Director Penalty Notices are surging: how to respond (and when to restructure).

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Categories: Bankruptcy, News, Personal Insolvency, Small Business RestructurePublished On: 30/09/2025

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Director and adviser reviewing a 13-week cash-flow to respond to a Director Penalty Notice within 21 days`

Why this matters

The ATO has materially tightened recovery. In FY2023–24 it issued 26,702 DPNs (up ~50% on the prior year), and by 31 March 2025 had already issued 59,320 for the year to date. Enforcement is back on in earnest.

DPN types (in plain English)

  • “Non-lockdown” DPN (liability reported on time):
    • Directors have 21 days to pay, appoint a VA, or appoint a liquidator and
    • Directors can obtain remission by acting within the 21 day notice period. (ATO DPN’s)
  • “Lockdown” DPN (liability not reported by the due date):
    • No remission via SBR, VA or liquidation;
    • Payment (or a valid defence) is required.

Immediate steps if a DPN arrives

  1. Triage the debt: Break down PAYG/GST/SGC components; confirm lodgement status to see if any portion is a “lockdown” DPN. (ATO DPN’s)
  2. Check the clock: 21 days (non-lockdown DPN) runs from the date the ATO posts the notice to the ASIC-registered address—update your details.
  3. Stabilise cash flow: Build a simple 13-week cash flow to test options (pay/VA/SBR).
  4. Document director steps: Minutes showing active monitoring assist safe harbour assessment.
  5. Engage early: Contact your local Rodgers Reidy office to assess your options

Safe harbour & when to restructure

  • Safe harbour may protect directors while a genuine turnaround plan is developed and implemented; it requires timely lodgements, employee entitlements up to date and proper records.
  • SBR: If viable and under the SBR thresholds, SBR allows directors to remain in control while a compromise is offered to creditors. (Rodgers Reidy (SBR))
  • VA/DOCA: Consider where liabilities exceed SBR limits, or other critical components require Administrator appointment and greater urgency.

Key signals SBR may fit

  • Core business profitable pre-debt; customers/suppliers intact.
  • Existing Tax debt, with lodgements broadly up to date;
  • Some employee entitlements payable (including Superannuation);
  • Creditors open to a commercial compromise.

Call Rodgers Reidy

Talk to our Small Business Restructuring specialists or your local Rodgers Reidy office to triage a DPN quickly and decide whether an SBR is the correct option for your business. (Rodgers Reidy (SBR))

David Holton

Director

David began his professional career in the manufacturing and wholesale distribution industries in various Accounting & IT positions. Since joining Rodgers Reidy in 2006, he has gained extensive expertise in formal insolvency appointments, restructuring and corporate recovery assignments and various forensic and investigative accounting roles across a wide range of industries.

David Holton

Director

David began his professional career in the manufacturing and wholesale distribution industries in various Accounting & IT positions. Since joining Rodgers Reidy in 2006, he has gained extensive expertise in formal insolvency appointments, restructuring and corporate recovery assignments and various forensic and investigative accounting roles across a wide range of industries.

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