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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.
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job — capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one person’s behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.
