Almost every transaction a GCC makes is with its own parent. That's precisely why its governance and documentation have to be cleaner than an arm's-length business's, not looser.
Board and secretarial compliance
- Minimum four board meetings a year, with the India-resident director attending in person or by video as required under the Companies Act
- Annual General Meeting and the associated ROC filings: Form AOC-4 (financial statements) and Form MGT-7 (annual return)
- Statutory registers and minute books maintained on the same calendar as filings, not reconstructed at year-end
Related-party transaction documentation
Because a GCC's revenue is, by definition, a related-party transaction with its parent, Section 188 of the Companies Act and the disclosure requirements around it apply directly and constantly, not as an edge case. Board approval, disclosure in financial statements, and consistency with the transfer-pricing position from the previous page all need to tell the same story on audit. This is where a GCC's paperwork most commonly falls short, not through bad intent, but because the documentation is treated as a formality instead of the load-bearing evidence it actually is.
Steady-state reporting to the parent
Once operational, the GCC typically reports into the parent on a monthly or quarterly MIS pack: costs against budget, headcount, and the true-up needed to keep the cost-plus transfer-pricing markup accurate for the period. This is the point where a GCC's finance function stops being a setup project and becomes a managed operation, which is exactly what our Managed Services practice is built to run.
Talk to us about your GCC.
Bring your parent company's requirements; leave with a written, fixed-fee setup plan, on the same calendar as everything else we file for you.