GECs
APOS 2016: Shane Smith, Viceland and ageing down networks
BALI: “Don’t hire traditional TV people.” With those closing remarks during his keynote conversation at APOS 2016 with MPA executive director and co-founder Vivek Couto , Vice Media co-founder and CEO Shane Smith set the tone for what his company stands for.
Smith stated that the media today is changing. “The Baby boomers have run media for the past 40 years. Gen Y – which is companies like us – will run it for the next many years,” he stated with absolute confidence.
Like at a Mipcom a couple of years ago, Smith – dressed in shorts with a tattoo on his leg – reiterated that Vice hires interns and gives them money to produce content for his network which includes news, food, music and lifestyle channels. “Yes, you give them $10 million. Sometimes you win, sometimes you get a law suit as the intern runs away to Mexico,” he said with a wry smile.
Smith was clear that he will extend his brand to all screens and he will extend his networks to other territories with local partnerships. Earlier this year, his company launched Viceland in both Canada (with Rogers Cable) and US (in partnership with A+E Networks and Disney). Something which got sniggers from traditional TV execs that Vice was going the traditional way. But Smith has his point of view on this.
“Our extension to TV is helping ageing down the networks,” he stated. “We are bringing back the younger demographic to TV. We will produce anywhere there is a younger audience.”
His belief is that the younger audiences had no programming for them, which is what has helped Vice.com succeed. “Whether it is in China, India, Indonesia, we will move in there to serve our key demo,” he said.
“OTT and mobile are very important for us,” he added. “But so is delivery across television but with content which is of a quality that appeals to our audience.”
Viceland is a multinational television channel brand owned and programmed by Vice Media. Viceland’s programming consists primarily of lifestyle-oriented documentaries and reality series aimed towards millennials, directed in Vice’s trademark style of ‘character-driven documentaries’
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.
