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Credit Services Association

2 Esh Plaza

Sir Bobby Robson Way

Great Park

Newcastle Upon Tyne

NE13 9BA


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Additional Sections

Complaints Procedure

Useful Links

Making a complaint

We work hard to ensure our Members act within the rules set by the industry regulators.

Please click on the following link and read our Code of Practice. If you think a Member has broken the rules of this Code you can make a complaint by downloading our Complaints Form.

Before making a complaint we would encourage you to carry out the following activities:


  • Go to the Members Directory and check whether the company you wish to complain about is a Member of the CSA. If you are still unsure, feel free to contact us. If the company is a Member of the CSA then we are able to help you with your complaint.
  • On first instance, we recommend you contact the Member company to discuss any issues you have and enquire about their complaints process. If you are still dissatisfied with the outcome then you can review our Complaints Procedure.
  • If you believe that the Member has acted in breach of our Code of Practice and the complaint meets the necessary criteria, please complete, sign and return the Complaint Form to our registered address.

CSA Complaints Procedure

 How we deal with your complaint.

All complaints must be submitted in writing, with a signed complaint form. We require the form to be signed so that we, and our member, have the requisite authorisation to share information.

The following is the sequence of events after the CSA receive a complaint form;

  • CSA receive a signed complaint form
  • CSA register the complaint and send a copy to the relevant member company
  • The member is given eight weeks to respond directly to the complainant
  • CSA get a copy of the response from the member company
  • CSA considers both positions and determines whether the Code of Practice has been breached
  • Appropriate action is taken (if required) to remedy the situation
  • If further information is required the CSA contact the relevant party (the complainant or the member company).
  • After a full review, the CSA provides a formal response to the complainant


If you remain unhappy with the outcome of the complaint, you may have justification to escalate the matter to our our head of compliance, Claire Aynsley,


Please note: The CSA can only intervene when;

  • a member company is in breach of the Code.
  • the company is a member of the CSA (we cannot act when the complaint is about the client of a member company, a bank or building society for example).
  • the information supplied by a member company appears from the facts to be incorrect.

Methods of Contact



Credit Services Association

Complaints Department

2 Esh Plaza

Sir Bobby Robson Way


NE13 9BA


Why the CSA need a signed copy of your complaint




Blog: Are common myths holding back the success of the Apprenticeship Levy?

David Sheridan is a Board Director at the Credit Services Association which is a Registered Apprenticeship Training Provider for specialist financial services sector standards.


Since the Apprenticeship Levy was introduced almost a year ago, employers are still confused about what it means for them. According to the CIPD, the professional body for HR and people development,  22% are still unaware whether they have to pay the levy or not. And for those businesses that are aware and paying, they seem happy to put it down as an additional tax. Unfortunately, due to this, apprenticeship take up continues to be low.

So, what is it that is holding companies back? As a Registered Apprenticeship Training Provider and experienced trade body that has been delivering high quality learning and development initiatives for years, the CSA believe this may be down to some common apprenticeship myths.


Myth 1: Apprenticeships are just for young people/entry level staff

There is no upper age limit to an apprenticeship, and apprentices do not necessarily start at entry level in a business. We’ve heard employers asking where these new apprentices come from and how do we attract, recruit and retain them? The answer is that you don’t necessarily have to. Existing members of staff can start an apprenticeship no matter how long they’ve been with the business and what level they are at in their careers. For example, the CSA is currently running our Level 6 Senior Compliance Risk Specialist higher level apprenticeship for Insure the Box’s Compliance Monitoring Officer Stephen Southern. As a long-serving member of the compliance team, the company wanted to invest in Stephen to take his career to the next level – and benefit the business with new skills in this business-critical function.

The key to getting the greatest return on investment is to identify where the greatest need is in the business, not just in terms of skills but perhaps in areas of underperformance that need addressing for wider benefit, and then find an apprenticeship that meets that need. Credit control and compliance is a good place to start because it offers potential for cost savings when teams are performing at the best of their abilities. As another example, we are currently working with Brighton and Hove Council in this specific area.


Myth 2: Apprenticeships are generic/inflexible

Gone are the days when apprenticeships simply provided a basic introduction to a low-skilled profession. There are now hundreds of approved apprenticeship standards from Leadership & Management to Advanced Credit Controller/Debt Collection Specialist, both of which the CSA is approved to deliver.

While basic foundation skills can be built into an apprenticeship, it also includes the added benefit of an industry qualifications such as the Chartered Institute of Credit Management’s Diploma in Credit Management (which is built into our Level 3 Advanced Credit Controller apprenticeship standard) and the Institute of Risk Management’s International Certificate in Financial Services Risk Management (which is built into our Level 6 Compliance Risk Specialist apprenticeship standard).


Myth 3: Apprenticeships should be seen as completely separate from your wider Learning & Development Courses

Some employers are calling for the Apprenticeship Levy to be re-badged as a more flexible training levy but we think this misses the point of the levy from a social mobility and economic point of view. The levy is not an excuse for channelling current training investment into apprenticeships; it provides an opportunity to create something new and exciting for both the employer in terms of growing talent in the business, and the learner, to progress in their careers (irrespective of their age or previous experience).

However, apprenticeships also provide an opportunity for thinking creatively about your current learning and development needs and finding a way of recovering levy funds that are aligned with organisational and people development goals. For example, if you were already planning on putting team members through qualifications such as those mentioned above, building them into an apprenticeship is a way to access funding for them. Paying into the levy and not using it is one thing; but not using it and then spending additional money, time and resource on almost identical training makes little commercial sense.

Email to find out how we can build apprenticeships into your business.