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+44 (0) 191 217 0775

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+44 (0) 20 7330 8810

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+44 (0) 191 236 2709

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Credit Services Association

2 Esh Plaza

Sir Bobby Robson Way

Great Park

Newcastle Upon Tyne

NE13 9BA

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 four 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


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Senior Managers & Certification Regime: Risk culture, accountability and what it will mean for higher management roles

12 September 2017


Dr Roger Miles researches behavioural risk and the impacts of conduct regulation. He counsels Boards on human risk factors and uncertainty, and delivers bespoke risk workshops for leadership groups in government, NGOs and the professions. He teaches risk-related psychology at graduate schools including Cambridge University and the UK Defence Academy and co-edits the Behavioural Economics Guide and publishes best practice guidance notes through professional bodies including UK Finance, the Association of British Insurers (ABI), Global Association of Risk Professionals (GARP) and the Institute of Operational Risk (IOR).

He will be delivering a session at the UK Credit & Collections Conference (UKCCC) on 14 September about risk culture, accountability and what the Senior Managers & Certification Regime will mean for higher management roles, as part of the conference’s compliance stream.


Following the FCA releasing its consultation on the extension of the Senior Managers & Certification Regime (SMCR) to all regulated financial services firms, I will be encouraging UK Credit & Collections Conference delegates to look more deeply at their risk culture, accountability and what certification will mean for those in higher management roles that will be impacted by the regime.


The move to behavioural regulation

Financial services firms are used to approved persons, but this goes much further. It is a new approach to regulating financial services which focuses on behaviour, with conduct risk at its core.

Regulators like the FCA intervene assertively to challenge financial service providers to show clear evidence of a new customer-centric approach, which understands and responds to the hidden drivers of customer behaviour. They use their unprecedented powers to levy very large fines and even to imprison wrongdoers - often for not taking precautions rather than for any active wrongdoing. 

My book Conduct Risk Management, which I will be sharing insights from at the conference, gives financial service providers the practical tools they need to understand the hidden drivers of behaviour, de-bias their customer offering and so avoid fines and imprisonment under the conduct regime. It is a tool for recognising, acting on, and predicting conduct risk impacts in regulated business.


Beyond ‘box ticking’ – good behaviour is good business

Conduct Risk Management sees beyond econometric and other 'box-ticking' traditions of risk management. Whilst protecting senior managers, it helps all staff to make positive use of conduct risk to promote behaviour the regulator will accept as 'good', as good behaviour is good business. The new conduct regulations personally affect every manager in financial services, and their suppliers, with new regulations making senior managers liable to imprisonment for failures in organisational conduct. 


What this means for the debt collection sector

It is now widely recognised within the debt collection sector that there is both a commercial as well as an ethical case for putting the customer first. Behavioural regulation is the key to making this a reality rather than a ‘nice to have’. Managers and boards in the debt collection sector need to overcome their fear of conduct risk in order to fully embrace a customer-centric approach. I’ll be providing delegates with an understanding of what conduct risk means in practice in their organisations and how it will benefit the customer, staff, and the organisation.



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