GECs
Junior KBC has what it takes
If there were any doubts as to how Kaun Banega Crorepati‘s superstar host Amitabh Bachchan would perform while dealing with precocious kids in the junior variant of the celebrated show, they can be safely be laid to rest.
The first episode, which aired yesterday at 10:00 am, must surely get an A+ rating for a package that was just right. Right from the the song sung by Bachchan in his inimitable baritone that was actually a kind of introductory note as to the purpose of starting Junior KBC to the kids in what was clearly an enjoyable experience for everyone involved.
Everything, from the sets to the lighting, was faithful to the “adult KBC” in terms of the look as well as the production values (you don’t mess with a winning concept). Bachchan wore a lighter shade vis-?-vis his attire but that was about it.
What was different was the feel. Bachchan’s way of dealing with kids was a revelation. He didn’t try too much of the hee-haw stuff but still managed to keep the kids completely at ease. Totally attentive to what they were saying as well as making sure there was no confusion in their minds as to what it was that he was trying to tell them.
And the kids responded with aplomb. It was quite clear they were having a ball while at the same time making it clear to everyone watching (if it needed telling) that kids were much better at the quizzing business than adults.
The Big B, consummate performer that he is, made those little changes in his body language which made all the difference not only with the tempo that he maintained (speeded up just that wee bit) but also in his gestures. He was far more effusive with more pronounced hand and body movements but at the same time kept himself just that much in check so as not to seem as if he were going over the top.
The questions asked were by and large well thought out taking into consideration the normal subject interest and average intelligence as well as exposure to information of any middle class child.
As for the moolah, the participants, all between 10 and 17, will not get any cash in hand but have their winnings put into a Children’s Gift Fund to which they will have access only after they turn 18. For instant gratification, though, a child who gets to the hot seat is given a computer. The rewards Bachchan offers are given in terms of points which have some ratio factored value. On the first day a Class IX schoolboy from Meerut, Abhisht Pandey, walked away with Rs 6,40,000.
Whether Junior KBC will able to lift up senior KBC remains to be seen but as far as Sunday mornings go it looks a winner. The other channels are offering mythological like Vishnupuran on Zee and Shree Ganesha on Sony and cartoon programming, so the channel looks set to to pack in the viewers.
Sameer Nair, Star’s executive vice president programming has said he was looking at a two digit TRP rating for the show. That doesn’t look like such a tall order after all. Especially considering the ease with which the Big B has taken to the new format.
GECs
Sahara One reports financial results, notes director exit and business realignment
Muted revenues, steady expenses and strategic adjustments shape company’s current phase
MUMBAI: In a tale where the sands seem to be slipping faster than they can be gathered, Sahara One Media and Entertainment Limited has reported another quarter of wafer-thin income and widening losses, even as a boardroom exit adds to the unease.
The company informed the Bombay Stock Exchange that its board, in a meeting held on April 4, approved its unaudited financial results for the quarter ended September 30, 2025. The numbers paint a stark picture. Total income for the quarter stood at just Rs 0.13 lakh, unchanged sequentially and sharply down from Rs 0.26 lakh a year earlier.
Losses, meanwhile, deepened. The company posted a net loss of Rs 24.16 lakh for the quarter, compared to Rs 18.81 lakh in the June quarter and Rs 39.69 lakh in the same period last year. For the six months ended September 2025, the cumulative loss stood at Rs 39.69 lakh, while the full-year loss for FY25 was reported at Rs 60.72 lakh.
Expenses continued to outweigh income by a wide margin. Total expenses for the quarter came in at Rs 24.30 lakh, led by employee benefit costs of Rs 6.51 lakh and other expenses of Rs 17.78 lakh. Earnings per share remained in the red at Rs (0.11) for the quarter.
The balance sheet reflects a company with significant assets on paper but limited operational momentum. Total assets stood at Rs 23,065.57 lakh as of September 30, 2025, broadly unchanged from March 2025. Equity share capital remained steady at Rs 2,152.50 lakh, while total equity was reported at Rs 18,004.85 lakh.
Cash and cash equivalents saw a modest uptick to Rs 6.75 lakh from Rs 4.68 lakh earlier, supported by a positive operating cash flow of Rs 180.01 lakh for the period.
Yet, beneath these numbers lies a more complex narrative. The company’s auditors flagged their inability to obtain sufficient evidence to form a conclusion on the financial statements, citing lack of access to records. They also raised concerns over the company’s ability to continue as a going concern, pointing to insufficient funds, delayed recoveries, and stalled content investments.
Adding to the governance overhang, the company disclosed that Rana Zia has resigned as whole-time director, effective October 16, 2025, citing other professional commitments. The resignation, noted and accepted by the board, also brings an end to her role across company committees.
Regulatory pressures continue to loom large. The Securities and Exchange Board of India has already initiated penal actions for non-compliance with listing norms, with trading in the company’s shares remaining suspended. There is also a risk of promoter demat accounts being frozen.
Legacy legal issues remain unresolved. A substantial deposit of Rs 694,027.88 thousand linked to the long-running OFCD dispute involving Sahara group entities is still under the purview of the Supreme Court of India. Restrictions on asset disposal continue to weigh on the company’s financial flexibility.
Operationally, challenges persist across multiple fronts. Advances worth Rs 1,92,916 thousand given for film content remain stuck, with delays in project completion and uncertain recoverability. The company’s YouTube channel, despite being operational, has generated no revenue for over three years due to compliance lapses. In a further twist, management has indicated that revenues may have been fraudulently diverted through unauthorised changes to its AdSense account, with a police complaint in the works.
There are also missed revenue opportunities. Television content rights continue to be used by a related party despite the expiry of the licence agreement, with fresh negotiations still underway.
For now, Sahara One Media and Entertainment Limited appears caught between legacy disputes and present-day operational hurdles. As losses linger and governance questions mount, the road to recovery looks less like a sprint and more like a slow trudge through shifting sands.
