DTH
Dish TV seeks shareholder nod to borrow up to Rs 3000 crore
MUMBAI: Dish TV India has called on its shareholders to participate in a postal ballot to decide a few key decisions which will help it rev up its business going forward. The ballot that will take place between 8 August and 6 September firstly seeks permission from its shareholders to authorise the board of directors (BOD) to borrow up to Rs 3000 crore over and above the company’s paid up share capital and free reserves.
Secondly, it seeks to authorise the BOD to create a charge/mortgage on its assets that will aid the borrowings. However, it says it will take care to keep the loan amounts well within the maximum borrowing limits, including all taxes. In an earlier meeting, the BOD had approved of the plan and it is now seeking Dish TV shareholders’ nod for the same.
Additionally, it has sought their go-ahead to allow it to invite companies and individuals to subscribe to its non-convertible debentures (NCDs) through the private placement route. If the resolution is passed – which is quite likely – it will allow Dish TV India to make offers within one year seeking subscription for secured and/or unsecured, redeemable NCDs in one or more series/tranches/currencies to persons such as FIIs, mutual funds, banks, body corporate, persons etc. These can be either Indian or foreign and the condition is that no single tranche will be more than Rs 500 crore and will be well within the boundary of the borrowing limit.
Dish TV has informed shareholders that the BOD could take recourse to various instruments such as equity, project loans, corporate loans, bank and financial institutional loans or debentures to raise funds going forward. A right mix of all of these would help it get funding at an optimum cost. Subject to member approval, the board says it is evaluating the process of raising money through non convertible debentures on private placement basis.
The last resolution – if pased – will authorise the BOD to make investments/give any loan or guarantee /provide security to any of Dish TV India’s subsidiary/associate companies to the tune of Rs 500 crore. This could be done from time to time and in tranches. The investments, guarantees and securities are aimed to bring about optimum utilisation of the company’s funds and achieve long term strategic and business objectives, the Dish TV postal ballot notice to the Bombay stock exchange says.
The aggregate of the investments that it will make along with the securities that it may provide to a loan taken by a subsidiary/associate company, guarantees and the proposed investments can be more than 60 per cent of the paid up share capital and free reserves and securities premium account or 100 per cent of its free reserves and securities premium account, whichever may be higher.
“Your company has embarked upon a growth path and is constantly reviewing opportunities for expansion of its business operations,” says a note to Dish TV shareholders.
DTH
Prasar Bharati’s WAVES earns Rs 2.9 crore in first year
Platform scales content, users but monetisation gaps limit revenue growth.
MUMBAI: Big waves, small ripples at least for now. When Prasar Bharati launched its OTT platform WAVES at the 55th International Film Festival of India in November 2024, it pitched a bold vision: a homegrown rival to global and domestic streaming giants, blending video, audio, gaming and commerce into a single digital ecosystem. Five months into FY2024–25, however, the platform’s revenue stands at just Rs 2.90 crore, a figure that underscores the gap between ambition and monetisation.
On paper, WAVES looks anything but modest. The platform has ingested 13,608 titles, totalling 9,495 hours of content, with over 13,000 titles already live. It has streamed more than 575 live events from the Mahakumbh Amrit Snan and the 76th Republic Day parade to the Hockey India League, Kabaddi World Cup and Mann Ki Baat while offering 74 live TV channels and 12 radio channels. With over 10 lakh registered users and more than 200 content partners onboarded, the scale resembles that of a fully operational streaming service rather than a pilot project.
The architecture supporting this scale is equally robust. Built under Prasar Bharati’s Central Archives vertical, WAVES runs on a cloud-based infrastructure with DRM, encryption and an integrated analytics dashboard. It includes dedicated units for content ingestion, quality control, publishing, graphics, marketing and billing, and is distributed across platforms such as OTTplay, Tata Play and BSNL. The offering extends beyond video to include audio-on-demand, e-games and even e-commerce via ONDC integration.
Yet, the numbers reveal a core disconnect. Despite its scale, WAVES generated just Rs 2.90 crore in a market where India’s OTT industry crossed Rs 23,000 crore in 2024. A key bottleneck lies in monetisation infrastructure: subscriptions cannot currently be purchased within the app and must be completed via an external website. In a mobile-first country where over 95 per cent of OTT consumption happens on smartphones, this extra step creates friction that most users are unlikely to overcome.
Ironically, content is not the problem, it is the platform’s biggest strength. Prasar Bharati holds one of the world’s richest broadcast archives, including 45,154 hours of digitised Akashvani programming and 35,723 hours from Doordarshan. For WAVES alone, over 3,800 hours of archival content have been made OTT-ready, including classics such as Ramayan and Shaktimaan, alongside rare cultural recordings and historical broadcasts.
There are early signs that this library holds commercial potential. Revenue from archival content licensing rose sharply to Rs 3.38 crore in FY24, up from Rs 67 lakh the previous year. Meanwhile, free digital platforms continue to drive massive reach, the PB Archives Youtube channel clocked 119.78 million views and added 4,02,000 subscribers in FY2024–25, crossing 1.7 million in total, while DD News has over 5.84 million subscribers.
That, however, presents a strategic dilemma. While free distribution builds scale, it also conditions audiences to expect content at zero cost making it harder to transition to paid models. WAVES, designed as a hybrid AVOD-SVOD platform with advertising and subscription layers, is yet to fully crack this balance.
The broader challenge is not technological but strategic. In an ecosystem dominated by platforms offering seamless payments, aggressive pricing and high-budget originals, WAVES is still bridging the gap between being a content repository and a commercially viable product.
For now, the platform reflects both promise and paradox. It has the scale, the content and the infrastructure but until monetisation catches up, WAVES remains less a revenue engine and more a digital showcase of what India’s public broadcaster could become.
