Mumbai: Not very often does a television network see three of its channels take pole position at the same time. Rarer still is when that leadership is sustained across languages, audiences, and formats. NDTV has now achieved precisely that – delivering a clean sweep on YouTube and emerging as the Number One news network through the combined dominance of NDTV India, NDTV 24×7, and NDTV Profit.
In a media landscape defined by fragmentation and fleeting attention spans, NDTV’s performance stands apart for its scale, consistency and credibility. NDTV India has crossed a staggering 3 billion views, reaffirming its position as one of the most-watched Hindi news destinations in the country. NDTV 24×7 has recorded 197.3 million views, reinforcing its stature as India’s most trusted English news voice, and has held the leadership position for 10 months at a stretch. NDTV Profit, with 51.7 million views, continues to strengthen its position as a leading destination for business and market news.
What this reflects is a network that has built distinct editorial strengths across platforms – each with its own voice, its own audience, and its own purpose- yet held together by a shared standard of journalism, driven by its quintessential promise of trust. It is this clarity of purpose that now finds expression in this achievement.

Rahul Kanwal, CEO and Editor-in-Chief of NDTV, said: ‘This milestone is the result of the hard work of the entire NDTV team. Three channels leading simultaneously is not a coincidence, but the outcome of a clear and deliberate strategy. Each platform has been built with a distinct purpose, focus, and editorial discipline, and the momentum we are seeing today reflects that sustained effort.’
This also marks a defining inflection point in Indian digital news – where leadership is not concentrated in a single identity or platform but expressed through the strength of an entire network. It reflects the editorial purpose that drives a new NDTV for a new India.
NDTV. Leadership, multiplied. Three times over.

















