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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Michelin reported lower first-quarter revenue after adverse currency movements offset stable underlying sales, while the tyre maker maintained its 2026 guidance amid growing geopolitical and supply chain uncertainty.

Group revenue for the three months to 31March fell 5.4 percent year on year to €6.2bn, compared with €6.5bn a year earlier. Michelin said the decline was entirely due to currency effects, primarily the appreciation of the euro against the US dollar and several other currencies. At constant exchange rates, revenue was stable.

Tire volumes declined 1.4 percent during the quarter, although replacement sales improved, supported by a 3 percent increase in MICHELIN-brand tire volumes. A favourable product mix, particularly in larger premium tires, partly offset weaker original equipment demand.

The Consumer segment recorded revenue of €3.4bn, down 4.4 percent on a reported basis. Michelin said replacement sales of passenger car and light truck tires remained resilient, while original equipment sales continued to be affected by weaker automotive markets, particularly in China. Sales of 18-inch and larger tires represented 69 percent of MICHELIN-brand sales during the quarter.

Revenue in the Transportation segment fell 11.3 percent to €1.4bn, reflecting weaker original equipment demand in North and South America and adverse exchange rates. Replacement sales increased in Europe but remained subdued in North America amid a softer road freight market.

The Specialties segment reported revenue of €1.1bn, down 3.3 percent. Michelin said mining and aircraft tire sales increased during the quarter, while beyond-road activities stabilised despite continued weakness in agricultural original equipment markets.

Polymer Composite Solutions revenue rose 5.1 percent to €326m, supported by the integration of Cooley Group and growth in sealing and coated fabric activities. Michelin said the segment would continue expanding through the integration of Flexitallic in April and the expected consolidation of TexTech later in 2026.

The company said uncertainty linked to the Middle East conflict continued to create risks around global demand, raw material supply and energy costs. Michelin nevertheless maintained its financial outlook for 2026, citing operational resilience, localised production and supply chain integration.

During the quarter, Michelin also completed the acquisitions of Cooley Group and Flexitallic as part of efforts to accelerate the growth of its Polymer Composite Solutions business.

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Hankook Tire, the exclusive tyre supplier for the FIA World Rally Championship, has concluded the fifth round of the 2026 season, Rally Islas Canarias, which took place from 23 to 26 April in Spain’s Canary Islands. For the demanding asphalt stages, Hankook provided its specialised Ventus Z215 and Ventus Z210 tarmac rally tyres, engineered to handle extreme conditions.

The event, first held in 1977, marked its 50th anniversary this year and its second edition as an official WRC round. Competitors tackled 18 special stages across Gran Canaria Island, centred around Las Palmas, covering approximately 322.61 kilometres. The course featured rough, high-abrasion volcanic asphalt with dramatic elevation changes, while dense fog and local rain above 1,000 metres made weather a decisive factor. The opening day’s Super Special Stage at the BP Ultimate Circuito Islas Canarias offered side-by-side racing, where small pace differences quickly altered positions.

Hankook’s tyres provided reliable grip and control at high speeds and through continuous cornering, helping drivers maintain stability on the technical routes. Sébastien Ogier of TOYOTA GAZOO Racing secured his first win of the season, leading a team podium sweep. In the Drivers’ Championship, Elfyn Evans leads with 101 points, followed closely by Takamoto Katsuta on 99.

The 2026 WRC season now moves to Round 6, Vodafone Rally de Portugal, from 7 to 10 May in northern Portugal, a demanding event mostly on unpaved surfaces. Hankook will operate a ‘Brand World’ booth in the service park there, using motorsport content and hands-on experiences to promote its premium image. As exclusive WRC tyre supplier since 2025, Hankook continues integrating data from over 70 global championships into R&D, advancing high-performance tyre technology and the Ventus brand’s global leadership.

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wdk, the German Rubber Industry Association, and the ADK, the German Rubber Industry Employers’ Association, hosted their annual Rubber Industry Day in Berlin on 28 April 2026. The event saw wdk President Michael Klein issue an urgent call for industrial policy measures, warning that pressure on Germany’s manufacturing base remains relentless. He argued that the country can no longer afford strategic delays, insisting that declarations of intent must be replaced by immediate action to reduce bureaucracy and energy costs for businesses.

Citing fresh member survey data, Klein reported that sales, revenue and production levels in Germany’s rubber industry are predominantly declining compared to the previous year. He described this downturn as a clear warning signal, noting that companies have exhausted their potential at domestic sites. Without political support, he added, only foreign markets remain viable alternatives, while Germany continues to lose industrial substance.

The wdk president stressed that the federal government’s failure to implement countermeasures risks permanent damage to the nation’s industrial base. He expressed bafflement that political decision-makers have long known what needs to be done yet have failed to act for an extended period. Klein concluded that proactive intervention is now essential, as the erosion of Germany as a production location must finally be stopped to preserve the manufacturing sector as the backbone of the economy and a guarantor of prosperity.

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Bridgestone Americas has concluded the first phase of a joint research initiative with Penske Transportation Solutions, known as the Decarbonisation Lab, which focused on identifying commercially ready methods for reducing carbon emissions in real-world commercial fleet operations. The partnership confirmed that both companies intend to continue their collaboration with a second phase of testing in 2026, building on the operational data gathered during the initial stage.

Working alongside Dynamon, a specialist in advanced data analytics, the Lab’s first phase involved logging more than 500,000 fleet miles to assess three specific operational areas. The use of low-rolling-resistance retreads, continuous tyre pressure monitoring and Bridgestone casings on Penske vehicles produced a measurable gain of 6.35 percent in fuel economy. In a separate track, the partners tested renewable diesel in Tennessee, a state outside the usual Low Carbon Fuel Standard markets, to study long-term maintenance needs and efficiency results.

A third work stream saw Penske and Bridgestone engineering teams jointly redesign aspects of Bridgestone’s automotive tyre retail distribution network, with the goal of cutting roughly 152,000 miles from that logistics system. Scaling that approach across the entire dedicated fleet operated by the two companies would correspond to a four to six percent drop in CO₂ emissions, according to the project’s projections.

The overall findings from the Decarbonisation Lab reinforce the idea that meaningful near-term sustainability gains require a combination of proven technologies, rigorous data collection and close industry cooperation rather than isolated efforts. Representatives from both organisations are scheduled to present the first-phase results at ACT Expo 2026 in Las Vegas on the afternoon of 4 May.

Erik Seidel, head of sustainability for Bridgestone in the Americas, Europe, Middle East and Africa, said, “Our Bridgestone team is proud to have partnered with Penske for more than a decade, from IndyCar racing to deploying millions of retreaded tyres across the Penske fleet. The Decarbonisation Lab is a testament to how sustainable transformation can be accelerated when we work together.”

Bill Combs, Senior Vice President, Partnership & Sustainability Strategy, Penske, said, “We are honoured to collaborate with Bridgestone to bring the Decarbonisation Lab to the marketplace. Our companies have enjoyed a successful history of uncovering great solutions that benefit our customers and the industry.”

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