iWorld
Viacom18 distribution among IBC finalists as Voot sees 77% visitor-to-video hike
MUMBAI: IBC has announced the shortlist for the IBC2017 Innovation Awards. Demonstrating a breadth of innovation in the electronic media, entertainment and technology industry, the international judging panel reviewed an array of compelling entries, settling on 11 finalists from around the world, all offering very different solutions.
The shortlist covers everything from a major football final to e-sports; from virtual studios to channel marketing; from mobile OTT on a massive scale to seamless content delivery on high speed trains. Taking to the stage during IBC Awards Ceremony on Sunday 17 September will be representatives from Toronto to Singapore, the UK to India, and Spain to the USA.
For 2017, IBC’s 50th anniversary year, categories in the Innovation Awards were updated to reflect and respond to the shifting industry landscape. Three awards will be presented for the most innovative projects in Content Creation, Content Distribution and Content Everywhere. What has not changed is the emphasis on collaborative work to tackle a real challenge, and the trophies are taken home not by the technology partners but by the broadcasters, media enterprises and service providers who commissioned the project.
“I was astounded by the quantity, and most important the quality, of entries this year,” said Michael Lumley, chair of the judging panel. “It took a lot of intense discussion to get down to 11 finalists – it was a very tough task and there were many excellent projects which did not make the shortlist, often by a very fine margin.”
“The international spread of 2017 finalists reflects the global reach of IBC, and the global significance of these most highly-coveted awards,” Lumley added. “I look forward to congratulating all the finalists and hearing the winners announced on Sunday night at IBC.”
Content Creation – three finalists
ITV in the UK has been shortlisted for its Project Phoenix. The broadcaster needed to develop a system which managed the production of promos and trailers from commissioning to transmission. The result creates more than 1,000 marketing assets every month, with almost all versioning carried out automatically. Technology partners alongside ITV were 100 Shapes, Cantemo, Codemill, NMR, Pixel Power and Vidispine.
Leading broadcaster Mediacorp made the shortlist for implementing a service-oriented architecture to break down silos across its global campuses and create a seamless production and delivery environment. Its new centre includes a 3,000 square metre newsroom producing online, television and radio news in four languages, together with six studios and a large theatre, more than 100 edit suites and OTT and broadcast delivery. Systems integrator Qvest Media brought in an enormous number of technology partners, including Actus, Adobe, ATCI, Autoscript, Avid, Axon, Baton, Blackmagic Design, Cisco, Dalet, DHD audio, EVS, Fairlight, Grass Valley, Harmonic, Hitachi, HP, IBM, Ihse, Lawo, Lund Halsey, Netia, Octopus, Oracle, Raritan, RCS, SAM, Scheduall, Shotoku, Sony, ST Electronics, Telestream, TriplePlay, TSL and Vizrt.
Groupe Média TFO has transformed itself from a small, French language broadcaster in Ontario, Canada, into a major online presence producing much-loved children’s programming. Its Laboratoire d’univers virtuels, or LUV, took a fresh approach to virtual sets, using the power and cost-effectiveness of the Unreal games engine from Epic Games. Today TFO produces as many as 40 short videos, in real time, each day, from a single studio. As well as Epic, technology partners were CEV, stYpe and Zero Density.
Content Distribution – four finalists
Arena Television is a UK-based outside broadcast provider, and led the industry in Europe with its first all-IP truck. It is regularly used to originate BT Sport’s 4k Ultra HD coverage of the English Premier League. Technology partners for this pioneering truck (and a second which is now also in service) were Cisco, Grass Valley, Lawo and Videlio Video Solutions.
Dutch media company DMC has migrated from broadcast playout centre to comprehensive media logistics service. As part of this it has migrated to a fully virtualised private broadcast cloud that provides DMC’s clients with the asset management, publishing and distribution services they need, linking international content owners with 700 million European viewers. The new platform was developed with Cisco, Equinix, Pebble Beach Systems, Red Hat, Super Micro and VMware.
Sinclair Broadcast Group operates 233 television stations in 108 US markets. As part of its programme to provide a common platform for on air and online services, it has developed a revolutionary approach to terrestrial transmission. The usual American model is “high tower, high power”: a single mast and transmitter. The new approach – developed by TeamCast and ONE Media for Sinclair – takes a cellular approach, using mini-transmitters just where they are needed in a large single frequency network.
Viacom 18 is a joint venture in India between media giant Viacom and local service provider Network 18, running a multi-channel OTT network called Voot. Faced with the prospect of delivering content to the 300 million smartphones in India, across networks which are often crowded and at high data costs, it took a fresh approach, developing a progressive web service that delivered high performance without taking valuable memory space. Within just a few days Voot saw a 77% increase in conversion from visitor to video viewer and a 39% increase in session time per user. Google provided technology support.
Content Everywhere – four finalists
BT Sport was host broadcaster for the 2017 Champions League Final in Cardiff, Wales, and went all in to engage with as many people as possible, in as many ways as possible. Separate trucks covered the game in HD and in 4k Ultra HD with Dolby Atmos sound – using the Arena truck nominated for the content distribution award. A unique 12 camera VR operation provided a rich 360˚ feed, including in-vision graphics, live replays and a separate commentary. The content was available online to all platforms as well as broadcast. Technology partners included Dolby, Ericsson, Moov, SAM, Sony, Telegenic and Timeline.
ESL, the Electronic Sports League, is an eSports company that organises gaming competitions worldwide. For the finals of the 2017 Intel Extreme Masters tournament, held in Poland, it needed to find a delivery partner that could deliver live feeds to 13 broadcasters in multiple regions, with additional OTT and digital cinema delivery to some territories. ESL partnered with Deluxe to enable the delivery of live ESL broadcast feeds over the public internet. The eSports tournament reached more than 46 million viewers.
For a decade Google Earth has given us the ability to explore the world using just the internet. Now we can immerse ourselves in its wonders using Google Earth VR. The new app uses touch, sight and sound to engage the viewer and to receive control feedback. New techniques render imagery smoothly, maintaining the immersion without confusion or motion sickness. Technology partners were Ant Food, Even/Odd, Joshua Moshier and Richard Devine.
The final project on this year’s shortlist is a real content everywhere application – ensuring consistent media delivery on trains travelling in excess of 300km an hour. Renfe, Spain’s national railway operator, worked with Telefonica to ensure its 19 million high speed rail passengers can access premium content and live sports on trains and at stations as if they were at home. The project was led by Telefonica, with technology partners including Accedo, Cires21, Cisco, Hispasat, Iecisa, Indra, Nagra, Signiant and Teldat.
The winners of these three awards will be announced during the IBC2017 Awards Ceremony, on 17 September. Special guest host for the evening is scientist and broadcaster Dr Helen Czerski. As well as the Innovation Awards, the ceremony will see the announcement of the Judges’ Prize, also in the gift of the same panel of international editors and consultants who have judged the Innovation Awards. Other awards to be presented during the ceremony include the IBC International Honour for Excellence, IBC’s highest award.
Gaming
India’s new online gaming rules take effect today, banning money games and creating a regulator
The rules, in force from today, separate e-sports from gambling and impose jail terms and stiff fines on violators
NEW DELHI: India’s online gaming sector woke up this morning to a new reality. The Promotion and Regulation of Online Gaming Rules, 2026, came into force today, May 1st, turning a year of legislative intent into enforceable law. The message from New Delhi is blunt: e-sports and social games are welcome; online money games are not.
The rules operationalise the Promotion and Regulation of Online Gaming (PROG) Act, passed by Parliament in August 2025. Together, they represent the most sweeping regulatory intervention India has made in its booming digital gaming market, one that generated Rs 23,200 crore in 2024 and is projected to grow at a compound annual rate of 11 per cent to reach Rs 31,600 crore by 2027. The stakes, in every sense, could not be higher.
A sector out of control
The urgency behind the legislation is not hard to find. An estimated 45 crore Indians have been affected by online money gaming platforms, with losses exceeding Rs 20,000 crore. Addiction, financial ruin, money laundering, and suicides have all been linked to the sector. Seventy-seven per cent of the market’s revenues came from transaction-based games, a figure that made regulators deeply uneasy.
The government’s response, effective as of today, is categorical. Online money games, whether based on chance, skill, or any mix of the two, are banned outright. So is their advertising, promotion, and facilitation. Banks and payment processors are barred from handling related transactions. Unlawful platforms can be blocked under the Information
Technology Act, 2000.
The penalties are designed to sting. Offering or facilitating online money games can attract up to three years in jail and a fine of up to Rs 1 crore, or both. Repeat offenders face a minimum of three years, extendable to five, with fines between Rs 1 crore and Rs 2 crore. Advertising such games carries up to two years in prison and fines of up to Rs 50 lakh, with repeat violations attracting higher penalties still. Cyber cell officers at state and union territory levels, including at police station, district, and commissionerate levels, are empowered to investigate offences.
The new sheriff in town
At the centre of the new framework sits the Online Gaming Authority of India, a digital-first regulator constituted as an attached office of the Ministry of Electronics and Information Technology, headquartered in Delhi. It is chaired by the additional secretary of MeitY and includes joint secretary-level representation from home affairs, finance, information and broadcasting, youth affairs and sports, and law and justice, a deliberately multi-sectoral design built for a complex sector.
The authority’s powers are broad. It will maintain and publish lists of online money games, investigate complaints, issue directions, orders, and codes of practice, hear appeals on user grievances, and coordinate with financial institutions and law enforcement to ensure effective and timely action.
Its decisions on game classification are to be completed within 90 days, a time-bound commitment that industry players have welcomed after years of regulatory ambiguity. Classification can be triggered by the authority acting on its own initiative, by an application from a service provider, or by a notification from the central government. Games will be assessed on objective factors: whether stakes are involved, whether players expect monetary winnings, the revenue model, and whether in-game assets can be monetised outside the game. The outcome is recorded in a determination order specific to the game and provider.
E-sports gets its moment
While the crackdown on money gaming dominates today’s headlines, the rules also carve out a structured path for e-sports and online social games. Registration, required when notified by the central government, applies to all games offered as e-sports and is based on factors including risk to users, scale, financial transactions, and country of origin. A successful application yields a digital certificate of registration with a unique number, valid for up to ten years. Service providers must display registration details, designate a point of contact, comply with data retention requirements, and follow directions on facilitating payments.
Online money games are explicitly ineligible for recognition or registration as e-sports under the National Sports Governance Act, 2025. The separation is deliberate, and the industry has noticed.
Akshat Rathee, co-founder and managing director of NODWIN Gaming, called today’s operationalisation “encouraging,” pointing to publisher-led registration of esports titles and a time-bound determination process as creating “much-needed certainty for all stakeholders.” He added that the “continued emphasis on clearly separating esports from online money gaming is critical in preserving the integrity of competitive gaming as a skill-driven discipline.” He described it as “a proud moment to see official acknowledgement of the broader benefits of responsible esports and gaming, from building confidence, discipline, and teamwork to creating new career pathways for young talent,” and said the framework sets “a strong foundation for the ecosystem to scale in a more structured and globally competitive manner.”
Animesh Agarwal, co-founder and chief executive of S8UL, was equally bullish. “This clarity is critical in unlocking investor confidence and attracting multi-genre brands, while also enabling organisations to take a more long-term view, whether in investing in talent, scaling teams, or building globally competitive formats,” he said, adding that it “strengthens trust among audiences and mainstream stakeholders, positioning esports not just as a sport, but as a fast-growing youth entertainment category in India.”
But Agarwal urged caution on several fronts. There remains limited clarity around financial frameworks, particularly in how esports earnings are treated by banks and financial institutions. A well-defined pathway for the formal recognition or registration of esports teams is still evolving, as are structured player protections. He also called for smoother visa processes for esports athletes competing in international tournaments and for government support in developing infrastructure, including bootcamps, training facilities, and access to high-performance equipment across titles.
Vishal Parekh, chief operating officer of CyberPowerPC India, pointed to downstream effects on education and careers. “With formal recognition and policy backing, colleges and institutions are more likely to take the sector seriously, whether through dedicated esports infrastructure, training programmes, or curriculum integration,” he said, adding that this helps students view gaming as a viable career spanning roles across competitive play, content, game development, and allied industries. He noted that as esports gains prominence in global multi-sport events, the framework strengthens India’s position in international competitive gaming, and called on the ecosystem to provide the right infrastructure and access to high-performance hardware to unlock opportunities in talent development and job creation.
Protecting users, one safeguard at a time
The rules introduce a layered system of user protections calibrated to the risk profile of each game. These include age verification, age gating, time restrictions, parental controls, user reporting tools, counselling support, and fair-play and integrity monitoring. Service providers must disclose their safety features and internal grievance mechanisms when applying for determination or registration.
A two-tier grievance redressal system sits atop these safeguards. Users who are dissatisfied with a platform’s resolution can escalate to the authority within 30 days. The authority aims to dispose of such appeals within a further 30 days. A second appeal lies before the secretary of MeitY, who must also endeavour to resolve matters within 30 days. Enforcement proceedings will be conducted in digital mode wherever possible, with cases targeted for resolution within 90 days from receipt of a complaint.
Penalties under the framework are proportionate, taking into account gain from non-compliance, loss to users, the gravity of the offence, and whether violations are recurring. Mitigation efforts by service providers will also be considered when determining penalties. All penalties imposed under the Act will be credited to the Consolidated Fund of India.
The money follows the rules
For investors and founders, the implications are immediate and significant. Sagar Nair, head of incubation at LVL Zero Incubator, a 100-day sprint designed to accelerate early-stage gaming startups across India, argues that with real-money gaming now prohibited, capital will shift “away from transaction-driven models toward content-led, IP-driven, and global-first gaming businesses.” He acknowledged trade-offs: for operators with exposure to real-money formats, the market becomes more restrictive in the near term. But he argued that by clearly separating esports and non-money gaming from online money gaming, “India is positioning itself as a hub for responsible, creative, and scalable game development.” The opportunity, he said, is “to view India not just as a monetisation-first market, but as a talent, IP, and scale market,” adding that “for founders and investors willing to adapt, this shift could ultimately strengthen India’s position in the global gaming landscape.”
The government frames the wider impact in equally ambitious terms: a boost to India’s creative economy and digital exports, new career pathways for young people, protection for families from predatory platforms, and a stronger voice in global digital governance. India, it argues, offers a model for other countries grappling with the same tensions between gaming’s economic promise and its social risks, one that shows innovation and strong safeguards need not be mutually exclusive.
Whether the framework delivers on those promises will depend on enforcement, always the hardest part. But from today, the architecture is firmly in place: a regulator with teeth, a classification system with deadlines, penalties designed to deter, and a clear dividing line between games that build careers and games that destroy finances. For a sector that has grown fast and governed itself loosely, May 1st, 2026 is the day the free ride ends.
