Category: Regulators

  • Havas Worldwide India bolsters strategy team with key appointments

    Havas Worldwide India bolsters strategy team with key appointments

    Mumbai: Havas Worldwide India, the creative arm of Havas India, has further strengthened its strategy and account planning teams across its Mumbai and Gurgaon offices with two key appointments. Mohini Varma has joined as executive vice president & planning head – North, and Jasravee Kaur Chandra has been appointed as senior vice president of Havas Worldwide India. Both will report to Havas Worldwide India chief strategy officer Anirban Mozumdar and will be based out of Gurgaon and Mumbai, respectively.

    Commenting on the appointments, Mozumdar said, “It is a very exciting time for Havas Worldwide India as we make even bigger strides in our growth journey. I’m beyond thrilled to welcome such impressive strategic thinkers with proven track-records as Mohini and Jasravee to our team. Mohini’s insights are the investment we need for our key clients to rise to the challenges of the new-age consumer and propel us in the right direction in our endeavour of providing integrated solutions. In Jasravee, we find the right blend of experience and thought leadership, which will be instrumental in nurturing and building on our strategic ability from a consumer, data, and integration perspective.”

    A journalist-turned-advertising-professional, Varma also dabbled in art curation before finding her footing firmly in the adland. Over her career, she has furthered strategy and brand communications at leading advertising agencies like Leo Burnett, JWT, Mindshare, DDB Mudra, and FCB India. She has worked on marquee brands across a wide range of industries and sectors such as Google, YouTube, Uber, Pernod Ricard, Domino’s, Mother Dairy, and GSK, among others. As the executive vice president & planning head – North at Havas Worldwide India, Varma’s primary mandate will be to leverage her strategy skills and simultaneously win new businesses and further strengthen client relationships in the North and East markets.

    Varma said, “In an incredibly VUCA world and at a time when brand trust is at an all-time low, Havas’ model of building brands that create actual and meaningful difference in everyday lives couldn’t be more relevant. Along with that, while all agencies promise integration, Havas’ village model is already an up and running a seamlessly integrated system that offers clients, tech-first 360-degree solutions, all under one roof. I couldn’t be more excited to start my journey with Havas and make a meaningful difference to our brands and businesses.”

    Chandra is not new to the Havas family. She had an enriching stint with the health communications specialist agency Havas Life Sorento as a brand strategy consultant and senior vice president of strategic planning. In her new role at Havas Worldwide India as the senior vice president, she will focus on expanding the breadth of creative portfolio in the West and South regions using a client-first approach, keeping talent and team building at the core. Chandra’s skills as a strategic brand planner and communications expert include integrated brand campaigns, repositioning & building brand architecture, digital-first branding, insights & strategy. Having worked at advertising agencies like Lowe Lintas, Leo Burnett, and JWT, her portfolio includes a diverse range of brands across sectors like Coca Cola, Dove, FedEx, Godrej, Lifebuoy, Boroplus, HBO, Lakme Salon, among others.

    Chandra said, “Having worked with Havas on the consumer health businesses for more than a year, I had witnessed first-hand the commitment and conviction of Havas India towards ensuring an integrated offering. Consumers demand seamlessness experiences across the consumer journey and channels and the village ecosystem is the perfect model to make this a reality. I have always been passionate about brands making a meaningful difference to consumers and Havas, with its proprietary framework, Meaningful Brands, is walking the talk. I’m very excited about entering the Havas global village and look forward to making a meaningful difference to all stakeholders.”

    These latest appointments follow the recent additions of Srishti Jain Khandelwal as assistant vice president, and Anuraag Srivastava as vice president – strategic planning, bolstering Havas Worldwide India’s strategy function which has played a pivotal role in creating meaningful and innovative business solutions for its clients.

  • Sunita Uchil, head of international co-productions, moves on from ZEE TV

    Sunita Uchil, head of international co-productions, moves on from ZEE TV

    Mumbai: “After an illustrious career spanning 15 years, Sunita Uchil has decided to step down from her position as the chief business officer of Zee Plus, the international co-production division of Zee Entertainment Enterprises Ltd. (ZEE), to pursue her interests outside the organization. Sunita has successfully helmed the international ad sales, syndication and co-production units for the company’s international business over the years, strengthening ZEE’s connect with the Indian diaspora across the globe. We thank her for the invaluable contribution towards the growth of the Company, and wish her success in all her future endeavours,” mentioned a Zee company spokesperson. 

     Uchil is a career media professional with over 30 years’ experience in the TV, radio & print industry with a vast working knowledge across sectors.  A savvy executive with an entrepreneurial mindset, she is skilled in building new divisions and growing existing ones. A much sought after panellist in industry events, she is also an active juror for many prestigious awards and events in the industry. In 2022, she became the first representative from India to be appointed on the advisory board of FRAPA.

    Uchil’s numerous career highlights include exec producing ‘Life of Earth From Space’, a blue-chip science documentary,  along with the Smithsonian channel; co-producing ‘Deceptive Measures’, the African remake of a hit Indian drama and overseeing the ZEE – Televisa Univision co-production of ‘The Spice Trails’, a culinary travelogue series. She was named by The Hollywood Reporter as one of the Most Powerful Women in Global Television.

    Her latest project was completed in July 2023 and is titled ‘Lions: Now or Never’, a premium wildlife documentary series with Talesmith U.K.  The series delves into the highly controversial aspect of trophy hunting as a means to conservation while also unravelling the lions unique relationship with humans and their need for growth on our planet.  The series is filmed in the two natural habitats of the lion, India & Africa.

    Her future projects are to be announced soon. 

  • TRAI issues new pay TV consultation paper

    TRAI issues new pay TV consultation paper

    MUMBAI: The Telecom Regulatory Authority of  India (TRAI) has been working overtime to bring some order to the Indian pay TV ecosystem over the years by passing various regulations. But it has not been able to find a perfect solution to address the needs of broadcasters, cable TV MSOs, DTH operators  and LCOs. Even its last attempt in November 2022  when it notified the  Telecommunication (Broadcasting and Cable) Services (Eighth) (Addressable Systems) Tariff (Third Amendment) Order, 2022 and the Telecommunication (Broadcasting and Cable) Services (Addressable Systems) Interconnection Regulations (Third Amendment) Order, 2022, led to a lot of howls from all concerned.

    Since then, it has been holding meetings with various bodies like the All India Digital Cable Federation (AIDCF), the Indian Broadcasting & Digital Foundation (IBDF), payTV DTH operators, LCOs all over the country.  And they raised their concerns relating to the latest orders as well as earlier ones relating to tariff, interconnection and quality of service of broadcasting and cable services. In response to that, the authority today released a consultation paper seeking stakeholders’ comments.

    Among the issues it is seeking industry’s feedback are:

    Issues related to Tariff for Broadcasting and Cable Services

    ·      Ceiling on Network Capacity Fee (NCF) of Rs 130.

    ·      Network Capacity Fee and pay TV channel fees for multi-TV homes

    ·      Ceiling of 15 per cent  on discount on sum of MRP of a-la-carte channels for fixing MRP of bouquets by DPOs

    ·      Number of SD channels equivalent to One HD channel

    ·      Mandatory FTA News Channels in all packs formed by DPOs

    ·      Level playing field with DD Free Dish for DPOs.

    Issues related to Interconnection for Broadcasting and Cable Services

    ·      Amendment to Reference Interconnection Offer

    ·      Listing of channels in Electronic Programme Guide (EPG)-

    ·      Language genre problem in EPG

    ·      Revenue Share between LCO and MSO

    ·      Carriage Fee

    ·      Minimum subscription period for a channel by a subscriber

    ·      Removal of a channel from the platform of a DPO after expiry of existing Interconnection agreement

    Issues related to Standards of Quality of Service (QoS) and Consumer Protection Regulations

    ·      Review of prescribed charges

    ·      Display of channels in EPG and LCN listing of channels

    ·      Issues related to billing cycle

    ·      Regulation of Platform Service Channels

    ·      Review of mandatory provisions of Toll-Free Number, ConsumerCorner, Subscriber Corner, Establishment of Website andManual of Practice Etc.

    The Questions the new consultation paper raises are as follows:

    A. Tariff related issues

    Q1.  Should the present ceiling of Rs.130/- on NCF be reviewed and revised?

            1.If yes, please provide justification for the review and revision.

            2.If yes, please also suggest the methodology and provide details of calculation to arrive at such revised ceiling price.

           3. If not, provide reasons with justification as to why NCF should not be revised.

           4. Should TRAI consider and remove the NCF capping?

    Q2.  Should TRAI follow any indices (like CPI/WPI/GDP Deflator) for revision of NCF on a periodic basis to arrive at the revised ceiling? If yes, what should be the periodicity and index? Please provide your comments with detailed justification.

    Q3.  Whether DPOs should be allowed to have variable NCF for different bouquets/plans for and within a state/ City/ Town/ Village? If yes, should there be some defined parameters for such variable NCF? Please provide detailed reasons/ justification. Will there be any adverse impact on any stakeholder, if variable NCF is considered?

    Q4.  Should TRAI revise the current provision that NCF for 2nd TV connection and onwards in multi-TV homes should not be more than 40% of declared NCF per additional TV?

    1. If yes, provide suggestions on quantitative rationale to be followed to arrive at an optimal discount rate.

       2. If no, why? Please provide justification for not reconsidering the discount.

       3. Should TRAI consider removing the NCF capping for multi TV homes? Please provide justification?

    Q5.  In the case of multi-TV homes, should the pay television channels for each additional TV connection be also made available at a discounted price?

    1. a)  If yes, please suggest the quantum of discount on MRP of television channel/ Bouquet for 2nd and subsequent television connection in a multi-TV home. Does multi-TV home or single TV home make a difference to the broadcaster? What mechanism should be available to pay-channel broadcasters to verify the number of subscribers reported for multi-TV homes?

     1.b)  If not, the reasons thereof?

    Q6.  Is there a need to review the ceiling on discount on sum of MRP of a-la-carte channels in a bouquet (as prescribed through the second proviso to clause 4 (4) of the Tariff Order 2017) while fixing the MRP of that bouquet by DPOs?

    a. If yes, what should be the ceiling on such discount? Justify with reasons.

    b. If not, why? Please provide justification for not reviewing the ceiling

    Q7.  Whether the total channel carrying capacity of a DPO be defined in terms of bandwidth (in MBPS) assigned to specific channel(s). If yes, what should be the quantum of bandwidth assigned to SD and HD channels. Please provide your comments with proper justification and examples.

    Q8.  Whether the extant prescribed HD/SD ratio which treats 1HD channel equivalent to 2SD channels for the purpose of counting number of channels in NCF should also be reviewed?

         1.   If yes, should there be a ratio/quantum? Or alternatively should each channel be considered as one channel irrespective of its type (HD or SD or any other type like 4K channel)? Justify with reasons.

         2.   If no, please justify your response.

    Q9.  What measures should be taken to ensure similar reception quality to subscribers for similar genre of channels? Please suggest the parameter(s) that should be monitored/ checked to ensure that no television channel is discriminated against by a DPO. Please provide detailed response with technical details and justification.

    Q10.  Should there be a provision to mandatorily provide the Free to Air News / Non-News / Newly Launched channels available on the platform of a DPO to all the subscribers?

    a. If yes, please provide your justification for the same with detailed terms and conditions.

    b. If not, please substantiate your response with detailed reasoning.

    Q11.  Should Tariff Order 2017, Interconnection Regulations 2017 and Quality of Service Regulations 2017 be made applicable to non- addressable distribution platforms such as DD Free Dish also?

    Q12.  Should the channels available on DD Free Dish platform be mandatorily made available as Free to Air Channels for all the platforms including all the DPOs?

    Q13. Whether there is a need to consider upgradation of DD Free Dish as an addressable platform? If yes, what technology/ mechanism is suggested for making all the STBs addressable? What would be the cost implications for existing and new consumers? Elaborate the suggested migration methodology with suggested time-period for proposed plan. Please provide your response, with justification.

    B. Interconnection related issues

    Q14.  In case of amendment to the RIO by the broadcaster, the extant provision provides an option to DPO to continue with the unamended RIO agreement. Should this option continue to be available for the DPO?

    a. If yes, how the issue of differential pricing of television channel by different DPOs be addressed?

    b. If no, then how should the business continuity interest of DPO be protected?

    Q15.  Sometimes, the amendment in RIO becomes expedient due to amendment in extant Regulation/ Tariff order. Should such amendment of RIO be treated in a different manner? Please elaborate and provide full justification for your comment.

    Q16.  Should it be mandated that the validity of any RIO issued by a broadcaster or DPO may be for say 1 year and all the Interconnection agreement may end on a common date say 31st December every year. Please justify your response.

    Q17.  Should flexibility be given to DPOs for listing of channels in EPG?

    a. If yes, how should the interest of broadcasters (especially small ones) be safeguarded?

    b. If no, what criteria should be followed so that it promotes level playing field and safeguard interest of each stakeholder?

    Q18.  Since MIB generally gives permission to a channel in multiple languages, how the placement of such channels may be regulated so that interests of all stakeholders are protected?

    Q19.  Should the revenue share between an MSO (including HITS Operator) and LCO as prescribed in Standard Interconnect Agreement be considered for a review?

         1.  If yes:

                i.Should the current revenue share on NCF be considered for a revision?

               ii. Should the regulations prescribe revenue share on other revenue components like Distribution Fee for Pay Channels, Discount on pay channels etc.? Please list all the revenue components along-with the suggested revenue share that should accrue to LCO.

    Please provide quantitative calculations made for arriving at suggested revenue share along-with detailed comments / justification.

       2.   If no, please justify your comments.

    Q20.  Should there be review of capping on carriage fee?

       1. If yes, how much it should be so that the interests of all stakeholders be safeguarded. Please            provide rationale along with supporting data for the same.

        2. If no, please justify how the interest of all stakeholders especially the small broadcasters can           be safeguarded?

    Q21.  To increase penetration of HD channels, should the rate of carriage fee on HD channels and the cap on carriage fee on HD channels may be reduced. If yes, please specify the modified rate of carriage fee and the cap on carriage fee on HD channels. Please support your response with proper justification.

    Q22.  Should TRAI consider removing capping on carriage fee for introducing forbearance? Please justify your response.

    Q23.  In respect of DPO’s RIO based agreement, if the broadcaster and DPO fail to enter into new interconnection agreement before the expiry of the existing agreement, the extant Interconnection Regulation provide that if the parties fail to enter into new agreement, DPO shall not discontinue carrying a television channel, if the signals of such television channel remain available for distribution and the monthly subscription percentage for that television channel is more than twenty percent of the monthly average active subscriber base in the target market. Does this specified percentage of 20 percent need a review? If yes, what should be the revised prescribed percentage of the monthly average active subscriber base of DPO. Please provide justification for your response.

    C. Quality of Service related issues

    Q24. Whether the extant charges prescribed under the ‘QoS Regulations’ need any modification required for the same? If yes, justify with detailed explanation for the review of:

      1.  Installation and Activation Charges for a new connection

      2. Temporary suspension of broadcasting services

      3. Visiting Charge in respect of registered complaint in the case of DTH services

      4. Relocation of connection

    e. Any other charges that need to be reviewed or prescribed.

    Q25.  Should TRAI consider removing capping on the above-mentioned charges for introducing forbearance? Please justify your response.

    Q26.  Whether the Electronic Programme Guide (EPG) for consumer convenience should display

            1. MRP only

            2.MRP with DRP alongside

            3.DRP only?

    Justify your response by giving appropriate explanations.

    Q27.  What periodicity should be adopted in the case of pre-paid billing system. Please comment with detailed justification.

    Q28.  Should the current periodicity for submitting subscriber channel viewership information to broadcasters be reviewed to ensure that the viewership data of every subscriber, even those who opt for the channel even for a day, is included in the reports? Please provide your comments in detail.

    Q29.  MIB in its guidelines in respect of Platform Services has inter-alia stated the following:

    a. The Platform Services Channels shall be categorised under the genre ‘Platform Services’ in the EPG.

    b. Respective MRP of the platform service shall be displayed in the EPG against each platform service.

    c. The DPO shall provide an option of activation /deactivation of platform services.

    In view of above, you are requested to provide your comments for suitable incorporation of the above mentioned or any other provisions w.r.t. Platform Services channels of DPOs in the ‘QoS Regulations’.

    Q30. Is there a need to re-evaluate the provisions outlined in the ‘QoS Regulations’ in respect of:

    a. Toll-free customer care number
    b. Establishment of website
    c. Consumer Corner
    d. Subscriber Corner
    e. Manual of Practice
    f. Anyotherprovisionthatneedstobere-assessed

    Please justify your comments with detailed explanations.

    D. Financial Disincentive

    Q31. Should a financial disincentive be levied in case a service provider is found in violation of any provisions of Tariff Order, Interconnection Regulations and Quality of Service Regulations?

    a.  If yes, please provide answers to the following questions:

    i.  What should be the amount of financial disincentive for respective service provider? Should there be a category of major/ minor violations for prescription of differential financial disincentive? Please provide list of such violation and category thereof. Please provide
    justification for your response.

     ii.  How much time should be provided to the service provider to comply with regulation and payment of financial disincentive. and taking with extant regulations/tariff order?

     iii.  In case the service provider does not comply within the stipulated time how much additional financial disincentive should be levied? Should there be a provision to levy interest on delayed payment of Financial Disincentive?

    1. If yes, what should be the interest rate?

    2. In no, what other measures should be taken to ensure recovery of financial disincentive and regulatory compliance?

    iv. In case of loss to the consumer due to violation, how the consumer may be compensated for such default?

    b. If no,then how should it be ensured that the serviceprovider complies with the provisions of Tariff Order, Interconnection Regulations and Quality of Service Regulations?

    E. Any other issue

    To download the full consultation paper please click here

     

  • Farhad Khan appointed as DataTrained’s new CEO

    Farhad Khan appointed as DataTrained’s new CEO

    Mumbai: Farhad Khan, renowned for his coding prowess, with over 10 years of senior-level experience in the tech industry, has been named the new CEO of DataTrained, a leading higher education edtech platform. His prior role was Chief Technology Officer (CTO) at DataTrained.

    Commenting on his appointment, DataTrained founder Janardan Tiwari said, “The board of directors ran an extensive selection process considering all viable options before unanimously deciding to appoint Farhad as the company’s new CEO. He had been my top choice for a while, given his profound understanding of the company and its requirements. During his tenure, Farhad has played an integral role in every critical decision that has helped turn this organisation around. He is inquisitive and rational, creative yet demanding, and exhibits self-awareness and humility in equal measure. His leadership style combines both heart and soul – something I am learning from him every day – earning my trust as CEO to the core.”

    Talking about his new role, DataTrained CEO Farhad Khan said, “DataTrained works on the four pillars of education – Quality, Affordability, Reliability, and Employability. We strive to create a tech-based fantastic online pedagogy that supports and builds a skilled workforce backed by strong placement and corporate relations support. The workforce we strive to create will be equipped with the ever-changing demands of the organizations and the challenges of the future. Our commitment can be judged upon our resolves to change and upgrade careers for the future”.

     

  • PPL India appoints Sanjay Tandon as an independent director

    PPL India appoints Sanjay Tandon as an independent director

    Mumbai, PPL India a music licensing company controlling over 4 million domestic and international sound recordings in several languages, is pleased to announce the appointment of Sanjay Tandon, an esteemed figure in copyright administration and the current CEO of the Indian Singers’ Rights Association (ISRA) as an independent director.

    He has been in the industry for the past 27 years and he was the one who started the movement of Collective Management of Copyright in Music India. This is a momentous occasion that aims to bring artists/musicians and music companies together to ensure a thriving and equitable environment for all stakeholders.

    Speaking about his appointment, Tandon expressed, “I am honoured to join the Board of Directors of PPL India. I strongly believe that by fostering collaboration, understanding, and unity, we can create a thriving ecosystem that benefits all stakeholders. I look forward to working with the board and the management team to ensure that PPL India continues its growth story. I also look forward to contributing my might in bringing about a good copyright environment in India where copyright is respected and both user and artist/owner communities stand to prosper collectively.”

    “I am delighted to welcome Mr. Sanjay Tandon as an Independent Director on the Board of PPL India. With his strategic vision and the pivotal role he has been playing in addressing industry challenges, Sanjay will help PPL bridge together the music artist fraternity together with the repertoire owners to create adherence within the marketplace.” said PPL India chairman Mandar Thakur.

    “With this major step of our CEO Shri Sanjay Tandon joining the Board of PPL, the bond between singers & musicians and music companies is strengthened further. We are all very assured that with this step and with his experience and expertise, the music industry will now grow further for the benefit of all,” said ISRA chairman Anup Jalota.

    “We extend a warm and enthusiastic welcome to Mr. Sanjay Tandon as he joins PPL India’s esteemed Board of Directors. His extensive expertise and profound understanding of copyright matters, along with his significant experience in the Indian music industry, make him a valuable addition to PPL’s Board,” said PPL India MD G.B. Aayeer.

  • Ipsos India appoints Neha Munshi as Ipsos Digital’s country lead

    Ipsos India appoints Neha Munshi as Ipsos Digital’s country lead

    Mumbai: Bullish about the potential and the increasing adoption by clients of the Ipsos Digital platforms and its bouquet of offerings, Ipsos India has appointed Neha Munshi as country lead, Ipsos Digital with immediate effect.

    Her remit is to take Ipsos Digital offerings to current and prospective accounts for their repertoire of consumer surveys and provide a glitch free experience to clients in exécution of projects. She will be guided by Ipsos India country service line leader, innovation Anthony Dsouza and has been provided with a six-member team of a young bunch of enthusiastic market researchers, in her crusade to achieve the company’s ambitious vision. 

    Commenting on the appointment, Ipsos India country service line leader, innovation Anthony Dsouza said, “Ipsos Digital boasts an exceptional array of flagship products, including FastFacts, Creative Spark, Duel, InnoTest, and more. These offerings stand out for their innovation and speed, coupled with the convenience of user-friendly options like DIY and DIY+Researcher Assistance. This empowers clients to seamlessly launch projects in India around the clock, 24X7, ensuring swift and efficient results. Munshi’s remarkable leadership has been evident in her adept management of key accounts, driving increased adoption of our digital platform. Her unique position makes her the ideal candidate to capitalize on opportunities across diverse sectors.”

    “Each product range is meticulously designed to address specific business inquiries through cutting-edge online data collection methods,” stated Dsouza (underlining the precision and efficacy that underpins the product lineup). 

    “These offerings, combined with Munshi’s expertise, embody Ipsos Digital’s commitment to providing actionable insights that empower decision-makers in an increasingly dynamic and fast-paced landscape,” he added.

    Ipsos India CEO Amit Adarkar said, “Over 80% of our client work continues to be via offline data collection methodologies and face-to-face interviews. We launched Ipsos Digital during the pandemic, when we were thrown into lockdowns and restrictions, and we wanted client work to continue without any disruption. Post re-opening, clients continue to leverage the digital opportunity over and above all the specialized  custom work  we do for them, across our service lines. This is akin to omnichannel – brick and mortar and online – enabling clients to flit across and not being stopped by office hours and take the online route via DIY, pay online and get the results in real time.”             

    “In an ever-growing DIY market, we bring a unique alternative that combines technology with state-of-the-art knowledge and applies our principles of Security, Simplicity, Speed and Substance. The growing digital opportunity is something we are cognizant of and believe it will only grow by leaps and bounds,” added Adarkar.

     

  • ABP Digital appoints Ankit Gulati as national head – content solutions and digital sales

    ABP Digital appoints Ankit Gulati as national head – content solutions and digital sales

    Mumbai: Ankit Gulati has been appointed as the national head – content solutions and digital sales at ABP Digital, marking a significant development in the media industry. With 15 years of experience, Gulati brings a wealth of expertise to drive ABP Digital’s growth in content solutions and digital sales, solidifying the company’s position in the dynamic media landscape.

    Throughout his career, Gulati demonstrated exceptional proficiency in sales, with a profound understanding of its processes and operations. He has worked with leading names in the media domain, making him a formidable force in the industry.

    Ankit Gulati’s media journey began with Reliance Broadcast Network, providing valuable insights into the industry’s workings. He further honed his skills at Radio Mirchi, Times Network, and CNN-News18, developing a keen sense of audience preferences and content trends.

    His passion for innovation and content excellence led him to join Sony Pictures and PVR Cinemas. At Sony Pictures, Gulati contributed to successful marketing and content strategies, ensuring consistent audience engagement. His tenure at PVR Cinemas enriched his perspective on the media and entertainment ecosystem, exploring the realm of cinema advertising.

  • Cyrus Poonawalla Group welcomes Keki Mistry as strategic advisor for financial services ventures

    Cyrus Poonawalla Group welcomes Keki Mistry as strategic advisor for financial services ventures

    Mumbai: Cyrus Poonawalla Group, a diversified group of businesses across Pharmaceuticals & Biotechnology, Finance, Clean Energy, Hospitality & Realty and Aviation appoints Keki Mistry, former HDFC Ltd. CEO & vice chairman as the strategic advisor to all the financial services ventures spearheaded by Adar Poonawalla.

    With over four decades of experience, Mistry is one of the most respected professionals in the Indian Financial Services industry. Mistry had served as the CEO and vice chairman of HDFC Ltd since 2010. Post its merger with HDFC Bank, he joined the bank as an additional & non- executive director (Non-Independent) on 30 June 2023. He is also the non-executive chairman of HDFC Ergo General Insurance Company Ltd.

    Welcoming Keki on board, Poonawalla said, “To begin with, Keki’s unparalleled operating and boardroom experience in the Indian financial services sector will act as the perfect sounding board for all financial services business management teams to scale their profitability through prudent risk management while managing business volatility.”

    Mistry stated, “As I move out of executive responsibilities at HDFC Ltd – I am excited to guide the financial services businesses spearheaded by Adar in achieving their business plans whilst delivering responsible shareholder returns. I look forward to working with the young & dynamic management teams by leveraging my operating and board experience in financial services.”

  • Peregrine Guarding elevates Brig Mayank Awasthi to managing director for the North region

    Peregrine Guarding elevates Brig Mayank Awasthi to managing director for the North region

    Mumbai: Peregrine Guarding, India’s largest private security company and a part of Tenon Group, has elevated Brig Mayank Awasthi as the managing director for the north and north-east region.

    Awasthi has had a distinguished career spanning over 33 years in the Indian Army. Awasthi is a highly experienced professional who has served in crucial missions such as the IPKF in Sri Lanka and the UN mission in Colombo.

    Having transitioned to the corporate sector in October 2022, he joined Tenon Group as the associate director of operations for Delhi NCR and the Upper North region. As the managing director for the North region, Awasthi would oversee operations, drive revenue growth, and ensure efficient collection processes for the region.

    On his new responsibility, Awasthi said, “As I embark on this journey with the new role, I would like to thank the leadership at Tenon Group for their constant trust and support. Throughout my career, I have successfully motivated teams to perform their best, and I hope to do the same in my new role at Peregrine Guarding. I look forward to this new chapter.”

    Tenon Group global chairman Major Manjit Rajain said, “Brig Awasthi’s exemplary service in the Indian Army and his expertise in diverse subject matter, from security and disaster management to budgeting and logistics, is a huge advantage to Peregrine Guarding. His unwavering confidence, determination, and persistence have brought him to this level, and we are looking forward to working with him in this capacity.”

    Awasthi’s proficiency in leveraging technology and implementing advanced systems, honed during his time in the military, makes him well-equipped to achieve results efficiently. Moreover, he possesses subject matter expertise in diverse areas, including security, infrastructure building, budgeting, disaster management, logistics, defense consulting, surveillance systems, and procurement.

  • Dentsu Creative India appoints Aneesh Jaisinghani as senior group executive creative director

    Dentsu Creative India appoints Aneesh Jaisinghani as senior group executive creative director

    Mumbai: Dentsu Creative India has announced the appointment of Aneesh Jaisinghani as senior group executive creative director. Reporting to Dentsu Creative India chief creative officer – North Joy Mohanty, he will bring a wealth of experience and creative prowess to elevate the agency’s capabilities and solidify its position as a center for quality, innovation, and exceptional work.

    Aneesh will play a significant role in leading the creative teams responsible for key clients such as Maruti Suzuki and Pernod-Ricard brands. With an unwavering focus on modern creativity, his mission is to foster a dynamic and visionary creative culture that empowers the agency to curate campaigns that truly connect with its clients at a profound level.

    Prior to this, Aneesh was the senior executive creative director at Cheil India, where he successfully led Samsung’s mobile business. With a career spanning over 20 years, he has worked with agencies such as Lintas, Grey, Contract, and Bates. Aneesh’s exceptional work has been recognised with more than 75 awards in prestigious national awards shows, including Abbys, Goafest, and Kyoorius. Moreover, his creativity and talent have earned him numerous accolades and nominations in renowned international awards like Cannes and Spikes.

    Speaking on the appointment, Joy Mohanty said, “Aneesh is amongst the finest designers in the country. He has consistently spearheaded groundbreaking projects for Samsung Mobiles, a brand known for its tech-forwardness and innovation. Additionally, he has been a driving force behind numerous award-winning purpose-driven initiatives. This unique blend makes him an invaluable leader to lead the charge in our pursuit of Modern Creativity.”

    Aneesh added, “Dentsu India has been consistently at the forefront of its game for the past 7-8 years. The crowning of Dentsu Creative India as ‘The Agency of the Year’ at Cannes Lions 2022 serves as a definitive testament to its unrivaled standing in the industry. Furthermore, with an extensive list of esteemed clients, dentsu India stands as one of the most thrilling networks to be associated with in the present day. So, when the opportunity to be a part of dentsu came my way, it was a no brainer!”

    Dentsu Creative India made a remarkable impact from its very inception, taking the world by storm when it was honoured as the ‘Agency of The Year’ at the prestigious Cannes Lions Festival of Creativity in 2022 – a historic first for India. Its achievements included securing a Titanium award, as well as three Grand Prix, two Gold Lions, and three Silver Lions. Dentsu Creative India continues to achieve outstanding success, exemplified by its recent accomplishment of three Bronze Lions at the Cannes Lions Festival of Creativity. Alongside this recognition, the agency has also won notable brands as clients, further cementing its position as a prominent player in the industry.