Corporate Presentation (Company Update)

Corporate Presentation
Private and Confidential
Unique, Distinctive, Disruptive
DECEMBER 2015
Television Production
Movies
ALT Digital - Digital B2C
Group Financials
Growth: Three-pronged Strategy
About Balaji Telefilms
Contents
About Balaji Telefilms
She has expanded her unmatched creative vision to

motion pictures and new media verticals
As the creative force behind the Companys success, she

believes in a hands-on approach in day-to-day creative
direction of each TV show and film. Routinely putting in
16-18 hours each day, she moves ahead with Indias
rapidly metamorphosing TV climate
Ekta Kapoor is credited with the revamping of Indias

television landscape. She pioneered an entire genre of
television content, heralding Indias satellite television
boom
Ekta Kapoor Joint Managing Director
His extensive relationship in the Indian entertainment

industry proved to be extremely beneficial for the
Company in its formative years and he continues to open
new frontiers for the Company
He has won a number of awards including the Filmfare

Lifetime Achievement Award, the Legends of Cinema
Award and the Dadasaheb Phalke Academy Award
Jeetendra Kapoor is a popular movie star throughout the

1970s and 1980s and has starred in more than 200
Movies in his 45- year career
Jeetendra Kapoor - Chairman
Board of Directors
His maturity as a seasoned actor has been visible in

numerous Movies such as Khakee and was nominated in
the category of Best Supporting Actor in various
renowned Bollywood Awards
His first movie with Kareena Kapoor titled Mujhe Kuch

Kehna Hai shot him to immediate stardom and bagged
him prestigious awards such as Filmfare Awards and Zee
Cine Awards for being the Best Male Debutant of the
Year
Tusshar Kapoor is a certified MBA (Masters in Business

Administration) from the Michigan University in the
United States
Tusshar Kapoor - Director
Her stellar work in building the Balaji brand made her

win several awards including CEO of the Year (Indian Telly
Awards), Businesswoman of the Year (The Economic
Times) and numerous Best Producer awards for their TV
shows
Works closely with Business Heads helping them

discharge their responsibilities
Since inception, Mrs. Kapoor has been hands on in the

Companys operational management and efficiency and
in controlling on set activity
Shobha Kapoor has been instrumental in transforming

the Company from its small beginnings in 1994 to Indias
largest TV content company
Shobha Kapoor - Managing Director
Currently, the Advisor and Management Consultant for

many domestic and International Groups
A Chartered Accountant and Fellow of the Institute of

Chartered Accountants in England and Wales, and the
Institute of Chartered Accountants of India
D.G. Rajan - Independent Director
Former Programming Head, COO, CEO of Star India, and

Founder/CEO of NDTV Imagine, later christened Turner
General Entertainment Networks.
He was Chairman of PROMAX India from 2005-2011 and
the only Indian representative on the board of PROMAX
Worldwide
He catapulted Star Plus to pole position in 2000 by
launching game changers such as Kaun Banega Crorepati
(KBC), Kyunki... Saas Bhi Kabhi Bahu Thi and Kahaani Ghar
Ghar Kii
He has a proven track record of leading, managing and
mentoring large, young creative and revenue teams in
the media and entertainment space
Sameer Nair - Group CEO
Board of Directors (contd)
Leverages the deep relationships he has built within the

marketing and advertising fraternity to work closely with
clients for senior level placements in the industry
Heads the Global Consumer Markets practice of Korn/

Ferry Internationals New Delhi office
Ashutosh Khanna - Independent Director
Experienced in multiple industry verticals, including

paper, engineering, construction and real estate
The Chairman of the Sarda Group of Companies and the

Chairman of the Governing Board of the Ecole Mondiale
World School
Pradeep Sarda - Independent Director
He is Director on Board and Chairman of Audit

Committee of M/s Maharashtra Polybutanes Limited and
M/s Oxides and Specialties Limited and is a Proprietor of
V.B Dalal & Co
An academic experience of more than 10 years as part

time lecturer in Accountancy, having worked with the
Dahanukar College of Commerce and Economics
affiliated to University of Mumbai.
Over 40 years of experience in Audit and Direct Taxation

and also handled international assignments in internal
and operational audits in U.K, Portugal, Kenya, and
Indonesia
Mr. V. B. Dalal - Independent Director
He also works as an Independent Director in leading

companies across diverse sectors like Power, Solar
Energy, Telecom, Steel, Engineering Consultancy, Pharma
Currently the Chairman of ILFS Renewable Energy, one of

the largest renewable energy company of the Country
Mr. Arun Kumar Purwar joined as Independent Director

of the Balaji Telefilms Limited. on May 20, 2015
Arun Kumar Purwar - Independent Director
Was a Senior Equity Partner in one of the leading law

firms of India, Group Legal Counsel of Vedanta
Plc, Sterlite Group; Head of Legal (India Region) Standard
Chartered Bank, Senior Advisor of Bank of Baroda;
Executive Vice President and Head Legal & Compliance of
DCB Bank Ltd; Head Legal a new-generation private
sector bank (now HDFC Bank)
Over 30 years of experience in the service and

manufacturing industry
Mr. D. K. Vasal - Independent Director
Board of Directors (contd)
Executed over 15,000 hours of television content in

Hindi, Tamil, Telugu, Kannada, Malayalam and Bengali
entertainment across genres
Owning 19 modern studios and 31 editing suites - more

than any Indian company in Media Entertainment Sector
Strong presence in Hindi General Entertainment Channels

(GECs) and Regional GECs across India
Moved towards HD programming to enhance viewing

experience
Youngest entrant in motion pictures - quickly recognized

amongst the top 5 studios in film production in India
Expanding presence in Motion Pictures across genres and

budgets ALT Entertainment & Balaji Motion Pictures
Successfully launched Brand EK and Alt Digital Media

Entertainment Limited, the digital foray of Balaji Telefilms
Limited
Demonstrated ability to create high quality content
A leading entertainment house in India since 1994
About Balaji Telefilms Limited
Some of our past successes are Kahaani Ghar Ghar Ki, Kyunki Saas Bhi Kabhi Bahu Thi, Kasauti Zindagi Ki, Kahin Toh
Hoga, Kkusm, Kasamh Se, Bade Ache Lagte Hain, Kaahin Kissi Roz and Pavitra Rishta
Current programmes like Meri Aashiqui Tum Se Hi, KumKum Bhagya, Yeh Hain Mohabbatein and Naagin well
accepted by viewers, reflected in its strong TRPs
Gumraah, Savdhan and MTV-Webbed - examples of new, younger genres of content that has seen success
Serials broadcast across all channels including Star, Sony, Colours, Zee, Doordarshan, Channel V and Life OK
Entry of newer broadcasters and digital platforms - leading to more demand for variety and content
Past track record has been exemplary with a string of hit shows in Hindi and Regional television
Rich experience in entertainment and a proven ability in gauging the pulse of masses
TTelevision
l i i and
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Balaji
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T l fil Li
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it d (BTL)
About Balaji Telefilms Ltd. (contd)
7.01%
17.70%
26.93%
45,81,408
115,39,418
1,75,60,950
Institutional
Corporate Bodies
Public & Others
1.06%
6,92,729
Group CEO
47.29%
% of Total Holding
3,08,35,938
Number of Shares
Shareholding (as on 30th September 2015)
Promoter
Particulars
Key Shareholding
Growth: Three-pronged Strategy
11
t
t
t
t
t
t
Pipeline & Slate

Risk Averse
Co-prods
Profit Share
First Copy
Backend
EXPAND & GROW

CURRENT BUSINESS
Fiction, Format
JV & Co-prods
High Cost Fiction
Regional
IP Creation
Block Programming
TV Production
t
t
t
t
t
t
Movies
t
t
t
t
t
t
DIVERSIFY INTO NEW

OPPORTUNITIES
OWN Platform
SVOD + AVOD
Original & Curated Content
Young, edgy, disruptive, premium
Multiple Genres & languages
Share of Mobile & Online Video
Market
Digital B2C
A Three-pronged Strategy to Become a Diversified Media Major in

India
Television Production
Television revenues expected to expand owing to

demand from satellite channels for our premium
television serials
Kum Kum Bhagaya, Meri Aashiqi Tum Se Hi, Yeh Hain

n
Mohabbatein and Pavitra Bandhan are all amongst
the top programs
India is the worlds third largest television market in

terms of number of households
Improving realisation in Commissioned

programming
13
Commissioned programming is the key revenue

driver for the television division
Key Business Drivers - Television
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Slot Leader
New Shows
* BARC ratings for the week 45 (7th-13th Nov 2015)

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8 daily soaps on-air, including 5 existing and 3 new shows

4 of the 5 existing daily soaps are slot leaders
1 new finite series of 36 episodes of 1 hr each on colors, opened at 4+ rating
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4 out of 5 existing daily soaps as slot leaders
24%
15
Zee TV
* BARC ratings for the week 45 (7th-13th Nov 2015)
A leading contributor to the GRPs of top GECs
Star Plus
20%
BTL's Contribution in the GRP's of Leading GECs
14%
Colors
Star Plus
Zee
13%
Colors
Life Ok
35%
Sony Pal
DD
Sony
Star
12%
Zee
7%
4%
Viacom
44%
5%
9%
Life Ok
19%
Revenue Share in FY15
Sony Pal
16
DD
Star network replaced Zee Network as the major contributor due to Nach Baliye -7 on Star Plus and
discontinuation of Jodha Akbar on Zee
The new shows from Q3 FY16 onwards will further strengthen the contribution of Colors, Star Plus, & TV and Sony
DDs contribution dropped down to 0% due to postponing the revenue realization to the last quarter of FY16
Sony
28%
14%
10%
Revenue Share in H1 FY16
Share of Different Broadcasters H1 FY16 & FY15
Various non-fiction ideas under negotiations with leading GECs
17
Nach Baliye was successfully aired on Star Plus and was concluded during the quarter
Naagin a finite series of 36 episodes of one hour programming on Colors on Saturday and
Sunday November 1, 2015
Yeh Kahan Aa Gaye Hum on &TV from Monday to Friday October 26, 2015
Kuch Toh Hai Tere Mere Darmiyaan on Star Plus from Monday to Saturday September 28, 2015
Pyaar Ko Ho Jaane Do on Sony from Monday to Friday October 20, 2015
Successfully launched four shows on various GECs
Key Operating Highlights
18
Chhayabani Balaji Entertainment Private Limited
A 50:50 partnership with Chhayabani Entertainment to make shows in the Bengla market
The future pipeline includes following shows

Star Jalsa
Music realty show of 1 hour on Sunday, to be telecast from 2nd week of March2016
Daily fiction show - 6 days/week (Telecast date to be decided)

Colors Bangla
Daily fiction 6 days/week, to be telecast 2nd week of December2015
3 days/weekly series of 1 hour programming each (Telecast date to be decided)

Zee Bangla
Daily fiction programing 6 days/week mythological love stories (Telecast date to be decided)
Marinating Films Private Limited
Balaji Telefilms bought a 51% stake in Mumbai based Marinating Films Private Limited
The company is focused on developing IPR based properties. The current IPRs include Television Style Awards (TV
awards), Box Cricket League (a celebrity based cricket league) and tele calendar (one of its kind calendar in the history of
Indian television industry)
The future pipeline includes:

Licensed the Box Cricket League Punjab regional rights to Xaam Media
Box Cricket League Season 2 - To be telecast in Q4 FY16
Indias Super Shopper One of a kind interactive game show on YouTube
Telly calendar Edition 2
The company has also Produced a fitness DVD with Sunny Leone, a famous Bollywood actress, for Times Wellness
Other businesses
The company is focused on developing both televised as well as ticketing events with IP ownership
In past, the company has produced Box Office Awards and Mothers Day Special event for Star Plus
At present, the company owns the IPR of Box Office Awards (A award show to facilitate the best works in the
Bollywood)
Balaji is also in the process of tying up with a leading e-commerce platform to sell the merchandise online
19
The fashion line is currently exclusively available on Best Deal TV in the TV commerce space
Brand EK
Balaji forayed into the fashion segment with Brand EK - By Ekta Kapoor, a premium and affordable brand for
apparels and accessories launched amidst fanfare at the Television Style Awards on Colors TV, giving the
consumers a chance to dress like their favorite stars
A limited liability partnership between BTL and Select Media Holdings in which BTL owns 51%
Event Media LLP
Other businesses
20
3 year run
completed
over 740
episodes
8 year run
completed over
1,600 episodes
BTL Shows Daily Soaps
8 year run
completed over
1,800 episodes
4 year run
completed over 750
episodes
7 year run
completed
over 1,700
episodes
21
2 year run
completed over 200
episodes
3 year run
completed over 700
episodes
BTL Shows Daily Soaps (cont'd)
5 year run completed

over 1,400 episodes
2 year run
completed over 400
episodes
3 year run
completed
over 600
episodes
4 year run
completed over
1,000 episodes
22
BTL Shows Other Genres
5 year run
most
acclaimed
serial
23
Regional: Malyalam
No. of yrs: 5 yrs
No. of Shows: 5
No. of Episodes: 1,748
Regional: Telugu
No. of yrs: 14 yrs
No. of Shows: 17
Regional: Other
Regional(Marathi/Punjabi/Bengali)
No. of yrs: 2 yrs
No. of Shows: 8
Regional: Tamil
No. of yrs: 9 yrs
No. of Shows: 7
Regional: Kannada
No. of yrs: 12 yrs
No. of Shows: 14
BTL Shows - Regional
Movies
Audiences acceptance for newer genre movies and

their ability to spend for a better cinematic
experience
Balajis content portfolio comprises of more than 20

films including 6-8 movies in next 12 months
New emerging platforms
Film catalogue monetised through television

syndication deals by providing digital content for
DTH satellite, music, IPTV & Video on Demand and
internet channels
Companys theatrical performance improved owing

to strong content driven by increasing number of
multiplex theatres with rising average ticket prices
25
Rapidly expanding number of multiplexes resulting

in growth opportunities and better reach
Key Business Drivers - Movies
Unique,
Uniq
Un
ique
iq
ue, Di
ue
Dist
Distinctive,
stin
st
inct
in
ctiv
ct
ive,
iv
e, D
Dis
Disruptive
isru
is
rupt
ru
ptiv
pt
ivee
26
content
creativity
leading to
better scripts
Setting up of
distribution
network in
Mumbai and
Delhi
territories
Long standing
relationships
within the
film fraternity
Strong
Satellite Syndication
Forward and Backward Integration
possible deals
for cable &
satellite
licensing
deals
including
music rights
Pre-licensing
deals help derisk the
Companys
revenues
assuring
returns
Exploring best
Business Essential
Robust Movie Slate

strong movie
pipeline
including
small, medium
and high
budget films
for the next
couple of
years
Building a
production
with leading
production
houses like
Sony
MSM, Phanto
m, etc.
Tying up with
well regarded
star casts and
directors
Creative
intelligence in
production
Co-
rights sold
closer to the
date of
release to
achieve
optimal value
Presence
across
large, mediu
m and small
budgeted
movies
Ability to
bundle the
package with
broadcasters
Leverage on
strong
industry
relationships
and
experience
Theatrical
Strategic Partnerships
Distribution and Marketing
27
A robust future movie pipeline is in place to make sure 6-8
releases every year
Half Girlfriend shoot to start from Q1 FY17
progress, expected to release in Q1 FY17
A Flying Jatt a super hero film, shooting in
FY17
Azhar a biopic, shooting in progress expected release Q1
Q1 FY17
Udta Punjab in post production stage - expected release
expected release Q4 FY16
Kya Kool Hai Hum 3 and XXX in post production stage -
expected release Q4 FY16
Great Grand Masti last leg of shooting underway
Movies Pipeline
28
Our IPRs
29
Our IPRs (contd)
30
Our IPRs (contd)
31
are not inventorised
Marketing and distribution expenses are charged to revenue in the period in which they are incurred and
net expected revenue
expected revenue. If net expected revenue is less than unamortised cost, the same is written down to
total revenue. At the end of each accounting period, balance unamortised cost is compared with net
Unamortised cost of films: The cost of films is amortised in the ratio of current revenue to expected
Films: Actual Cost
basis:
Items of inventory are carried at lower of cost and net realizable value. Cost is determined on following
Amortisation Policy on Inventory
ALT Digital - Digital B2C
33
Joyce Andrade
Head Operations
& CRM
Meenakshi
Mediratta
Head, Digital
Marketing
Sudarshan Kadam
Head, Alliances
and Partnerships
Ashish Bhansali
Digital Product
Head
Sunil Nair
Business Head
Nachiket Pantvaidya
CEO ALT Digital
5 years of experience in content programming and delivery operations, project management, product
operation across all connected platforms and Customer experience/ relationship management both offline
and online
Worked across digital media companies like Star India (Indya/MyStar), Zee Entertainment (Ditto TV) and Spuul
13+ Years Of experience in business development, content acquisition, digital distribution of games, videos
Senior roles in companies like Reliance Jio (Deputy General Manager), Walt Disney (Product Head) and Next
Education Pvt ltd (Deputy General Manager Business Development)
Digital media professional with over 12 years of experience in developing media and brand solutions
~9 years at Mindshare working across categories like FMCG, Airline, Telco, Financial services
Over 9 years of experience in leading digital technology products in corporate as well as startups
Led Video on Demand products for Star TV, Reliance Entertainment, nautanki.tv in the past
B.Tech from IIT Bombay 2006
10+ years of experience in the digital video space

Senior management roles across companies like One Channel (CEO), Reliance Jio (Vice President) and Star
India (as Head of Indya/MyStar) among others
An IIM Ahmedabad Alumnus with 20+ years of experience in Media & Entertainment
Before joining ALT, he was serving as Business head of Sony Entertainment Television
Nachiket has also served at the leadership positions in other organizations, including Business Head at Star
Plus, Head of Star Pravah and MD of Fox Television Studios, GM South Asia at BBC Worldwide, ED production
at The Walt Disney Company India
Supported by a Team with Strong Pedigree
Growth in broadband internet to accelerate

significantly in the future
The internet audiences viewing videos have

different set of characteristics and segments who
are willing to pay for accessing these videos on
mobile internet
Majority of available online is re-run or DIY, leaving a

big opportunity to offer original web-series for
internet audience
Led by an experienced, professional management

team with strong experience in media &
entertainment, Balaji is well positioned to create a
leading OTT platform
The content consumption is primarily through

streaming from apps and social media rather than
downloads
34
India has a large number of mobile internet

consumers who are spending money on the internet
Key Business Drivers - Digital
35
GOAL
5 YEARS
Digital
KEEP THE LIGHTS ON, foray into REGIONAL and NON-FICTION make
selective RISK-REWARD plays
SCALE moderately and become PROFITABLE
Build a Digital B2C business through own and curated content this will become the
core of the business in the future
Television
Films
Building a Digital B2C Business Emerged as a Critical Element of

the Strategy to Achieve the Goal
Business Model
37
Target group
Smartphone internet user, Youth, affluent, urban Indians and
Indians living oversees; YouTube and social media, lives in
urban and semi-urban cities globally with broadband
connectivity
Technology
Global best of breed technology to ride on the imminent
explosion of internet bandwidth in the country. Streaming
and offline viewing options. Delivered over multiple screens
Marketing & Distribution

Marketing dollars will primarily be focused on marketable
content, digital marketing and PR. Multiplier effect will come from
distribution deals with partners like Micromax, Sony Consumer
Electronics, Panasonic, Karbon, Snapdeal, Pay U, Speed Fetch /
Ozone Wifi, etc.
Revenue model
Primary source- Subscription based freemium approach
Secondary source- Advertisements, licensing & sponsorship
Content strategy
Edgy, large variety and volume of original content created especially
for the OTT platform. It will have aggregated content as well which
is never seen-before in India
Our Business Model Involves Launching a Digital Brand ALT Digital

Backed by Original Content D2C Using a Subscription Model
Broadcasting
Distribution
(Cable/DTH)
Distribution (Through ALT OTT platform)
38
Digital provides an opportunity to break this cycle and own the consumer as well as
the content IP
Content
production/aggregation
Digital value chain
Balaji currently operates in content production with no connect to the end consumer
and no IP ownership (which is owned by the broadcaster)
Source: Avalon Research and analysis
Content production
Existing TV value chain
The Digital Value Chain Allows Us to Go Direct to Consumer
39
The Content will be Delivered D2C on Smartphones, Tablets and

Other Screens
Opportunity Canvas
2012
455
2011
338
32
42
23%
432
2013
54
41
Source: ComScore, Avalon Consulting Research and Analysis
Minutes
per
viewer
per
month
10
20
30
40
50
60
70
2011
1.86
2012
3.10
2013
3.71
2014
4.10
This is referred to as Over The Top (OTT) or

non-TV video consumption
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
31%
Online video views in India on PC (Monthly Average)

# billion
414
2014
59
Online video viewership in India on PC, unique users

(monthly average) # million
Online Video Consumption is Growing Rapidly
2013
55
42
Source: TRAI, Ericson study
100
200
300
400
500
600
700
2014
86
Broadband connections in India

# million
2016E
164
2015E
119
38%
2017E
227
2018E
314
2020E
2019E
434
600
Further Driven by Growth in Broadband Internet, Led by Growing

Smartphone Numbers
43
Source: BCG report India Digital @.Bharat, Avalon Research and Analysis
Data Discoverer
Active Aspirer
Social Shopper
23+ years
Rural
Net access via
mobile, internet cafes
Government
services, Entertainment
Low wallet
Professional Pro
Entertainment
Enthusiast
Late Learner
40+ years
Tier I-IV cities
Net access via PCs/Laptops
News and information
High wallet
Novel Networker
23 - 30 years
Tier II-IV cities
Net access via laptops
Social networking (Mostly
female)
Moderate wallet
23 - 40 years
Tier I cities
Net access via mobile
Social media, shopping
(Women)
Affluent
15 - 22 years
Urban and Rural
Social
networking, entertainment
Low wallet
23 - 40 years
Tier I cities
Use net for utility and
productivity function
Moderate wallet
23 - 40 years
Tier I-II cities
Heavy net users
(Entertainment)
Moderate wallet
The Internet Audiences Viewing These Videos Have Different Set

of Characteristics and Segments..
Source: Comscore, Ericson Study, Deloitte study on TMT
Video streaming
Tablets
Smartphones
70%
61%
54%
IM/ Chat
54%
45%
Emails
46%
Search
Download
music/video
Brazil
US
17
40%
32%
25%
27%
35%
36%
17%
Russia
24
Smartphone users spend maximum internet time

watching video
Music streaming
Social networking
The number of smartphone and tablet video viewers

has increased considerably
44
China
India is expected to follow global trends in rising OTT consumption with mobile powering growth
India
11
Banking
Source: Comscore
Mar 2014
15
Online games
Mar 2011
7 hrs of content
3.7 bn videos
59 mn viewers
Navigation
32
42
54
59
Video audience (hours/month/viewer)
Cloud storage
Unique viewers (mn per month)
Online video landscape
Bill payments
Video viewing on PCs has almost doubled in 3 years
...Who is Already Accessing Various Services on Mobile Internet
E-commerce
45
Source: Assocham-PWC study
2014
40
2015
65
Online shoppers (mn)
2x
2014
6,000
2015
10,000
Average annual spending on online

purchases (INR)
+ 15 Months
2015E
100
Source: Industry research
Beginning
PayTM went from 0 to 50 million

users in 15 months
50
Mobile Wallet Potential (mn users)
Internet users are becoming increasingly comfortable transacting online
.and Paying for it
Our Offerings
However, they are hungry for quality original content and not rehashed film and TV
47
as a subscription service
on a mobile app and other connected devices
under the ALT brand
content
Our plan is to be build a scalable and profitable D2C business by offering diverse original
material
This audience is willing to consume and pay for online services
devices
The audience is moving towards non traditional media like mobile and other connected
Our Plans are Built Around the Emerging Changes in the Viewing
Habits of Consumers
Broadband and smartphone growth will rapidly accelerate market development enabling us to offer
A skilled team is being assembled and a robust implementation plan is being executed to help realise
48
Investors are willing to back such business models at attractive valuations
the opportunity and meet BTLs stated goals
The ALT business model will allow Balaji to reach the consumer directly while continuing to own its IP
our compelling content to them at a reasonable price
A small and growing segment of this audience is willing to pay for such content
looking for entertainment content outside TV to watch at their convenience
ALT is being built on a key emerging and rapidly accelerating trend the young, urban audience is
To Ride the Next Level of Growth
49
- Content pre-production
- Tech Development
- Team Set-up
- Announcement of ALT Digital
Q2 FY16
- Pre-Launch Marketing
- Beta Launch
- Promo Launch
- Content Production
- Tech Development
Q3-Q4 FY16
Launch plan - On Track to Launch by Q1FY17
Launch Marketing
Launch of ALT
APP, Website
Q1 FY17
Group Financials
107
155
25
(10)
34
2%
Depreciation & amortization expense

Finance costs
Other Income
PBT
Tax expense
PAT
PAT%
51
growth in H1 FY2016 over H1 FY2015
291
(23)
Other expenses
EBITDA
EBITDA%
1 Represents
146
1,091
414
27%
Cost of production of television serials

Gross Margin
Gross Margin%
Employee benefits expense
FY11
1,505
1,505
INR Mn
Revenue from operations
Other operating revenue
Total Revenue
Growth%
(9)
132
10%
71
265
123
349
(71)
149
866
315
27%
FY12
1,181
112
1,294
Standalone Financials | Income statement
33
133
9%
79
1
182
166
177
64
5%
75
1,092
258
19%
FY13
1,350
58
1,409
28
123
6%
76
3
102
151
211
127
6%
91
1,668
390
19%
FY15
2,058
39
2,097
54
148
12%
39
77
202
86
164
14%
60
915
281
24%
(H1)FY16
1,196
30
1.226
34%1
60
100
8%
55
12
179
160
190
48
4%
72
1,006
286
22%
FY14
1,292
23
1,315
52
INR Mn
Equity and liabilities
Shareholders' funds
Share Capital
Reserves and surplus
Current Liabilities
Trade payables
Other current liabilities
Short-term provisions
Total
Assets
Non-current assets
Fixed assets
Tangible assets
Capital work-in-progress
Non-current investments
Deferred tax assets (net)
Long- term loans and advances
Current assets
Current investments
Inventories
Trade receivables
Cash and cash equivalents
Short-term loans and advances
Other current assets
Total
4,070
130
3,939
282
192
74
16
4,352
317
7
476
10
212
2,100
69
316
54
785
7
4,352
3,969
130
3,838
266
175
73
18
4,234
857
300
1
202
1,761
15
506
47
532
15
4,234
FY12
FY11
Standalone Financials | Balance Sheet
1,187
35
364
97
1,500
14
4,434
259
618
15
345
4,172
130
4,042
261
200
30
31
4,434
FY13
1,451
51
590
65
1,220
121
4,699
230
2
666
57
247
4,300
130
4,169
399
318
2
79
4,699
FY15
782
103
674
31
1896
121
4,950
253
40
669
65
315
4,448
130
4,318
502
315
127
60
4,950
(H1)FY16
1,600
65
315
8
1,181
75
4,524
208
9
668
25
370
4,242
130
4,112
282
214
35
33
4,524
FY14
1,761
Investment in mutual fund units at the end of the year
53
(20)
(3)
(23)
19
21
3
43
(128)
1
298
170
Cash flow from investing activities

Purchase of fixed assets
Sale of fixed assets (including sale of land)
Others
Net cash flow from investing activities
Cash flow from financing activities

Dividend paid
Corporate dividend tax paid
Net cash flow from/(used in) financing activities
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
(Less)/ Add fixed deposits in lien against bank guarantee
Cash and cash equivalents at the end of the year
107
(185)
(78)
138
(93)
(33)
(44)
(45)
(89)
65
(105)
(128)
2,099
(13)
(2)
(15)
7
43
(3)
47
(45)
512
(412)
54
FY12
FY11
INR Mn
Cash flow from operating activities
Profit/ (loss) for the year
Adjustments
Operating profit/(loss) before working capital changes
Working capital adjustments
Income- tax refund received/ (paid)
Net cash from/(used in ) operating activities
Standalone Financials | Cash Flow
1,186
(13)
(2)
(15)
43
47
90
(15)
2
(147)
(160)
166
(84)
82
15
121
218
FY13
1,451
(39)
(8)
(47)
60
4
64
(131)
254
123
151
35
186
(200)
(15)
FY15
782
(39)
(8)
(47)
(33)
64
31
(101)
51
(50)
202
(56)
147
19
(103)
63
(H1)FY16
1,599
(26)
(4)
(31)
(85)
88
4
(12)
(40)
(51)
160
(40)
121
(25)
(99)
(3)
FY14
1 Represents
54
growth in H1 FY2016 over H1 FY2015
(4)
57
3%
Tax expense
PAT
PAT%
158
Other Income
54
107
-
Depreciation & amortization expense

Finance costs
PBT
184
380
3
-
1,355
567
29%
Cost of production
Gross Margin
Gross Margin%
Employee benefits expense

Other expenses
EBITDA
EBITDA%
FY11
1,922
INR Mn
Total Revenue
Growth%
Group Financials | Income statement
(9)
220
12%
211
272
71
1
200
501
12
1%
1,165
713
38%
FY12
1,878
(2%)
37
146
8%
183
184
80
1
140
337
80
4%
1,302
558
30%
FY13
1,860
(1%)
29
56
2%
85
110
83
3
152
287
61
2%
2,965
500
14%
FY15
3,465
(15%)
54
94
7%
148
76
43
-
91
133
115
9%
969
340
26%
(H1)FY16
1,309
(34%)1
60
(172)
(4%)
(112)
180
60
14
164
278
(218)
(5%)
3,851
224
5%
FY14
4,075
119%
55
INR Mn
Equity and liabilities
Shareholders' funds
Share Capital
Reserves and surplus
Current Liabilities
Trade payables
Other current liabilities
Short-term provisions
Total
Assets
Non-current assets
Fixed assets
Tangible assets
Capital work-in-progress
Non-current investments
Goodwill on consolidation
Deferred tax assets (net)
Long- term loans and advances
Other non-current assets
Current assets
Current investments
Inventories
Trade receivables
Cash and cash equivalents
Short-term loans and advances
Other current assets
Total
3,914
130
3,784
334
215
103
16
4,248
318
7
176
10
252
2,100
430
338
60
549
7
4,248
3,725
130
3,594
280
186
76
18
4,004
858
1
202
1,761
128
506
51
483
15
4,004
FY12
FY11
Group Financials | Balance Sheet
1,187
1,506
398
111
158
14
4,491
267
3
317
15
516
-
4,029
130
3,899
462
296
135
32
4,491
FY13
1,451
302
670
110
334
121
4,296
270
2
320
15
57
639
4
3,818
130
3,687
478
372
27
79
4,296
FY15
792
1,030
712
61
467
121
4,556
292
41
333
15
65
638
4
3,916
130
3,781
642
340
241
60
4,556
(H1)FY16
1,600
700
385
78
214
90
4,347
223
9
367
25
654
1
3,827
130
3,696
520
302
185
33
4,347
FY14
56
FY12
195
(183)
12
(141)
(47)
(176)
(46)
512
(266)
200
(13)
(2)
(15)
9
47
(3)
53
2,099
FY11
(15)
(42)
(57)
151
(124)
(30)
(129)
1
192
64
(20)
(3)
(23)
11
33
3
47
1,761
INR Mn
Cash flow from operating activities
Profit/ (loss) for the year
Adjustments
Operating profit/(loss) before working capital changes
Working capital adjustments
Income- tax refund received/ (paid)
Net cash from/(used in ) operating activities
Cash flow from investing activities
Purchase of fixed assets
Sale of fixed assets (including sale of land)
Others
Net cash flow from investing activities
Cash flow from financing activities
Dividend paid
Corporate dividend tax paid
Net cash flow from/(used in) financing activities
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash acquired on acquisition
(Less)/ Add fixed deposits in lien against bank guarantee
Cash and cash equivalents at the end of the year
Investment in mutual fund units at the end of the year
Group Financials | Cash Flow
(13)
(2)
(15)
50
53
104
1,186
(25)
2
912
889
183
(83)
100
(1,045)
122
(823)
FY13
(39)
(8)
(47)
32
73
4
109
1,451
(148)
246
98
85
56
141
(147)
(12)
(18)
FY15
(39)
(8)
(47)
(49)
109
60
792
(103)
735
632
148
(53)
95
(620)
(108)
(633)
(H1)FY16
(26)
(4)
(31)
(31)
104
73
1,599
(24)
(363)
(387)
(112)
(35)
(147)
635
(102)
386
FY14
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Private and Confidential

Unique, Distinctive, Disruptive

Unique, Distinctive, Disruptive

ALT Digital - Digital B2C

Private and Confidential

Growth: Three-pronged Strategy

About Balaji Telefilms

Unique, Distinctive, Disruptive

About Balaji Telefilms

Unique, Distinctive, Disruptive

Private and Confidential

She has expanded her unmatched creative vision to

As the creative force behind the Companys success, she

Ekta Kapoor is credited with the revamping of Indias

Ekta Kapoor Joint Managing Director

His extensive relationship in the Indian entertainment

He has won a number of awards including the Filmfare

Jeetendra Kapoor is a popular movie star throughout the

Jeetendra Kapoor - Chairman

Unique, Distinctive, Disruptive

His maturity as a seasoned actor has been visible in

His first movie with Kareena Kapoor titled Mujhe Kuch

Tusshar Kapoor is a certified MBA (Masters in Business

Tusshar Kapoor - Director

Her stellar work in building the Balaji brand made her

Works closely with Business Heads helping them

Since inception, Mrs. Kapoor has been hands on in the

Shobha Kapoor has been instrumental in transforming

Shobha Kapoor - Managing Director

Private and Confidential

Currently, the Advisor and Management Consultant for

A Chartered Accountant and Fellow of the Institute of

D.G. Rajan - Independent Director

Former Programming Head, COO, CEO of Star India, and

Sameer Nair - Group CEO

Board of Directors (contd)

Unique, Distinctive, Disruptive

Leverages the deep relationships he has built within the

Heads the Global Consumer Markets practice of Korn/

Ashutosh Khanna - Independent Director

Experienced in multiple industry verticals, including

The Chairman of the Sarda Group of Companies and the

Pradeep Sarda - Independent Director

Unique, Distinctive, Disruptive

He is Director on Board and Chairman of Audit

An academic experience of more than 10 years as part

Over 40 years of experience in Audit and Direct Taxation

Mr. V. B. Dalal - Independent Director

Private and Confidential

He also works as an Independent Director in leading

Currently the Chairman of ILFS Renewable Energy, one of

Mr. Arun Kumar Purwar joined as Independent Director

Arun Kumar Purwar - Independent Director

Was a Senior Equity Partner in one of the leading law

Over 30 years of experience in the service and

Mr. D. K. Vasal - Independent Director

Board of Directors (contd)

Executed over 15,000 hours of television content in

Owning 19 modern studios and 31 editing suites - more

Strong presence in Hindi General Entertainment Channels

Moved towards HD programming to enhance viewing