Indian treasury teams are at a crucial juncture in their evolution, with automation identified as their primary investment priority, according to the EY India Corporate Treasury Survey 2025. The survey, based on responses from 85 treasury leaders, indicates that Indian treasuries are expanding their traditional roles in cash and risk management by investing in AI-driven transformations, talent development, and shared services to prepare for the treasury landscape of 2030.
AI Adoption Reflects a Significant Shift
The findings reveal a notable inflection point in AI adoption within organizations, with 82% of respondents either planning to implement or actively progressing toward AI solutions. Notable use cases such as foreign exchange risk management, trade finance, and anomaly detection are gaining momentum. This shift suggests that Indian treasuries are progressing from experimental AI initiatives to practical applications, focusing on reducing operational inefficiencies, enhancing accuracy, and reallocating resources for strategic decision-making.
Cash forecasting has emerged as a high-impact application, with 26% of participants already piloting AI-led models. Early use cases in areas such as foreign exchange risk (9%), trade finance (8%), and working capital optimization (6%) reflect an increasing ambition to integrate AI across core treasury functions, potentially unlocking efficiencies while minimizing errors and facilitating quicker, data-driven decisions.
Hemal Shah, Partner and Leader of Treasury and Commodity Advisory – Risk Consulting at EY India, noted: “Economic volatility, regulatory shifts, and rapid digitization demand that treasury teams achieve more with fewer resources – automate while maintaining control, manage risk while fostering growth, and provide predictive, real-time insights for strategic decision-making. Insights from our report indicate a significant shift toward digitally intelligent treasuries. Most are either planning or deploying AI solutions in cash forecasting, trade finance, and risk management, along with redesigning their operating models. The future-ready treasury will transcend mere liquidity and compliance management to anticipate risks, influence capital allocation, and ensure organizational resilience.”
Skills Rebalancing and Operating Model Redesign
The survey highlights the growing recognition that effective treasury operations require a balance of functional and technological skills. Approximately 49% of respondents reported a 50:50 split between functional and technological roles, with 35% favoring a 70:30 split towards functional expertise. Organizations increasingly seek treasury professionals capable of navigating both finance and technology. Modular and hybrid operating models are becoming prevalent, with 35% of organizations partially or fully outsourcing treasury technology maintenance, 25% outsourcing back-office accounting, and 11% outsourcing front-office dealing operations. These shifts allow internal teams to concentrate on strategic and value-added activities while mitigating the risks of technological mismanagement and operational inefficiencies.
Upskilling as a Key Enabler
Survey findings reveal that domain knowledge remains foundational within the treasury function, with 50% of respondents ranking it as highly important, while 52% emphasize the importance of technical skills like software proficiency, data analysis, and automation. Leadership and change management are increasingly viewed as critical drivers of transformation. However, despite ambitious plans, many treasuries have yet to incorporate structured upskilling into their career frameworks, which poses a risk: without systematic capability-building efforts, digital and AI initiatives may not fulfill their intended goals.
Identified Gaps
The survey also highlights several key issues that may impede progress if left unaddressed:
- Over 70% of treasury teams still depend on separate spreadsheets and fragmented historical data, indicating that automation initiatives are still in their infancy.
- Nearly two-thirds of respondents pointed to inadequate reporting and dashboarding capabilities, reflecting a deficiency in real-time data visibility.
- There exists a gap where upskilling and talent development lag behind technological investments; skill-building will be crucial for future readiness.
The Vision for Treasury in 2030
Looking forward, the report outlines that the treasury of 2030 will be inherently digital, operating on real-time data and intelligent systems, staffed by cross-functional specialists fluent in finance, technology, and transformation. Organizations that invest in the right platforms, processes, and talent will be better positioned to anticipate risks, expedite decision-making, and seize strategic opportunities at a faster rate than their competitors.
Published On Sep 23, 2025 at 09:00 AM IST.
