GECs
M&E industry shows steep drop in Monster Employment Index over 12 months
BENGALURU: The Monster employment Index over a 12 month period between September 2012 and September 2013 reveals that online recruitment activity by the Media and Entertainment Industry (M&E) showed one of the lowest growths with a decline of 32 per cent. Only four of the 27 industry sectors monitored by the Monster Employment Index registered expansion in online recruitment activity during that period.
As a matter of fact, the M&E industry was just ahead of the Printing / Packaging industry which was down 39 per cent, showing the steepest annual decline. Import / Export sector which was up 12 per cent followed by Education which showed an increase of five percent, exhibited the highest annual growth among sectors. Healthcare, Bio Technology and Life Sciences, Pharmaceuticals sector with an increase of four percent), showed positive growth in online recruitment activity y-o-y during this period.
Included among the top growth occupations was Marketing and Communications, despite a drop of eight per cent during September 2012 and September 2013, while Arts/Creative with a y-o-y drop of 31 per cent was amongst the lowest growth occupations.
Online demand improved in three of 13 occupational groups monitored by the Monster Employment Index between September 2012 and September 2013. Healthcare (up seven percent) professionals are the only one to report a positive annual demand amongst the occupational groups. Senior Management (down 49 per cent) exhibited the steepest annual decline among occupation groups.
Online recruitment activity was up on the year in three of 13 locations monitored by the index. Ahmedabad (up 17 per cent) followed by Kolkata (up six per cent) led all cities in annual growth. Among major metro-areas, Kolkata (up six per cent) followed by Delhi-NCR (up four per cent) registered the highest annual growth.
“The annual decline in the Monster Employment Index is reflective of the current uncertain economic / political scenario. Employers continue to adopt a cautious approach while hiring in view of this prevailing scenario,” said Monster.com (India/ Middle- East/ South East Asia) MD Sanjay Modi.
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.
