GECs
A year on air, Star One aims for No. 2 slot in Hindi GEC space
MUMBAI: “Have you ever played the game called Risk? It is all about moving forces here and there. That is exactly what we are doing here, post Star One’s arrival.”
Thus explained Star India COO Sameer Nair, was how, in a single year, Star One managed to reach what is an enviable position in the Hindi entertainment space.
Nair, during a Q&A session with the media, on the occasion of Star One completing one year, spoke about the gutsy performance the channel put up, reaching out to 71 per cent of its TG population in the first three months itself. He also explained some significant decisions taken on the strategy front and the channel’s future plans.
On the ad sales front, Nair said, Star One would soon hike its rates. The channel, which began with the Target Audience (TG) ABC 15-34, had premium rates attached to it. But it was forced to reduce its rates as the strategy didn’t work. But, once shows such as Instant Kichdi and The Great Indian Laughter Challenge started to deliver, the channel brought in a hike after seven months of its launch. During the course, the channel has broadbased its TG also, to ABC4+.
“The idea is to broadbase Star One and get the same value as Star Plus. We have already accommodated Star One in the sales package which includes Star Plus, Star Gold and Star Utsav,” says Nair.
Another key change, Nair explained, was the co-ordination now happening between the Star Plus team and the Star One team. “Earlier, the operations of Star Plus and Star One were worked out differently. But now, the teams have started working together. For example, we are giving the full network push to our brand new show Nach Baliye,” points out Nair.
As it completes one year, Star One has initiated some key changes in its schedule as well. The Monday – Thursday 8 pm serial Remix’s duration has been brought down from one hour to half-an-hour. “It is very difficult to do a one hour daily show,” Nair reasons.
This year will also see Star One debuting on the horror genre. Darna Mana Hai from the K Sera Sera stable will launch on 14 November (Monday to Thursday, 10 pm). Inspired by the success of Remix, Star One is launching the soap India Calling on the same day. The serial, set in the backdrop of India’s call centres, will occupy the 9:30 time slot Monday to Wednesday.
Strategy-wise, Star One has also been pushing the case of of seasonal programming. The channel has already made its intentions clear to bring the second season of the successful chat show Koffee with Karan. Another key property making its comeback through a second season would be The Great Indian Laughter Challenge. According to Nair, the channel is targeting a March 2006 re-launch of the popular show.
“The next three to four months are going to be very complicated as well as interesting. We will be launching a number of shows and our competitors are also planning so many things,” Nair sums up.
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.
