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A Director Penalty Notice (DPN) is a formal notice issued by the Australian Taxation Office (ATO) that holds company directors personally liable for specific unpaid company tax obligations. These typically include:
This mechanism enables the ATO to pursue directors directly, bypassing the corporate veil that usually protects personal assets.
Types of Director Penalty Notices
There are two main categories of DPNs, each carrying different implications for directors:
1. Non-Lockdown DPN
Issued when a company has lodged its Business Activity Statements (BAS) or SGC statements on time but has failed to make the associated payments.
To avoid personal liability, directors must act within 21 days of receiving the notice by doing one of the following:
2. Lockdown DPN
Issued when a company fails to lodge its BAS within three months of the due date or fails to report SGC by the SGC statement due date.
In this case, the director becomes automatically liable, and the only way to discharge the debt is by paying it in full. No other actions—such as administration or liquidation—can relieve the director of personal responsibility.
ATO’s Increased Enforcement Focus
The ATO has significantly increased the enforcement of DPNs, particularly targeting:
With enhanced digital systems now automatically identifying overdue lodgments, directors can expect faster and more frequent issuance of DPNs.
Director Responsibilities: Stay Proactive
If you're a current or prospective company director, staying ahead of your obligations is essential. Key actions include:
Potential Defences Against a DPN
Directors may be able to avoid personal liability if they can demonstrate:
However, these defences are interpreted strictly and require compelling evidence to succeed.
Final Thoughts
Director Penalty Notices are a powerful tool in the ATO’s compliance arsenal. In today’s regulatory environment, directors must be vigilant and responsive. A failure to meet tax obligations—whether through late lodgements or non-payment—can have serious personal financial consequences, regardless of the company’s separate legal status.
Most association leaders face a persistent challenge: growing and retaining members. It’s not uncommon to hear stories of
members who join for a year, drop off, and then rejoin two years later. While this cycle may seem harmless, it carries hidden costs—such
as staff time, marketing expenses, onboarding resources, and software overhead—that
can quietly drain your association’s budget.
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national peak organisation, one question always lingers:
“How do we know we’re doing well?”
It’s a fair question—and an important one.
Too often, associations are eager to expand their membership before ensuring the organisation is on solid footing. But real, sustainable growth starts from within. Before you open the doors to new members, it's essential to check that the ship is seaworthy—strategically, financially, and operationally.
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