Cable TV
Hinduja Group media head Mansukhani spells out priorities
NEW DELHI: The new CEO & MD of Hinduja Media Group Ashok Mansukhani, a veteran of Indian media industry, has already got his priorities etched out and expressed willingness to work along with all stakeholders of the sector for the overall growth and mutual benefits.
Speaking to Indiantelevision.com, the bureaucrat-turned-corporate-executive Mansukhani said priorities included getting digital rollout of Indian TV services “back on track”, push for promotion of digitisation and increased education of consumers, explore how some of his cable segment colleagues could benefit from digitisation and last, but not the least, to work towards bringing other segments of the media and entertainment sector, including regulators and policy-makers, together so a conducive environment for a mature dialogue could be created.
Indirectly admitting that digitisation had hit roadblocks in the last 12-18 months owing to several reasons, Mansukhani said while the third phase of digitisation is coming to an end, edges in the fourth and last phase need to be ironed out. “At the end of the day, it’s a matter of 73 million homes in small towns and hamlets in the last phase of digitisation and we cannot take the task lightly,” he explained.
Mansukhani, a former Indian Revenue Service government official, has seen the Indian media industry (specifically the electronic medium) grow from staid Doordarshan days to the present vibrant — and possibly a bit chaotic — stage of evolution when the country has over 800 private sector licensed TV channels, several distribution platforms and approximately 50,000 cable operators. His stints at the pubcaster’s headquarters in New Delhi’s Mandi House area, Ministry of Information and Broadcasting (MIB) and later in the private sector with the Hinduja Group, puts him in a unique position.
According to Mansukhani, who now will be heading the media assets of the multi-billion dollar Hinduja Group, including MSO company IndusInd Media and Communications Ltd (IMCL) and the HITS venture, the Indian media and TV industry is at a critical stage of development and hinted increased litigation and face-off with the regulator and policy-makers could be detrimental for the industry, which needs to come together to voice the genuine and common concerns of the industry.
“I would also like to see and explore how we can help cable operator colleagues and others benefit from digitisation,” Mansukhani said, adding that a more concerted effort needs to be put in by stakeholders, including broadcasters, distribution platforms and the regulator, to educate consumers, especially those in small towns, about the long term benefit of digitisation despite the monthly outflow in subscription fee increasing a bit.
“Consumer education is very important in general and especially for the fourth phase (of digitisation) homes. All of us need to support this education process as it would be beneficial for all stakeholders,” he said.
Mansukhani comes in place of Tony D’Silva, who joined the Hinduja Group on 1 August 2012 as the president of Hinduja Ventures Limited and strategised the group’s media businesses. D’Silva had expressed a desire to demit office after completion of his contract on 31 January 2017 to pursue “other interests and spend more time with his family,” according to an official statement from the Hinduja Group.
However, it needs to be seen how Mansukhani grows the comparatively new HITS business carried out under a separate group company, apart from tackling the challenges of IMCL, an MSO.
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MUMBAI: When margins wobble, liquidity talks and in Q3 FY25-26, cash did most of the talking. Den Networks Limited closed the December quarter with consolidated revenue of Rs.251 crore, marginally higher than the previous quarter but down 4 per cent year-on-year, even as profitability stayed resilient on the back of strong cash reserves and disciplined cost control.
Subscription income softened to Rs.98 crore, slipping 3 per cent sequentially and 14 per cent from last year, while placement and marketing income offered some cheer, rising 15 per cent quarter-on-quarter to Rs.148 crore. Total costs climbed faster than revenue, up 7 per cent QoQ to Rs.238 crore, driven largely by higher content costs and operating expenses. As a result, EBITDA dropped sharply to Rs.13 crore from Rs.19 crore in Q2 and Rs.28 crore a year ago, pulling margins down to 5 per cent.
Yet, the bottom line refused to blink. Profit after tax stood at Rs.40 crore, up 15 per cent sequentially and only marginally lower than last year’s Rs.42 crore. A healthy Rs.57 crore in other income helped cushion operating pressure, keeping profit before tax at Rs.48 crore, broadly stable quarter-on-quarter despite the tougher cost environment.
The real headline-grabber, however, sits on the balance sheet. The company remains debt-free, with cash and cash equivalents swelling to Rs.3,279 crore as of December 31, 2025. Net worth rose to Rs.3,748 crore, while online collections accounted for 97 per cent of total receipts, underscoring strong cash discipline across operations, including subsidiaries.
In short, while Q3 showed signs of operating strain, the financial backbone remains solid. With zero gross debt, steady profits and a formidable cash war chest, the company enters the next quarter with flexibility firmly on its side proving that in uncertain markets, balance sheet strength can be the best growth strategy.
