News Broadcasting
TV Today to get more pace with Tez
MUMBAI: The cat is out of the bag. Not content with dubbing Aaj Tak the country’s subse tez (fastest) channel in promotional activities, the Aroon Purie-controlled TV Today Network has decided to formalise the tagline.
The third channel from the stable, which was going by a working title of Surkhiyaan (headlines), has been finally christened Tez (meaning fast in Hindi).
The name has been shortlisted, probably, to allude to the fact that this channel would give news quickly. Tez, a Hindi language news channel, would be on the same platform as elder siblings Aaj Tak and Headlines Today — Insat 2E.
The channel, which has obtained most of the relevant government permissions necessary, is targeting a launch in the third week of August, but the plans might get delayed to early September, depending on the availability of boxes for the digital channel that has to be seeded in the market.
When contacted by Indiantelevision.com, the company refused to comment on the matter.
Although programming details relating to Tez are not forthcoming, broadcast industry sources indicate that the name suggests it would have elements of English sibling Headlines Today with emphasis on speed while delivering news.
The new product too would be digital free-to-air like Aaj Tak and Headlines Today.
Industry sources also pointed out that TV Today Network is looking at another channel, a Metro-centric product, which is slated to launch early 2006.
News Broadcasting
Network18 Q4 revenue grows 9.7 per cent, EBITDA at Rs 30 crore
PAT improves to Rs 306.6 crore, margins steady amid cost pressures.
MUMBAI: Not all news is breaking, some of it is quietly improving. Network18 Media & Investments Limited appears to be doing just that, tightening losses and stabilising margins even as costs continue to weigh on the business. For FY26, the company reported revenue from operations of Rs 1,955.1 crore, up from Rs 1,896.2 crore in FY25, signalling modest top-line growth in a challenging media environment. Total income stood at Rs 1,978.2 crore, compared to Rs 1,913 crore a year earlier.
Profit after tax came in at Rs 306.6 crore for the year, a sharp turnaround from Rs 3,225.4 crore in FY25, largely reflecting the absence of large exceptional items that had inflated the previous year’s numbers. On a more comparable basis, the company’s operating performance showed signs of gradual stabilisation.
However, the quarterly picture remained under pressure. For the March quarter, Network18 reported a loss of Rs 53.1 crore, narrower than the Rs 98.1 crore loss in the same period last year, but still indicative of ongoing cost challenges.
Expenses continued to track high. Total expenses for FY26 stood at Rs 2,235.7 crore, up from Rs 2,197.8 crore in FY25. Key cost heads included operational expenses of Rs 765.9 crore, employee benefits of Rs 475.9 crore, and marketing, distribution and promotional spends of Rs 427.1 crore, underlining the continued investment required to sustain reach and engagement.
At an operating level, margins remained under strain. Operating margin stood at 2.33 per cent for FY26, marginally higher than 1.77 per cent in FY25, while net profit margin remained negative at -13.02 per cent, though improved from -14.89 per cent.
On the balance sheet, total assets rose to Rs 8,957.6 crore as of 31 March 2026, from Rs 8,317.5 crore a year earlier. Equity strengthened to Rs 4,958.7 crore, while borrowings increased to Rs 3,112.8 crore, reflecting a higher reliance on debt to support operations.
Cash flows told a mixed story. While financing activities generated Rs 83.9 crore, operating cash flow remained negative at Rs -24 crore, highlighting ongoing pressure on core cash generation. Cash and cash equivalents, however, improved to Rs 33.9 crore from Rs 1.8 crore.
The numbers point to a company in transition growing revenues, trimming losses, but still grappling with structural cost pressures. In a sector where scale often comes at a price, Network18 seems to be inching towards balance, one quarter at a time.
