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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Scandinavian Enviro Systems AB (publ) has taken decisive action to terminate its agreements with Infiniteria Europe Sàrl and Cuibhil Luxco concerning their joint venture, Infiniteria. This move is formally supported by Chapter 3, Section 9 of the Swedish Company Reorganization Act and forms a key component of the corporate restructuring that received approval from the Gothenburg District Court on 27 February 2026. A three-month notice period is now in effect.

The decision stems from a strategic need to free Enviro from what it describes as burdensome and loss-making contractual commitments that hindered its path to a sustainable business model. Prior to this termination, Enviro had spent considerable time attempting to renegotiate the terms with both the joint venture company and Cuibhil Luxco in order to establish a more viable long-term structure. Those discussions ultimately failed to yield an agreement, leaving Enviro with no alternative but to invoke the legal provisions available under its ongoing reorganisation.

Once the notice period expires, the joint venture will no longer hold exclusive European rights to Enviro’s patented pyrolysis technology, nor will it continue to receive the management and technical services previously provided. By reclaiming full control over these assets and capabilities, Enviro clears the path to market its technology on a global scale, unencumbered by the prior arrangement’s restrictions.

The agreements terminated by Enviro are: a license agreement between Enviro and Infiniteria Europe Sàrl under which Enviro licenses its patented pyrolysis technology to the JV company; a marketing and agency agreement between Enviro and Infiniteria Europe Sàrl under which Enviro acts as marketing and sales agent for the products produced through tyre recycling; a services agreement between Enviro and Infiniteria Europe Sàrl under which Enviro provides technical services and management support to the JV company and its group companies; an option agreement between Enviro and Cuibhil Luxco, a subsidiary of Antin Infrastructure Partners, granting Cuibhil Luxco the right, under certain conditions, to acquire shares in the JV company from Enviro; and a shareholders’ agreement relating to the JV company between Enviro, Cuibhil Luxco and Infiniteria Europe Sàrl (collectively, the “Agreements”).

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Michelin has added three new accolades from the JD Power 2026 U.S. Original Equipment Tire Customer Satisfaction Study, securing the highest ratings from drivers across the Passenger Car, Performance Sport and Luxury segments. This achievement raises the brand’s total to 106 JD Power Awards since the research programme began.

The study gathered insights from over 38,244 vehicle owners, who evaluated satisfaction based on tyre wear, ride quality, appearance and traction with handling. These four key areas form the foundation of how original equipment tyres are assessed in the annual benchmark.

For more than five decades, JD Power has provided automotive manufacturers, retailers, lenders and insurers with essential data and advanced analytics to support confident decision-making. By applying proprietary intelligence and deep industry expertise, the firm continues to help partners strengthen performance and better understand customer interactions with brands and products.

Matthew Cabe, president and CEO of Michelin North America, Inc, said, “Michelin’s enduring leadership in tyre performance and customer satisfaction is driven by our unwavering commitment to excellence. Earning three new JD Power Awards reflects the passion and precision our teams bring to every product we design. Every mile and every moment, drivers can trust Michelin to deliver long‑lasting tyres and uncompromising quality.”

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Facing mounting pressure on the industrial sector, the German rubber industry is demanding that the federal government adopt a crisis-mode approach. Michael Klein, President of the German Rubber Industry Association (wdk), issued the warning in Frankfurt am Main, criticising policymakers in both Germany and Europe for inaction while manufacturing firms, especially mid-sized companies, are already operating at maximum alert and fighting for survival.

Klein expressed strong support for the ‘Enough with the snail's pace!’ initiative launched by the German Chemical Industry Association (VCI), which calls for accelerated reforms. He also aligned with Chancellor Friedrich Merz’s view that economic policy must move more swiftly. According to Klein, the wave of site closures and production relocations underscores the severe strain on Germany as an industrial hub. He stressed that all nationally controllable competitive disadvantages must now be eliminated without delay.

To achieve this, Klein proposed tangible steps such as lowering the national CO₂ price and temporarily suspending national emissions trading, alongside a significant and immediately noticeable reduction in bureaucratic burdens.

Addressing broader economic pressures, the wdk president warned of additional strains from the conflict involving Iran. He pointed to surging fuel prices driving up transport costs and disruptions to global container shipping routes, which are increasingly jeopardising supply chains across sectors, including the rubber industry. With multiple crises converging, Klein cautioned that without swift countermeasures, Germany’s status as a production location faces further irreversible damage.

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Cooper Tires, a subsidiary of Goodyear, has unveiled a completely reimagined global brand identity aimed at increasing visibility, sharpening consumer recognition and reinforcing its position within a fiercely competitive market. The refresh speaks directly to drivers who rely on durable, dependable tyres.

Drawing on more than a century of building trust with those who expect peak performance, the new look merges Cooper’s established legacy with a contemporary aesthetic. The result conveys strength, intentionality and assurance. Central to the update are refined brand marks, an updated colour palette and a modern design approach tailored to stand out in both physical retail spaces and digital environments.

The evolution pays homage to two symbolic figures. One returns to Cooper’s history: a knight’s helm, first adopted in the 1940s following the brand’s Armored Cord tyre innovation, now reimagined with sharper lines to lead Cooper forward. Joining it is the American grey wolf, native to Ohio where Cooper is rooted. Representing adaptability, resolve and readiness for any terrain, the wolf reflects the brand’s character and the mindset of its drivers. Both icons will appear prominently across major brand materials.

The updated colour system balances heritage with visibility. Valor Green nods to Cooper’s history of crafting products for rugged conditions and natural landscapes, symbolising endurance and expertise. A heritage orange accent recalls the brand’s early days, adding energy and distinction. The overall palette draws inspiration from nature, a core element of Cooper’s identity.

Additional updates span typography, photography and illustration. Developed with Publicis P1T Crew and creatively led by BBH USA, the rollout begins in March 2026 with global website and social media updates, along with select paid media campaigns. Retail point-of-sale materials will follow gradually to ensure a consistent worldwide experience.

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