GECs
Zee UK blazes ahead with bold bets, beats rivals at their own game
LONDON: Zee Entertainment UK isn’t just keeping up with the times—it’s running laps around its rivals. While other broadcasters are stuck in planning mode, Zee is executing at full throttle across platforms, markets and formats, setting a relentless pace for innovation in south Asian media.
Zee Cinema has been clocking consistently high monthly reach in the UK, overtaking legacy players like Star Utsav. But resting on its laurels?
It’s not Zee’s style.
“Success is not a destination, it is a catalyst for the next leap forward,” said Zee TV territory head for the UK and Europe Parul Goel. His team is reshaping the game, not just playing it.
Zee’s forward thinking approach has made it a model for others globally. From launching Zee One in Germany to pioneering Fast channels in France and the UK, Zee is rolling out initiatives that others are still workshopping. It was first to bring an Indian GEC—&TV—to the Fast ecosystem, and the first to dub Indian content in German, with Shah Rukh Khan himself launching it.
It’s also made bolder plays outside the box: launching Europe’s first-ever cricket Fast pop-up channel with live ILT20 season 3 coverage, pulling off a multi-platform crossover of Sa Re Ga Ma Pa and Rewind: Queens of the 90s at Wembley Arena, and rolling out contextual advertising in the UK to boost engagement and brand ROI.
With a 30-year head start, Zee’s legacy is already studded with milestones—like the UK’s first South Asian film awards in 2005 (ZCA), exclusive stage productions like Dilwale Dulhania Le Jayenge at Manchester Opera House, and a track record of being the first sponsor behind major Bollywood concerts.
Now it’s breaking new ground in streaming. Z5 has introduced the first-ever south Asian SVoD tier with ads in the UK and Europe, aggressively priced for reach. Behind the scenes, AI-led content workflows for Fast have helped Zee cut costs while maintaining its hallmark production quality.
Even industry peers, in marking Zee’s 30th anniversary, have admitted there’s simply no one better at pushing boundaries.
As Goel puts it: “Zee has always been a network of firsts not just in India, but across global markets. While others prepare, we deliver. We’re not just adapting to change, we are leading it.” These words echo through every bold step the network takes.
As the media landscape continues to evolve, Zee UK remains committed to doing what it has always done best: leading with purpose, innovating with conviction, and delivering with consistency.
With strategy in its veins and speed as its weapon, Zee UK isn’t just a player in the south Asian broadcasting space. It’s writing the future.
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.
