GECs
Ramesh Sippy steps in to train TV’s GenNext
MUMBAI: Indian television has, for long, suffered from a shortage of writers who could pen down the 1,000 or so episodes that Hindi GEC dramas demand. Of course, efforts are being made by the Film Writers Association, institutions such as Whistling Woods and companies such as Star India (which has an in-house writing programming).
Another player is entering the fray: film veteran Ramesh Sippy, who has given the industry the classic TV series Buniyaad in the eighties. Now, he has set up the Ramesh Sippy Academy of Cinema & Entertainment (RSACE) which has partnered with the Mumbai University’s-affiliated Garware Institute of Career Education & Development.
On offer to students are courses in script-writing, film art, film production, VFX and animation. Those who complete the three-year course will be awarded a degree in their respective courses.
Entrance tests to be eligible for admission to RSACE are to be held on 28 April 2107 and 8 May 2017. Candidates who get through for the bachelors course will need to cough up Rs 5 lakh a year for each of the courses, excepting scriptwriting, the fees of which has been pegged at Rs 3 lakh a year.
RSACE institute is bridging the gap between theory and hands-on knowledge.
Former DD Mumbai Kendra head honcho Mukesh Sharma who retired recently says, “My moto is working for the students, working with the students and working on the students. Associating with Mumbai University and Garware Institute of Career Education and Development will help students to get the recognised degree.”
Adds RSACE MD Kiran Juneja: “Ramesh Sippy has a lot of experience in the industry. So, he wants to share it with the world, and every aspirant in the film industry seeks to hit the road running from day one of their careers. Twenty students at a time is our prime focus, so that we can invest an equal quantum of time on everyone, which will help us deliver the best in the business,” she added.
The RSACE board includes: Ramesh and his wife Kiran, Hema Malini, Rohan Sippy and Manmohan Shetty. The advisory council members include big names from the industry such as Kamal Hasan, Sonu Nigam, Vidya Balan, Kabir Khan and many more.
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.
