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SIA “Rīgas namu pārvaldnieks” (RNP) was established on 29 December 2010 by combining 15 municipal building administrations.

The shareholder in SIA “Rīgas namu pārvaldnieks” is Riga City Municipality, the representative of the shareholder – the Chairman of the Riga City Council.

The company was established to ensure the administration of apartment buildings according to uniform principles and to improve the quality of the services provided by the municipality in administration.

In total, the company serves around 160 000 customers and administrates around 3 700 residential buildings with a total managed area of almost 7,5 million square metres.

Work to be carried out by “Rīgas namu pārvaldnieks”:

  • Sanitary maintenance of residential buildings
  • Provision of heating, water, and sewage services
  • Household waste collection
  • Provision of electricity to the residential buildings and the share of the joint property
  • Inspection, maintenance, and routine repair of communication systems.


By the end of 2010, 15 municipal capital companies were operating in the administrative territory of Riga City. Since there were 15 different limited liability companies that did not apply uniform operating principles, the quality of services was very different. Therefore, in order to improve the organisational process of administration and the quality of services provided, SIA “Rīgas namu pārvaldnieks” was established.

The merger had set several objectives – to reduce management costs, improve service quality without increasing fees. Despite lay-offs to introduce, as far as possible, an equally high standard of service for all RNP customers. In addition, it was established to use the opportunity to renovate existing residential buildings which is an essential condition for improving the quality of life of RNP clients.


A well-managed, predictable and client-recognized company that preserves and increases the value of managed homes, shows stable financial results with an increasing trend and is attractive for attracting private capital in the long term.


To improve the quality of life for every resident of an apartment building that are managed by the company, providing the highest level of service and increasing the value of clients’ property by providing high-quality and transparent house management services..

Core values:

  • Responsibility – high quality services and maintaining a good reputation;
  • Competence – an excellent result-oriented team endowed with relevant knowledge, skills and work experience;
  • Development – learning, introducing and using new knowledge, technologies and innovations;
  • Respect and cooperation – professional and responsive communication with customers and employees.

Overall strategic goal:

In accordance with the direct assessment of the Riga City Municipality capital companies, approved by the Riga City Council Decision No. 3345 of on 15.12.2015, the overall strategic goal of the operation of SIA “Rīgas namu pārvaldnieks” is to ensure the management and administration of residential buildings owned, managed, and administered by Riga City Municipality, the improvement and cleanliness of the adjacent territories, and the organisation of public utilities for the residents of the buildings (water supply and sewage systems, heating, municipal waste management).

Specific non-financial objectives:

  • To ensure continuous and high-quality administration of apartment buildings:
    • Administration of installations and communications systems in apartment buildings (water, sewage, heating, municipal waste management)
    • Administration and sanitation of apartment buildings and adjoined areas
    • Visual inspection and provision of administrative services for other apartment buildings.
  • To ensure technical improvement of administrated buildings and implementation of energy efficiency measures:
    • Improvement of the technical condition of the administered buildings
    • Implementation of energy efficiency measures in the administered buildings
    • Improvement of the technical condition of adjoined areas.
  • To improve customer service and communication with the public:
    • Direct customer service
    • Organisation of educational and informative events for clients
    • Improvement of customer service documentation
    • Development of information technology solutions for improved customer service
    • Communication with the public.
  • To ensure the company’s market competitiveness by applying modern management principles and improving the professionalism and experience of the staff:
    • Improvement of the organisation of the company’s operations
    • Improvement of the material – technical provision and infrastructure
    • Development of information technology solutions to improve business management
    • Improvement of the knowledge and skills of the staff.