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.”
TyreSafe Kicks Off Tyre Safety Month With Stark 'Stopping Distance' Warning
- By TT News
- October 02, 2026
TyreSafe, UK’s leading tyre safety charity, has launched its annual Tyre Safety Month by cautioning UK motorists that confidence in their vehicles’ stopping ability may be misplaced. Research indicates that although 83 percent of drivers feel fully in control of stopping distances, merely 6 percent know the additional distance required to halt in wet conditions at motorway speeds.
The study reveals that 94 percent of drivers underestimate how sharply stopping distances grow in rain, with many erring by substantial margins. This mismatch between perceived and actual risk spans every UK region, pointing to a nationwide problem involving driver awareness and vehicle preparedness.
In response, TyreSafe advises routine tyre checks, especially before seasonal shifts and heavier rainfall. Motorists are urged to remember the ACT principle – air pressure, condition and tread depth – and to act before they react.
Stuart Lovatt, Chairman, TyreSafe, said, “Many drivers and riders believe they are in control – but that confidence is often misplaced. Stopping distances in wet conditions can be far greater than expected, and tyres play a critical role in that equation. If your tyres are not properly maintained, your ability to stop safely is significantly reduced – no matter how confident you feel behind the wheel.”
Enviro Secures Second Extension For Ongoing company Reorganisation
- By TT News
- October 02, 2026
Scandinavian Enviro Systems AB (publ) has secured a second extension of its company reorganisation, with the Gothenburg District Court approving a further three-month period lasting until 27 November 2026. The company has been under reorganisation since 27 February 2026, when the court initially granted the process. An earlier extension had already pushed the deadline to 27 August 2026 before this latest decision.
In its ruling, the District Court noted that Enviro has submitted a draft reconstruction plan and secured the necessary financing for it. The court also found that the company has taken other required measures, leading it to conclude that exceptional grounds exist to justify continuing the reorganisation beyond the ordinary timeframe.
Enviro now plans to ask the court to order plan negotiations and schedule a plan hearing as soon as possible. At that hearing, affected parties will be placed into groups and permitted to vote on whether to adopt the reorganisation plan. Details of the hearing date and participation instructions will be announced via press release and the company's website. Unless plan negotiations are ordered earlier, a reorganisation may last at most one year, or 15 months from the initial decision in such cases.
Fredrik Aaben, CEO, Enviro, said, "The District Court's decision gives us the opportunity to continue the intensive work of completing the company reorganisation. We have taken several important steps forward and are now working purposefully to establish a strong and long-term sustainable Scandinavian Enviro Systems. The strong interest in Enviro's technology persists, both with regard to licensing and other forms of collaboration. We are firmly committed to completing the reorganisation and building a strong industrial company based on our world-leading technology.”
Continental Expands Gen 5 Regional Haul Lineup With New Steer And Drive Tyres
- By TT News
- October 02, 2026
Continental has launched the Conti HSR 5 EP steer tyre and Conti HDR 5 EP drive tyre, expanding its Generation 5 regional haul lineup. Engineered for regional fleet operations, both products target greater mileage, better fuel economy and longer casing life, aiming to lower fleets’ total cost of ownership.
The tyres suit routes marked by frequent stops and starts, urban and suburban travel and changing road surfaces. Their advanced tread patterns and latest compound technology seek a balance among wear performance, rolling resistance and retreadability while supporting year-round operation.
For the steer position, the Conti HSR 5 EP uses a new five-rib tread pattern and optimised footprint to improve wear and promote even treadwear. With Continental’s Generation 5 compound, it offers an estimated 22 percent mileage gain over its predecessor while keeping rolling resistance low for fuel efficiency.
The Conti HDR 5 EP drive tyre combines an open shoulder design, enhanced stone-trapping resistance and better cut-and-chip protection to preserve casing integrity and retread potential. It delivers an estimated 19 percent removal mileage improvement over its predecessor while maintaining fuel-saving rolling resistance. Both tyres are available from October 2026 in key regional haul sizes, with more sizes planned during 2027.
Shaun Uys, Vice President Marketing and Sales, Truck Tires US, said, "Regional fleets continue to face mounting pressure to improve operating efficiency while controlling costs. The new Conti HSR 5 EP and Conti HDR 5 EP were developed to help fleets go farther on every tyre investment through increased removal mileage, lower fuel consumption and enhanced casing life."
DUNLOP Group Strengthens Sustainability Governance With New Committees
- By TT News
- October 02, 2026
The DUNLOP Group is restructuring its sustainability management to more closely align business strategies with sustainability initiatives, aiming to achieve sustainable corporate value growth. As part of this effort, each business division will establish a Divisional Sustainability Promotion Committee under the umbrella of the existing Sustainability Promotion Committee, which oversees company-wide efforts. This change is intended to accelerate the integration of business strategies and sustainability measures.
The newly formed divisional committees will discuss and decide on sustainability policies designed to create business opportunities and drive growth within their respective divisions. They will also monitor progress towards division-specific targets under the Long-Term Sustainability Targets, known as ‘Driving Our Future Initiatives’, and share relevant information. Progress updates will be reported to the Sustainability Promotion Committee, strengthening company-wide monitoring.
Chart of sustainability management structure
In addition, a cross-divisional Sustainable Natural Rubber (SNR) Subcommittee will be launched to manage and reduce risks and create opportunities in the natural rubber supply chain. Natural rubber is a natural capital resource on which the Group’s business significantly depends and also has significant impacts. The subcommittee will address these issues from natural capital and human rights perspectives, based on the Sustainable Natural Rubber Policy.
The SNR Subcommittee will serve as a cross-functional body that concentrates and accelerates the Group’s various SNR activities. By aligning with biodiversity and human rights initiatives and taking a mid- to long-term approach, it will pursue sustainable natural rubber through efforts such as supporting natural rubber farmers and collaborating with external partners.
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