The UK treasury market is evolving. Not only in how it manages risk, liquidity and financial strategy, but in how it defines leadership, talent and culture. As a recruiter working closely with treasury teams across sectors, I have seen a growing awareness that inclusion isn’t just a moral responsibility; it’s a business-critical priority.
Inclusion is more than a buzzword. It is about creating workplaces where people of all backgrounds – regardless of gender, ethnicity, neurodiversity, socioeconomic status or disability – feel respected, heard and empowered to thrive.
In today’s world, where complexity and change are constants, diverse teams bring broader perspectives, richer problem-solving and stronger decision-making.
Treasury, as a function that sits at the heart of financial strategy and risk management, is uniquely positioned to benefit from this diversity. Yet, it is also a space where traditional hiring ‘norms’ and technical ‘bias’ can unintentionally exclude talented professionals who don’t fit the ‘usual’ mould.
I have had the privilege of attending a range of industry events and forums that champion equity and representation in treasury. I actively support and cheerlead for initiatives such as ‘Women in Treasury and Finance’, which are helping to shift the narrative by creating space for underrepresented voices and driving meaningful conversations around inclusion, leadership and opportunity in our profession.
Recent data from the ACT shows that, while gender diversity is improving at junior levels, senior treasury roles remain predominantly male. Ethnic diversity is still underrepresented, and neurodiverse professionals often face invisible barriers to entry and progression.
Flexible working, inclusive leadership and mentorship are cited as key enablers, but uptake is inconsistent across organisations.
Here are five practical steps treasury leaders can take to embed inclusion into their hiring and team culture:
Inclusion is not a tick-box exercise. It is a mindset shift that requires intentionality, investment and a willingness to challenge the status quo. Treasury teams that embrace it are not only more innovative and resilient, but also better equipped to navigate uncertainty and drive long-term value.
The appetite for progress is real, but progress will not happen by accident; it will happen when leaders commit to change.
If you’re a treasury leader, hiring manager or HR partner, now is the time to act. Review your hiring practices. Engage with inclusive initiatives. Start meaningful conversations within your teams.
If you are a candidate navigating the treasury space, ask questions, seek out inclusive employers and advocate for the environment you want to thrive in. Inclusion is everyone’s responsibility, and it starts with each of us. Let’s build a treasury profession that reflects the world we live in and the future we want to create.
Stephanie Grainger is associate director treasury at specialist treasury, tax and senior finance recruitment consultancy Brewer Morris
