Treasury Diagnostic

Cash & Liquidity

How well do you manage cash and liquidity?

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issues / 10

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We don't have a daily or weekly cash position report — we check balances manually in online banking.

Our cash forecast rarely extends beyond the next 4 weeks — we have little visibility beyond the current month.

We have experienced unexpected cash shortfalls that required urgent action in the past 12 months.

We don't have a defined minimum cash buffer — we don't know the number we must not go below.

Cash held across multiple accounts is not consolidated — we can't see the total company position in one place.

Idle cash sits uninvested in current accounts — we don't have a policy for deploying surplus cash.

Our liquidity forecast accuracy is poor — actual cash often differs significantly from what we projected.

We don't have a defined contingency plan if a major customer delays payment by 30+ days.

Intercompany cash movements (if applicable) are not tracked or settled systematically.

There is no regular management reporting on cash and liquidity — it's not a standing agenda item in finance reviews.

FX Risk

How well do you manage foreign exchange risk?

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issues / 10

Check all that apply — there are no wrong answers.

We have no formal FX policy document — currency decisions are made informally or case by case.

We don't have a clear picture of our total FX exposure across receivables, payables, and contracts.

Currency movements have negatively impacted our margins or reported results in the past 12 months.

We do not use any hedging instruments (forwards, options, or natural hedging) to manage currency risk.

There is no defined threshold above which FX exposures must be hedged — we decide ad hoc.

Sales prices in foreign currency are set without considering FX rate assumptions or buffer margins.

FX transactions are executed at whatever rate is available that day — we don't time or benchmark our conversions.

We don't know the FX spread our bank charges us — we accept the quoted rate without questioning it.

FX risk is not reported or discussed at management level — it's treated as an accounting matter, not a financial risk.

We have multi-currency invoicing but no systematic netting — we convert every transaction individually.

Banking

How well managed are your banking relationships?

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issues / 10

Check all that apply — there are no wrong answers.

We have never formally benchmarked our bank fees against market rates or alternative providers.

We have not renegotiated our main banking terms in more than three years.

Our account structure has grown organically — we have accounts we no longer fully understand the purpose of.

We are overly dependent on a single bank — if that relationship deteriorated, we would be in a difficult position.

We don't have a bank account rationalisation plan — we've never assessed which accounts are truly necessary.

We don't track the total annual cost of our banking services (fees, spreads, charges) in a single view.

Our banking relationship is purely transactional — we don't have regular strategic conversations with our relationship manager.

We don't have a documented bank mandate or signatory list — access rights are not formally reviewed.

Signatories and online banking access rights have not been reviewed and updated in the past 12 months.

We have no process for formally evaluating whether our current bank(s) remain the best fit for our business needs.

Controls & Governance

How robust are your treasury controls?

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issues / 10

Check all that apply — there are no wrong answers.

We have no written treasury policy — decisions are made from habit and institutional knowledge.

The same person who initiates a payment can also approve and release it — there is no segregation of duties.

There are no defined payment approval thresholds — all payments follow the same process regardless of size.

We have no formal treasury audit or independent review — treasury is not specifically examined in our annual audit process.

Treasury activities rely on one key person — if that person left, we would face significant operational disruption.

There is no documented process for onboarding or updating vendor payment details — changes are handled by email.

Bank reconciliations are not performed regularly or are often delayed — exceptions are not investigated promptly.

We have no treasury controls checklist or month-end close procedure — controls are applied inconsistently.

Petty cash or expense payments are not subject to the same oversight as supplier or payroll payments.

We have not conducted a treasury risk assessment in the past two years — we don't have a formal treasury risk register.

Debt & Financing

How well do you manage debt and financing?

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issues / 10

Check all that apply — there are no wrong answers.

We have not reviewed or renegotiated our main financing facilities in more than two years.

We don't have a covenant monitoring dashboard — we are not tracking our financial ratios against lender thresholds.

We do not have a debt maturity schedule — we are not proactively planning for refinancing needs 12–18 months ahead.

Our financing cost (effective interest rate) has never been benchmarked against market or peer comparisons.

We don't have a clear view of our total debt obligations — all facilities, leases, and guarantees in one place.

We have no financing strategy — we borrow reactively when we need liquidity rather than proactively structuring our debt.

We are not fully utilising available government-backed or subsidised financing options in our market.

Guarantees or letters of credit issued on our behalf are not centrally tracked — we may not know the full contingent liability.

We have not stress-tested our financing structure — we don't know how we would cope if revenue dropped 20–30%.

Capital structure decisions (debt vs. equity, short vs. long term) are not supported by a formal analysis or treasury input.

Payment Operations

How efficient and secure are your payment operations?

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issues / 10

Check all that apply — there are no wrong answers.

Vendor bank details can be updated by email alone — there is no callback or dual-verification process.

Payment runs are largely manual and time-consuming — significant finance team time is spent on routine payment processing.

The payment process is heavily dependent on one person — their absence creates significant operational risk.

We don't have a clear payment terms strategy — we pay suppliers when invoices are due rather than optimising working capital.

There is no systematic reconciliation between payments issued and those cleared in bank statements.

We have no formal process to detect or investigate duplicate payments — we rely on our ERP to flag them automatically.

Urgent or out-of-cycle payments are processed without additional approval — the same controls don't apply to exceptions.

We don't use early payment discounts systematically — we are leaving potential cash flow or cost savings on the table.

Cross-border payments are processed without checking for cheaper or faster alternatives to our bank's standard rates.

There is no written payment operations procedure — if a new person joined tomorrow, there would be no documentation to onboard them.

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