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TDSAT regrets TV distributors interconnect pacts without any written document

Published

10 years ago

May 17, 2016

NEW DELHI: Noting that a large number of cases keep coming up before it suffer from the ‘malaise of distributors of TV channels entering into interconnect arrangements without any agreement in writing (or at any rate a definitive agreement) as mandated by law’. The Telecom Disputes Settlement and Appellate Tribunal has observed that ‘oral arrangements may appear expedient and profitable but with the passage of time, the relationship becomes both strained and hurtful.’

Disposing off three petitions involving 375 local cable operators, one by the Karnataka State Digital Cable TV Operators Welfare Association against Siti Cable Networks and the other by Cable Operators Sangram Association, Kolkata against Hathway Cable and Datacom, chairman justice Aftab Alam and member B B Srivastava said a large percentage of cases coming to the tribunal from the broadcasting sector have their root cause in the absence of any agreement in writing between the parties. “What is more regrettable” is the fact that the cases in which two distributors of TV signals happen to be in interconnect arrangement without any agreement in writing is not confined only to analogue transmission but arise almost in equal numbers under the Digital Addressable System regime.

In the two Kolkata cases, all the 102 LCOs and Hathway are directed to execute either the Model Interconnection Agreement based on mutual negotiations or failing this, the Standard Interconnection Agreement within 30 days as there is no interconnect agreement between the two sides.

TRAI made it clear that in case no interconnection agreement in writing comes into existence between the LCOs and The MSOs, Siti Cable in the Karnataka case and Hathway (in the Kolkata case) will be obliged to discontinue the supply of signals to the LCOs for any supply of signals beyond that period would be illegal and in contravention of the statutory prohibition.

In case any of the LCO wishes to shift away from its present MSO, it must give 21 days’ notice to the MSO before migrating to any other distributor of signals.

As regards the past relationship, in case of any dues that the two MSOs (Siti Cable in Karnataka and Hathway in Kolkata) might claim on the basis of any written agreement or on the basis of any interim order passed by the tribunal in these proceedings, it would be open to them to initiate recovery proceedings against the concerned LCO in accordance with law.

“Needless to say, no monetary claim for supply of signals may be entertained that is not based on any written agreement.”

The Tribunal said it was “glad to note that the regulator has moved in and amended the regulations to plug in even the little loop-hole that was misused for continuing the supply of signals under DAS transmission even after the expiry of the agreement. Further, by another amendment in the Regulations it has removed the ambivalence that was created in the scheme of interconnections as result of fixing the shares of the MSO and the LCO by the Tariff Order dated 10 July 2010 as amended on 30 April 2012.”

The two amendments in the Interconnect Regulations 2012 made by TRAI during the pendency of these petitions leave nothing for adjudication in these matters and all that is required is to direct the parties to simply follow the law.

In the Karnataka LCO petition, the Tribunal said all the 269 LCOs will be free either to continue with the existing agreements or to switch over to either the Model Interconnection Agreement or the Standard Interconnection Agreement within 30 days. Each of the LCOs should intimate Siti Cable whether or not it wishes to continue with the existing agreement. Those exercising the option not to continue with the existing agreement may further negotiate with Siti Cable for execution of the Model Interconnection Agreement failing which both sides must execute the Standard Interconnection Agreement within 30 days from today.

The LCOs operate in Bengaluru which came under DAS transmission in Phase-11. All the LCOs represented through this petition are receiving their signals from the Siti Cable. The petition was filed on 24 August 2015 challenging the disconnection notices issued by the MSO under clauses 6.2 and 6.5 of the Telecommunication (Broadcasting and Cable Services) Interconnection (Digital Addressable Cable Television Systems) Regulations2012 issued on grounds of non-payment of the monthly subscription dues. Mutual negotiations before the Mediation Centre failed.

On 15 December 2015, it was stated on behalf of the MSO that as on 31 October 2015, the cumulative dues against the 269 LCOs amounted to Rs l.65 crore for the a Ia carte channels and for the channels that are given to the LCOs in bouquets, approximately Rs 25 lakh calculated @ Rs.60 per STB. It was also stated on behalf of the MSO that under the agreement with certain broadcasters, it was getting the broadcasters’ channels on the latter’s RIO rates and it was no longer possible for it to give those channels in any packages and any LCO wanting those channels could take them on RIO rates.

The Kolkata petitions were filed by the Association on behalf of 42 LCOs and later on behalf of another 60LCOs. All these LCOs operate in Kolkata and receive TV signals from Hathway. Most of the LCOs are operating in areas that came under DAS transmission in phase-II and a few are operating in areas that come under DAS transmission in phase-III. In these two cases, the LCOs sought a direction to the MSO to restore supply of signals to some of the STBs that, they alleged, were disconnected arbitrarily and not to interfere with the smooth and good quality supply of signals to the LCOs.

According to the petitioner, as per the understanding between the two sides, they were liable to pay Rs 110 per STB as monthly subscription fee for all the channels being received by them and regardless of the subscription fee charged by them from the individual subscribers but the MSO had raised the subscription fee and was trying to enforce package billing that would further greatly increase the monthly subscription fee. Though the parties are in interconnect arrangement for a long time, there is no interconnect agreements.

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Awards

Hamdard honours changemakers at Abdul Hameed awards

Published

4 days ago

February 7, 2026

indiantelevision.com Team

NEW DELHI: Hamdard Laboratories gathered a cross-section of India’s achievers in New Delhi on Friday, handing out the Hakeem Abdul Hameed Excellence Awards to figures who have left their mark across healthcare, education, sport, public service and the arts.

The ceremony, attended by minister of state for defence Sanjay Seth and senior officials from the ministry of Ayush, celebrated individuals whose work blends professional success with a sense of public purpose. It was as much a roll call of achievement as it was a reminder that influence is not measured only in profits or podiums, but in people reached and lives improved.

Among the headline awardees was Alakh Pandey, founder and chief executive of PhysicsWallah, recognised for turning affordable digital learning into a mass movement. On the sporting front, Arjuna Awardee and kabaddi player Sakshi Puniya was honoured for her contribution to the game and for pushing women’s participation onto bigger stages.

The cultural spotlight fell on veteran lyricist and poet Santosh Anand, whose songs have echoed across generations of Hindi cinema. At 97, Anand accepted the honour with characteristic humility, reflecting on a life shaped by perseverance and hope.

Healthcare honours spanned both modern and traditional systems. Manoj N. Nesari was recognised for strengthening Ayurveda’s place in national and global health frameworks. Padma shri Mohammed Abdul Waheed was honoured for his research-backed work in Unani medicine, while padma shri Mohsin Wali received recognition for his long-standing contribution to patient-centred care.

Education and social development also featured prominently. Padma shri Zahir Ishaq Kazi was honoured for decades of work in education, while former Meghalaya superintendent of Police T. C. Chacko was recognised for public service. Goonj founder Anshu Gupta received an award for his dignity-centred rural development initiatives, and the Hunar Shakti Foundation was honoured for empowering women and young girls through skill development.

The Lifetime Achievement Award went to former IAS officer Shailaja Chandra for her long career in public healthcare and governance, particularly in the traditional systems under Ayush.

Speaking at the event, Hamdard chairman Abdul Majeed said the awards were a tribute to those who combine excellence with empathy. “These awardees reflect Hakeem Sahib’s belief that healthcare, education and public service must ultimately serve humanity,” he said.

Minister Seth struck a forward-looking note, saying India’s young population gives the country a unique opportunity to become a global destination for learning, health and wellness by 2047.

The ceremony also featured the trailer launch of Unani Ki Kahaani, an upcoming documentary starring actor Jim Sarbh, set to premiere on Discovery on 11 February.

Instituted in memory of Unani scholar and educationist Hakeem Abdul Hameed, the awards have grown into a national platform that celebrates those building a more inclusive and resilient India. For one evening at least, the spotlight was not just on success, but on service with substance.

MAM

Why the best campaigns today start with insights, not ideas

Published

4 days ago

February 7, 2026

indiantelevision.com Team

MUMBAI: For decades, creative storytelling has been the cornerstone of brand communication. The “big idea” amplified through catchy jingles, striking visuals, and memorable hooks was once the gold standard for relevance and recall. Creativity defined presence, and the loudest, boldest campaigns often won attention.

But the marketing landscape today looks very different.

Audiences are more exposed, more discerning, and far less patient. They are inundated with messages across platforms, formats, and creators, often encountering hundreds of brand touchpoints in a single day. In this environment, creativity alone especially when untethered from real consumer truths is no longer enough to move behaviour. Great ideas are abundant. Meaningful impact is not.

This is where insights matter.

The difference may seem subtle, but it is fundamental. An idea represents what a brand wants to say. An insight reflects what the audience is already thinking, feeling, or experiencing. The most effective campaigns emerge not from cleverness alone, but from the intersection of these two forces.

From creativity to relevance

As the marketing ecosystem becomes increasingly saturated, consumers are growing immune to inflated claims and surface-level storytelling. Even beautifully crafted campaigns can fail if they are disconnected from lived realities. The gap between a brand’s internal enthusiasm and the audience’s actual sentiment can be the difference between attention and indifference.

Insights help bridge this gap. They force brands to pause, listen, and observe to understand emotions, behaviours, cultural contexts, and contradictions. Instead of trying to be remembered through louder branding, insight-led campaigns allow audiences to see their own experiences reflected back at them. When a campaign articulates a problem that feels personal, relevance is created. Trust follows.

Insight is interpretation, not information

It’s important to distinguish between data and insight. Data tells us what is happening. Insight explains why it is happening. While data is measurable and structured, insights are interpretive and dynamic, shaped by real-time sentiment and human behaviour.

Modern consumers are full of contradictions. They demand authenticity while remaining deeply aspirational. They want brands to take a stand but expect nuance, not instruction. They seek transparency, yet are drawn to curated narratives. These tensions are not obstacles, they are opportunities. When understood correctly, they can shape communication that feels timely, credible, and human.

Some of the most effective campaigns today are born not in isolated brainstorm rooms, but through listening to audiences, creators, editors, online communities, and cultural signals. Insights often exist in blurred patterns, but once identified, they can redefine how a brand connects.

A recent campaign we executed for Domino’s illustrates this shift clearly. The brief wasn’t to make a pizza look bigger or louder. Instead, it was rooted in a simple behavioural truth: in Tier 2 and Tier 3 markets, sharing food is an emotional act tied to family, celebration, and value perception. The “Big Big 6-in-1 Pizza” became a canvas for this insight. The campaign leaned into regional voices and real sharing moments, allowing people to show how they experienced the product rather than being told why they should buy it. Influencers and celebrities amplified genuine usage, not scripted endorsements. The impact from engagement to footfall to sales came not from a clever idea, but from understanding how people relate to food in their everyday lives.

Shifting the starting point

Today’s consumer landscape demands a shift in perspective from “What should the brand say?” to “What does the audience need to hear right now?” This marks a move away from inward-led marketing toward communication shaped by behaviour, emotion, and cultural relevance.

Brands leading today are keen observers. They notice when perfection stops resonating. They sense when luxury shifts from aspiration to excess. They recognise when influencer content begins to feel repetitive and trust erodes.

Virality, too, is often misunderstood. It is not a strategy to chase, but an outcome. Campaigns rooted in insight do not aim to go viral; they aim to resonate. When content reflects something familiar, a shared truth, emotion, or tension, it travels organically because people see themselves in it.

Ideas attract attention. Insights build connection.

The evolving role of PR

For PR professionals, this shift has redefined success. Coverage volume alone no longer tells the full story. The more meaningful questions today are: Did the communication influence behaviour? Did it align with cultural conversations? Did it address a real consumer pain point?

Insight-first thinking allows these questions to be answered at the planning stage, rather than corrected midway through execution.

In a world where formats and platforms will continue to evolve, what remains constant is the power of authentic communication. The strongest campaigns today do not begin with a brainstorm, but with observation, interpretation, and empathy. That is not just better marketing, it is more responsible, resilient, and meaningful brand-building.

Brands

Ahmad Muneeb elevated to VP – HR centre of excellence at Zepto

Published

4 days ago

February 7, 2026

indiantelevision.com Team

MUMBAI: Zepto has elevated Ahmad Muneeb to vice president – HR centre of excellence, placing him at the helm of the company’s total rewards, executive compensation and organisational effectiveness as the quick-commerce firm powers through a high-growth phase.

The move follows his stint as senior director of the HR COE, where he played a central role in preparing the company for IPO readiness while scaling its people analytics capabilities. During this period, Muneeb helped align complex performance management structures with more streamlined and scalable employee experience frameworks.

In his new role, he will steer the design of total rewards strategies, executive compensation planning and organisational design, while also overseeing performance management, employee experience initiatives and people analytics programmes.

Before joining Zepto, Muneeb spent nearly three years at Meesho, where he held multiple rewards and HR business partner roles. Earlier in his career, he worked as a senior rewards consultant at Mercer, advising high-tech clients on compensation benchmarking, pay structures and talent-focused reward frameworks.

He began his hr journey at Cognizant, where he supported compensation programmes for nearly two lakh employees across India and worked on m&a compensation alignment and skill-based pay initiatives. Prior to moving into HR, Muneeb started his career as a software engineer at Netcracker, bringing a technical grounding to his people strategy work.

With a mix of consulting rigour, start-up agility and enterprise-scale experience, Muneeb’s elevation signals Zepto’s continued focus on building robust people systems as it races towards its next phase of growth.