Jyotsna came on board as the CFO and Head of IT of Bridgestone India, around two-and-a-half years ago - in April 2018. Since then, she has ensured attentive capacities are in place, thus focusing on maintaining cost control and delegating financial management. Afterall, the tyre industry is highly competitive and market-driven. And yes, digital evolution and safety of her colleagues and business partners have become one of her top priorities during the pandemic.

Raised in a modest and orthodox business family of six daughters, principles such as hard work, humility, and honesty were a natural part of growing up for her. Married at the age of twenty-one, Jyotsna wanted to be more than just a housewife. Thus, she pursued her grinding CA qualification while being a mother of a baby boy.

“I pursued further education and got a professional qualification, CA, in 1994. Not an easy call in any way. The profession itself was demanding and then to be able to garner the support of the larger family was a big task considering the social norms at the time. However, with the great support from my in-laws, my husband Rajesh, and my conviction, I managed to pursue this new path,” Jyotsna recalls.

When asked about what she would attribute to the leadership qualities she has achieved, she reflects on her family background and the formative years of her life. Marriage was the ultimate end-goal for all girls back then, she says. But, her father, who was a civil engineer, and ran a unit into precision tools manufacturing, understood the value of education. He ensured all his daughters received quality higher education. This paid off as all of Jyotsna’s sisters are highly qualified across different streams.

Jyotsna also mentions the underlying importance of financial independence that was ever-present while growing up. These values, coupled with formal education and academics, added to her versatile calibre. However, she says studies were never her cup of tea. Her interests were games, food, and fun. Having done her graduation at BMCC, life was relatively stress-free then.

However, getting married at the early age was a turning point in her life when she braved the conventional social norms at the time and pursued her CA studies. She adds that the journey from 1989-1994 was full of challenges, excitement, courage, and family support. Significant challenges to pursue her CA were to convince the in-laws to allow her to go and live in a hostel and study and to be able to meet social obligations as a newly-wed woman, and not being able to give time to her son.

 “To be able to give my 100% to the studies amidst all of this was quite difficult. However, I always kept my eye on the big picture.”

Jyotsna started her professional career at Kinetic Honda, a manufacturing organisation which, she says, was not perceived to be ideal for women and had limitations to growth. “But that made me work even harder. However, it was a role of my choice, and I worked with them for nine years, and those were my formative career years. A combination of experience at Firodiya, a well-respected business house and a Japanese business brand is great learning for any finance professional. I took additional responsibilities on multiple functions and projects to rise the ladder at a good pace as by now; I had found my Ikigai- a reason to live.”

 “Amidst all this, the family challenges continued as my husband Rajesh had moved to Singapore, and I single-handedly attended to our son”.

At the workplace, she always ensures that she works hard and does everything from grassroots and is never bothered about her designation and qualification as, for her, that is a means and not an end. “Over the years, I worked on building and strengthening relationships and never really kept any limitations to what I wanted to achieve.”

COVID has turned the auto industry upside down. New normal is becoming a part of life and businesses as well. Whereas the challenges of COVID have been unprecedented, it also brought new ways of doing businesses. Now employee safety is becoming a top priority, while digital evolution is bringing a new era ahead of the industry.

At Bridgestone, Jyotsna says, the safety of their people and safeguarding their operations have been the topmost priority. Ever since COVID first hit the country, the company took proactive measures to not only keep the people safe but, also streamline operations in the wake of new normal. Furthermore, at the back of accelerated digitisation, Bridgestone India has been able to bring the right solutions for its consumers as well as ensure the same levels of productivity within the organisation. 

When asked about how she feels about working in such a dynamic industry, Jyotsna says, “The automobile industry is where my professional career is slated. Kinetic Honda, SKF Bearings, NRB Bearings, Sandvik Asia and now Bridgestone are my performing turfs. One side of the industry, i.e., channel partners, are the same - similar channels set up requirements, risks, opportunities, and expectations of the partners. What differs is the strength of the product and strength of the competitor. Bridgestone, with its world-class Japanese technology in tyre manufacturing, is one of the leading and most trusted brands with all the strengths on the product, manufacturing, and innovation.” 

“The market in India is huge, and the progressive growth and demographics of the country are definitely positive. At Bridgestone India, we are financially secure with a good product range, best manufacturing facilities, substantial market share, reliable channel partners and an ambitious and committed workforce. The biggest risk is getting complacent and losing focus on cost. The tyre industry is competitive, and market driven. Also, the capacities are in place, thus keeping focus and maintaining cost control is the financial management challenge which is exciting.”

Like everyone, COVID has influenced Jyotsna’s personal and professional life. According to her, COVID was a blessing in disguise to be able to spend all this time at home and spending time to call and check on all near and dear ones, reconnecting, rejuvenating were positives in this situation.

However, work from home bears multiple challenges and ,for her the divide between official work and domestic duties was practically invisible. As the Head of IT and CFO, Jyotsna had a great responsibility to ensure the digital solutions were up and running and without causing the loss of productivity at the same time managing concerns around security and support. “As a CFO, a time to complete FY 20 financials and audits, and the Mid-term – 3 years business plan process which were very challenging.”

“But I would say the times have tested my abilities to stay strong under all situations. I would like to say this to my fellow leaders that encourage your teams throughout and keep the work exciting as always. This will ensure a positive sentiment in these trying times.”

As much as work is refreshing with so much happening, Jyotsna does take personal time to recharge. She loves to drive and have been doing rallies like Raid the Himalaya, Desert Storm, Spice Challenge. She has also done international driving vacations.

 “Amidst the lockdown, I recently drove to Bangalore to be with my son Prateek. The memory of absolutely traffic-free roads and my car racing at 230-250 with confidence to touch Bangalore from Pune non-stop in 9 hours was wonderful. We drove through Kabini and spent a holiday together, making memories.”

“I also like to read, so I took this opportunity to download the most read books Ikigai, Atomic Habits, Just do It – the Nike story and many more.”

 “Netflix was another relaxing way to spend some time, and the most exciting watch for me was Drills apart from many others. I love to socialise and continued e-socialising as well.”

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Plannex Recycling has entered into a strategic partnership with French technology firm REGOM to establish a closed-loop tyre recycling system in India. The collaboration aims to replace manual sorting with AI-powered identification and X-ray technology to improve traceability and processing safety.

The initiative addresses operational challenges in the Indian recycling sector, including labour shortages and equipment damage caused by hidden contaminants such as batteries and TPMS sensors. By automating the identification process, the companies intend to create a verifiable data trail for Extended Producer Responsibility (EPR) compliance.

Plannex will deploy REGOM’s automated systems to classify light vehicle, truck and bus tyres. The technology uses AI vision to categorise tyres by type and condition, while an integrated X-ray unit scans for metal fragments and electronic components before materials enter the shredder. This process reduces the risk of plant shutdowns and fire hazards.

Key features of the system include:

• Contaminant Detection: X-ray scanning for batteries and sensors to protect downstream machinery.
• Data Traceability: Automated, time-stamped records of material flows to support EPR audits.
• Regulatory Readiness: Support for RFID infrastructure and Digital Product Passport (DPP) requirements aligned with EU standards.
• Downstream Optimisation: Classification of tyres for specific uses, including retreading, mechanical recycling and pyrolysis.

Yashraj Bhardwaj, Co-Founder and CSO, Plannex Recycling, said, “India’s tyre infrastructure undoubtedly has the potential to scale and improve, but we need the right tools and infrastructure to match the ambition. Our newly forged partnership with REGOM paves the way for us to move from reactive, manual operations to a data-driven, verifiable system, where the quality of every output stream can be demonstrated. We are pleased to collaborate with REGOM, which has incredible expertise in the tyre solutions segment, and look forward to a fruitful partnership.”

Arthur Wagner, Director, REGOM, stated, “We are excited to join hands with Plannex, which has contributed immensely to shaping India’s recycling and waste management sector. What we have built together is the data backbone for a circular tyre economy. When every tyre is identified, tracked, and routed based on its actual condition and composition, the entire recycling system becomes more efficient and transparent. We look forward to working with the Plannex team to achieve our shared vision and ensure a long-standing relationship.”

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Continental has achieved a key objective within its global sustainability framework by permanently eliminating the use of coal and heavy fuel oil at all of its tyre manufacturing sites. Effective January 2026, all facilities have transitioned to alternative energy solutions for producing the steam essential to tyre production and facility heating. This new energy landscape incorporates biomass, biogas, renewably sourced electricity and supplemental fuels like liquefied petroleum gas and natural gas to maintain a consistent and reliable energy supply.

In the early part of the last decade, more than a third of Continental’s global tyre plants depended on coal and heavy oil to meet their thermal needs. This reliance was largely due to the necessity for stable heat output and dependable operations, particularly in regions lacking robust gas or electrical grids. Today, through sustained, strategic investment, every Continental tyre plant operates on a customised blend of these cleaner energy carriers.

A substantial portion of energy in tyre manufacturing is dedicated to thermal processes, most notably vulcanisation, which imparts the essential elastic characteristics to rubber. While steam for this purpose has traditionally been generated from fossil fuels, emerging electric technologies are now enabling a more adaptable and energy-efficient approach.

Beyond thermal energy, Continental has secured its electricity from renewable sources since 2020 and is actively increasing its onsite generation capabilities. This comprehensive strategy yielded significant results in 2025, with the greenhouse gas intensity of its manufacturing dropping by over 10 percent from the prior year and approximately 70 percent from the 2019 baseline. The decisive move away from high-emission energy carriers has alone resulted in a reduction of roughly 180,000 metric tonnes of CO₂ from tyre production over the last four years.

The specific composition of energy sources at Continental’s various locations is inherently diverse, reflecting local infrastructure, resource availability and market conditions. However, a universal principle applies: a definitive pledge to abandon coal and embrace sources with a diminished carbon footprint. The plant in Gqeberha, South Africa, which once relied on coal for steam, now primarily utilises biomass, with LPG addressing its remaining needs. A parallel evolution occurred at the Kalutara facility in Sri Lanka, where the introduction of a second biomass boiler last year completed the phase-out of heavy oil, allowing all steam to be generated from renewable biomass. In Otrokovice, Czech Republic, Continental collaborated with its local energy provider to realign steam production with its climate ambitions. This partnership led to a gradual conversion of the power plant’s fuel base from coal to biomass and natural gas, now supplying the tyre plant with steam that is predominantly biomass-generated, a shift that also benefits the wider community through cleaner district heating.

The comprehensive switch to alternative energy sources for steam generation is a tangible manifestation of Continental’s broader dedication to sustainability. The company persists in enhancing energy efficiency and amplifying its reliance on renewables throughout production. These concrete actions and transparent reporting have garnered external acknowledgment, evidenced by an A- rating from the CDP in 2025 for climate leadership and emissions reduction.

Dr Bernhard Trilken, head of Manufacturing and Logistics at Continental Tires, said, “For us, coal and heavy fuel oil are a thing of the past. The future increasingly lies in renewable energies. By relying on a smart mix of energy sources – increasingly renewable and ideally generated directly on site – we are making our manufacturing more independent and therefore more resilient.”

Henning Mühlenstedt, Head of Future Technologies and Sustainable Infrastructure, Continental Tires, said, “We have significantly reduced our production-related CO₂ emissions, thanks to continuous investments in electrification and changing the energy sources used for heat generation at our plants worldwide.”

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Pirelli has secured a position in the top one percent of the S&P Global Sustainability Yearbook for 2026, distinguishing itself as the exclusive tyre manufacturer globally to achieve this distinction. This marks another consecutive year the company has been featured at this elite level. The annual publication evaluates the environmental, social and governance performance of over 9,200 corporations worldwide, with a place in the top percentile representing the pinnacle of its assessment framework.

This honour is a direct result of Pirelli’s performance in the 2025 S&P Global Corporate Sustainability Assessment, where it attained 86 points. This score was the highest recorded within both the Auto Components and Automobiles industry sectors. The recognition underscores the company’s commitment to embedding responsibility and innovation into its core business strategy.

Giovanni Tronchetti Provera, the company’s Executive Vice President for Sustainability, New Mobility and Motorsport, views this continued recognition as validation of their efforts to weave responsible practices into operational choices. The company’s priorities, which focus on technological advancement, transparent supply chain management and a strong emphasis on safety and employee development, are central to building long-term value and maintaining competitiveness. The Sustainability Yearbook is a leading annual publication that highlights top-performing companies based on data from the Corporate Sustainability Assessment, a tool renowned for providing detailed, sector-specific comparisons of key sustainability metrics.

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Prinx has announced an evolution in its enduring partnership with Garrett Truck Sport, marking a new chapter in their collaboration from the 2026 season onwards. The tyre manufacturer will assume lead brand status within the team’s motorsport programme, bringing a sharper brand focus and renewed drive to the initiative. This strategic shift is intended to strengthen the programme’s identity both on and off the track while elevating visibility for the Prinx brand and reinforcing the technical commitment that underpins the project. It also ensures closer integration between motorsport activities and the company’s wider commercial objectives across Europe.

The decision follows a strategic meeting in London, where Prinx representatives and the Garrett Truck Sport management team reviewed the 2025 season and aligned on the future direction. Driver Luke Garrett also took part in the discussions, which centred on creative alignment and the expression of the partnership throughout the 2026 season – from trackside presence to broader communications. With Prinx now taking the lead, the partnership aligns closely with the brand’s expanding footprint in the European commercial tyre sector and the ongoing rollout of its Truck and Bus range.

While Prinx assumes the flagship role, the wider brand portfolio remains integral to the programme. Austone Tires, Fortune Tires and Chengshan Tires continue to operate under the group’s unified motorsport platform, ensuring clarity and consistency for partners across Europe. From a commercial standpoint, the transition strengthens Prinx’s position in the European market.

Beyond track visibility, the partnership serves as a platform for genuine connection. Throughout the 2026 European Truck Racing Championship, Prinx will host selected partners and guests through a tailored hospitality programme at major events, fostering shared experiences and deeper collaboration within an authentic motorsport setting.

Ari Salah, Marketing Manager, Prinx, said, “This is a great opportunity for the PRINX brand to gain greater visibility and bring our portfolio into the spotlight. We are looking forward to the upcoming events and are pleased to share this journey with our partners. Updated Prinx flagship branding and livery will be revealed ahead of the 2026 season.”

Adrian Costache, Commercial Director, Prinx, said, “Taking the lead brand role allows us to focus the partnership more clearly on our commercial priorities in Europe and to support our partners with a strong, consistent presence throughout the season.”

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