthening internal processes to investing in capability and training.

It’s not a one-off adjustment, but an ongoing evolution.

Learning as a practice

One of the clearest outcomes from the session was that there is no single, settled way of working – yet.

While the legislation defines responsibilities, it leaves some room for interpretation and therefore introduces ambiguity in how those responsibilities are delivered in practice.

That means learning and the fine-tuning of our procedures is continuous.

Creating space for open discussion allows us to share experience, challenge assumptions, and build confidence across the practice – ensuring knowledge isn’t held in silos, but understood collectively.

It also helps us refine a consistent, practical approach that works across different project types, scales, and teams.

What this means in practice

Beyond the detail, the direction of travel is clear. The Building Safety Act is fundamentally changing how responsibility is defined, documented, and carried through a project.

There is greater emphasis on clarity – who is accountable, how decisions are recorded, and how information is managed from design through to completion.

For architects, this brings a more formalised role in coordinating and evidencing compliance, with design intent needing to be clearly understood and maintained throughout delivery.

It also reinforces the need for stronger collaboration. Building safety is no longer something considered at specific stages – it runs through the entire lifecycle of a project.

Looking ahead

The Building Safety Act represents a long-term shift in how buildings are designed, delivered, and managed.

As the industry continues to respond, the need to stay engaged, informed, and adaptable will only increase.

What matters is how we approach that change.

By continuing to invest in our people, processes, and shared understanding, we’re not just adapting – we’re improving how we work because of it.