For Companies & Corporates

Audit, tax, compliance and advisory — under one roof, for the whole company

From a Private Limited that has outgrown its early setup to a listed group with an audit committee to answer to, a company runs on more moving parts than a business. Statutory and internal audit, corporate tax and GST, a live MCA/ROC calendar, Ind AS, CSR, valuations, transactions and the board's own comfort — all of it connected, none of it falling between advisers. That is what this firm is built to hold.

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One partner-led team across audit, tax, compliance and advisory — so your CFO, board and auditors work from the same picture.

The corporate reality

A company has more moving parts — and more places to slip

Your advisers don't talk to each other

Auditor, tax consultant, company secretary and a valuer, each in a different office, each seeing one slice. The gaps between them — a tax position the audit never tested, a related-party transaction nobody priced — are exactly where the risk lives. Someone has to hold the whole picture, and usually no one does.

The board and audit committee expect more than a signed report

As a company grows, questions get sharper. Independent directors, an audit committee and eventually investors want assurance that is documented, defensible and delivered on time — internal controls that actually work, related-party dealings that are clean, disclosures that hold up. Comfort has to be earned, not assumed.

The compliance calendar never stops

Every company needs a statutory audit each year regardless of turnover, plus annual ROC filings — AOC-4 for the financials and MGT-7 or MGT-7A for the annual return — alongside board meetings, an AGM, director KYC and statutory registers, all on top of Income Tax and GST due dates. Miss a date and the penalties run per day.

Ind AS or CSR crosses a threshold and no one flagged it

A good year lifts net worth past ₹500 crore, or turnover past ₹1,000 crore, or net profit past ₹5 crore — and suddenly CSR under Section 135 applies. Cross the Ind AS net-worth thresholds, or get pulled in by a listed parent, and your entire reporting framework changes. These triggers arrive quietly; the cost of noticing them late is not.

You need to be fundraise, M&A or IPO-ready — and you're not

The moment an investor, acquirer or merchant banker appears, the standard rises overnight. Due diligence, restated Ind AS comparatives, a defensible valuation, clean secretarial records and a compliance history that survives scrutiny — the companies that raise well were ready before the term sheet, not scrambling after it.

Group and subsidiary complexity multiplies the work

Holding company, operating subsidiaries, an SPV or two, perhaps a foreign parent — and every consolidation, intercompany transaction, transfer-pricing position and group filing has to line up across entities. What is simple for one company becomes a coordination problem across several.

The corporate stack

Everything a company needs, from one firm

Click any area for the detail — but the point is that they connect, handled by one team rather than four.

Audit & assurance

Statutory audit for every class of company, plus internal, tax, management and forensic audit — documented, defensible assurance the kind an audit committee can rely on.

Direct tax

Corporate tax planning read against how you actually operate, TDS done right, and full representation through assessments, appeals and litigation.

GST

Registrations, returns, reconciliations, input-credit management, refunds and departmental proceedings — handled as a continuous obligation, not a monthly scramble.

Corporate & regulatory (MCA / ROC)

Incorporation, annual ROC filings (AOC-4, MGT-7 / MGT-7A), board meetings, the AGM, director KYC, statutory registers and secretarial support — the company-law spine kept current.

Ind AS implementation & conversion

Applicability assessment, first-time adoption and a standard-by-standard GAAP-to-Ind AS conversion — a clean bridge your auditors and investors can trust.

CSR advisory (Section 135)

The full CSR lifecycle once you cross the thresholds — the 2% computation, the Annual Action Plan, implementing agencies, impact assessment, unspent money and disclosures.

Virtual CFO & MIS

Senior financial oversight without a full-time hire — management accounts, board-ready MIS, and cash-flow and budgeting discipline between reporting dates.

Compliance Management

One managed calendar across Income Tax, GST and MCA — every return, filing and board formality with a date, a status and someone accountable for it.

Valuation — shares & business

Defensible valuations for fundraising, transactions, regulatory filings, ESOPs and restructuring — reasoned, documented and built to withstand scrutiny.

Transaction advisory & due diligence

Financial and tax due diligence, deal structuring and support through M&A, fundraising and restructuring — buy-side or sell-side.

IBC / insolvency

Advisory and support on matters under the Insolvency and Bankruptcy Code — for companies navigating distress and for creditors who need the numbers understood.

International tax & transfer pricing

Cross-border structuring, DTAA and treaty relief, withholding on foreign payments, and transfer-pricing study, documentation and compliance for related-party dealings.

The difference

One firm holding audit, tax, advisory and compliance for the whole company

Most companies assemble their advisers piecemeal — an auditor here, a tax consultant there, a company secretary somewhere else — and then spend energy making them agree. We work the other way. Because the same partner-led team sees your audit, your tax positions, your MCA calendar, your valuations and your transactions, the pieces are reconciled by design: a tax position tested against the audit, a related-party deal priced before it is filed, a threshold flagged before it is crossed. Nothing falls between advisers, because for your company there is only one.

Talk to us about your company

Who we do this for

Companies at every stage

Private Limited companiesSMEs that have grown into a company structure and now carry a real compliance and governance load — the core of the work, handled end-to-end.

Public & listed companiesBusinesses answering to an audit committee, independent directors and public shareholders, where assurance and disclosure must be documented and defensible.

PE / VC-backed companiesCompanies with institutional investors, board reporting obligations and a growth agenda that demands clean numbers and readiness for the next round.

Subsidiaries of larger or foreign groupsIndian entities of domestic or overseas parents — group reporting, Ind AS packs, intercompany transactions and transfer pricing kept aligned across borders.

Companies preparing to raise or listHeading into a fundraise, acquisition or IPO and needing to be diligence-ready — restated financials, defensible valuations and a compliance history that survives scrutiny.

Family businesses that have corporatisedLong-run family enterprises now inside a company structure, balancing corporate compliance with the continuity and control the family wants to keep.

How it works

One engagement, not four vendors

We map the whole company

A first conversation covering your structure, group entities, current advisers, reporting framework and where you are headed — so we see the full picture, including the obligations you may not know have already been triggered.

We scope what you actually need

A clear plan across audit, tax, MCA compliance and advisory — what runs on a calendar, what needs one-time work like an Ind AS conversion or a valuation, who owns each part, and how it all fits together. No bundling you don't need; nothing important left out.

We run it as one connected engagement

Your compliance calendar is tracked, your audit and tax work stays consistent, your board and CFO get one point of contact, and the pieces reconcile because the same team holds them — reviewed by the partners before anything goes out.

Why Agarwal M & Co.

A firm your board can rely on

Partner-led, whole-company view

The people who understand your company do the work — seeing audit, tax, compliance and advisory together, not through the narrow window of a single service line.

The corporate stack in one place

Audit through IBC, MCA compliance through international tax, valuation through Virtual CFO — a genuine corporate service stack, so you rarely need to send work elsewhere and have it come back disjointed.

Built for scrutiny

Boards, audit committees, investors and regulators all ask hard questions. Our work is done to be defended — documented, reasoned and consistent across the whole engagement.

Reviewed before it reaches you

Every filing, opinion and report is reviewed by the partners before it is published or filed. We work carefully and don't over-promise — we tell you what the position is, and stand behind it.

Questions

Frequently asked

Does our company really need a statutory audit if turnover is low?

Yes. Under the Companies Act, every company must have its accounts audited each financial year regardless of turnover, capital, or whether it traded at all — there is no small-company or dormant-company exemption from the statutory audit itself. A statutory audit is not the same as a tax audit, which is turnover-linked. We handle both, kept consistent with each other.

What annual ROC filings does a company have to make?

The two core annual filings are Form AOC-4, which files your audited financial statements, and Form MGT-7 (or the simplified MGT-7A for One Person Companies and small companies) for the annual return. Alongside these you need board meetings through the year, an AGM (One Person Companies are exempt), director KYC and properly maintained statutory registers. Late filing attracts a per-day penalty, so dates matter — we track the whole calendar for you.

When does CSR under Section 135 start applying to us?

Currently, CSR applies once your company, in the immediately preceding financial year, meets any one of three tests: net worth of ₹500 crore or more, turnover of ₹1,000 crore or more, or net profit of ₹5 crore or more. Once triggered, you must spend at least 2% of the average net profit of the three preceding years on Schedule VII activities, and the rules on the Annual Action Plan, implementing agencies and unspent money all follow. We flag the trigger early and manage the full lifecycle.

How do we know if Ind AS applies to our company?

Ind AS applies under a phased net-worth roadmap — broadly, all listed companies (other than those listed only on an SME exchange) and unlisted companies at or above ₹500 crore net worth came in first, then unlisted companies at or above ₹250 crore. Critically, once Ind AS applies to a company it also applies to its holding, subsidiary, associate and joint-venture companies, so a listed or larger parent can pull a smaller entity in regardless of its own size. We assess applicability precisely and, where it applies, run the conversion.

We're a subsidiary of a foreign parent — can you handle group reporting and transfer pricing?

Yes. This is a common engagement — the Indian entity's statutory audit and compliance, an Ind AS or group reporting pack on the parent's calendar, intercompany transactions kept clean, and transfer-pricing study, documentation and compliance for related-party dealings. Having the same team cover the audit, the tax and the transfer pricing keeps the group's picture consistent.

We're preparing to raise funds or go for an IPO — how early should we involve you?

As early as possible. Being diligence-ready — restated Ind AS comparatives, a defensible valuation, clean secretarial and compliance records, and tax positions that hold up — takes time to build, and it is far cheaper to get right before a term sheet than to fix under a deal clock. We can review where you stand, tell you candidly what needs work, and get you to a state where the transaction runs on your terms.

Let’s talk

A confident next step is one conversation away

Tell us what you’re working on and we’ll help you see the clearest path forward — no pressure, just clarity.