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<ul><li><keyword id="19912128" type="General" weightage="20" keywordseo="chandra" source="keywords">Chandra</keyword> hit upon the idea to launch a TV channel after he saw big hotels showing CNN via satellite dishes during the Gulf War.</li><li><keyword id="19976119" type="General" weightage="20" keywordseo="zee" source="keywords">Zee</keyword> was India’s first private TV channel and had pioneered many superhit TV shows, reality shows and kickstarted the careers of many media barons.</li><li>Chandra entered the infrastructure business and planned a hostile takeover of IVRCL which failed.</li><li>By the mid-2010s, his new ventures had piled up a huge debt which pushed him to sell stake in crown jewel, Zee.</li></ul>Remember Hum Paanch? <keyword id="20328693" type="General" weightage="20" keywordseo="zee-antakshari" source="keywords">Zee Antakshari</keyword>? Phillips Top 10? These shows, now shared around social media by nostalgia lovers, were the first taste of Hindi TV programmes for many millennials. The generation saw the country move away from one or two channels with very limited entertainment programming; with the entry of private companies into satellite programming, forcing Indians to buy TVs that needed remotes. The man who made this revolution possible was Subhash Chandra, a bright young man from Hisar. Born into an Agrawal Bania family, Chandra entered into business early in his life, and in the 70s before TV wasn’t around in India. After his family business fell into debt, he had to abruptly leave college, go back to Haryana and work on repaying debts. He started off running a pulse polishing mill with moderate success, but his fortunes improved as he supplied grains to Food Corporation of India (FCI). By late 80s and early 90s, he was exporting rice and soybeans to Russia, and had also started a packaging company. It was all running smoothly, until one election season he saw that politicians were renting out vans with projectors and screens for their roadshows. He later learnt that Five-Star Hotels owned satellite dishes and were telecasting CNN during the Gulf War. That’s when the idea of broadcasting content with ads in between came to him, he told Outlook Business in <a href="https://www.outlookbusiness.com/specials-34/secret-diary-of-an-entrepreneur_2018/live-in-the-present-dont-recount-and-regret-the-past-4353">Secret Diary of Subhash Chandra</a>. <div type="image" title="hum paanch twitter" msid="107136147" hostid="261" caption="&amp;lt;p&amp;gt;Source: Twitter (Now X) &amp;lt;/p&amp;gt;"></div> The realm of reality TV As he went about it, he was laughed off by DD executives, who coolly told him that they employ hundreds of people and equipment worth thousands of crores. He then intended to lease a transponder in Hong Kong and broadcast from there. STAR’s Li Ka-shing was not so receptive to the idea of broadcasting business in India. After many twists and turns, he rented a transponder; and India’s got its first Hindi channel in the Star bouquet in 1992. Initially there was only three hours of programming, with reruns of old DD serials. But it soon branched<a href="https://www.livemint.com/Opinion/JV7xB6PWkkl5q2Glq8tT8K/The-zee-story-turns-20.html"> out with chat shows </a>like Chakravyuha. Many media barons like Ronnie Screwala who produced the chat show started their careers at Zee. Pritish Nandy also had a show on it called Fiscal Fitness. The hugely popular Aap Ki Adalat, which now airs on India TV, also debuted on Zee. Rajat Sharma, its popular interviewer, also expanded the group’s political vista. The Union Minister Smriti Irani was briefly a stringer for Zee News which was launched later by the group. She, however, also became the star of Star Plus’ super hit TV show Kyunki Saas Bhi Kabhi Bahu Thi in early 2000s. In addition to comedy shows, Zee diversified into drama shows like Neena Gupta starring Parampara in addition to <keyword id="20328692" type="General" weightage="20" keywordseo="zee-horror-show" source="keywords">Zee Horror Show</keyword>. Its hugely popular Antakshari show was hosted by stars like Renuka Shahane, Pallavi Joshi and Annu Kapoor. <div type="image" title="annu kapoor" msid="107136187" hostid="261" caption="&amp;lt;p&amp;gt;Source: Twitter (Now X)&amp;lt;/p&amp;gt;"></div> Bags of fan mail In spite of growing success, Chandra had to convince advertisers to shift from print and outdoor ads to TV advertising. He did it by lugging along bags of fan mail sent by viewers of his shows. By the time other players saw how valuable reaching all over India with Hindi shows was, he was miles ahead. He added more channels across movies, music in addition to news, across languages to his bouquet. By the time the world entered the new millennium, he had captured a large chunk of India’s eyeballs, not to mention hearts. The deal with Richard Li, son of Li Ka-shing also included an option to buy 25% stake in the venture within a year. By the time he realised it was good business, the option had long expired. Chandra refused to sell him the stake, took his company public, and the issue was subscribed 60 times over. The goatee-sporting man had become one of India’s first media barons and a billionaire. A failed hostile takeover By 2004, his media conglomerate was running steady, but Chandra, true to himself, was already hunting for the next big bet. The sector he chose was infrastructure. Back then, India was building roads, adding power generation as well as distribution assets, and setting-up ports and airports with a renewed fervour. Many small regional players like GMR and GVK became national companies after they won large-scale airport projects. It seemed like a good business. However, by the time Chandra entered it in 2008, the sector was showing signs of fatigue, due to credit crunch and more. Players were seeing the effects of adding heavy debt onto books. One such company was Hyderabad-based IVRCL which had a good set of projects, sizeable orderbook but was crushing under debt, in 2012. It was borrowing money for working capital purposes, and projects were moving ahead slower. Chandra believed that a hostile takeover of the company would catalyse its infra business which was executing a few highway projects. He went in and acquired a tad over 12% stake in the company when IVRCL too changed track. It stopped bidding for new projects, started monetising its projects and paring down its debt. Eventually Chandra had to sell off his stock at a loss. Takeovers are a high stakes game. Though the financials were never disclosed, the assumption, based on the company’s market cap at that time, he might have spent ₹200 crore on it. On the other hand, its own infrastructure business never scaled up later on, and continued to report deep losses for the next few years. It was a strategy gone wrong, as he later admitted in his open letter. Politics to pledging In 2016, Chandra made his political debut to become a Rajya Sabha MP representing BJP in Haryana. The close contest between him and the Congress candidate R K Anand was also interesting in other ways too. Chandra was declared winner after 14 votes were made invalid as they used the wrong pens. In 2022, Chandra changed his ‘native home <a href="https://www.newslaundry.com/2022/06/08/why-subhash-chandras-rajya-sabha-dreams-are-now-congresss-nightmares">town’ to Rajasthan</a> and filed his nomination as an independent candidate backed by BJP. He however accepted defeat after he fell short of over 40 votes. On the other end, his business was branching out into many businesses, with varying successes, soaking in capital. It entered financial services, acquired Peerless Mutual Fund, investment banking, private equity and much more. It went into education with a chain of K-12 schools, gold refineries in addition to related media businesses like Fun Cinemas and Dish TV. He also had plans for a wellness company. These expansions came at a cost, and a huge debt. The group soon had 87 operating companies which had straddled debt to the tune of ₹17,000 crore, as per estimates. How was so much money raised? The promoters had to pledge their shares in listed entities like Zee Entertainment, Dish TV, Zee Media Corporation, SITI Networks, <keyword id="19960022" type="General" weightage="20" keywordseo="zee-learn" source="keywords">Zee Learn</keyword> and Shirpur Gold refinery. Reports suggest that <a href="https://www.thequint.com/amp/story/news%2Fbusiness%2Fdoes-zee-news-need-a-commercial-bank-subhash-chandra#read-more">anywhere between 60-90% of their </a>shares in these companies were pledged with lenders in the mid-2010s. The chickens however came to roost in 2018 when the<a href="https://economictimes.indiatimes.com/markets/stocks/news/ilfs-crisis-spilling-beyond-finance-chandras-zee-feeling-the-heat/articleshow/67734787.cms?from=mdr"> NBFC IL&amp;FS bankruptcy spooke</a>d the markets, making it tough for him to rollover debt. The loss of crown jewel Soon, the promoters were forced to sell the stake that they had pledged. Zee’s promoter shareholding fell from 42% to a dismal 4% in its crown jewel, Zee Entertainment. In the meanwhile, its flagship Zee’s earnings also started dwindling, worrying analysts and investors; that led the market regulator to look into it. Between 2021 and 2023, its profits slid by 48%. In 2021, for the second time in two years, Chandra admitted to his mistakes that led to default. He announced <a href="https://economictimes.indiatimes.com/industry/media/entertainment/media/subhash-chandra-claims-91-debt-with-43-lenders-settled/articleshow/85007881.cms?from=mdr">that he had settled</a> 91% of his debts with 43 lenders. “I have no regrets for parting with a substantial ownership in the business and specially in the jewels of the crown,” he said in an open letter. Apart from the promoter crisis, the businesses were moving at a slow pace too. Satellite pay TV has become less attractive to viewers now used to streaming. Dish TV, owned by his brother, has been losing steam as well. Edtech is facing its own existential crisis. His digital ventures of Zee5 progressed but at a slow rate due to heavy competition. There are no updates on his plans for its metaverse venture, oddly named Maayaverse. On top of it, Zee’s plans to merge with Sony fell through, after two years of negotiations. Sony is also seeking a $90 million termination fee, which Zee intends to contest. That means more legal troubles, barely a year after it settled a dispute with J C Flowers, an asset reconstruction company. Chandra and his son Puneet Goenka are now part of a <a href="https://www.ndtv.com/india-news/sebi-subhash-chandra-punit-goenka-sebis-flowcharts-explain-how-zee-bosses-allegedly-faked-loan-recovery-4119857">probe by market regulator SEBI</a>, to see if money was siphoned off from the listed entities. That would be a tough spot to any businessman, let alone one who is devoid of crown jewels and without a seat in the parliament. SEE ALSO <a href="https://www.businessinsider.in/thelife/personalities/webstories/subrata-roys-journey-from-lucknows-sahara-shahar-to-londons-grosvenor-house-to-tihar-jail/slidelist/105234003.cms">Subrata Roy’s journey from Lucknow’s Sahara Shahar to London’s Grosvenor House to Tihar Jail</a>

From A to Zee: Subhash Chandra’s spectacular rise and fall

Way before when reality shows became a staple of Indian television culture, <keyword id="17442" type="PERSON" weightage="100" keywordseo="Annu-Kapoor">Annu Kapoor</keyword> was hosting one. It went by the name of <keyword id="400" type="PERSON" weightage="100" keywordseo="Antakshari">Antakshari</keyword>, a singing reality show, which was conceived and directed by <keyword id="27515" type="PERSON" weightage="100" keywordseo="Gajendra-Singh">Gajendra Singh</keyword>, the man behind many other successful reality shows. 
 The famous show, which has given us wonderful Bollywood singers like <keyword id="6574" type="PERSON" weightage="100" keywordseo="Sonu-Nigam">Sonu Nigam</keyword>, <keyword id="5293" type="PERSON" weightage="100" keywordseo="Sunidhi-Chauhan">Sunidhi Chauhan</keyword> and <keyword id="7185" type="PERSON" weightage="100" keywordseo="Shreya-Ghoshal">Shreya Ghoshal</keyword>, will be back on Indian screens after a hiatus of 8 years. 
 It will be telecast on <keyword id="14750" type="PERSON" weightage="100" keywordseo="SAB-TV">SAB TV</keyword>, a GEC owned by MSM Motion Pictures. Annu Kapoor is likely to be seen as the judge of the show. <keyword id="6376169" type="PERSON" weightage="100" keywordseo="mantra">Mantra</keyword> and <keyword id="423078" type="UNKNOWN" weightage="100" keywordseo="sugandha-mishra">Sugandha Mishra</keyword> (popular faces of Indian television) will be show’s new hosts. In the past, artists like Durga Jasraj, Renuka Shahane, Pallavi Joshi, Shefali, Rajeshwari Sachdev and Richa Sharma co-hosted the show with Annu Kapoor. 
 
The show has been rechristened as <keyword id="2517831" type="UNKNOWN" weightage="100" keywordseo="Family-Antakshari">Family Antakshari</keyword>, and would see 4 members of a family participating in the show. The auditions have begun and are underway. Interested families can send in their participation by recording an audition video sharing their happiest and saddest moments, their individual talents, and of course, playing antakshari. 
 
The weekend show starts from ​8 PM on 27th September, and will be sponsored by Karbonn Mobiles, and powered by Lifebuoy.

Gajendra Singh Brings Back Antakshari

Washim, Apr 21 () While many are using the lockdownperiod to try out stuff like Dalgona coffee or play online'antakshari', a couple from Maharashtra dug deeper. Literally.In 21 days after the lockdown began, Gajanan Pakmodeand his wife Pushpa dug a 25-feet deep well outside theirhouse."On the 21st day since we began digging, we hit waterand our joy knew no bounds," a beaming Gajanan, resident ofKarkheda village in Washim district, told reporters.A mason, he used his professional skills in diggingthe well and was supported by his wife in the process, whilehis two children cheered on."When the district administration told us to stay athome due to the lockdown, we decided to do something. Both ofus discussed what should be done. I asked my wife to perform a'puja' in front of our home and that done, began digging," hesaid.They did not use any mechancial equipment and reliedon hand tools for the digging work."At first, our neighbours ridiculed us, but we wenton. We hit water at 25 feet after 21 days of digging," Gajanansaid.He said a major reason for digging the well was thatthe local water supply scheme is shut most of the time anddigging the well was a better option to staring at the drytap."We are glad we did so, as we now have a permanentremedy for our water woes," he said. VTVT VT

Maha mason uses lockdown period to dig well outside house

<ul><li>With the increasing number of <keyword id="8763838" type="UNKNOWN" weightage="20" keywordseo="covid-19">Covid-19</keyword> cases every day and job layoffs, it is becoming extremely difficult to stay calm and keep working for a lot of people.</li><li>A lot of agencies have upgraded their policies to help their employees navigate through this tough period and to push them to take care of their <keyword id="6354774" type="ORGANIZATION" weightage="20" keywordseo="Mental-health">mental health</keyword>. </li><li>From sharing their chai time to appreciating their personnel’s cooking skills to playing online games, agencies have put their best foot forward to fight together, despite being miles apart. </li></ul>As of April 29, there are 29,435 positive COVID-19 cases in India. To top that, an air of despondency is looming around because of the fear of the unknown, blues of working in isolation, pressure to overperform in a dismal atmosphere, lack of job assurance and security, and salary cuts. And those who were already battling with mental illness such as OCD, anxiety, depression, or autism—have found their stress levels kicking through the roof and struggles intensified. In such a challenging scenario, it is quite normal to feel dejected and lost. Therefore, there is an urgent need for better HR policies, counselling sessions and human contact today more than ever before. It is critical to check on their mental well-being rather than seeking updates on their daily tasks. Agencies are coming up with creative solutions to help their employees to cope and stay upbeat. From digital Antakshari to making sure they see each other virtually every day during their chai time to one-on-one sessions with medical professionals, experts have left no stone unturned to ease out their employees’ struggles. They claim that they feel closer to their employees today than ever before. We reached out to a few digital, media and creative agencies to find out what measures they have taken to help their employees look after their mental health and asked to share a few tips on what we need to do as an industry to make sure we don't forget our teams' mental health amidst a crisis, and here is what they said: Anupriya Acharya, CEO, Publicis Groupe South Asia: <div type="image" title="Anupriya Acharya, CEO, Publicis Groupe South Asia_" msid="75427669" hostid="261"></div> Talent has always been our top priority and focus and we have consistently engaged with employees on health and wellness through various modules on yoga, meditation, fitness routines etc. Furthermore, we are launching an Employee Assistance Program that will offer 24X7 counselling and wellness solutions. This will help employees deal with various work-life challenges.The COVID-19 pandemic has only accelerated our efforts in this direction. In order to address the isolation and uncertainty that employees may feel in wake of the COVID-19 pandemic, it is our effort to create a safe space for them… Where people are free to express their fears and anxieties and to give them the courage to carry on against all odds. We have facilitated a lot of remote learning and engagement programs so as to keep people stimulated and connected and to not feel the sense of being alone, remote. This includes fun and play, fitness, meditation and music sessions along with a lot of knowledge-sharing and interactive webinars. We frequently check in on each other and are in fact more connected than ever through virtual meet-ups. We are also, at local levels, doing one-on-one connects via listening posts to help employees with their grievances, queries, and are taking suggestions on making this new normal way of working, both productive and comfortable. Rohit Ohri, Group Chairman &amp; CEO, FCB India: <div type="image" title="Rohit Ohri, Group Chairman &amp;amp; CEO, FCB India" msid="75427774" hostid="261"></div> Isolation, the fear of contagion and the uncertainty can be nerve-wracking for anyone. And everything that we are doing through these times for our people is towards their emotional and mental well-being. Our focus is on ensuring that our teams stay connected and bonded and have multiple outlets for stress relief, even as they work remotely <ul><li>We are constantly emphasising self-care. Both physical and mental. Every day we send out a tip on self-care #lockdownbreakout with easy to access resources, whether it is exercise, meditation, self-reflection or other techniques in positive psychology.</li><li>We provide opportunities for people to virtually connect over recreation activities right from group yoga to Bollywood dancing to a weekly My Happy Hour which is a platform for talented employees to stage an hour soiree on Instagram Live of their talent whether it be singing, dancing or stand-up etc. This engagement encourages all employees to take time from their busy work schedules to come together to support and be entertained each week through the love of creativity.</li><li>We put out a curated list of things to do every week in the space of learning and entertainment Cool Sh*t To Do. One thing the lockdown, globally, has created is opportunities for all of us to enjoy artists across the world and nationally online. There is so much happening every week, other than streaming your favourite shows, that our employees can check out. This gives them the opportunity to discover new things from cooking, engaging seminars or even the opera.</li><li>We have ensured there are processes in place by which our leaders are constantly communicating with their teams through virtual meetings and town halls and addressing their issues and concerns. Open channels of communication are critical at times like these.</li><li>Most importantly, we have made sure that our teams have access to any sort of medical help from home through an app Doctor 24x7. This is an app-based service which provides our employees the opportunity to speak with doctors and health specialists across the country at any time. We understand the challenges faced with physically seeking help medically right now, so we wanted to open a channel for employees to feel like they can be looked after through this partnership. The app also has a section dedicated to mental health with qualified therapists readily available.</li></ul>I think mental illness in times like these is an outcome of fear and insecurity. And while it is important to be open, honest and transparent, we as an industry have to be cautious of the messaging that we put out, especially through the period of lockdown. Constant negative coverage spreads anxiety and apprehension. This is the time for us to be supportive, show empathy and inspire with positivity. Anand Chakravarthy, Managing Director, Essence India: <div type="image" title="Essence - Anand Chakravarthy" msid="75427857" hostid="261"></div> Most businesses require a close collaboration of different functions, and years of working together out of an office cannot be completely replaced overnight with remote working. One of the key challenges of entire teams working remotely from home is the dip in energy and engagement, which can be easily sensed by one another in an office but not in a remote working environment. This can lead to reduced productivity in uncertain times. To help mitigate such situations and ensure that we are able to positively impact the mental health of our teams, we introduced initiatives in three areas of focus: <ul><li>Driving engagement</li></ul>At Essence, we have always had our voluntary affinity group, Pirates, who are the culture champions within the agency. During this remote working period, they have been constantly innovating to create a new initiative each week to keep our teams in good spirits. These include online quiz sessions, an online music concert, sharing of pictures of our home workspaces and pets, and even online Zumba classes! There is also our global ‘Essence Olympics’ which takes place throughout April 2020. Employees can take part in the four categories of distance, daily workout, nutrition and mental power. They thus have something fun to do and look forward to on a weekly basis, keeping spirits and energy high while working from home. Additionally, we have a series of town halls conducted online, where both our India and global leadership address entire teams, give prompt updates and answer questions. This process of continuous communication in a very dynamic environment has been instrumental in keeping all employees informed and engaged. <ul><li>Ensuring mindfulness and empathy</li></ul>Extended weeks of working remotely does take its toll on everyone. It is certainly not easy to be working like before while being at home, especially with our varying personal and household responsibilities. We encourage everyone to maintain a daily schedule, just like working from the office, by starting and ending the day on time and avoiding late calls or working on the weekend. Globally, we have weekly ‘Mindfulness Moments’ live streams, which are designed to help employees take time out to pause, breathe and find a centred place. Our global ‘Connect’ newsletter serves as a guide to staying connected during times of social distancing. It is updated weekly to provide the latest information on policies, remote working tips and tools to bolster employees’ physical, emotional and mental health. To support employees and their line managers, we also put together a series of workshops called BRIDGE and TRAVERSE to provide practical tips on how to approach remote working and manage work, while still recognising challenges people face. The aim is to help employees thrive in the face of this new status quo, stay connected no matter the distance, and continue to deliver on our mission to our clients, all while taking care of their own well-being.Access to counselling is available to all employees as well, should they want to speak to a professional counsellor about how they are feeling. <ul><li>Enhancing productivity </li></ul>Technology has played a key role in enabling remote working, and fortunately at Essence, we have always been using Google Hangouts for internal meetings across our India offices and with teams in other countries. Using technology effectively has contributed really well to staying connected and productive. The second space is in the area of upskilling and training. We have devised and launched a series of training programmes across different disciplines that employees can opt in for. -Organisations should have existing systems and processes in place to ensure the holistic wellness of their employees. Essence has an established employee well-being ecosystem that supports staff through both professional and personal challenges. Encouraging more open dialogue around mental well-being is an important first step, as it impacts the productivity, physical and social well-being, as well as the quality of life of employees. There is more that can be said and done about workplace mental health, and organisations need to take it upon themselves to make it a strategic imperative. Gautam Reghunath, CEO, Dentsu Webchutney: <div type="image" title="Gautam DAN - horizontal" msid="75428075" hostid="261"></div> Our industry is such that we frequently delight in the joys of work and life – new pitch wins, awards, celebrations for things big and small and more. We’re inherently celebratory, both for work and life achievements. Our hope for Webchutney has always been that we try to bring our whole selves authentically to work and that includes us not shying away from the hard stuff, such as anxiety, grief, burnout and stress, especially during situations like the one we find ourselves in now. To help us with this, we’ve been partnering with an institution called HNI, a not-for-profit that provides services in mental health, workplace stress management and other individual and organizational needs. They’ve been our partners for nearly a year now, first with a pilot in Bangalore and now for all our offices recently. These are completely confidential one-on-one interactions as would be with any therapist or counsellor, with the advantage that over time we’ve also helped HNI’s team understand the nature of our work and workplace better. Their long-term role will be to help us build an open &amp; progressive work environment where individuals can thrive and perform, and where one needn’t come at the cost of the other. More than anything we need to remind each other that it is okay to not always be okay (my favourite piece of wall art from the Bangalore office is below). Webchutney has been lucky to experience tremendous highs over the past year, and as we try and continue in the same vein despite current limitations, work can often ask a lot of an individual. And dealing with these work pressures, managing personal commitments &amp; relationships especially in this current climate now is guaranteed to be tricky and stressful. We need to encourage everyone to talk openly and show compassion. It may be as small as recognizing when others are going through a tough moment and allowing them the time and space for themselves. It may be listening and about having each other’s backs. It’s an ambitious industry by nature but there’s a lot more that advertising can achieve by slowing down occasionally. <div type="image" title="it&amp;#39;s okay picture" msid="75428203" hostid="261"></div> Rohan Mehta, CEO, Social Kinnect: <div type="image" title="Rohan Mehta, CEO - Kinnect" msid="75428242" hostid="261"></div> During a crisis like this, it is common for everyone to experience increased levels of distress and anxiety, particularly as a result of social isolation. Luckily at Kinnect, it didn't take a crisis for us to understand the importance of our employees' well-being. As part of our #GetALife program that encourages work-life balance, we facilitate one-on-one sessions with a mental health professional on a bi-weekly basis. An external professional conducts these sessions, and we ensure confidentiality. Keeping in mind the current situation, in March and April, the sessions were facilitated through calls/video calls. All leadership is mandated to do team catch-up calls every day, preferably starting the day with a video call. Thus enabling them to stay connected and build better team relationships. We have a designated team that reaches out to all Kinnectors, and discusses at length about their health and work from home scenarios. I make sure to interact with the leadership every week and keep myself updated about each of their team member’s health. We also do virtual engagement activities and training. We encourage our employees to take up activities or learn a new skill, to grow personally as well as professionally in a time where they might feel stagnant. #KinnectFridays are a mainstay as part of the #KinnectCulture. Keeping with our tradition of a monthly #KinnectFriday, we recently did a virtual #KinnectFriday BYOB version where we had our team members across Mumbai, Delhi, and Bangalore strum instruments and sing along to uplift spirits. <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Agencies have young employees, specifically millennials, and they are not used to being around family for extended periods, making the situation unique to them. At a time like this, it is imperative to integrate and streamline digital infrastructure. Interaction is the key. Communicating regular updates to your staff, keeps everyone calm and creates trust among employees. Consider including a daily update on their health and well-being in your on-call meetings. Communicate clearly, and be always available to listen. Understand their current work settings, and acknowledge that working around family, and a combination of working and supervising children can get tedious. Hence, maintain some semblance of a structure while allowing that this is an unprecedented situation. Help them plan their work schedules around their homes, and most importantly show kindness and patience toward others as well as ourselves. <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Harshil Karia, Founder and Managing Director, Schbang: <div type="image" title="_Harshil Karia, Founder and Managing Director, Schbang" msid="75428310" hostid="261"></div> <ul><li>We have collaborated with <a href="https://www.mindhouse.com/">MindHouse</a> to give our Schbangers a 3 Month Subscription of their Application which gives them unlimited Access to Yoga and Meditation. This allows our Schbangers to relax and recharge and stay mentally healthy. Preventive Mental Health is the need of the hour.</li><li>In addition to that, we have initiated lots of Clubs: We have a Cooking Club called Schefs of Schbang. From Schefs - some of the recipes have already started seeing the light of day. </li></ul> <div type="image" title="Schefs of Schbang 2." msid="75428328" hostid="261"></div> We have a band called Schband and we're working on something very cool and musical to release. We have 2 Fitness and Meditation Tracks - 1 for the Morning and 1 for the evening Below is also a screenshot of our Internal Portal which has them easy for all to access: <div type="image" title="schbang website" msid="75428368" hostid="261"></div> <ul><li>We also recently collaborated with Humans of Bombay where we took shots from our Schbangers and included them in a video.</li></ul> <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Now we are collaborating with Humans of Bombay to come up with a version of the #DontRushChallenge. See it here: <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div> <ul><li>We have catch ups with the team via Hangout and then we have some extra special catch ups. We recently had Ranveer Allahbadia popularly known as BeerBiceps catch up with our Top Managers on a Video Hangout where we discussed everything from Meditation to the state of Influencers to how he's staying positive in these times.</li></ul> <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div> You can see how our Schbangers are staying conected come 5 PM over Chai: <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div>

You Searched For "Antakshari" and got 4 results

From A to Zee: Subhash Chandra’s spectacular rise and fall

Katya Naidu

Gajendra Singh Brings Back Antakshari

Nandini Sharma

Maha mason uses lockdown period to dig well outside house

PTI

How agencies are helping their employees take care of their mental health amidst a global pandemic

Karuna Sharma

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