Date: December 16, 2020

Department of Corporate Services, Department of Corporate Services, BSE Limited, National Stock Exchange of Limited Phiroze Jeejeebhoy Towers, Exchange Plaza, Dalal Street, Bandra-Kurla Complex,

Mumbai – 400 001 Bandra (East), Scrip Code: 500189 – 400 051 Scrip Code: NXTDIGITAL

Subject: Presentation at Virtual Meeting on Wednesday, December 16, 2020.

Regulation 30(6) of SEBI (Listing Obligation and Disclosure Requirements) Regulations, 2015,

Dear Sir/Madam,

Further to our letter dated December 15, 2020, intimating about conducting of a virtual meeting on Wednesday, December 16, 2020. We are forwarding the presentation to be made at the said virtual meeting today. The presentation is also available on the website of the Company viz. www.nxtdigital.in

Thanking you.

For NXTDIGITAL LIMITED (formerly known as Hinduja Ventures Limited) Digitally signed by SHAH SHAH HASMUKH HASMUKH SURYAKANT Date: 2020.12.16 SURYAKANT 13:15:57 +05'30' Hasmukh Shah Company Secretary

NXTDIGITAL Limited Business Update

16th December 2020 Version 1.0 25 Year legacy of delivering digital content

1995 2012 2014

The Beginning 2 Million+ Subscribers Digitization Hinduja Media Group set Phase I & II digitized Cable Subscribers go Digital. up to enter Cable TV successfully. First to start collections from 2015 Launch of HITS Business Launch of INDIGITAL Brand LCOs as prepaid

2016 2015

ONE IMCL Broadband Restructuring Broadband CATV & HITS consolidated 2017 Broadband hived off to Planet E- Broadband as “IMCL” shop to facilitate focused branded as “ONE approach Broadband”

2018 2019

NXTDIGITAL First to Go fully Prepaid NTO 1.0 All offerings - Single brand Converts entire LCO base to Successfully implements NTO Migrated base crosses 5mn. Prepaid. 1.0. ONE Broadband launches Create a platform for strategic Launches Managed Services. relations, access to growth capital FTTH ONE Broadband ranks 6th ISP

2 Company Announcement

The Hon’ble National Company Law Tribunal (NCLT) vide its order dated August 21, 2020 approved the Scheme of Arrangement between IndusInd Media & Communications Limited (IMCL) and NXTDIGITAL Limited (NDL) by which the “Media & Communications” undertaking/ businesses of IMCL comprising, inter alia, the Cable TV (CATV) and Head End in the (HITS) de-merged into NDL with effect from the “Appointed Date” of 1st October 2019. The Effective Date of the Scheme of Arrangement is August 21, 2020. Consequently, the CATV and HITS businesses are being carried out by NDL on and from the Effective Date.

Earlier corporate structure New corporate structure

Promoters Public Promoters Public

HGL, ICL, HGL, ICL, NXTDIGITAL HITS, MSO, Fibre NXTDIGITAL AE LLP Assets, Real AE LLP estate & Treasury

Demerger of 77.55% 77.55% 71.65% media & communications business 71.65% Passive IMCL OIL Infrastructure, IMCL OIL Preference technical service shares division and 100% investment in JVs Broadband 51-70% 51-70% 100%

IEIL IEIL 4 MSO JVs Movie rights, Shop 4 MSO JVs Movie rights, Shop 24x7, CVO & 24x7, CVO & Treasury Treasury

AE LLP – Aasia Enterprises LLP.; HGL – Hinduja Group Ltd..; ICL – IndusInd Communications Ltd.; IEIL – In Entertainment (India) Ltd.; IMCL – IndusInd Media & Communications Ltd.; OIL – ONEOTT Intertainment Ltd. 3 Industry Trends Television is here to stay and grow in a sustainable fashion…

TV penetration in India yet to catch up with the … with semi-urban, semi-rural and rural India emerging developed world… as the prime growth drivers

(TV Viewing Population (in mn), % of TV viewing audience in the country (No. of TV owning HH in mn) 8% BI 2016 BI 2018 197 % TV Viewing Population (mn) 183 98% 96% 92% 91% 90% 89% 10% 66% 58% 99 109 48% 1,283 5% 5% 0% 33% 0% 297 836 23 24 24 59 66 75 59 124 69 68 20 21 19 19 22

Italy Thail and China USA Germany UK Indi a Pakistan Russia Brazil Megacities 10-75 Lakh 1-10 Lakh < 1 Lakh Rural All India

Number of players in India reflects potential of the … leading to an overall increase in Pay TV market… subscriptions

(No. of subscribers in mn, excludes TV) No. of Players 2018 2019 CAGR: 4.5-6% MSO 1,471 1,632 2019 2025 180-195 DTH 5 4 140-145 133 138 HITS 1 1 40-50 NXTDIGITAL remains the only HITS platform 5 in the country Pay TV Hybrid TV Total

Source: FICCI-EY, KPMG, BI Report-BARC 5 New Tariff Order (NTO): MSOs benefit as content costs become pass-through

MSO’s witnessed a sharp increase in share of customer ARPU due to NTO implementation Cable DTH Other Stakeholders MSO Broadcaster DTH

Pre NTO 80-90% 10-20% Pre NTO 30-35% 65-70%

Post NTO 65-75% 25-35% Post NTO 30-35% 65-70%

Expansion in customer ARPUs further aiding MSO revenues

Pre-NTO Post-NTO Number of channels Subscription fees INR Number of channels (SD/HD) Subscription fees INR SD/HD) (SD/HD) (SD/HD) S-1 (As-is) S-2 (Change) S-1 (As-is) S-2 (Change)

214/ 106/ 250/ 413/550 221 111 597/802 387/513 The Phase I 305 subscriber (Four metro cities) billing will reduce only if number of 200 354 199 99 552 353 channels Phase II 1 million population)

(Cities with > viewed are cut down by more than 156 65 half 175 266 391 253 areas) (Urban (Urban Phase III municipal

Greater share of ARPUs + Increase in ARPUs = Enhanced Profitability of MSOs

Note: S-1: As-is situation with no change in channel pack, post-NTO implementation (100 FTA channels plus pay channels); S-2: A scenario where subscribers opt only for channels that they want to view (25 government-mandated channels plus select pay channels) to reduce or maintain their payout/existing TV bill

6 Secular rise in the TV viewership across the country accelerated by COVID

In a post Covid world, TV viewership has increased …driven primarily by growth in more sticky kids significantly... segments

(in mn) (in bn) (hh:mm) (Viewership growth) +15% 1,239 +8% 887 +6% 04:42 Growth +52% +42% +38% +42% +43% +42% +36% 604 Rates 560 120 03:46 100 95 97 97.5 95 75 85 60 70 70 70 69 60

Avg. daily Weekly Viewing Daily ATS / reach Minutes Viewer Age Group 02-14 15-21 22-30 41-50 31-40 51-60 61+ Pre COVID-19 During COVID-19 (11 Jan to 31 Jan) (Wk 26 starting 27th June) Pre COVID-19 During COVID-19 (Wk 13)

High growth in premium audiences and Non-Prime Time viewership further adding to growing importance of TV in people’s lives

(NCCS A peak viewership growth during Covid) (Viewership growth vs. pre-Covid levels in Wk 26 starting 27th June)

62% All India HSM South 57% 47% 41% 37% All Day 15% 17% 11% 32% 22% Non-Prime Time 43% 55% 28%

Prime Time -10% -12% -6% Mega Cities Mumbai Bengaluru Chennai Kolkata Hyderabad

DPOs benefitting through surge in ARPUs & renewal of defunct connections è Further subscriber addition expected

Source: BARC Nielsen TV Survey 7 NXTDIGITAL : 3600 Overview NXTDIGITAL: India’s premier integrated digital distribution platform

Delivering services through multiple avenues HITS 25-year legacy of delivering digital content services via HITS and Cable TV as a Multi Systems Operator (MSO) Cable TV

700+ TV services across India through HITS Broadband

Delivery 730+ TV services in 100+ key cities through Cable TV Digital Content Content Digital Own Subscriber base of > 5.38mn on HITS and CATV

Only platform to offer Infrastructure Sharing/Managed Services to other MSOs and LCOs nationwide

>5.16 mn subscribers under executed managed services contracts – onboarding in progress Services Managed Managed E2E technology Infrastructure provided to MSO customers leveraging HITS

>5,000 kms of Underground & Overhead optical fibre networks delivering high speed internet and FTTH Broadband subscriber base of >400,000 users Services

Broadband subscribers from fast growing ~70,000 Buildings Ready for Installation >60% segments of semi-urban and rural India

Presence in over 1,500 cities and towns across India with >30,000 feet-on-street

9 Our CXO Team

Ashok P Hinduja, Non-Executive Chairman & The Hinduja Group • Chairman of the Board who also chairs Hinduja Group of Companies (India) and IIHL (promoter of IndusInd Bank) among other group companies • The Hinduja Group, founded by P.D. Hinduja, has a history of over a century running successful businesses across sectors such as Automobiles, Oil & Gas, Media, BFSI, IT & ITES etc.

Vynsley Fernandes Yugal Kishore Sharma Amar Chintopanth Group CEO CEO, OneOTT iNtertainment Ltd. Whole-time Director & CFO

§ Veteran of the Media & Entertainment § Masters in International Marketing from IIFT § Chartered Accountant with an experience of industry with 30+ years of experience § 26+ years of experience in the technology 36+ years across areas of Audit, Finance & § Hands-on experience with DTH & HITS space Accounts, Taxation, Treasury, Compliance, Business strategy, M&A, Capital raising etc. platforms, digital cable networks, and news § Extensively worked across the internet & entertainment channels service provider (ISP) industry § Has served in coveted corporates such as § Formerly led assignments across § Formerly led assignments across the ITC Group, Polaris, and 3i Infotech & has st organizations like , 21 Century organisations such as DEN Networks & been with the Hinduja Group since 2014 Fox & Tikona

N K Rouse Ruwanmali Ediriwira Ajay Sharma, COO, Video Business CTO General Counsel

§ 33+ years of diverse experience; Has served § 20+ years of experience in the TMT space; § Over 3 decades of legal experience, with at Star India, YOU Broadband, led some of the biggest technology projects much of it in media and allied laws; Ex- Cable & Datacom at Vodafone UK and Accenture Europe Arthur Anderson, Star India

10 NXTDIGITAL : Technology leader in India Headend-in-the-Sky (HITS)

\ The LCO can go digital within 24 hours anywhere across India by Signals are received directly from satellite, irrespective of the simply installing a proprietary Cable Operator Premise Equipment location of the Local Cable Operator (LCO) (COPE)

Does not require to be connected to any fibre etc. and is not \ Low maintenance COPE system consuming low power and affected by weather conditions occupies less space making it attractive for LCOs

\ No additional technology or satellite capacity is required to add Technology compliant with DAS and NTO regulations subscribers leading to low Customer Acquisition Costs

HITS FTA Broadcasters Satellite Satellites Pay TV Broadcasters Satellites

NXTDIGITAL Broadcast Centre

FTA Cable TV HITS Network Encryption for FTA & Local Channels Local Channels NXT CAS NXT SMS Billing CRM

HITS technology enables seamless Digital TV penetration in even remote areas in cost-effective manner and offers sizable network sharing opportunity

12 HITS emerges as a clear winner among digital content delivery modes

HITS Cable TV DTH Parameter 1 Operator - NXT >1,600 MSOs 4 Operators : Satellite footprint across Pan-India reach NO YES India+

Weather resistance (rain attenuation) YES : Service in C-band YES NO

Challenges of fibre YES : Delivery via satellite so zero Unaffected by fibre cuts, hostile terrain cuts as well as hostile YES dependence on terrestrial issues terrain Capacity constraints Channel expansion + addition of Value- YES : Unique tech. to add channels Requires investment as same satellite added Services without significant capex at low cost in main head-ends required YES : System designed to provide Highly limited to area Ability to provide Managed Services managed services with multiple of operation only, NO tech. combinations requires addl. costs YES : Specially designed single- Requires investment Easy installation for MSO/LCO N/A unit COPE and timeframe Low franchisee + subscriber addition YES : Can expand to any Limited to area of NO cost geography operation only YES : System designed to function Digital services provisioning YES NO as a “connected” platform NXTDIGITAL being the only HITS platform in the country enjoys significant competitive advantage

13 Range of CPE Offerings for Customers

07 IP/OTT VIU app, browser, live TV streaming

4K Android Hybrid 06 Android TV, NXT OTT, browser, download PlayStore apps, WIFI/Ethernet

HD Advanced Hybrid 05 YouTube, 2 x OTT Apps, casting WIFI/Ethernet

HD Dual Tuner Record and watch at the 04 same time, Dolby 5.1

HD Basic Hybrid CCTV, casting, YouTube 03 WIFI/Ethernet

HD Zapper 02

SD Zapper 01

14 Business & Performance Sustainable and growth-oriented business model in play

Only Multi-System Operator in the country with a “pre-paid” base of Only platform to offer “Managed over 99.5% Services” to other MSOs & LCOs, pan-India Only dual service with a HITS Existing contracts for ~5.16mn platform in Asia customers pending execution Digital Content Managed Delivering maximum number of TV Delivery Services No additional technology or capacity channels across cable & satellite required for subscriber addition

Delivering services pan-India to over Will help regional and independent MSOs sustain and grow 1,500 locations > 50% districts Leveraging same HITS infrastructure Network of over 9,000 franchisees Platform across the country Broadband Digital Services Cable Sophisticated broadcasting centre in Leverage existing CATV customers Noida & data centre in Mumbai High cross- for increasing subscriber base selling potential ~70,000 buildings ready for 85% of LCOs collecting from installation customers through digital means >400,000 subscribers and a steady >70% of subscriber base of 5.38mn growing base under the flagship estimated to use digital payment One GigaFiber Focus on KPIs like On-Time & Same- Month Renewal, churn etc.

Well laid out business model with sizeable addressable market and high operational leverage

16 Strong operating metrics leading to robust financial turnaround in FY20 (1/2)

Subscriber Base – Digital Content Delivery Exit ARPUs – Digital Content Delivery (mn) (INR/subscriber) +9% +28% 2-year CAGR Total Blended Subs. 3.7 4.0 5.15 ARPU 83 130 145 32% 2.6 183 192 30% 160 2.0 164 29% 2.5 129 1.9 144 48% 113 97 2.0 98 101 40% 1.8 66 52 FY18 FY19 FY20 FY18 FY19 FY20

HITS Cable TV (incl. JVs) DAS I DAS II DAS III DAS IV

Broadband Services Key Subscriber Metrics

(Subscriber base in mn; Blended exit ARPU in INR/Subscriber) (Exit point data – FY20, %)

92.1% 75.3% CAGR: 91% ARPU @ 350

0.1 0.2 0.3 1.7%

FY18 FY19 FY20 90 day Churn Same Month Renewal On Time Renewal

Subscriber Base Focused on key performance indices to set the tone for a turnaround

17 Strong operating metrics leading to robust financial turnaround in FY20 (2/2)

Operating Revenue EBITDA

(INR Cr) (INR Cr)

Revenue 11.8% 47.3% 218.0 Growth 1,038.0 -10.3% 704.6 -26.0% 21.0% 630.5

-72.6 -164.1 FY18 FY19 FY20

FY18 FY19 FY20 EBITDA EBITDA Margin

PAT Subscriber Debtor Days

(Average Subscriber Debtor Days) (INR Cr) 9.5% 110.0 48.4 36.6 -26.7% 13.3% -43.1% 10.0% -231.0 0.3 -303.4 0.1% FY18 FY19 FY20 FY18 FY19 FY20

PAT PAT Margin Debtor Days Subscription Debtors (% of Subscription Revenue)

Successfully managed to turnaround the business through key sustainable initiatives and the stimulus of NTO 1.0

18 Challenges of H1FY21 | Environment & Industry

The Indian Media & Entertainment (M&E) industry has been impacted significantly by the Covid-19 pandemic in H1FY21

19 NXTDIGITAL Business Strategy for H1FY21

Against the challenges, NXTDIGITAL has continued to grow its business through innovative strategies whilst ensuring safety of all staff, franchisees & subscribers

Accelerated “digital payment” Content Innovation & Credit- 1 adoption for subscribers 2 risk mitigation

Focused on helping franchisees (Local Cable Innovation in packaging to mitigate Operators or LCOs) go “digital” i.e. collecting demands for “post-paid” and/or “credit subscription through on-line methods. periods”; whilst ensuring customer access to quality content at low costs Partnered with EASEBUZZ (a digital payments mechanism) even before lock-down to Launched lo-risk credit-based “Vishesh support “contactless” subscription renewals Manoranjan Pack” and free “Infopack” between subscribers and franchisees. The Developed “discounted” Long Duration service facilitates payments through Recharge offers for popular packs Netbanking, Credit & Debit Cards, Google Pay, PayTM, UPI and other wallet mechanisms.

Conducted online workshops for LCOs across India - to educate/support transitioning to digital collections. Current LCO “digital payment from customer” 3 Implementation of a “Business Continuity Plan” base is ~85% and estimates indicate collection through digital media @ >70% of subscriber base. Ensured implementation of “Business Continuity Plan” framework across all functions and hierarchies Focused on converting Direct Point customers to contactless renewals. Digital Implemented L3 processes to keep the Set up field & function reporting & monitoring payments now >95%. technical facilities and technical functions to ensure minimal complacency – as well as Engaged LAZYPAY to support customers operational 24x7 take corrective action/measures. seeking short-term credit for renewals Re-assigned resources to LCO & customer- Developing contactless technical support to facing functions ensure safety of stakeholders

20 NXTDIGITAL Initiatives for H1FY21

NXTDIGITAL rolled out a slew of initiatives for both, franchisees (LCOs) and subscribers – to add value during the challenges of the lockdown

21 Q1 strategy reflected in strong KPIs

The Q1 focus on retention through the initiatives have helped in ring-fencing key metrics like control of churn and maintaining On-Time Renewals

Sub. Base - Digital content delivery ARPUs- Digital content delivery Broadband sub. Base & ARPU

(in millions) (Exit point in `) (sub. base in millions & exit ARPU in `)

4.58 5.15 5.23 ` 381 ` 350 ` 342 195 189 2.62 2.63 2.25 166 162 0.351 148 147 0.300 105 97 0.234 2.33 2.53 2.60 Q1FY20 Q4FY20 Q1FY21 Q1FY20 Q4FY20 Q1FY21 Q1FY20 Q4FY20 Q1FY21

CATV HITS DASIV DASII I DASII DASI BB

90-day Net Churn Same Month Renewal On-Time Renewal

(Exit point data) (Exit point data) (Exit point data)

76.0% 3.1% 92.1% 75.3% 1.7% 1.8% 89.8% 88.0% 67.0%

Q1FY20 Q4FY20 Q1FY21 Q1FY20 Q4FY20 Q1FY21 Q1FY20 Q4FY20 Q1FY21

All key metrics have continued to remain stable or grow through a Covid-impacted quarter

22 Maintaining a robust performance in Q1

The KPI performance is reflected in another strong quarterly fiscal performance, with a continuing growth in top-line and EBITDA

Operating Revenue EBITDA

(in `crs) (in `crs) 100.0% 234.8 50.4 49.1

21.0% 21.0% 25.2 20.0% 228.6 227.1 11.0% 4.0% Q1FY20 Q4FY20 Q1FY21

Q1FY20 Q4FY20 Q1FY21 EBITDA EBITDA Margin

PAT Subscriber Debtor Days

(in `crs) (Average Subscriber Debtor Days) 10.0% 50.0% 9.3 46.0% 4.0% 40.0% 0.0% 41.6 30.0% -13.0% -10.0% 20.0% -19.0% -20.0% 0.1% 1.0% -30.0 10.0% 0.3 1.1 -43.4 -30.0% 0.0% Q1FY20 Q4FY20 Q1FY21 Q1FY20 Q4FY20 Q1FY21

PAT PAT Margin Debtor Days Subscription debtors (%age of sub. revenue) 23 NXT Customer Outreach Programmes

NXTDIGITAL consumer connect programmes “Ganpati Bappa Morya” and “Durgotsav” facilitated festivals were “enjoyed from the safety and comfort of peoples’ homes”. It also heralded the launch of our new channel “NXT Tarang”

24 Q2 strategy reflected in strong KPIs

The Q2 initiatives focused on customer outreach, innovative solutions and cross-selling has continued to ensure strong KPIs, even against the challenging environmental backdrop

Sub. Base - Digital content delivery ARPUs- Digital content delivery Broadband sub. base & ARPU

(in millions) (Exit point in `) (sub. base in millions & exit ARPU in `)

193 4.95 5.15 5.23 5.38 192 189 182 ` 400 ` 350 ` 342 ` 303

2.53 2.62 2.63 2.72 171 164 162 158 +53.4% +16.2% 138 144 147 148

107 101 97 98 0.408 2.66 0.351 2.42 2.53 2.60 0.266 0.300

Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21

CATV HITS DASIV DASII I DASII DASI BB

90-day Net Churn Same Month Renewal On-Time Renewal

(Exit point data) (Exit point data) (Exit point data)

92.1% 75.3% 76.0% 76.4% 2.2% 91.3% 1.7% 1.8% 1.8% 89.8% 89.0% 68.0%

Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21

All key metrics have continued to remain stable or grow in Q2

25 Continuing strong quarterly financial performance

All revenue parameters continue to show growth on a quarter-on-quarter basis, buoyed by strong KPIs

Revenue EBITDA

(in `crs) (in `crs) +15.78% +2.65%

259.4 50.4 51.7 100.0% +0.40% 44.7 21.0% 21.9% 17.2% 25.2 20.0% 234.8 235.8 227.1 11.0% 4.0% Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21 EBITDA EBITDA Margin

PAT Subscriber Debtor Days

(in `crs) PAT Break (Average Subscriber Debtor Days) Even for Q2 10.0% 10.0% 11.4 9.0% 4.4% -0.2% 8.0% 0.0% 16.3 6.0% -0.3 -10.0% -13.0% 4.0% 1.0% 0.6% -19.0% 0.1% -20.0% 1.1 1.2 2.0% -30.0 0.3 -43.4 -30.0% 0.0% Q2FY20 Q4FY20 Q1FY21 Q2FY21 Q2FY20 Q4FY20 Q1FY21 Q2FY21

PAT PAT Margin Debtor Days Subscription debtors (%age of sub. revenue)

26 Ending H1FY21 on a strong note

Key financial performance parameters continued to see a strong and stable trend from last fiscal through H1FY21

Revenue EBITDA

(in `crs) Stable revenue; nominal (in `crs) YoY EBIDTA dip of @ 3.58% growth of 8.68%

488.0 470.6 102.1 100.0% 21.7% 93.9 19.2% 20.0%

4.0% H1FY20 H1FY21 H1FY20 H1FY21

Revenue EBITDA EBITDA Margin

PAT NXTDIGITAL ends Q2FY21 (and H1FY21) on a strong note; against the challenging backdrop of Covid-19 that has significantly affected the media & (in `crs) entertainment business across all segments

20.8 10.0% Subscriber base not only retained but also sees growth in both, video and broadband segment; mitigating aspect of “reverse migration” and 4.3% “economic driven downgrades” 0.0% -6.2% All KPIs continue to remain stable -6.4%

-34.2 -30.4 -10.0% Revenues and EBIDTA continues to grow on a QoQ basis H1FY20 H2FY20 H1FY21 Company turns break-even at PAT level in Q2 PAT PAT Margin

27 Strategy & Outlook | Vision 6-steps towards scaling at a fast pace…

Technology Managed Services § Continue to deploy new products § Extend Managed Services to regional and solutions to stay ahead of the & smaller MSOs curve, like advanced hybrid STBs § 1,600+ MSOs in India as addressable market 6 1 Upselling Essential toolkit § Re-engineer approach to grow § Support LCOs to adapt offering “bundled” products – HITS or yield through product upselling 5 (FTA è pay SD è pay HD) CATV + Broadband + VAS § Develop regional flavor drivers 2 § Cross-selling to existing 5.38mn customer base § Strategic alliances for toolkit products like CCTV etc. 4 3 Digital Initiatives Retention § Conversion of subscriber base to § Improving On-Time and Same-Month adopt digital renewals Renewals § Enhance LCO digital engagement § Strategic alliances with OTT partners & capabilities § Launch new packages to drive retention, like VoD services etc.

29 Parallel initiatives for the ecosystem

“M-SAATHI”….A Cloud-based mobile app to allow customers to gain easy access to local services in their community, managed by NXTDIGITAL franchisees. The solution is designed to provide a new revenue stream for our thousands of franchisees (LCOs) across India - in line with our Hinduja Group principle of establishing “partnership for growth”.

The proposition is to jointly create a “Neighborhood Marketplace” enabled by mobile app so that a consumer can access local merchants

The objective is to build a strong ecosystem of local merchants around the LCO – connecting merchants to consumers, seamlessly.

Service will also be used by franchisee for “contactless” collection of cable TV or broadband subscriptions; and upselling new products and solutions.

User interface design & graphics/visuals are for illustrative purposes only. Brand names “M-SAATHI” and “NXTLIVE” are working titles and may be subject to modification.

30 Future growth drivers firmly in place

Managed Services The Digital Boutique Satellite Media Services 1 & Acquisitions 2 3

CATV Subscribers Peer 1, 9% in India Peer 2, 8%

Peer 3, 5%

NXTDIGITAL 5% NXTDIGITAL is poised to optimize satellite NXTDIGITAL has all the elements for a pan- services – basis it’s national network of India E2E digital play and beyond… Others Peer 4, 4% franchisees and its inherent expertise of 69% delivering services via satellite Captive reach (via CATV & HITS), broadband & FTTH (via OIL) and content (via INE). Further Can deliver broadband to lo/no broadband extensive reach to over 50mn touch points penetrated markets; leveraging NXT’s network Potential to offer services to peers and through group companies of over 1,600 points-of-presence and ~30,000 emerge as a significant player basis the Feet-on-Street unique technology deployed In the emerging digital play, NXT will look to offering integrated digital solutions to its own Can deliver OTT caching services for OTT Fragmented CATV market with 69% of the subscribers as well as those of managed platforms to the edge of networks – reducing ~100mn CATV base comprising smaller services customers. dependencies on expensive CDNs – MSOs – ranging in size from 50,000 to especially in markets outside of Tier I cities. 250,000; and in exceptional cases up to 1mn Services would include home surveillance, Several MSOs looking to either reduce telemedicine and learning – focusing on the Can extend this to providing low-cost OTT operating expenses as well as stay relevant in emerging semi-urban, semi-rural & rural over satellite to these yet-to-be-tapped the new digital era; or exit the business markets markets, ensuring retention and ARPU growth.

NXTDIGITAL can look to expand its serviced Helping its E2E ecosystem grow by developing base from >10mn to around 30% of this base, franchisees into not just digital solutions NXTDIGITAL can also look to expand its either through managed services or providers but also marketing channels for service base across its satellite footprint, acquisitions; taking its total serviced group and other company products; ranging covering SAARC countries, subject to subscribers to >30mn from FMCG to financial products regulations

31 Significant developments to facilitate growth

Two major developments on the regulatory front, that will have positive impact on NXTDIGITAL…

Ministry of Information & Broadcasting has issued a detailed Order on 06th November’20 notifying sharing of HITS infrastructure with other MSOs. § Order effectively facilitates NXTDIGITAL to operate as a “Platform-as-a-Service” or PaaS model, paving the way for onboarding new digital services § With this order, NXTDIGITAL’s HITS platform becomes the only B2B platform in India to be notified for infrastructure sharing.

32 Leveraging HITS to deliver Managed Services

Benefits of Managed Services to MSO

FTA Reduce Costs Satellite(s) • Low cost of connectivity due to HITS independence from fibre network Pay TV Satellite(s) Broadcasters • MSO does not require to invest in a control Satellites room or drop point – Low cost of operations • Eliminates technology upgradation investments for MSO

Enhanced Revenues HITS EARTH CENTRE HITS Operator Group of MSO 2 - receives MSOs 3 - • Greater choice to end user with 700+ receives signal signals with receive signal channels and multiple bouquets leading to with CAS 2 Signal CAS 1 with CAS 3 higher ARPUs Multiplexers Processing • High quality signal which is independent of fibre network or weather conditions

Cable Cable Cable Headend Headend Headend

Independence & Easy Expansion HITS PSI/SI MSO 2 PSI/SI MSO 3 PSI/SI • MSO continues to own the subscriber STB STB STB delivering services through NXT’s tech HITS CAS MSO 2 CAS MSO 3 CAS infrastructure • Freedom to develop their own packs and HITS SMS MSO 2 SMS MSO 3 SMS STB billing systems, CAS, STB etc. STB STB • Easy expansion by simply placing NXT Billing Billing Billing COPE in desired geography CRM CRM CRM

33 In review…opportunities to accelerate the growth curve

Digital Services Company Emerging technology opportunities 3600 presence across distribution Optimise infrastructure and LCO network to platforms - digital cable, HITS, wireline launch services like broadband, OTT and broadband to own 5.38mn+ subscribers. CDN over satellite. Significant presence in the fastest growing demographics of semi-urban & rural India

Expansion Possibilities Defined “inherent” growth Capability to expand to new markets by offering HITS services in Africa, strategies Bangladesh and other parts of Asia, Opportunities for “bundled” products and subject to regulations cross-selling services to existing base Grow ARPUs through upselling and leveraging the FTA to HD lifecycle

Managed Services Growth Driver Leverage the pan-India network Contracted for ~5.16mn; onboarding in Grow the E2E ecosystem by developing progress. loyal franchisees into marketing channels for products Market potential includes existing peers as well as regional & independent MSOs Optimise the >30,000 feet-on-street and who comprise 69mn TV HHs >1,600 PoPs

34