CSA in a financial services organisation

Provides an outline to the author's approach to CSA and the approach for unorganization to achieve success with “soft issues”, such as its nature and culture. States that early statistics show financial catch‐up in corporate governance with minor exceptions in the banking industry. Looks at CSA in depth and shows how it can be used successfully with a low budget but needing full commitment from the organization. Closes by stating that continual input and monitoring from an internal audit will reinforce principles of the CSA programme.