GECs
Sony to push digital platform Liv for ‘Indian Idol Junior’ auditions
MUMBAI: It’s time for all the little ones to strengthen their vocal cords and showcase their talent as Indian Idol Junior (IIJ) is back with a bang on Sony Entertainment Television. And this time round, Sony is looking at giving its digital platform – Sony Liv a push via the show’s auditions.
For the first time ever, IIJ will give a chance to the audience to be a part of the auditions through a digital process called Digital Ace.
To take part, all kids have to do is upload their best audio or video performances on the Sony Liv website or the Sony Liv app. A digital jury will review all the performances and will select 12 kids who will be called to Mumbai for the Jury Round. Out of the 12 performances, the top four will get an opportunity to perform in front of the show’s judges.
This second edition of IIJ will be judged by Vishal Dadlani, Salim Merchant and Sonakshi Sinha. Singer Shalmali Kholgade will be the special judge for the auditions.
The first leg of the auditions kickstarted in Kolkata on 4 April and saw outstanding participation from kids. The city also saw the show bring in a new twist to the audition process with the announcement of digital auditions.
SET SVP and marketing head Gaurav Seth said, “After the over-whelming response received last season, we are delighted to announce the commencement of Indian Idol Junior auditions. We would like to urge all the kids to show their singing talent and be a part of the new season. Digital Ace will only help kids to give the long lines a skip and impress the judges through their audios or videos. It’s definitely an endeavor that will help aspirants all over.”
Dadlani added, “I am thrilled to be part of Indian Idol Junior once again. Looking at such talented kids is an inspiration in itself. Kolkata has always given us some of our best contestants and this time too we were not disappointed. We are also looking forward to the performances of the winners of the Digital Ace. We are sure this season is going to be an equally exciting one.”
After Kolkata, the audition process will move to Delhi, Chandigarh and Mumbai on 11 April, 18 April and 25 April respectively.
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.
