Mumbai: Prasar Bharati’s financials for FY 2024–25 present a mixed picture, where the continued dominance of its DTH platform, DD Free Dish, contrasts with an overall decline in revenue and persistent structural challenges.
The public broadcaster reported a 9.46% year-on-year drop in total revenue to ₹1,643.35 crore in FY25, down from ₹1,815.07 crore in FY24. The contraction reflects weakening performance across traditional revenue streams, even as DTH services remained relatively stable.
DD Free Dish once again emerged as the single largest contributor, generating ₹1,060.71 crore during the year, compared to ₹1,077.27 crore in FY24—a marginal dip of 1.54%. Despite the slight decline, the platform continues to account for the bulk of Prasar Bharati’s earnings, reinforcing its position as the broadcaster’s primary monetisation engine.
In contrast, other segments witnessed sharper corrections. Commercial revenues from Doordarshan fell 30.89% to ₹256.74 crore, while Akashvani revenues declined 14.47% to ₹222.73 crore. Internal resource generation also saw a modest drop of 3.28% to ₹100.27 crore. The data underscores a continued dependence on DTH income, even as television and radio advertising revenues weaken.
While traditional streams faltered, digital operations showed early signs of growth, albeit on a small base. Revenue from digital platforms rose 30.04% to ₹2.90 crore, indicating gradual traction in Prasar Bharati’s digital push, though its contribution remains limited in the overall revenue mix.
The broader financial trajectory needs to be viewed against the backdrop of earlier gains. In FY24, strong DTH-driven income had helped push total income beyond ₹5,000 crore and enabled an operational surplus of ₹834 crore, while also strengthening the balance sheet with a cumulative surplus of ₹602.1 crore and a corpus fund of ₹812 crore. However, the latest numbers suggest that sustaining this momentum remains a challenge.
Financial stress is further visible in mounting receivables and legacy liabilities. Sundry debtors have risen sharply, crossing ₹8,284 crore, with a significant portion pending for over three years, highlighting delays in revenue realisation and cash flow constraints. Additionally, outstanding loans and associated interest liabilities exceed ₹2,522 crore, pointing to long-standing financial obligations that continue to weigh on the broadcaster’s books.
Administrative and compliance pressures add another layer of complexity. Prasar Bharati is currently handling over 5,341 audit paras flagged by agencies including the Comptroller and Auditor General, covering financial and procedural issues that require closure.
Operationally, the broadcaster continues to run one of India’s largest media networks, with 591 radio stations and 755 transmitters delivering content across 23 languages and 181 dialects. DD Free Dish, central to its distribution strategy, reaches around 49 million households and carries 381 TV channels along with 48 radio channels. Capacity expansion through MPEG-4/DVB-S2 technology has further strengthened the platform.
On the digital front, Prasar Bharati has expanded its footprint through initiatives such as streaming over 260 radio channels via NewsOnAir and scaling its PB-SHABD platform with AI-led multilingual capabilities. These efforts align with the broader government-backed WAVES initiative aimed at positioning India as a global media and entertainment hub.
However, operational expansion is unfolding alongside a significant workforce gap. Against a sanctioned strength of 45,791 employees, only 15,193 positions are filled, leaving nearly 67% of roles vacant. The shortage spans multiple levels, including senior positions, and has led to additional charge arrangements in key roles.
Taken together, the data highlights a structural imbalance: while DD Free Dish continues to provide stable and predictable revenues, other income streams are under pressure, and financial liabilities, receivables, and operational constraints persist. The platform remains central to Prasar Bharati’s strategy to reduce reliance on government funding, but the sustainability of this model will depend on reviving other revenue verticals and addressing long-standing financial and administrative bottlenecks.
