What the evidence means
The ONS Business Insights and Conditions Survey is voluntary. The estimate covers currently trading businesses responding to the cash-reserves question and excludes some industries.
BICS weighted business survey estimate.
G&G verified business evidence
Trading UK businesses with no cash reserves in June 2025
In late June 2025, 16% of trading UK businesses reported having no cash reserves.
16
percent
Original source
Office for National Statistics
Business insights and impact on the UK economy: 3 July 2025
The cash-reserves results report 16% of trading businesses had no cash reserves.
View original evidence
Office for National Statistics. Business insights and impact on the UK economy: 3 July 2025. 3rd of July, 2025. https://www.ons.gov.uk/businessindustryandtrade/business/businessservices/bulletins/businessinsightsandimpactontheukeconomy/3july2025
Why this matters to UK SMEs
A lack of cash reserves leaves little room for delayed receipts, unexpected costs or weaker trading. The national estimate is a useful resilience warning for SMEs, but each business needs a cash forecast based on its own payment timings and obligations.
Key breakdowns
In late June 2025, 16% of trading businesses reported having no cash reserves, the highest share since the question was introduced in June 2020. At the other end of the range, 26% expected reserves to last more than six months. Wave 135 received 10,615 responses from a sample of 38,920, a 27.3% response rate.
How to interpret this evidence
Cash reserves were reported by respondents and describe perceived available cover, not audited liquidity. Having no reserve does not necessarily mean immediate insolvency, while a stated reserve duration depends on current trading assumptions, access to finance and future cash flows.
Limitations
BICS is voluntary, excludes some industries and reports official statistics in development. The result covers currently trading respondents to the cash-reserves question and is a snapshot from late June 2025. It does not show the amount of cash, debt facilities, payment obligations or differences in business size and sector.
Practical considerations
G&G perspective: maintain a rolling short-term cash forecast using expected receipt and payment dates, not only monthly profit. Set a minimum liquidity threshold, review aged debt and tax obligations, test downside scenarios and agree actions before the forecast reaches a critical point.