Operating Principles

In order to keep us honest to ourselves and our customers, our employees created the following principles.


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Operating Principles

1. Ensure that what matters to our customers is at the heart of what we do
If what we are doing is not servicing our customers’ demands we must challenge why we are doing it.

2. Work towards perfection
Continually improve how we work by focusing on the ‘value demands’ of our customers and removing ‘waste and failure demands’ that get in the way. Our aim is to provide a service to our customer that is fair, efficient and excellent in manner.

3. Finish what we start before we start something new
Taking each piece of work as far as we sensibly can towards completion and, when making improvements, only changing one thing at a time to ensure thorough investigation and amendments.

4. Put ownership as close to the work as possible
Everyone should have the knowledge, support and authority to take ownership of our customers’ demands and do what’s right at the point of the customer interaction, or as soon as possible thereafter.

5. Check, plan, do, and re-check
Before we make changes we need to 'think' at each stage and validate our understanding of why we’re doing what we’re doing and then what we can do to make it better from the customer’s viewpoint; ensuring we are involving all relevant parties in the end-to-end flow.

6. Make mistakes and learn from them
If we don’t make some mistakes we’re not trying hard enough to improve. We’ll mitigate the impact of our mistakes during our Check and Plan stages but we must also use the learning from these in the Re-Check stage to improve our knowledge and future ability.

7. Challenge everything
Everything we do, and why we do it, can be challenged and changed to allow us to work towards perfection. At First Response Finance we would never break laws or regulations and we should bear these in mind when challenging external system conditions. 

8. Be sensible and ensure everything is proportionate
We need to think before we act and the level of check, analysis, design and planning needs to be proportionate to the impact or complexity of change that needs to be made.