Gaar, by Its Very Nature, Has the Potential of Leading to Uncertainty and Litigation
CFO|February 2017

Jyotsna Sharma, CFO, Sandvik Asia, speaks her mind on crucial issues concerning the finance fraternity in India at the moment.

Sangita Thakur Varma
Gaar, by Its Very Nature, Has the Potential of Leading to Uncertainty and Litigation

Q: Sandvik is a high-tech global engineering group active in a variety of industry segments. What are its interests in India?

Jyotsna Sharma: Sandvik is a global industrial group with advanced products and world-leading positions in selected areas like tools for metal cutting, equipment and tools for the mining and construction industries, stainless materials, special alloys, metallic and ceramic resistance materials as well as process systems. Sandvik group with representation in 130 countries and 45,000 employees is widely known for its innovation and pioneering technology in each area of operation.

Sandvik in India was established in 1960 and started with a moderate sized local manufacturing unit at Pune. Over the years, the company has expanded its base across five other locations within India, with an annual turnover of over ₹3,000 crore and providing employment to over 3,000 people. It is now a well-established major export hub for Sandvik, globally, with sizable export revenue. Sandvik’s interests In India include Sandvik Mining & Rock Technology, Sandvik Machining Solutions and Sandvik Material Technology.

Sandvik Mining operates in India as a developer of mining solutions including equipment and tools, for rock drilling, rock cutting, rock crushing, loading and hauling and materials handling. It also offers solutions for virtually any construction industry application encompassing diverse businesses.

This story is from the February 2017 edition of CFO.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

This story is from the February 2017 edition of CFO.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

MORE STORIES FROM CFOView All
If I Were Not A CFO...
CFO

If I Were Not A CFO...

If I were not a CFO, something else I’d rather be... We set out to find the dream alternate profession that our top CFOs would like to be in. The results were surprising. Find out for yourself and also what other dreams they harbour...

time-read
4 mins  |
November - December 2017
...In Armed Forces I Would Be!
CFO

...In Armed Forces I Would Be!

...In Armed Forces I Would Be!

time-read
1 min  |
November - December 2017
...An Investor In Body & Soul I Would Be!
CFO

...An Investor In Body & Soul I Would Be!

...An Investor In Body & Soul I Would Be!

time-read
2 mins  |
November - December 2017
...A Musician I Would Be!
CFO

...A Musician I Would Be!

...A Musician I Would Be!

time-read
2 mins  |
November - December 2017
“There is no bubble in The e-commerce space”
CFO

“There is no bubble in The e-commerce space”

The word bubble is cropping up in the industry only because many companies are yet to find a way to profitability, feels Prabhakar Sunder, CFO, Voonik.

time-read
3 mins  |
October 2016
New Business Models in These Changing Times
CFO

New Business Models in These Changing Times

New business models poised to change the way the world transacts have Sugata Sircar, CFO and Country Finance Partner, Greater India Zone, Schneider Electric India excited. In this article, he discusses Circular Economy which can radically change business models in the near future.

time-read
5 mins  |
February 2017
India is on a much better footing now
CFO

India is on a much better footing now

Kunal Kundu, India Economist, Societe Generale, on what makes India a bright spot amid gloomy times and why it can’t afford to be complacent. Excerpts...

time-read
2 mins  |
August 2016
The CFO in a (B)orderless World
CFO

The CFO in a (B)orderless World

2016 was forecast to be a challenging and difficult year for the global economy.The events prove it. India cannot stay immune and the Finance leadership must deconstruct to maintain a steady course in these choppy waters.

time-read
4 mins  |
August 2016
Clear Delineation Between Traditional & Digital Business Might Be Hard
CFO

Clear Delineation Between Traditional & Digital Business Might Be Hard

Akhil Bansal, Deputy CEO, KPMG India, on rapidly digitalising economies, challenges and opportunities thereof, and implications for the CFO. Excerpts...

time-read
2 mins  |
August 2016
Partnering HR
CFO

Partnering HR

Bhavin Ashar, Regional Director-Finance with Perrigo API India Private Limited, discusses the dynamics of finance function, partnering with HR and the transaction of HR function.

time-read
5 mins  |
August 2016