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.”
Tolins Tyres Subsidiary Acquires Plant And Machinery For Capacity Expansion
- By Sharad Matade
- July 21, 2026
Tolins Tyres Ltd has announced that its wholly owned subsidiary, Terra Rubber Pvt Ltd, has entered into a purchase agreement with Cochin Reclaim and Rubbers Pvt Ltd to acquire plant and machinery as part of its capacity expansion and backward integration strategy.
The agreement, executed on 1 July 2026, involves the purchase of identified plant and machinery from Cochin Reclaim, an unrelated third party. According to the company, the acquisition is intended to strengthen Terra Rubber's manufacturing capabilities through increased capacity and greater backward integration.
Under the terms of the agreement, Terra Rubber will acquire the machinery on an "as-is, where-is" basis. The subsidiary is required to remove the equipment from Cochin Reclaim's premises within 60 days at its own expense. Ownership of each item will transfer only after full payment has been made and the machinery has been physically removed.
Tolins Tyres said the transaction is a routine purchase undertaken in the ordinary course of business and will have no impact on the management or control of the listed company. It added that neither Terra Rubber nor Tolins Tyres holds any shareholding in Cochin Reclaim.
The company also confirmed that the transaction is not a related-party transaction, has been negotiated on an arm's length basis, and that Cochin Reclaim has no relationship with the company's promoter group or board of directors.
Nokian Tyres Posts Sharp Profit Recovery As Romanian Expansion And Premium Strategy Drive Growth
- By Sharad Matade
- July 21, 2026
Nokian Tyres delivered a sharp improvement in second-quarter profitability as higher sales volumes, stronger pricing and lower manufacturing costs boosted earnings, while the company said it is entering a new phase focused on profitable growth after completing its major investment programme.
Net sales rose 10.6 percent year on year to €379.9 million in the April–June quarter, while operating profit more than doubled to €34.8 million from €14.8 million. Segment operating profit increased 71 percent to €45 million, driven by higher sales and improved manufacturing efficiency.
For the first six months of 2026, revenue increased 7.6 percent to €659.6 million, while segment operating profit climbed to €40.7million, more than five times the €7.8 million reported a year earlier. Operating profit returned to positive territory at €17 million, compared with a loss of €21.1 million in the first half of 2025.
"We delivered a strong quarter in line with our strategic ambition," said Paolo Pompei, President and Chief Executive. "Operating profit increased by 136 percent, driven by higher sales volumes and enhanced pricing."
Passenger car tyres lead recovery
The Passenger Car Tyres business remained the principal growth engine, with quarterly sales increasing 13.9 percent to €235 million, while segment operating profit more than doubled to €35.5 million. Heavy Tyres also returned to growth, posting a 10.4 percent increase in sales, although profitability at retail chain Vianor remained under pressure from cost inflation and seasonal factors.
Chief financial officer Timo Koponen said higher sales volumes remained the largest driver of earnings improvement.
"The Passenger Car Tyres continued their very strong performance also in Q2," he said, adding that the business had benefited from improved pricing, a richer product mix and lower raw material costs.
Management also highlighted six consecutive quarters of positive price and mix development, reflecting its strategy of moving further into premium products and larger rim-size tyres.
Romania becomes a strategic growth engine
Nokian Tyres said its new manufacturing facility in Romania is performing ahead of plan and is playing a key role in rebuilding capacity following the exit from Russia.
Sales in Central and Southern Europe rose 31.3 percent during the quarter, supported by higher production from the Romanian plant. "Everything is developing in this area according to plan," Pompei told analysts, referring to the Romanian factory.
He added that the new manufacturing footprint, together with recently launched products, was enabling the company to regain market share.
"We lost a significant amount of sales when we couldn't leverage our manufacturing facility in Russia at the end of 2022. Now, obviously, we are approaching the market with a new spirit, regaining market share in all the key markets where we believe we can be successful."
The company said contract manufacturing would continue to account for around 10 percent of total production, allowing it to focus internal capacity on strategically important products.
Investment phase winds down
Having invested heavily over recent years to rebuild its manufacturing network, Nokian Tyres is now shifting its attention towards cash generation and returns.
Capital expenditure in the first half fell to €24.5 million, compared with €89.7 million a year earlier. The company expects full-year capital expenditure to remain below €100 million, substantially lower than previous years.
"Following the successful completion of our major investment phase, capital expenditure will be somewhat lower this year than in the previous year," Pompei said.
Koponen said lower capital expenditure and stronger earnings had improved free cash flow, although higher receivables linked to increased sales continued to weigh on working capital. He added that net debt declined by €49m during the quarter while liquidity remained strong.
Premium positioning remains central
Nokian Tyres continues to focus on premium products rather than competing in lower-priced market segments.
The company said all-season tyres continued to outperform the broader market, while its flagship Hakkapeliitta 01 winter tyre had received a positive customer response.
Pompei said the strategy remains centred on strengthening brand equity and improving margins.
"We keep pushing our premium positioning, strengthening our brand through strong marketing investments, new products, and, in particular, better prices," he said.
Outlook unchanged despite uncertainty
Nokian Tyres maintained its full-year guidance, forecasting revenue growth in 2026 and a segment operating margin of 8–10 percent.
While management expects replacement tyre demand to remain broadly stable, it acknowledged that geopolitical tensions, tariffs and raw material price volatility continue to create uncertainty.
"We continue to focus on executing our strategy, strengthening our premium positioning, and improving profitability," Pompei said. "While there is still work ahead, we are on the right path to deliver profitable growth and create long-term value for all our stakeholders."
Yokohama Mourns Death Of Long-Serving Motorsport Manager Simon Clarke
- By TT News
- July 21, 2026
Yokohama has announced the death of Simon Clarke, its Motorsport and Technical Manager, who was killed in a motorcycle collision on 12 July.
Clarke, who joined Yokohama HPT in 1993, spent more than three decades with the company and became a key member of its UK and European motorsport operations. He played a leading role in numerous domestic and international race series, while also supporting major European motorsport events at the request of Yokohama's global headquarters.
In addition to his motorsport responsibilities, Clarke led tyre development programmes for UK vehicle manufacturers. He also served as chairman of the Motorsport UK Production Tyre Panel and held a certified Claims Adjuster licence.
Yokohama said Clarke was a respected colleague and close friend to many across its UK business, the wider Yokohama organisation and the tyre and motorsport industries.
Outside work, Clarke was described as a devoted family man who enjoyed travelling and spending time with friends.
"Simon will be deeply missed by everyone who had the privilege of knowing him," the company said.
Yokohama extended its condolences to Clarke's family
AZuR Partner NEW LIFE Enters Federal Registry Of Sustainability Education Leaders
- By TT News
- July 18, 2026
AZuR partner NEW LIFE has secured official recognition for its educational initiative, NEW LIFE macht Schule (NEW LIFE Makes School), following its inclusion in the national ESD (Education for Sustainable Development) actor index curated by the Federal Ministry of Education and Research and the German UNESCO Commission. This distinction positions the programme among Germany's prominent contributors to Education for Sustainable Development, underscoring its role in cultivating responsible environmental stewardship among younger generations.
Through a complimentary educational offering, the initiative bridges theory and practice by introducing students and trainees to the mechanics of circular economy models, resource efficiency and sustainable corporate conduct. Using tangible examples from mechanical tyre recycling, the programme illustrates how secondary raw materials directly support climate action and resource preservation while also highlighting the commercial and societal advantages inherent in circular systems.
Educators are equipped with an array of no-cost tools, including digital learning modules, project blueprints and vocational case studies tailored for trades such as landscaping, roofing, carpentry, administrative services and soon agriculture. The curriculum prioritises circular economy principles, secondary material flows, climate protection and judicious resource usage, with the aim of nurturing systemic thinking and empowering learners to devise and implement sustainable strategies in their future professions.
For AZuR, this achievement reinforces the conviction that educational institutions play a pivotal role in driving the transition to a circular economy. The recognition not only elevates the profile of NEW LIFE macht Schule among schools and educational bodies but also strengthens AZuR's ongoing commitment to advancing tyre circularity awareness in collaboration with the initiative.
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