GECs
SAB TV’s ‘Family Funathon’ was a grand success with families
MUMBAI: India’s first and only family marathon titled ‘SAB Family Funathon’ was successfully flagged off by the country’s leading and light-hearted family entertainment channel SAB TV on Sunday. This unique and first of its kind fun with fitness initiative has brought together ten thousand families on Sunday and has been considered for the Limca Book of Records as the first family marathon in India. Organized in Ahmedabad, this consumer engagement initiative which celebrated family fun resonates the brand’s promise of ‘Asli Mazaa Sab Ke Saath Aata Hai.’
Wowing the crowds with their presence were SAB TV stars namely Sudeepa Singh, Sharmili Raj and Shreedhar Watsar who were present to propagate the cause of healthy lifestyles whilst encouraging participants at the race. Featuring performances by music bands, stilt walkers and jugglers, the marathon celebrated family fun in a ‘fitting’ manner. From donning costumes of a ‘fairy godmother’, to a ‘sorceress’ to a two year old dressed as a ‘tree,’ the marathon saw families turn up in unique outfits and participating with enthusiasm to be crowned as winners in the categories of ‘Best Anokhi Costume Family’ and ‘Most Entertaining Family’. The event even saw the ‘Most Courageous Participant’ being awarded to a physically challenged participant.
Providing light hearted and entertaining content to its audiences through its shows such as ‘Taarak Mehta Ka Ooltah Chasmah’, ‘Badi Dooooor Se Aaye Hai’ and ‘Baalveer’, the channel which believes in celebrating special moments with one’s family, has decided it was time to take their on-air entertainment and translate it to an on ground event.
Commenting on the initiative SAB TV senior EVP and business head Anooj Kapoor said, “SAB Family Funathon is our way of bringing to life what we as a channel proudly profess and stand for. With most people not making that extra effort to stay fit, we decided to provide entertainment around a run. This being a novel concept, we are overwhelmed with the response we have received from the families which is indicative of people prioritising fitness in their lives.”
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.
