General Enquiries

+44 (0) 191 217 0775

Media Enquiries Gravity London

+44 (0) 20 7330 8810

Fax Us

+44 (0) 191 236 2709

Write to us

Credit Services Association

2 Esh Plaza

Sir Bobby Robson Way

Great Park

Newcastle Upon Tyne

NE13 9BA


CSA Privacy Statement


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



The value of apprenticeships

From CCR Magazine - January 2016

Fiona Macaskill, CSA Head of Learning & Development

Think ‘apprenticeships’ and one could easily be inclined towards thinking of young men and women in overalls learning the skills of a ‘trade’. We have become accustomed to this narrow, definition, despite the fact that apprenticeships in industries such as financial services, banking, and insurance are now part of established best-practice.

And now there is an even wider definition of ‘apprenticeships’, and a wider reach into the industries they serve, thanks in no small way to the government’s reformed apprenticeships initiative which includes a compulsory levy for companies who have a
payroll of £3m or more.

Recently, I came across a helpful six point plan for turning the apprenticeship levy into an investment in the business.

  • l Get to know the levy, the rules and how they will affect your business.
  • l Identify the job roles and job families which might be offered as apprenticeships either internally as development pathways or to support recruitment.
  • l Review your current investment in learning and training, and identify whether any of that spend contributes to the delivery of apprenticeships.
  • l Research the new apprenticeship standards and map your roles.
  • l Set up the resources to deliver apprenticeships including researching approved apprenticeship providers.
  • l Build apprenticeships into your business operations.

It is not always appreciated that there is no upper age limit to an apprenticeship, and neither are this new generation of apprentices necessarily starting at the bottom rung of the ladder.

As long as the employee is gaining substantive new skills and the training is materially different from any other training previously provided, then they qualify.

From an employee perspective, the new scheme has significant benefits, and a can provide a real chance to progress. But it also has significant benefit to the employer since a more engaged workforce is invariably more productive, and an individual who is continuing to learn, and to see and realise new career development opportunities, is easier to retain.

But perhaps the greatest advantage is how it supports existing learning-anddevelopment (L&D) plans, and enables you to maximise your talent streams. Firms who pay in to the levy will only see that money returned to them if it is effectively channelled
into approved apprenticeship training.

Within our own industry, a number of specific apprenticeship standards have been created that will be offered and supported by the CSA. These range from the new standard in financial services credit controller/collector through to the most advanced senior compliance/risk specialist apprenticeship standard, and supporting and advising companies on routes for more specialist roles in IT, HR and legal.

What the apprenticeship levy is also doing, beyond its practical purpose, is challenging HR, L&D, and Organisation Development functions to take a strategic view and demonstrate some measurable returns on investment. This is combined with the need
to think strategically on the role of HR in assuring the implementation of the Senior Managers Regime, and so 2017 will be a busy year. These functions are responsible for developing and maintaining the skills and cultures that drive to the very heart of a
company’s moral and ethical values and behaviours.

Apprenticeships are, of course, only one part of a much wider L&D portfolio that we can deliver. They complement the extremely successful Level 3 Diploma which in turn complements the Level 5 Diploma in Compliance Risk Management. Both continue to go from strength to strength.

At a ‘micro learning’ level, we are also evolving, having now formally launched the CSA Compliance Essentials initiative to embed a compliance culture into training and conduct. It is called ‘essentials’ because it aims to provide essential information and
insight to all parts of a business, whether front office or back office, functional or operational. The purpose is to help leaders support the continual learning of their own teams, to create a knowledge database for compliance and L&D professionals, and a learning resource for the study of CSA qualifications and support CPD.

Back to apprenticeship section.