Cable TV
“India is not yet mature for RIO deals”: Sanjev Hiremath
The current scenario in India is not very viable to allow for reference interconnect offer (RIO) to take off. No broadcaster would want to be on a RIO agreement because the moment you are on RIO, your distribution is affected. Broadcasters want their channels to be carried by all operators and also in good packs for maximum reach.
Subscription too would be lower at least initially. The RIO rate X subscribers on CPS basis will mostly likely be lower than the existing negotiated price for that channel.
India is not yet an addressable pay TV subscription market and RIO deals will not work anytime soon; neither for the broadcaster nor for the DPO. The addressable billing system, consumer communication and B to C marketing needs to kick-in.
Currently, broadcasters want reach and DPO wants carriage or at the least it does not want to pay for the channel and keep its content cost down. There is competition among DPOs too and cost of content is critical to all. RIO is a regulatory mandate in the absence of a deal and a good basis for negotiations. Money saved on carriage on RIO (as there is no carriage) can be used for discounts to structure deals.
In the immediate future, some channels will get impacted due to poor uptake or because of it being a niche or premium channel. Some of these channels will likely go on RIO especially stand alone ones. As and when billing for content gets established we move to a more mature market where broadcasters will get decent subscription revenues, niche channels will be able to survive and premium channels will make more money being a-la-carte on a CPS deal.
We are in a transition phase of moving to the real objective of DAS, pay as per channels viewed/subscribed – in short, ADDRESSABILITY!
(These are purely personal views of consultant Sanjev Hiremath and indiantelevision.com does not necessarily subscribe to these views.)
Cable TV
Hathway Cable appoints Gurjeev Singh Kapoor as CEO
Leadership change comes as cable TV faces shrinking subscriber base and modest earnings pressure
MUMBAI: Hathway Cable and Datacom has tapped industry veteran Gurjeev Singh Kapoor as chief executive officer, marking a leadership pivot at a time when India’s cable television business is under mounting strain.
Kapoor will take over from Tavinderjit Singh Panesar, who is set to retire in August after a long innings with the company. Panesar, chief executive since 2023, has held multiple leadership roles at Hathway, including his latest stint beginning in 2022.
Kapoor brings more than three decades of experience in media and entertainment. He most recently led distribution at The Walt Disney Company’s Star India business, now part of JioStar. His career spans television distribution and affiliate partnerships, with stints at Sony Pictures Networks India, Discovery Communications and Zee Entertainment.
Panesar, with over three decades in the industry, has worked across strategic planning, distribution and business development in media, broadcasting and manufacturing. His past associations include ESPN Star Sports, Star India, Apollo Tyres and JK Industries.
The transition lands as the cable sector grapples with structural disruption. Traditional operators are losing ground to streaming platforms, while telecom and broadband players tighten the squeeze with bundled offerings.
An EY report estimates India’s pay-TV base could shrink by a further 30 to 40 million households by 2030, taking the total down to 71 to 81 million. The slide follows a loss of nearly 40 million homes between 2018 and 2024, a contraction that has already wiped out more than 37,000 jobs in the local cable operator ecosystem.
Hathway’s numbers reflect the strain. The company reported a consolidated net profit of Rs 93 crore for FY25, down from Rs 99 crore a year earlier. Revenue inched up to Rs 2,040 crore from Rs 1,981 crore. As of December 2025, it had about 4.7 million cable TV subscribers and roughly 1.02 million broadband users.
Kapoor steps in with a familiar brief but a shrinking playbook. In a market where viewers are cutting cords faster than companies can reinvent them, the new chief executive inherits a business fighting to stay plugged in.
