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the ATO, super funds, state revenue offices, and workers’ compensation schemes. And from 1 January 2025, there are criminal offence risks where intentional underpayments take place. Honest mistakes are excluded, but poor remediation can look like something more than a mistake if the numbers don’t reconcile. Successful remediation needs more than corrected pays. It needs evidence, clear ledgers, clean assumptions, and an independent set of eyes. Internal audit, risk, tax… someone who isn’t buried in the day-to-day processing and approvals to confirm the end-to- end holds up. By keeping the foundations tight with one remediation ledger, mapping statutory impacts before you pay anyone, sequencing that is done properly the first time, and building one coordinated amendment plan, you can reconcile payroll, finance, and every statutory position, telling a story that is consistent no matter where you read it.
Honest mistakes are excluded, but poor remediation can look like something more than a mistake if the numbers don’t reconcile.
“you’ve been selected” letter from the SRO because you underestimated risk in this area. Lastly, there’s Workers’ Compensation; the quiet achiever of remediation risk, because it’s often owned and driven outside payroll. Premiums are based on declared remuneration, but each state defines “remuneration” differently. When wages are corrected, the declarations need updating to match the policy periods. When this part is forgotten or inaccurate, insurers usually find it before you do. Regulators aren’t looking for the single corrected payment. With data spread across multiple and complex systems, regulators look for mismatches, unexplained movements, and amendments that don’t add up. Data matching is only getting more intense across
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GLOBAL PAYROLL MAGAZINE ISSUE 21
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