Tag: cable TV

  • TRAI  gives smaller cable operators a break on mandatory audits

    TRAI gives smaller cable operators a break on mandatory audits

    NEW DELHI: India’s telecom regulator has proposed easing compliance burdens on smaller cable television operators whilst tightening audit procedures for the rest of the industry under draft amendments released on 22  September. 

    The Telecom Regulatory Authority of India (TRAI) plans to make annual system audits optional for distribution platform operators (DPOs) serving fewer than 30,000 active subscribers. The move follows complaints from smaller operators about the disproportionate cost of mandatory audits, which can consume a significant share of their revenues.

    The proposed draft Telecommunications  (Broadcasting And Cable) Services Interconnection  (Addressable Systems) (Seventh Amendment ) Regulations, 2025 state  that larger operators would still face stricter requirements. They must complete audits for the preceding financial year and share reports with broadcasters by 30 September each year, replacing the current calendar year framework.

    The draft also introduces new provisions for infrastructure sharing between operators. Where multiple DPOs share encoding equipment, the infrastructure provider would insert watermark logos at the encoder level whilst individual operators add their logos through set-top boxes. However, TRAI proposes limiting screen clutter by allowing only two logos—the broadcaster’s and the last-mile distributor’s—to appear simultaneously.

    The regulator has addressed longstanding industry disputes over audit challenges. Under new procedures, broadcasters questioning audit reports must cite specific discrepancies with evidence within 30 days. If unsatisfied with auditor responses, they can request special audits but must bear the costs.

    “The audit of systems is necessary to ensure that the systems deployed by a DPO are addressable as per regulatory requirements,” TRAI stated in its explanatory memorandum. “Proper and accurate subscription reports are very important as the settlement of charges between service providers is based on such reports.”
    The draft regulations also mandate that auditors provide independence certificates confirming they have no conflicts of interest with the entities being audited.

    Industry stakeholders have until 6 October to submit comments on the proposals. The amendments are scheduled to take effect from 1st April 2026.

    The move reflects TRAI’s broader effort to reduce regulatory burden on smaller operators whilst maintaining oversight of the Rs 70,000 crore broadcasting and cable services sector. The authority previously made certain compliance requirements optional for operators with fewer than 30,000 subscribers in quality-of-service regulations issued in July 2024.

    However, some industry players have criticised the proposals. Broadcaster associations argue that exempting smaller operators from mandatory audits could increase under-reporting of subscriber numbers, whilst some cable operators contend that even the revised procedures remain too burdensome.

    The draft comes as India’s television distribution industry grapples with declining subscriber bases and increased competition from digital platforms. Many smaller operators have struggled with compliance costs, particularly annual audit fees that can range from Rs 50,000 to several lakhs depending on system complexity.
    TRAI’s proposals also address technical requirements for infrastructure sharing arrangements, mandating separate data instances for each operator using shared subscriber management and conditional access systems to prevent cross-contamination of subscriber data.

    The regulator emphasised that the 30,000-subscriber threshold for audit exemptions would be reviewed periodically based on market conditions.

  • EY-AIDCF report: Indian cable TV faces dire times unless government and regulator step in with regulatory reforms

    EY-AIDCF report: Indian cable TV faces dire times unless government and regulator step in with regulatory reforms

    NEW DELHI: India’s cable TV industry is on the ropes, reeling from a perfect storm of digital disruption, regulatory overkill, and changing viewer habits. A blistering new report by EY and the All India Digital Cable Federation (AIDCF) reveals a 40 million plunge in pay TV homes since 2018—down from 151 million to just 111 million in 2024—and warns that the bleeding isn’t over yet.

    By 2030, the figure could drop to as low as 71 million, as Indians flock to OTT, Free Dish, and smart TVs offering slicker content, better tech, and zero monthly bills. The fallout? A staggering 31 per cent collapse in employment across the Local Cable Operator (LCO) network, with up to 1.95 lakh jobs on the chopping block.
    The pay TV playbook, once defined by “kam daam, zyada samaan,” is now buckling under rising channel rates, bundling woes, and what LCOs call a “regulatory regime rigged for broadcasters.”

    A whopping 93 per cent of LCOs surveyed reported a drop in take-home income, with 79 per cent saying their earnings have nosedived by over 20 per cent since 2018.

    * Revenue for major distribution platform operators (DPOs) has shrunk by over 16 per cent since 2018, while EBITDA margins have plunged by 29 per cent.

    * Cable TV subscriptions have halved to 60 million, while smart TVs connected to the internet hit 50 million monthly active sets in 2024.
    * Pay TV now makes up just 58 per cent of the TV pie, down from 81 per cent in 2018, even as India’s TV household base touched 190 million.

    Despite being the backbone of India’s broadcast reach—physically connecting over 500 million people—LCOs remain the industry’s ignored foot soldiers, calling out a “top-heavy system” that allegedly favours deep-pocketed broadcasters and digital players.

    AIDCF proposes radical surgery: from activating over 20 million inactive set-top boxes and offering subsidies in “TV dark” zones, to limiting near-simultaneous OTT releases of pay TV content, and ensuring a level playing field between cable, OTT, Free TV and FAST channels.

    But with TRAI’s piecemeal tariff reforms (NTO 1.0 to 4.0) fuelling more legal duels than industry stability, stakeholders are demanding a full-blown reset. As OTT juggernauts steam ahead and content increasingly lives in the cloud, the cable industry’s survival may hinge not just on policy support but on reinventing itself as a digital services hub, not just a pipe.

    As the report bluntly puts it: without immediate intervention, the sun may set on the 30-year reign of India’s cable TV kings.

  • Charter & Cox to merge to create largest cable TV & broadband provider in the US

    Charter & Cox to merge to create largest cable TV & broadband provider in the US

    MUMBAI: In a mega-merger straight out of a business blockbuster, Charter Communications and Cox Communications have inked a definitive agreement to combine their businesses, creating an industry giant in mobile, broadband, and video entertainment. As part of the agreement,  Charter Communications will buy the privately held rival Cox for $21.9 billion.

    The deal values Cox Communications at a cool $34.5 billion, calculated using Charter’s 2025 estimated adjusted EBITDA multiple.

    Under this arrangement, Charter will snap up Cox’s commercial fibre, managed IT, and cloud businesses, while Cox’s residential cable will be folded into Charter Holdings, a subsidiary of Charter. The merger, which still needs regulatory and shareholder approval, will see Cox Enterprises pocket $4 billion in cash, $6 billion in convertible preferred units, and 33.6 million common units in Charter’s partnership.

    The merger will  create the largest US cable TV and broadband provider with around 38 million subscribers, surpassing market leader Comcast. Industry observers may recollect that Charter had last year agreed to acquire cable TV billionaire John Malone’s Liberty Broadband, which will now have an indirect interest in Cox, following the merger’s clearance.

    The Cox family, which has been in the cable business since 1962, is handing over the reins to Charter but keeping a significant seat at the table. Cox Enterprises, will own approximately 23 per cent of the combined entity and its CEO Alex Taylor will become chairman of Charter’s board, while Chris Winfrey  will continue as president & CEO of the combined company.

    “We’re honored that the Cox family has entrusted us with its impressive legacy and are excited by the opportunity to benefit from the terrific operating history and community leadership of Cox,” said Winfrey. “Cox and Charter have been innovators in connectivity and entertainment services – with decades of work and hundreds of billions of dollars invested to build, upgrade, and expand our complementary regional networks to provide high-quality internet, video, voice and mobile services. This combination will augment our ability to innovate and provide high-quality, competitively priced products, delivered with outstanding customer service, to millions of homes and businesses. We will continue to deliver high-value products that save American families money, and we’ll onshore jobs from overseas to create new, good-paying careers for US employees that come with great benefits, career training and advancement, and retirement and ownership opportunities.” 

    “Our family has always believed that investing for the long-term and staying committed to the best interests of our customers, employees and communities is the best recipe for success,” said Taylor. “In Charter, we’ve found the right partner at the right time and in the right position to take this commitment to a higher level than ever before, delivering an incredible outcome for our customers, employees, suppliers and the local communities we serve.”

    In a patriotic move, the combined company is pledging to bring customer service jobs back to the US, with all employees earning a starting wage of at least $20 per hour, alongside industry-leading benefits. Cox customers will also be treated to Charter’s famed 100 per cent US-based customer support, fast technician dispatches, and transparent pricing—no more surprise fees.

    The consumer-facing brand across Cox’s territories will become Spectrum, while the combined company will eventually rebrand as Cox Communications, maintaining its headquarters in Stamford, Connecticut, and a significant presence in Atlanta, Georgia.

    Spectrum customers can expect access to advanced wifi, Spectrum Mobile with mobile speed boost, and the Spectrum TV app, all under a simplified pricing model. For business customers, Charter’s robust portfolio of business telecom services, including Segra and RapidScale, will become part of the combined offering.
    The merger isn’t just about size—it’s about smarts. With more network muscle, the new entity will ramp up investments in mobile, video, and AI tools while taking the fight to big tech in advertising and content distribution.

    The deal is expected to generate $500 million in annual cost savings within three years, thanks to streamlined operations and better buying power. But it’s not just about the bottom line—Charter will establish a $50 million foundation to support community leadership in Cox’s territories and launch an employee relief fund to help staff in times of crisis.

    The combined company will carry Cox’s $12 billion in debt but expects higher cash flow and better investment returns over time, with a new leverage target of 3.5x to 4.0x. Industry observers may recollect that Charter had last year agreed to acquire cable TV billionaire John Malone’s Liberty Broadband, which will now have an indirect interest in Cox, following the merger. 

    It’s a blockbuster telecom tale where two rivals become allies, customers win, and big tech finally faces a serious challenger.

  • Hathway tunes up profits as broadband beams bright, but cable remains a drag

    Hathway tunes up profits as broadband beams bright, but cable remains a drag

    MUMBAI: Hathway Cable and Datacom has wrapped FY25 with a cautiously upbeat tune, posting a consolidated profit of Rs 92.5 crore—a modest dip from Rs 99.3 crore in FY24. But if you zoom into the latest quarter, Q4 was anything but quiet.

    Revenue for the fourth quarter stood at Rs 513.2 crore, up four per cent from Rs 493.4 crore a year ago. Total income rose to Rs 546.6 crore in Q4 FY25, compared to Rs 533.6 crore in Q4 FY24. Net profit came in flat at Rs 34.8 crore, nearly mirroring last year’s Rs 34.6 crore.

    But the real tempo change came in the mix: other income more than doubled to Rs 33.4 crore from Rs 16 crore last quarter, while expenses remained tightly controlled, nudging up just three per cent year-on-year. EPS for the quarter held at Rs 0.20.

    Segment-wise, broadband held its line with Rs 149 crore in revenue, while cable TV brought in Rs 346 crore, both marginally higher year-on-year. Yet cable continued its loss-making streak, clocking a Q4 segment loss of Rs 12.4 crore. Broadband barely eked out a Q4 profit at Rs 0.9 crore.

    Total consolidated income for FY25 hit Rs 2,146 crore, inching up from Rs 2,119 crore in FY24. Broadband revenue came in at Rs 602 crore, down slightly from Rs 623 crore. Cable TV, however, crept up to Rs 1,372 crore from Rs 1,349 crore.

    The broadband division’s yearly profit fell to Rs 9.9 crore from Rs 31.9 crore. Cable TV slumped deeper, posting a Rs 61.5 crore loss, widening from Rs 47 crore in FY24.

    The surprise chartbuster? Hathway’s securities trading segment, which ballooned to Rs 85.5 crore from a humble Rs 8.9 crore. Other income also stayed generous at Rs 106.7 crore. These non-core wins helped keep overall profitability in the black.

    Total assets rose to Rs 5,121 crore from Rs 4,963 crore, while equity expanded to Rs 4,384 crore. Borrowings and lease liabilities slimmed down, giving the balance sheet a cleaner look.

    However, a lingering cloud remains: a Rs 3,201 crore demand from the Department of Telecommunications for unpaid licence fees. The company, backed by legal advice, continues to contest the demand and has made no provision.

    With cable still bleeding, broadband levelling off, and securities surprisingly saving the day, Hathway’s FY25 tune is part resilience, part remix. Whether the beat goes on in FY26 depends on plugging operational leaks and finding new hits in its digital playbook

  • GTPL Hathway announces fiscal year 2025 results; recommends dividend

    GTPL Hathway announces fiscal year 2025 results; recommends dividend

    MUMBAI: Cable TV MSO and broadband major GTPL Hathway Ltd  has released its audited financial results for the fourth quarter and the entire financial year, ended 31 March 2025. The board of directors, at its recent meeting, approved these results and recommended a dividend of Rs. 2.00 per equity share of Rs. 10 each, subject to shareholder approval.

    Here’s a snapshot of the company’s standalone financial performance, with comparisons to the previous year:

    finanials
    For the quarter ended 31 March 2025, GTPL Hathway reported revenue from operations of Rs. 5,621.91 million, a 10.44 per cent increase compared to the same period last year, and a net profit after tax of Rs. 81.50 million, a decrease of 18.10 per cent.

    For the year ended 31 March 2025, revenue from operations reached Rs. 21,933.81 million, an 8.13 per cent increase year-over-year, and net profit after tax was Rs. 478.03 million, a 37.30 per cent decrease compared to the previous year.

    The company’s board has proposed a dividend of Rs. 2.00 per share.

    segment results

    The old stager, cable TV, remains a significant contributor to GTPL Hathway’s coffers, raking in Rs 28,620.85 million for the year. However, the segment’s profitability has taken a hit, dropping to  Rs 268.48 million, compared to a far healthier Rs 859.68 million in the previous year. The fourth quarter, in particular, saw a loss of Rs 6.68 million. The internet service segment continues its race, pulling in Rs 5,485.09 million for the year, and a profit of Rs 218.31 million.

    Meanwhile GTPL Hathway  has paid a one-time application fee of Rs 100 million and has obtained approval from the ministry of information & broadcasting to establish, maintain, and operate a headend-in-the- sky (HITS) broadcasting services platform for a 10-year period, in compliance with the HITS guidelines. As at 31 March 2025, the company  is in the process of setting up the associated network and also obtaining other necessary licences.

    A media release issued by the company had the following to say: 

    Q4 FY25 Total revenue stood at Rs 8,989 million a growth of 10 per cent  Y-o-Y
    * FY25 revenue stood at Rs  35,072 million a growth of 8 per cent  annually and broadband revenue grew by four per cent  annually
    * EBITDA for Q4 FY25 stood at Rs   1,144 million  with an EBITDA Margin of 12.7 per cent  and an operating EBITDA margin of 22 per cent. For the full year, EBITDA stands at Rs   4,625 million with EBITDA Margin of 13.2 per cent  with an operating margin of 22 per cent 
    * Q4 FY25 Profit After Tax stood at Rs   105 million  and the same for FY25 is Rs   479 million

    Digital Cable TV
    • Active subscribers were 9.60  million as of March 31, 2025, achieving an increase by 100K Y-o-Y
    • Paying subscribers stood at 8.90 million, increasing by 100K Y-o-Y
    • Subscription revenue from cable TV stood at Rs   2,982 million for Q4FY25 & Rs  12,327 million for FY25
    • Company signed grant of permission agreement (GOPA) with ministry of information and broadcasting for
    providing headend-in-the-sky (HITS) services for a period of 10 years

    Broadband
    • Increase in broadband subscribers by 25K Y-o-Y thus standing at 1045K
    • Broadband revenue increased by 4% to Rs   1,358 million  for Q4 Y-o-Y &Rs   5,456 million  for FY25
    • Homepass as on 31 March  2025, stood at Rs 5.95 million – an addition of 150K Y-o-Y. Of the 5.95Mn, 75 per cent available for FTTX conversion
    • Broadband average revenue per user (ARPU) stood at Rs  465 per month per sub, increased Rs 5 Y-o-Y.
    • Average data consumption per user per month was 396 GB, an increase of 11 per cent  Y-o-Y.

    GTPL Hathway Ltd  managing director Anirudhsinh Jadeja said:  “It pleases me to report that the company has sustained its subscriber base across both business divisions reflecting the resilience within operations in an overall challenging industry environment. We continue to remain optimistic about our long-term strategies and our initiatives to capitalize on the evolving consumer trends.The upcoming financial year will be pivotal as we look to enhance our capabilities for distribution of TV services with material benefits expected to accrue over the medium term. We are constantly enhancing the ambit of our offerings, upgrading and implementing technological innovations and focusing on providing consumer centric services. We will continue to evaluate opportunities for growth across our businesses.”

  • Hathway Bhawani Cabletel’s profit takes a bit of a tumble

    Hathway Bhawani Cabletel’s profit takes a bit of a tumble

    MUMBAI: Cable TV company Hathway Bhawani Cabletel & Datacom Ltd has released its financial figures, and it’s a bit of a rollercoaster.

    For the quarter ended 31 March, 2025, revenue from operations clocked in at Rs 77.36 lakh, a decent step up from the Rs 65.50 lakh in the same quarter last year. Other income also perked up a bit, hitting Rs 16.81 lakh. 

    However, when you look at the bottom line, the profit/loss before tax for the year took a bit of a beating. It went from a loss of Rs 0.60 lakh in the previous year to a more robust profit of Rs 5.92 lakh. Still, the net profit/loss for the period tells a slightly different tale, with Rs 4.33 lakh profit compared to Rs (4.29) lakh in the previous year. 

    Expenses also played their part. Feed charges remained pretty steady, but employee benefit expenses saw a bit of a nudge upwards. 

    Revenue from operations for the year ended 31 March 2025 came  in at Rs 256.80 lakh, compared to Rs 268.33 lakh in the previous year. Other income, however, perked up nicely to Rs 18.37 lakh.

    When it comes to expenses, feed charges were relatively stable at Rs 87.99 lakh. However, employee benefit expenses climbed to Rs 59.66 lakh, which is a noticeable jump.

    Now, the crucial bit: profit and loss. The profit before tax for the year stood at Rs 5.92 lakh, a swing from the loss of Rs (3.99) lakh in the previous year. Net profit/loss for the year also showed a positive shift, with a profit of Rs 4.33 lakh compared to a loss of Rs (4.29) lakh the year before.

    The MSO is contesting a demand from the department of telecommunications (DoT) are still for a hefty Rs 4,130.38 lakh in licence fees, a figure that includes interest and penalties.  

  • From Couch Potatoes to Content Creators: Hathway & Den reel it in

    From Couch Potatoes to Content Creators: Hathway & Den reel it in

    MUMBAI—Move over, television executives. The inmates are about to take over the asylum—or at least, the broadcast.

    Cable television multiservice operators Hathway and Den have launched an experiment that could rewrite the rulebook of broadcast media. Their new platform, Hathway/DEN Reels, is turning content creation and  its broadcast on its head – viewers are creating content which is being packaged and shown on a specialised service on Hathway channel no 99 and on  Den channel no 100. 

    Launched on 18 March, Hathway Reels and Den Reels  have already captured the imagination of wannabe performers nationwide. In just five days, over 1,000 user-generated reels have flooded in—a deluge that suggests a deep hunger for democratised stardom.

    “This isn’t television as we know it,” says an industry observer. “It’s television as people have always dreamed it could be”.

    The concept is disarmingly simple. Aspiring performers—be they singers, dancers, comedians, or pure eccentrics—need only a smartphone and a dash of courage. No casting calls, no industry connections, no prohibitive barriers to entry.
    Hathway reels
    Social media has long promised such democratisation, but often delivered only algorithmic mirages of fame. Hathway/DEN Reels promises something more tangible: actual broadcast airtime.

    What sets this initiative apart is its radical inclusivity. It’s not about polished performances but raw, unfiltered talent. A call centre executive in Bengaluru, a farmer in Punjab, or a student in Mumbai can now find themselves beamed into living rooms across India.

    The platform represents more than entertainment—it’s a social leveller. For every frustrated creative soul shelving dreams due to practical constraints, this is a lifeline. No need to quit the day job. No need to move to Mumbai or Delhi. The stage has come to them.

    Initial response suggests the concept has struck a nerve. In an era of algorithmic content and manufactured viral moments, Hathway/DEN Reels offers something revolutionary: genuine human connection.

    As television wrestles with relevance in the streaming age, this could be a blueprint for survival. Not by competing with slick productions, but by becoming a mirror—reflecting the vibrant, diverse, utterly unpredictable talent that pulses through India’s veins.

    For those who’ve ever mumbled “I could do that” at their television, the time has come. The spotlight awaits.

  • GTPL sells dormant associate for Rs 1 Lakh

    GTPL sells dormant associate for Rs 1 Lakh

    MUMBAI: GTPL, the prominent multi-system operator (MSO) and broadband provider led by Anirudhsinh Jadeja, has offloaded its entire stake in a non-operational associate for Rs 1 lakh completing the transaction on 10 March.

    The cable TV and internet services company sold its 50 per cent equity holding in GTPL Jay Mataji Network Pvt Ltd to Deepak Kumar Yadav at approximately 11:00 a.m. IST, according to a regulatory filing.

    The transfer of 10,000 equity shares was finalised immediately after receipt of payment, effectively ending the associate relationship between the two entities.

    GTPL confirmed that  Yadav has no connection to its promoter or promoter group, and the transaction does not constitute a related party deal under regulatory provisions.

    Industry analysts note this move aligns with GTPL’s recent strategy of consolidating its position in core cable and broadband markets while divesting non-performing assets.

  • Tata Power Renewable Energy partners with Rajasthan discoms to boost solar adoption

    Tata Power Renewable Energy partners with Rajasthan discoms to boost solar adoption

    MUMBAI: This one should be of interest to the television broadcasters, telecom companies, DTH players, and cable TV MSOs and operators.  A bane of most of these has been the sudden power breakdowns in the tier two and tier three towns. With the installation of rooftop solar power cells, the power tripping would be a thing of the past. 

    Tata Power Renewable Energy Ltd (TPREL), a subsidiary of Tata Power, has signed a memorandum of understanding (MoU) with Rajasthan’s discoms — Jaipur Vidyut Vitran Nigam Ltd (JVVNL), Ajmer Vidyut Vitran Nigam Ltd(AVVNL), and Jodhpur Vidyut Vitran Nigam Ltd  (JDVVNL). The collaboration aims to accelerate renewable energy adoption across the state, with a focus on promoting the Pradhan Mantri Surya Ghar: Muft Bijli Yojana (PMSG:MBY) in residential sectors.

    The agreement was formalised in the presence of Alok, additional chief secretary (energy); Arti Dogra, chairperson of the discoms; and senior officials from TPREL, including Deepesh Nanda, chief executive officer &  managing director, and Shivram Bikkina, chief of solar rooftop & EV charging.

    The initiative will prioritise rooftop solar installations in cities such as Jaipur, Udaipur, Jodhpur, Kota, and Bikaner, with plans for statewide expansion. Joint campaigns will promote solar adoption, providing households with affordable clean energy. The partnership also offers exclusive pricing and vendor training to ensure efficient installations.

    Speaking on the collaboration, Arti Dogra said, “This partnership marks a significant step towards positioning Rajasthan as a leader in solar energy adoption. By advancing initiatives like PMSG:MBY, we aim to provide clean, affordable energy access and bolster the state’s renewable energy infrastructure.”

    Deepesh Nanda added, “Our partnership with Rajasthan discoms reflects our commitment to shaping a sustainable energy future. Leveraging TPREL’s extensive experience, we aim to expedite solar adoption and support Rajasthan’s renewable energy transition.”

    As part of the Tata Group, Tata Power holds a diverse 15.5 GW portfolio, with 43% dedicated to clean energy. The company remains committed to achieving carbon neutrality by 2045 and continues to play a leading role in India’s clean energy transformation.

  • MIB to initiate online registration process for LCOs — Economic Times report

    MIB to initiate online registration process for LCOs — Economic Times report

    MUMBAI: Is cable TV about to get even more organised and given the respect that is due to it? 

    If a report appearing in The Economic Times on on 16 January  is to be believed it looks like it is. The newspaper reported that the ministry of information & broadcasting (MIB) is set to launch a centralised online registration system for local cable operators (LCOs), extending registration validity from one year to five. This initiative aims to enhance the ease of business in the cable TV sector.

    Sources indicated to The Economic Times  that the MIB plans to amend the Cable Television Networks (CTN) Rules, 1994 and the regulations act  making registration through the Broadcast Seva portal mandatory for LCOs. This is something that every broadcaster has to do. 

     Once implemented, the MIB will serve as the primary registering authority for LCOs, replacing the current requirement to register at local head post offices. As of January 2022, there were 81,706 LCOs operating nationwide.

    A government official, speaking on condition of anonymity to The Economic Times  noted, “The ministry is likely to notify the new online registration system this week. It has been a long-standing demand of the industry.”

    The current offline registration process hinders the MIB from maintaining a centralised database, limiting its ability to address violations effectively. LCOs currently pay a one-time processing fee of Rs 500 for registration or renewal.

    Under Rule 5 of the CTN Rules, LCOs are responsible for providing last-mile connectivity by retransmitting signals from multi-system operators (MSOs) to subscribers through their own infrastructure. 

    The All India Digital Cable Federation (AIDCF), which represents national MSOs, informed the parliamentary committee on communications & information technology that around 300,000 employees have lost their jobs over the past four years, with another 300,000 at risk, attributed to a significant decline in the cable TV subscriber base.

    According to a FICCI-EY report, the number of cable TV subscribers has dropped from 72 million in 2020 to 62 million in 2023. Yhe latest report which comes out later in 2025 is likely to reveal that this number has dropped by an additional five million in the least. 

    Traditional linear pay TV has been under tremendous pressure with the arrival of streaming services, cheap data plans being provided by telecom players, ISPs, MSOs and even the LCOs,  and the flooding of cheap connected TV sets in the country. India is also a mobile first country where a  majority  of the youth is consuming content on their handsets. 

    Recognising this, and to acquire customers quickly, global streaming service have been offering their streaming services at very low  subscription rates to Indian customers. There has been an explosion in the amount  of consumption of video on YouTube too which in many cases has become the secondary entertainment medium, after DD FreeDish, the free direct to home service provided by pubcaster Doordarshan. 

    Additionally, many of the second generation family members of the local cable TV operators have simply not followed in their fathers profession and have chosen other fields or they have transitioned to providing broadband internet service that has higher  average revenue per customer and hence is more profitable. Video delivery has become a secondary business which is being continued as it is without any goal to expand individual cable TV networks.