People
Clean hits off the field as Maidaan Saaf bowls into T20 World Cup
Coca-Cola India and ICC take waste segregation centre stage at packed stadiums.
MUMBAI: When the crowd roars and boundaries fly, the bins are getting a workout too. As India gears up to host the ICC Men’s T20 World Cup 2026, the Coca-Cola India Foundation is bringing its #MaidaanSaaf initiative back to the stands, turning match days into a live lesson in responsible waste management.
Rolled out in partnership with the International Cricket Council, #MaidaanSaaf will be implemented across more than 30 matches at five Indian stadiums during the tournament. The initiative focuses on keeping venues cleaner through effective waste segregation, visible collection systems and improved recovery of recyclables at one of the highest-footfall sporting spectacles in the world.
Building on its earlier presence at ICC tournaments, the programme works behind the scenes with stadium authorities, housekeeping teams, recyclers and local partners to strengthen on-ground waste management systems during match days. The idea is simple, make responsible disposal easy, visible and part of the fan experience.
Implementation on the ground will be led by Anandana, in collaboration with Ek Saath – The Earth Foundation and Greenmyna. Across venues, fans will see clearly marked segregation points, material recovery support and on-ground awareness efforts encouraging them to use the right bins and keep common areas litter-free. The focus remains firmly on practical, scalable interventions rather than one-off gestures.
At the heart of #MaidaanSaaf are the safai saathis, the sanitation and housekeeping workforce that keeps stadiums functional during packed fixtures. The initiative places special emphasis on recognising their role, improving segregation infrastructure and enabling structured work processes that help waste move efficiently from stands to sorting and recovery.
Adding a fan-facing twist, sustainable beverage cups will be introduced at select venues. Designed as collectible merchandise, the cups aim to nudge spectators towards mindful consumption and responsible disposal, blending sustainability with souvenir value.
“The ICC Men’s T20 World Cup brings together millions of fans, and with that scale comes a clear responsibility to manage waste thoughtfully,” said Coca-Cola vice president for public affairs for communications and sustainability India and Southwest Asia Devyani R.L. Rana. “Through Maidaan Saaf, we’re integrating responsible waste disposal into the match-day experience by making segregation and collection more visible and accessible for fans.”
ICC chief commercial officer, Anurag Dahiya added that delivering a world-class tournament experience goes beyond the action on the pitch. The collaboration, he said, supports cleaner venues while encouraging fans to actively participate in responsible practices during large sporting events.
The 2026 activation builds on Coca-Cola India’s earlier efforts at major tournaments, including the ICC Men’s Cricket World Cup 2023 and the ICC Women’s Cricket World Cup 2025. During the 2023 event, the company also supported recycled Pet country flags and ICC Unity flags, an initiative later recognised by the Limca Book of Records.
As cricket once again commands the nation’s attention, #MaidaanSaaf is quietly making its case that big moments and clean habits can go hand in hand proving that some of the most important wins happen well beyond the boundary rope.
People
Senior exec Madhu Soman reflects on stepping away from Indian TV news
Sometimes the toughest story in a newsroom is the one about the newsroom itself.
MUMBAI: For Madhu Soman, a media executive whose career spans more than two decades at global news organisations including Reuters and Bloomberg, the decision to step away from India’s television news industry followed conversations with several leading networks.
Soman returned to India in 2022 to take up a senior leadership role in television news.
He transitioned to the business side of the industry in 2014, joining Bloomberg in Hong Kong to lead broadcast sales, news syndication and strategic partnerships across Asia-Pacific. He held the role for nearly eight years before returning to India.
“WION and Zee Business were the reason I chose to return to India after long years with Reuters and Bloomberg, transitioning from telling stories to selling them,” Soman said.
“The landing strip back home was always narrow, but it was one I was happy to take.”
The stint at Zee Media Corporation Ltd., however, proved shorter than expected.
“It didn’t take very long to realise that my runway within Zee (Media) was going to be rather short,” Soman said.
“Let’s just say I was a cultural misfit.”
Even so, he says the experience had its rewards, including exceptional colleagues and a few good friends.
After stepping away from the organisation, Soman was in discussions about potential roles.
“I spent the better part of the last two years in conversations with a few leading networks, long enough to realise the difference between being unemployed and being unemployable.”
Some of the feedback, he says, was unusually candid.
“Two of them informally told me I’m perhaps one of the best media executives in the television news business. But someone like me fronting a television news network would be considered a business risk,” Soman said in conversation with IndianTelevision.com.
For Soman, the implication was clear.
“A news network fronted by someone whose instincts were formed in journalism rooted in independence, accuracy and editorial distance from power was unlikely to find much favour with the powers that be.”
Beyond the personal dimension of his decision, Soman says the experience reflects broader pressures shaping the news industry today.
“Journalism’s job is simple: ask hard questions and hold power accountable. Keep it honest,” he said.
Quoting former Washington Post editor Marty Baron, he added: “We’re not at war with the government. We’re at work.”
“That principle applies to anyone in a position of influence, whether in government, business, sport or entertainment.”
At the same time, he says the industry faces growing pressures.
“Authoritarian regimes that resist scrutiny, along with rapid technological change including AI, are reshaping and often undermining journalism’s traditional business model.”
“There’s also a growing credibility deficit, as the race for eyeballs rewards whoever delivers the news first rather than whoever confirms it best.”
Having worked on both the editorial and commercial sides of the industry, Soman says he is acutely aware of the economic realities media organisations face.
“Running a media organisation today means being a pragmatic P&L owner. The challenge is to keep investing in strong journalism while making the economics work at a time when a growing share of the industry’s revenue is increasingly being captured by technology platforms.”
“If we drop the ball on accuracy and trust, we do a grave disservice to the democracy we’re meant to serve.”
His experience straddling both content and commerce has shaped his view of how the industry must evolve.
“Good journalism and good business strategy are not opposites,” he said.
“The best media businesses are built when editorial integrity, audience trust and sustainable economics reinforce each other.”
“And ultimately, none of it works without strong teams. Leadership in media is as much about building people and institutions as it is about building products.”
Soman is now preparing to return to his hometown of Trivandrum, barely four years after returning to India.
“Delhi NCR has a way of testing your patience, your stamina and occasionally your sanity,” he says. “But it also leaves you with stories that will last a lifetime.”
“So as I pack up and head home to Trivandrum, I do so with no complaints and no regrets.”
“I didn’t sell my soul. Some things, after all, aren’t for sale.”
Soman’s reflections underscore the tensions between editorial independence, commercial realities and political pressures shaping television news today. His experience offers a window into the challenges facing media leaders navigating a rapidly changing industry. For him, the decision marks a moment to step back after decades spent across global newsrooms and media businesses.
