the business activity radiating outward from Maduravoyal Toll Plaza and nearby commercial pockets — handled by a qualified, in-house team
Maduravoyal Toll Plaza logistics and transport units around Maduravoyal Toll Plaza — transparent scope, no surprises, and a filed acknowledgement back to you. Call 9566-068-468.
The Digital Personal Data Protection Act 2023, enacted on 11 August 2023, governs processing of digital personal data by Data Fiduciaries. A DPDP audit tests — consent management, notice in clear and plain language, data principal rights handling (access, correction, erasure, grievance redressal), data breach notification to the Data Protection Board within prescribed time, Significant Data Fiduciary obligations (DPO, DPIA, audit), cross-border transfer restrictions and processor / sub-processor contracts. The Act is being operationalised through Rules — the audit framework will firm up as the DPDP Rules are notified.
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Expert Process Audit in Maduravoyal Toll Plaza — qualified professionals, 15+ years experience, zero-penalty track record.
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Each cycle is scored on the CMMI 1-5 capability scale — Initial, Managed, Defined, Quantitatively Managed, Optimising. Maduravoyal Toll Plaza clients receive an 18-month uplift roadmap to move chaotic cycles to Level 3+ with documented standards and statistical control.
Findings carry estimated annualised ₹ benefit — working-capital release from DSO reduction, overtime savings from cycle-time compression, write-off avoidance from inventory ABC discipline. The Audit Committee approves recommendations with ROI evidence.
Process maps, control matrices, CAAT scripts, findings registers and management responses retained for 7 years on access-controlled storage. Never shared externally or used for cross-marketing. ICAI Code of Ethics confidentiality applies.
Findings are not just reported — they are tracked through a closure ledger reviewed quarterly with the Audit Committee. A 6-month follow-up audit (SIA 390 prior-engagement monitoring) verifies that remediation has actually held in operation.
Every cycle is benchmarked against the 5 components — Control Environment, Risk Assessment, Control Activities, Information & Communication, Monitoring — and the 17 underlying principles. Findings explicitly cite the principle gap, not just the symptom.
Every Business Process Audit engagement delivers measurable, guaranteed outcomes — expert professionals, on time, every time.
Why this matters here — Across Maduravoyal Toll Plaza, the cluster of logistics, transport, auto services businesses that defines Maduravoyal Toll Plaza's commercial fabric. Practitioners note that served by short connections to Maduravoyal and Maduravoyal Junction and onward to central Chennai.
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Miss any of these and the next consequence kicks in automatically.
Deadlines in this neighbourhood — Across Maduravoyal Toll Plaza, the business activity radiating outward from Maduravoyal Toll Plaza and nearby commercial pockets.
Deadline pressure points we see in Maduravoyal Toll Plaza: For Maduravoyal Toll Plaza engagements specifically — for Maduravoyal Toll Plaza businesses balancing growth ambitions with tight statutory compliance.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Statutory form prescribed for Business Process Audit engagements; carries the information set required for filing or submission to the prescribed authority.
Every claim on this page can be traced back to a section or rule below.
COSO framework and SA 315 is the operative provision for business process audit in this engagement. SOP review process gap analysis cost-saving identification operational efficiency improvement reporting The taxpayer should ensure the procedural conditions under this section are met before any filing or submission. Failure to comply attracts the consequences separately prescribed under the penalty and interest provisions of the same Act.
For Business Process Audit at PIN 600095, understanding the Saidapet Division's documentation norms removes most of the friction from the process. Approvals, acknowledgements and queries for Maduravoyal Toll Plaza businesses tie back to the Saidapet Division, so our Process Audit cadence accounts for how that office works. The Maduravoyal Toll Plaza on the Chennai Bypass is a major logistics and transit cluster with surrounding hospitality and auto-services support. Every Maduravoyal Toll Plaza engagement we open begins with the basics: PIN 600095, the Saidapet Division, and the coordinates 13.0681, 80.1722 that anchor the locality.
Document pickup near Maduravoyal Toll Plaza is a same-hour errand for our Maduravoyal Toll Plaza engagements rather than the half-day a typical Chennai client expects. Most commerce in Maduravoyal Toll Plaza — invoices, expenses, purchases and statutory records — eventually surfaces in the Process Audit working file we maintain for clients here. Maduravoyal Toll Plaza sustains a high flow of commerce for a logistics and transit cluster locality, and that flow is the raw material for the Process Audit files we close here. Vendors and customers tied to the Maduravoyal Toll Plaza Bus Stop network show up across the invoice trail we reconcile for Maduravoyal Toll Plaza Business Process Audit clients.
Because Maduravoyal Toll Plaza hosts a cluster of auto services businesses, we benchmark each new Business Process Audit engagement against patterns we already track for the locality. Sector concentration matters: when Maduravoyal Toll Plaza leans toward auto services, the Process Audit risks cluster around the same few line items each cycle. auto services units around Maduravoyal Toll Plaza share recurring Process Audit patterns — input-credit timing, vendor reconciliation, and sector-specific documentation. Mixed auto services activity across Maduravoyal Toll Plaza means our Process Audit team keeps sector playbooks ready rather than improvising per client.
The Maduravoyal Toll Plaza Business Process Audit workflow is documented end-to-end: WhatsApp document intake, a working file, qualified review, and a filed acknowledgement back to you. Every Process Audit file we open for Maduravoyal Toll Plaza is reconciled, reviewed by a qualified practitioner, and archived for seven years. A Maduravoyal Toll Plaza client sees the same Process Audit cadence each cycle: intake, reconciliation, review, filing, acknowledgement. Fixed-fee scoping means a Maduravoyal Toll Plaza business knows the Business Process Audit cost up front, with no surprise additions mid-engagement.
Business Process Audit clients in Maduravoyal Junction are handled by the same practitioners who run our Maduravoyal Toll Plaza desk. We treat Maduravoyal Toll Plaza and Maduravoyal Junction as one catchment for Business Process Audit, which keeps documentation and turnaround consistent. Serving Maduravoyal Toll Plaza and Maduravoyal Junction from one team keeps Business Process Audit turnaround identical across the cluster. A client relocating between Maduravoyal Toll Plaza and Maduravoyal Junction keeps the same Process Audit file and the same team.
Over several cycles in Maduravoyal Toll Plaza, the recurring Business Process Audit issues cluster around a predictable short list we screen for early. Each engagement in Maduravoyal Toll Plaza adds to a record of what the Chennai West jurisdiction expects, sharpening the next Process Audit file. Because we work repeatedly across Maduravoyal Toll Plaza, we can benchmark a new client's Business Process Audit position against the locality norm. Common patterns in the Saidapet Division give Maduravoyal Toll Plaza businesses an early-warning map we use to pre-empt Process Audit issues.
New auto services ventures in Maduravoyal Toll Plaza lean on us to stand up Business Process Audit correctly before the first deadline rather than after a notice. Incorporating in Maduravoyal Toll Plaza comes with jurisdiction, registration and Process Audit steps that we sequence so nothing stalls the launch. Relocating a registered office into Maduravoyal Toll Plaza (PIN 600095) changes the assessing division, and we handle that Business Process Audit transition cleanly. A startup setting up near Chennai Bypass in Maduravoyal Toll Plaza gets a Process Audit foundation built for the Saidapet Division from day one.
Independent process audit under COSO 2013 and ICAI SIA 110-740 — O2C, P2P, H2R, inventory, fixed asset and treasury cycles mapped, tested and reported with quantified ₹ savings for Maduravoyal Toll Plaza businesses.
A dedicated process audit consultant in Maduravoyal Toll Plaza delivers BPMN 2.0 process maps, RACI matrix review, SOD conflict analysis, CAAT 100% population testing and CMMI Level 1-5 maturity scoring.
Director's Responsibility Statement under Section 134(5)(e) supported by documented ICFR design assessment, walkthroughs, test of operating effectiveness and significant-deficiency reporting under SA 265.
For Maduravoyal Toll Plaza listed entities and significant data fiduciaries — BRSR Core (SEBI Top-1000) data-collection process audit, CERT-In Section 70B incident-response audit and DPDP Act 2023 data-protection audit.
Section 458 of the Companies Act 2013 allows the Central Government to delegate any of its powers under the Act to specified authorities including the Registrar of Companies and Regional Director. The provision is commonly invoked to authorise enquiry into process-bypass triggers surfaced at ROC inspection.
Yes. Sections 241 and 242 of the Companies Act 2013 allow shareholders meeting the threshold in Section 244 to petition the National Company Law Tribunal for relief from oppression and mismanagement. Routine process bypass of board-approval and related-party transaction discipline is commonly cited as evidence of mismanagement.
The COSO 2013 framework distils seventeen principles across the five components, covering integrity and ethics, board oversight, organisational structure, competence, accountability, objective setting, risk identification, fraud risk, change management, control activities selection, technology controls, policy deployment, quality information, internal and external communication, ongoing evaluations, separate evaluations and deficiency communication.
A segregation-of-duties matrix maps roles, system access and approval authorities against process steps to ensure that no single individual can initiate, approve and record a transaction. It is rebuilt at every process audit and tested for design and operating effectiveness under SA 330 paragraph 8.
A typical process audit cycle covering one defined business process such as procure-to-pay or order-to-cash takes thirty to ninety days end-to-end. The cycle includes process mapping, SA 315 walkthrough tests, gap log preparation, remediation tracking and a closing presentation to the audit committee.
Procure-to-pay, order-to-cash, record-to-report, hire-to-retire, treasury and cash management, inventory and warehouse, capex approval, statutory dues compliance, related-party transactions and information technology general controls. Each is treated as a separate process cycle priced at the one-time fee.
What Maduravoyal Toll Plaza clients want to know before signing: For Maduravoyal Toll Plaza engagements specifically — in the logistics and transit cluster micro-market of Maduravoyal Toll Plaza.
Reading this guide locally — Across Maduravoyal Toll Plaza, on the Maduravoyal-Maduravoyal Junction corridor that passes through Maduravoyal Toll Plaza.
A business process audit is a structured, evidence-based examination of one or more end-to-end business processes (revenue-to-cash, procure-to-pay, hire-to-retire, record-to-report, plant-and-asset, IT general controls) against a benchmark control framework — most commonly the COSO 2013 Internal Control Integrated Framework (5 components and 17 principles) and SA 315 risk-of-material-misstatement assessment used by statutory auditors. The Institute of Internal Auditors (IIA) International Professional Practices Framework defines internal auditing as an independent, objective assurance and consulting activity designed to add value and improve operations; a process audit is a tactical sub-set focused on individual process families rather than the enterprise-wide annual internal-audit plan. ICAI Standards on Internal Audit (SIA 110 to SIA 740) — mandatory from 1 April 2024 — codify the engagement framework: SIA 310 (planning), SIA 320 (evidence), SIA 330 (documentation), SIA 360 (communication), SIA 390 (monitoring) and SIA 740 (reporting). A process audit follows the same SIA discipline but with a narrower scope and faster cycle than the full annual internal audit.
Operational audit is the broader genus — an examination of operational efficiency and effectiveness across functions, often without a structured benchmark framework. Internal audit (in the IIA and ICAI sense) is a continuous independent assurance function reporting to the audit committee, covering financial, operational and compliance dimensions over a multi-year plan. Process audit is a hybrid: it borrows the structured-framework discipline of internal audit and the operational-efficiency orientation of operational audit, but focuses on one or two process families in a single engagement. The Companies Act 2013 Section 138 mandates internal audit for prescribed companies (those crossing turnover and borrowings thresholds under Rule 13 of the Companies (Accounts) Rules 2014), and Section 143(3)(i) requires the statutory auditor to report on the adequacy of Internal Financial Controls over Financial Reporting (IFC-FR) — a process-audit lens is the natural sub-tool used by both internal and statutory auditors to discharge these mandates.
An SME typically commissions a process audit at one of five trigger points: (a) onboarding a new ERP or core system, where the migration is a natural moment to redesign and document processes; (b) preparing for external funding (PE, debt, IPO) where investors expect documented internal controls; (c) after a fraud or material misstatement incident, where the board demands a root-cause and remediation review; (d) ahead of a statutory audit where the auditor has flagged IFC inadequacies in the prior year; (e) on a periodic-improvement basis aligned with ISO 9001:2015 clause 9.2 internal audit and clause 10.2 continual improvement. The OECD Principles of Corporate Governance (2023 revision) treat documented internal-control systems as a board-responsibility item; a process audit is the operational expression of that responsibility at the SME scale.
SIA 740 (reporting results to the auditee) requires that the internal-audit report communicate findings, recommendations and management responses in a structured manner. The typical report structure: executive summary, scope and methodology, summary of findings by risk-rating (high, medium, low), detailed findings each with observation-cause-effect-recommendation-management-response-target-date, and appendices (process maps, working papers index). SIA 390 (monitoring and reporting of prior-engagement issues) requires the internal auditor to follow up on prior recommendations to verify implementation; this transforms the process audit from a point-in-time deliverable to a continuous-improvement engagement. The audit committee typically reviews the SIA 390 follow-up report quarterly and tracks closure rate as a KPI.
The ICAI Standards on Internal Audit (SIAs) were initially issued as a recommendatory framework; the Council of ICAI in 2018 announced their elevation to mandatory status for internal-audit engagements conducted by Chartered Accountants, with effective dates rolled out through 2024. The current structure groups SIAs into four series: SIA 100 series (general principles), SIA 200 series (planning), SIA 300 series (performing), SIA 400 series (reporting and follow-up), with key standards including SIA 110 (framework governing internal audits), SIA 230 (objectives of internal audit), SIA 310 (planning the internal audit), SIA 320 (internal-audit evidence), SIA 330 (internal-audit documentation), SIA 360 (communication with management), SIA 390 (monitoring and reporting of prior-engagement issues) and SIA 740 (reporting results to the auditee). A process audit conducted by a Chartered Accountant follows the SIA discipline end-to-end.
SIA 310 (planning the internal audit) requires the internal auditor to develop an audit plan that addresses the timing, scope and resources required, reflecting a risk-based approach. For a process audit, the planning phase produces three artefacts: (a) the engagement letter under SIA 110 that defines scope, period, deliverables, fee and timeline; (b) the risk-based audit programme that maps process steps to control objectives and to COSO components or ISO clauses; (c) the entity-level understanding document that captures the business, the industry, the regulatory environment and the IT landscape. SA 315 (revised 2021) introduces the risk-of-material-misstatement vocabulary that SIA 310 has aligned to; both standards now emphasise inherent-risk-factor-based assessment rather than the older risk-of-misstatement language.
The process-audit deliverables serve a dual purpose — operational improvement (the primary objective) and audit-defence (a derivative benefit). At the statutory-audit stage under SA 315, the SA 315 revised standard requires the statutory auditor to understand the entity's risk-assessment process and control activities. Where a documented process audit exists, the statutory auditor's understanding-the-entity work is materially accelerated, and the IFC opinion under Section 143(3)(i) is supported by contemporaneous third-party documentation. At a GST audit under Section 65 CGST, the process-audit working papers are persuasive evidence that the registered person maintains adequate internal controls, supporting the burden of proof on turnover, ITC and refund assertions. At an income-tax assessment, the process-audit file supports the genuineness-of-transactions assertion under Sections 68 to 69D.
A single process-family audit at ₹18,000 is the entry point; the typical SME engagement matures into a multi-cycle annual programme covering the five major process families (revenue-to-cash, procure-to-pay, hire-to-retire, record-to-report, IT general controls) on a rolling basis, with quarterly SIA 390 follow-up reviews on prior recommendations. Over a 24-month horizon, the SME develops a documented internal-control library, a tested process-map repository in BPMN 2.0, a measured closure-rate KPI for prior recommendations, and a Section 143(3)(i) IFC defence file. The ISO 9001 clause 9.2 internal audit requirement and the ISO 27001:2022 clause 9.2 internal audit requirement are also satisfied by this rolling programme; the SME is effectively running an Integrated Management System internal-audit programme without explicit certification, and can pursue formal certification later when commercially warranted.
A FilingPro business-process-audit engagement at ₹18,000 one-time fee for a single process family delivers: (a) the engagement letter under SIA 110 with scope, methodology, period and timeline; (b) the as-is BPMN 2.0 process map for the audited process family, with swimlane-level role clarity; (c) the COSO 2013 17-principles assessment matrix, identifying which principles are designed-effectively, designed-but-not-operating, or designed-deficient; (d) the segregation-of-duties matrix at process-step level; (e) the findings register with observation-cause-effect-recommendation entries, risk-rated high/medium/low; (f) the to-be BPMN 2.0 process map with the recommended redesign; (g) the management-response register with target-dates; (h) the executive summary for board / audit-committee presentation. The full engagement cycle is typically 4 to 6 weeks for a single process family.
Risk Assessment under COSO 2013 — Principle 6 (specifies objectives with sufficient clarity), Principle 7 (identifies risks), Principle 8 (assesses fraud risk), Principle 9 (identifies and assesses changes that could significantly impact) — runs parallel to SA 315 (revised 2021) risk-of-material-misstatement assessment used in statutory audit. The convergence point is the inherent risk and control risk taxonomy: inherent risk is the susceptibility of an assertion or process to misstatement before considering controls; control risk is the risk that a misstatement could occur and not be prevented or detected on a timely basis by the internal control system. Process audit applies this taxonomy at the process-step level, producing a risk-heat-map that the audit committee uses to prioritise process redesigns and resource-allocation for remediation.
Control Activities — Principle 10 (selects and develops control activities), Principle 11 (selects and develops general control activities over technology), Principle 12 (deploys through policies and procedures) — is where process audit findings are most concrete. Control activities are categorised as preventive (e.g. segregation of duties, authorisation matrices) versus detective (e.g. reconciliations, exception reports), and as manual versus automated. The COSO 2013 Principle 11 explicitly carved out technology general controls (access management, change management, computer operations) as a distinct domain, reflecting the post-SOX experience that ITGCs are a foundational layer for application-level controls. ITIL v4 (service value system, change enablement, incident management) and ISO 27001:2022 Annex A controls provide the operational vocabulary at the ITGC layer; process audit cross-references these to COSO Principle 11.
Information and Communication — Principle 13 (uses relevant information), Principle 14 (communicates internally), Principle 15 (communicates externally) — addresses the information-system layer that underpins all controls. Monitoring — Principle 16 (conducts ongoing and separate evaluations), Principle 17 (evaluates and communicates deficiencies) — addresses the feedback loop. Process audit tests Component 4 through dashboard-design review (Are management dashboards capturing the right KPIs? Are exception reports timely?), and tests Component 5 through internal-audit charter review, deficiency-tracking-register inspection, and the Section 143(3)(i) statutory auditor's IFC opinion read-back. The Section 143(12) materiality threshold for fraud reporting and the Auditor's Report under SA 700 / 705 / 706 are downstream consequences of weak Component 5 monitoring.
What Maduravoyal Toll Plaza clients usually ask next: For Maduravoyal Toll Plaza engagements specifically — for Maduravoyal Toll Plaza businesses balancing growth ambitions with tight statutory compliance.
The ratio of the cost of implementing a process improvement to the quantified benefit it yields. Process audit recommendations should carry a CBR above 1:3 to merit prioritisation; below 1:1 indicates the cure costs more than the disease.
The 80/20 rule applied to process problems — typically 80% of the issues arise from 20% of the causes. Pareto chart ranks causes by frequency or impact and guides prioritisation of improvement effort.
Also called the fishbone diagram or cause-and-effect diagram — a tool to brainstorm and organise the possible causes of a defect or issue under standard categories (Man, Machine, Material, Method, Measurement, Environment).
A visual representation of the sequence of steps, decisions and handoffs that make up a business process. The starting tool for any process audit; helps surface the As-Is state before improvement design.
Supplier-Input-Process-Output-Customer framework — a high-level process scoping tool used at the start of an audit to fix the boundary of what is in scope and identify the upstream supplier dependencies and downstream customer expectations.
VSM — a lean-tool that maps both material flow and information flow across a process, identifying value-add versus non-value-add steps and the cycle time at each stage. Used to expose waste and design To-Be improvements.
The current state of a process documented exactly as it operates (As-Is) versus the redesigned future state after improvement intervention (To-Be). Audit reports typically present both with a gap-analysis bridge.
The technique of locating the single step in a process that constrains the overall throughput. Theory of Constraints holds that improving a non-bottleneck step yields no overall gain; only bottleneck improvement matters.
Cycle time is the time taken to complete one unit of work from start to finish at a workstation. Lead time is the total elapsed time the customer experiences from request to delivery, which includes wait time between workstations. Lead time is typically much longer than cycle time.
The maximum allowable cycle time per unit to meet customer demand, calculated as available production time divided by customer demand quantity. If cycle time exceeds takt time the process cannot meet demand.
Overall Equipment Effectiveness — composite metric of Availability × Performance × Quality. World-class benchmark is 85%. Below 60% indicates significant equipment-utilisation losses; process audit on manufacturing always includes OEE measurement.
The rate at which a system produces output per unit time. Throughput is constrained by the bottleneck step; increasing capacity at non-bottleneck steps does not increase throughput.
Numerical examples showing tax + interest + penalty across common default scenarios.
How Maduravoyal Toll Plaza businesses typically avoid these: For Maduravoyal Toll Plaza engagements specifically — the cluster of logistics, transport, auto services businesses that defines Maduravoyal Toll Plaza's commercial fabric; for Maduravoyal Toll Plaza businesses balancing growth ambitions with tight statutory compliance.
How the local trade mix shapes this — Across Maduravoyal Toll Plaza, the cluster of logistics, transport, auto services businesses that defines Maduravoyal Toll Plaza's commercial fabric.
Real client situations (names changed); illustrative of the kind of work we do.
Why these Maduravoyal Toll Plaza engagements look the way they do: For Maduravoyal Toll Plaza engagements specifically — the cluster of logistics, transport, auto services businesses that defines Maduravoyal Toll Plaza's commercial fabric; for Maduravoyal Toll Plaza businesses balancing growth ambitions with tight statutory compliance.
“Engaged FilingPro for full enterprise process audit covering O2C, P2P, H2R and inventory cycles. CAAT testing on full 18 months of P2P data flagged 47 duplicate invoice payments and 12 vendor-employee bank-account matches — recovered ₹38 lakh. Findings prioritised by Pareto with ₹-quantified benefits. Audit Committee presentation was clean and action-tracked.”
“Section 134(5)(e) ICFR mapping was overdue for our listed company. FilingPro completed COSO 2013 5-component design assessment, walkthroughs and operating-effectiveness testing in 10 weeks. ICAI IFC Guidance Note 2015 methodology followed; significant deficiencies under SA 265 reported separately to Audit Committee. Statutory auditor's ICFR opinion under Section 143(3)(i) was unqualified.”
“Process audit revealed our P2P cycle was at CMMI Level 1 with multiple workarounds outside ERP. FilingPro recommended a Six Sigma DMAIC improvement plan — vendor master clean-up, three-way match enforcement, RACI re-design and SOD conflict resolution. Cycle moved to Level 3 in 9 months and invoice TAT dropped from 14 days to 5 days.”
“Our SaaS company falls under DPDP Act 2023 as a Significant Data Fiduciary. FilingPro's process audit covered consent-management workflow, data-principal-rights TAT, breach-notification process and CERT-In Section 70B 6-hour incident reporting. Gaps in log retention (180 days under CERT-In Directions 28 April 2022) were closed before the next compliance review.”
“BRSR Core readiness for our listed manufacturing company was the brief. FilingPro audited the data-collection process for each BRSR Core KPI — energy intensity, water consumption, GHG Scope 1/2/3, gender diversity. Process gaps fixed before reasonable-assurance season under SEBI's mandate for top 150 listed entities. Audit Committee was satisfied.”
“Our trading group with 4 branches across Tamil Nadu engaged FilingPro for multi-location process audit. SOD conflicts in branch-level ERP roles, cash-handling weaknesses and inventory cut-off issues were flagged. CAATs on 24 months of GL data using IDEA identified ₹26 lakh of off-period entries reversed for window-dressing. Closure tracked over two follow-up audits under SIA 390.”
Common questions from Maduravoyal Toll Plaza clients. Call 9566-068-468 for specific queries.
We serve businesses in every part of Maduravoyal Toll Plaza, from Gangai Amman Koil Street, Golden George Ratham Salai, EVR Periyar Salai, Alapakkam Main Road and Mettukuppam Main road to the Thiruvalluvar Saalai, 1st Avenue, bus stand street, 7th Main Road and Adayalampattu Village Road commercial pockets, with Process Audit handled end to end.
Professional Business Process Audit in Maduravoyal Toll Plaza, Chennai. Call @ 9566-068-468. Offices at Maduravoyal, Nerkundram & Nolambur (upcoming). 15+ years experience, 4.9★ rated.
FilingPro Chennai — 15+ Years of Expert Tax & Business Consulting. Offices at Maduravoyal, Nerkundram & Nolambur (upcoming), Chennai. Call @ 9566-068-468. Disclaimer: Information on this page is for general guidance only and does not constitute legal, financial or tax advice. Consult a qualified professional for specific advice.