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Working From Home Deductions From 2023 Onwards

The ATO announced changes to working from home (WFH) deductions.

Taxpayers can choose either the ‘actual cost’ or the ‘fixed rate’ method to claim WFH deductions. Only the fixed rate method is changing. The revised fixed rate method applies from 1 July 2022 and can be used when taxpayers are working out deductions for their 2022–23 income tax returns.

From 1 July 2022 to 28 February 2023, the ATO will accept a record representing an estimate of the total number of hours worked from home (such as a 4-week diary). From 1 March 2023 onwards, taxpayers must keep records of the total number of hours they actually work from home.

Revised fixed rate method

The changes are:

  • The cents per work hour have increased from 52 cents to 67 cents and it covers energy expenses (electricity and gas), phone usage (mobile and home), internet, stationery, and computer consumables.
  • Expenses that can be claimed separately:
    • Depreciation of equipment used while WFH.
    • The repairs and maintenance of these assets.
  • The costs associated with cleaning a dedicated home office.
  • Taxpayers are not required to have a dedicated home office to claim WFH expenses under this method.
  • Taxpayers need to keep a record of all the hours worked from home for the entire income year. The ATO will not accept estimates, or a 4-week representative diary or similar document, under this method from 1 March 2023.
  • Records of hours worked from home can be in any form provided they are kept as they occur, for example, timesheets, rosters, logs of time spent accessing employer or business systems, or a diary for the full year.
  • Records must be kept for each expense that taxpayers have incurred which is covered by the fixed rate per hour.

Actual cost method

The actual cost method hasn’t changed. Taxpayers can claim the actual work-related portion of all running expenses.

The Extreme Cost Of Paying Super Late

Superannuation Guarantee (SG) payments for employees are due on the 28th day after the end of each quarter. The penalties for making this payment late are severe and rigorously enforced by the ATO.

Even if a payment falls one day late, the additional cost will always include:

  1. The requirement to lodge a Superannuation Guarantee Charge (SGC) statement.
  2. An admin fee per employee
  3. Interest
  4. A requirement to pay super on all salaries and wages (including overtime)
  5. Lost tax deduction for the payment

Other possible costs:

6. Penalties up to 200% of the “Super Guarantee Charge”
7. Director’s personal liability
8. Possible criminal charges for directors  
9. Other considerations

Penalty number 1: The Superannuation Guarantee Charge Statement

This time-consuming form needs to be lodged with the ATO any time the SG payment for a quarter is made late. It is due one calendar month after the SG due date. The form calculates the super, admin and interest amounts payable.

Penalty number 2: An admin fee per employee

An automatic non-deductible admin fee payable of $20 per employee, per quarter.

Penalty number 3: Interest

This is charged at a nominal rate of 10% and is calculated from the beginning of the relevant quarter until the lodgement of the SGC statement. It is paid to the ATO as part of the SGC, then paid to the employee’s super accounts by the ATO as a concessional contribution. The interest cannot be reduced or waived. 

Penalty number 4: Requirement to pay super on all salaries and wages

Normally SG is payable on Ordinary Time Earnings (OTE), which doesn’t include overtime. When calculating the SG shortfall, the amount is calculated on all salary and wages.

Penalty number 5: Lost tax deduction on late super

No amount of the SGC statement payment, including the superannuation, is tax deductible under s26.95 of ITAA97. This will likely be the largest cost to a business when the super is paid only slightly late.

Penalty number 6: 200% “Part 7” Penalty

This is a further penalty that can be imposed by the ATO for late lodgement of an SGC statement. The default rate of the penalty is 200% of the SGC amount.

Penalty number 7: Director’s personal liability

The ATO may issue a Director Penalty Notice (DPN) for unpaid SGC amounts, making directors personally liable. If the SGC statement was lodged on time, the DPN can be negated by appointing an administrator within 21 days. If the SGC statement was lodged late, the only way to settle the DPN is by paying the amount in full. The ATO is able to estimate SG amounts and assess them to directors even after a company has been liquidated.

Penalty number 8: Possible criminal charges for directors

Since 2019, the Commissioner of Taxation has had the power to pursue criminal penalties for serious breaches of SG obligations, including up to 12 months imprisonment for directors.

Other considerations:

  • Single Touch Payroll (STP) and electronic super reporting means the ATO has real time data on late super payments. There has been an increase in engagement by the ATO in the area.
  • There is no minimum dollar amount the ATO will chase for SGC. They will fully pursue every dollar.
  • Since there is no discretion under the law, it is irrelevant if the SG is owed to a sole director and shareholder.
  • Prospective purchasers of businesses will likely look back at a number of years of super payments to ensure there are no unlodged SGC statements during the due diligence process.
  • Employees are able to check their super balances more easily than ever. The ATO will investigate every single complaint they receive in relation to unpaid super.

When is super considered paid?

Super is considered paid when it is received in the employee’s super fund bank account. Some clearing houses advise employers to allow 10 business days, but this should be checked with the clearing house used.

Example

Assume SmallBus Pty Ltd has 10 employees and the wages paid in the March 2022 quarter were $250,000 with super accrued during the quarter of $25,000. SmallBus Pty Ltd makes the $25,000 payment in full on 27 April 2022, but the payment doesn’t reach the employee’s super funds until April 29. No SGC statement is lodged until 1 April 2023 after a letter is received from the ATO.

The non-negotiable cost of the late payment would be:

Admin fee                                            $200

Interest                                                $3,116

Lost tax deduction at 25%                  $6,250

Total                                                    $9,566

Additionally, the total penalty available to the ATO would be 200% or $19,132. Assume this is reduced by the ATO to 100% or $9,566.

Total cost of paying the super one day late: $19,132

On top of this, the directors could be personally liable for the SGC amount, even if SmallBus Pty Ltd were placed into liquidation. 

Tips for reducing SGC risk:

  • Paying super monthly or together with each pay run will reduce the overall cost of any mistake at the end of a quarter
  • Make payments well in advance of the due date
  • Monitor the super payable account to ensure super accrued from payroll is matched to payments

Please do not hesitate to contact your Harris Black Team member should you require any assistance or further clarification.

Brentnalls Leadership Hub Program Summary

by Michael Scott

In the accounting profession, we are always learning and undertaking training as there are always changes to the tax legislation that we need to be across; however, this training is always focused on improving our technical abilities only. This is why when invited to take part, I eagerly accepted the offer to undertake some leadership training to help round out my leadership capabilities. Over the past 8 months myself, and 14 other team members from throughout the Brentnalls network have undertaken the Brentnalls Leadership Hub Program. This Program has been run by Courageous Leaders and facilitated by Kevin Holloway who has been a knowledgeable and insightful instructor and coach.

The Program comprised of 8 monthly group face to face (via teams) presentations and discussions with a new topic each month. Each session stood alone but by the 3rd or 4th session we could see how each new topic was building on the previous learnings. The most helpful part of the course though was the habit builder, which ran for 21 days after each presentation and required us to check in daily to make sure that we were putting into practice what we had learnt. I found it to be very valuable in keeping what I had learnt in the forefront of my mind. We also had a buddy from the program (new buddy each month) which kept us accountable to completing our required check-ins.

The program covered the following topics:

  • Leadership is not a title, it’s a mindset
  • Self-Management;
  • Developing your delegator talent;
  • Supporting high performance;
  • Feedback conversations that empower change;
  • Deepening trust; and
  • Taming the advice monster in coaching

There were a few concepts which were harder to grasp and a few difficult conversations, but there were also some real breakthroughs. I think for me personally, I’ve found the confidence to delegate the jobs I need to, which will allow me to do my own job effectively and to trust other staff that with the right training and support they will be able to perform to the same level (if not better!) I’ve also learnt the importance of growing trust not only with you clients, but also within your own team, which will empower them to develop their skills much quicker than they otherwise would.

The program culminated with the Brentnalls national network conference on the Gold Coast in March. This was where the success of the program really shone – as several of the participants had only been to a few conferences (if any) and now suddenly there was an immediate group of friends from across all the firms which meant that rather than trying to meet a few people for the first time, there were already strong connections which could be further built upon.

I’d like to publicly thank the Brentnalls Executive Committee and the directors of Harris Black for running this course and for my invitation to attend.

Farewell Temporary Full Expensing (TFE)

Businesses have been able to elect to use TFE to write off the cost of new assets, reducing their taxable income and bringing forward depreciation deductions that would have otherwise been required to be taken over the useful life of an asset.

From 1 July 2023 onwards:

  • Businesses with a turnover below $10m, this reduces to $1,000 per asset
  • Businesses with a turnover above $10m, this reduces to $100 per asset

In order to still utilise the TFE rules, assets must be purchased and installed ready for use prior to 30 June 2023.

Seven Wastes

By Paul Whimp

Where there is a process, there is waste.

Toyota spent decades studying and eliminating wastes from all aspects of their businesses.  The result of their focus was the identification of seven wastes which are the most prevalent types of waste that exist in any business or process. 

By understanding these wastes and investigating their existence in your business you are able to then identify those high priority wastes that are causing unnecessary costs.

Estate Planning

By Brendan Power

At Harris Black, we have noticed a growing trend with clients taking an ever increasing interest in their personal wealth position, including how they will retire, and what will happen when they have passed away.

In the last dozen years there have been 2 major events, being the GFC and more recently the Covid19 pandemic. These have made people look past their business affairs, and more inwardly at their own personal future retirement and estate planning situation.

Nearly all our clients focus a large amount of their time and energy on their plans for business growth and business success and this often overshadows their consideration and management of personal affairs – eg reducing debt, accumulating and protecting their wealth, and planning for retirement and (sadly) their eventual death.

When completing clients’ personal work or during tax planning, we discuss what estate planning has been documented in the past.  Often this is just a simple Will (or worse, no Will).  Ultimately, many things may have occurred since the making of an initial or simple Will which can render it relatively ineffective, such as:

  • marriage
  • minor children,
  • adult children,
  • family trusts,
  • life insurance policies,
  • superannuation and the possibility of reducing the tax burden upon your death,
  • corporate beneficiaries (bucket company’s),
  • large beneficiary loans,
  • debts between entities,
  • debts with bans,
  • unequal loans or gifts to family members,
  • inheritances already received, or potentially receivable that will change your wealth position dramatically, and
  • concerns about your children’s current and future marriages (bloodline)

We have been able to assist clients in their initial selection of a suitable family planner lawyer (we have several we can recommend), and are generally involved in the initial discussions around their current structure, supply of key documents and often are part of discussions and raising questions on behalf of our clients. We effectively help project manage the estate planning process, as we want to ensure it suits our clients’ needs and that new (more effective) Wills actually get signed.

Other important aspects often get raised as part of this process, including:

  • Gifting to adult children (ie providing some assistance along the way, not just when you pass away)
  • Letter of wishes – this accompanies your Will, and whilst not legally binding it can provide guidance on how you would like things to be managed in the future
  • The use of a Testamentary Trust
  • Who is suitable Executor and/or Trustee of your Testamentary Trust – both now and in the future (eg when children become older)

Please give these points some thought, and we would be happy to have an initial chat around any concerns you may have.

How can we help you?

Today’s financial environment demands a regular review of strategy and a focus on execution.