Published on February 16, 2026
The Tata Internal Audit Forum brings together 70+ internal audit professionals across 40+ Tata companies, enabling group-wide knowledge sharing, collaboration, and continuous improvement in internal audit (IA) practices. With 10 learning meets completed, the forum has facilitated exchanges on audit analytics, governance tooling, KPI frameworks, and operating model choices — significantly elevating audit quality, efficiency, and effectiveness. In FY26, four Tata companies reported tangible and intangible improvements after adopting forum learnings, demonstrating the forum’s role as a catalyst for scale and speed of transformation.
Tata AutoComp Systems (TACO): AI-Driven Audit Analytics at Scale
Building on Tata Business Excellence Model (TBEM) practices and benchmarking within the Group, TACO adopted an AI-based audit analytics platform inspired by a successful implementation at Titan, modernising assurance from sample-based testing to continuous, data-led coverage.
The platform automates data extraction, validation, exception identification, and trend analysis across large data sets and integrates document analytics (for contracts and invoices) and image analytics (OCR and pattern recognition for scanned documents and site photos) to validate authenticity and completeness. The result is a more risk-focused, data-driven audit with enhanced consistency, objectivity, and value to management.
Overall, the AI-based audit analytics platform has enabled a shift from traditional, sample-based audits to a more risk-focused, data-driven, and continuous audit approach. The initiative has resulted in meaningful value addition to management, reinforcing the company’s culture of excellence, innovation, and strong governance in alignment with TBEM principles.
— Aseem Mittal, Group Head - Internal Audit, Tata AutoComp Systems
Tata International: In-house Tool for Tracking IA Observations
Leveraging best practices shared at the Tata Internal Audit Forum (including a hands-on demo and technical guidance facilitated by Tata Technologies), Tata International built an in-house tool to track internal audit observations end-to-end.
The solution provides a centralised dashboard, automated reminders and escalations, real-time status of open/closed items, and centralised documentation for evidence and communication, materially reducing manual effort and improving closure velocity. A structured cost-benefit assessment guided the make-versus-buy choice and set a foundation for future in-house developments.
A detailed cost benefit analysis has resulted in attempting in-house development of the tool. This has resulted in cost savings of Rs 7 lakh as one-time cost of implementation and Rs 2 lakh as AMC to the company, and built a path for further inhouse developments.
— Mrunal Pitkar, Head - MIS & Internal Financial Controls, Tata International
Tata Starbucks: Transition to an in-house, Analytics-Led Store Audit Model
Benchmarking with Croma and Titan through forum interactions helped Tata Starbucks redesign its store audit operating model — moving from outsourced audits to a fully in-house model staffed by trained Store Operations executives.
An analytics-based risk scorecard now assesses transaction data and operational KRIs to flag anomalies (e.g., unusual discounting, refunds) for early intervention. The new approach has delivered cost optimisation, improved audit quality through deeper process context, fraud prevention, and enhanced collaboration with Operations via actionable insights.
Earlier, our store audits were fully outsourced to small-sized CA firms. Through benchmarking with Croma and Titan, we adopted best practices and transitioned to a completely in-house store audit model. We hired executives from the store operations team and trained them to audit. The new model is working very well for us.
— Hiral Shah, Head of Internal Audit, Tata Starbucks
Tata Steel Downstream Products Limited (TSDPL): Alignment via Audit Management System
To standardise tooling and align with the holding company, TSDPL evaluated the Laser audit management system (used by Titan, Tata Power, and Tata Metaliks) as well as Tata Steel’s proprietary Audit Management System (AMS), both of which offered comparable features. Following demos and a comparative review, the top management decided to adopt Tata Steel’s AMS, reinforcing Group alignment and platform commonality.
TSDPL was looking for a suitable software. Many Tata group companies use ‘Laser’ (such as Titan, Tata Power and Tata Metaliks). Tata Steel uses a proprietary tool called Audit Management System. The softwares have comparable features. After a demo and comparison of both the tools, TSDPL’s top management decided to adopt Tata Steel’s AMS to align the internal audit function with that of the holding company.
— Barun Mukherjee, Chief - Internal Audit, Tata Steel Downstream Products
The Forum Effect: Shared Learning to Shared Impact
Across four implementations, a consistent pattern emerges: Forum-enabled benchmarking and peer demonstrations reduce experimentation time, de-risk adoption, and encourage fit-for-purpose solutions. These outcomes reflect how the Tata Internal Audit Forum converts shared learnings into measurable improvements in governance, risk management, and value delivery across diverse business contexts.