Sandvik CFO Nerissa Jalim has built her career across logistics, manufacturing and industrial engineering. In this feature, she reflects on transformation in finance, digital evolution, sustainability and the purpose-driven leadership principles shaping the modern CFO.
Sandvik CFO Nerissa Jalim has spent her career navigating some of South Africa’s most complex and heavy-duty sectors. Her journey spans senior finance roles at Cargo Carriers, Lafarge Holcim and Aveng, and includes serving as chair of Kuehne+Nagel’s board of directors. Each chapter, she says, added new dimensions to her capacity as a trusted advisor, shifting her from a traditional financial custodian into a strategic, transformational leader.
Over the years, the CFO role has become more expansive, and Nerissa has felt that shift firsthand. “In today’s world, agility is a prerequisite in the CFO role. Financial stewardship is dynamic and so is business transformation.”
For her, the concept of the “next-generation CFO” aligns closely with what many now call the chief value officer. It is a role defined not only by reporting and oversight, but by constantly seeking ways to unlock performance, strengthen processes and contribute meaningfully to organisational value creation.
Digital finance and data capability
She describes Sandvik’s digital evolution as a continuous journey, saying that Sandvik is constantly evolving in the technology space and applies this principle across the business, finance is no different. At the heart of this evolution lies one non-negotiable: data. “Good quality data is the heart of good decision-making.”
While the company is exploring artificial intelligence, she emphasises that it remains early days for the finance function. “Sandvik identifies that AI can improve forecasting and productivity, however we are at the infancy stage of exploring these options.”
Crucially, she believes the digital shift cannot come at the expense of human capability and believes that there is a fine line between digitisation and the human aspect of finance, but there is always the need for both.
And when it comes to investing in digital tools, she is pragmatic: “There is no silver bullet in finance teams as far as digitisation is concerned. I would recommend standard automated reports that are tailored and automated at month-end.”
Sustainability strategy and ESG focus
Sustainability is not a standalone priority at Sandvik, it is embedded into every strategic pillar. And for her sustainability is not a bolt-on to our strategy but a pivotal element.
She describes sustainability impact as both measurable and experiential. “Sustainability has both a tangible and intangible element. The innovation of our products is passed onto our customers through improved efficiency and lowers the impact of our products on the environment,” she says.
For CFOs, she adds, supporting the energy transition is becoming central to the role. “The CFO’s responsibility is to support the business strategy in the acceleration that it aspires to achieve with regards to the energy transition.”
Moreover, Nerissa sees CFOs as powerful catalysts for ESG integration, which is why she believes that CFOs are key stakeholders that can lobby support for ESG business goals by assisting with the integration of ESG into business strategy.
Leadership under pressure and team culture
Working in heavy industry comes with inherent unpredictability. But Nerissa views uncertainty not as a threat, but as a space for reinvention. She believes mindset is the greatest differentiator in navigating volatility.
Her leadership philosophy centres on creating a stable, people-first environment for her team. “Through inclusion and having a people-first approach, it is important to be transparent and have effective communication so that my team does not feel unsettled.”
Psychological safety, she notes, is foundational. “It is having an environment of trust, honesty and comradery,” she explains, one that recognises the importance of rest and emotional awareness.
To stay centred herself, she returns to her personal anchors. “I stay grounded by being around those I love. I enjoy spending time in meditation and yoga.”
Women in industry and pathways for growth
Nerissa has spent most of her career in male-dominated environments, a dynamic that has shaped her approach to leadership and self-advocacy. “I stay grounded in my knowledge and experience and I am not afraid to have the difficult conversations that are required to break glass ceilings,” she says.
Her message to young women entering the field is clear: “Never stop learning and developing your skill set. Stay passionate about your role and remain curious.”
While progress has been made on gender equity, she emphasises that the journey is far from complete. She supports leadership organisations that uplift and guide young women pursuing executive roles.
Purpose, people and personal anchors
Beyond the boardroom, her years of involvement with the Little Eden Society, a non-profit providing lifelong care for children and adults with profound intellectual disabilities, shaped her understanding of purpose. “It is a constant reminder of the many things I have to be grateful for in life. It breaks the world down into a basic block of simplicity that we often forget.”
Her definition of purpose-driven leadership reflects a balance of rigour and humanity, and for her, this means being a transformational leader that is visionary and effective in delivering results but also values people.
Developing future leaders is something she does organically, through everyday coaching and mentoring. “A positive attitude, dedication and consistency are key qualities in future leaders.”
And underpinning all her decisions is a principle she considers sacrosanct in finance, which is why she believes that compliance has guided her decisions, and in finance it is integral to their role as custodians and gatekeepers.
