Alex is Sprintlaw's co-founder and principal lawyer. Alex previously worked at a top-tier firm as a lawyer specialising in technology and media contracts, and founded a digital agency which he sold in 2015.
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If you run a company in Australia, directors’ duties aren’t just for ASX-listed boards - they apply to small proprietary companies, too.
Whether you’re a founder-director wearing many hats or you’ve brought in a trusted advisor to your board, understanding what counts as a breach of directors’ duties can save your business from serious risk.
In this guide, we’ll break down what those duties are in plain English, common ways breaches happen in small businesses, what the consequences can look like, and practical steps to prevent issues before they arise. We’ll also cover what to do if you suspect a breach has occurred and the governance documents that help directors make compliant decisions with confidence.
What Are Directors’ Duties In Australia?
Directors’ duties come from the Corporations Act 2001 (Cth) and general law. They set the baseline for how directors must act when running a company. In short, directors must act in the company’s best interests, with care, honesty and for proper purposes.
Core statutory duties
- Duty of care and diligence (s 180): make informed, rational decisions a reasonable director would make in the company’s circumstances.
- Duty to act in good faith in the best interests of the company and for a proper purpose (s 181).
- Duty not to improperly use position (s 182): don’t use your role to gain an advantage for yourself or others, or to harm the company.
- Duty not to improperly use information (s 183): information gained as a director can’t be misused for personal benefit or to the company’s detriment.
- Disclosure of material personal interests (s 191): tell the board about conflicts so decisions remain transparent and in the company’s interests.
- Prevent insolvent trading (s 588G): don’t allow the company to incur debts if it’s insolvent or likely to become insolvent.
There are also other governance rules directors should follow, like ensuring proper execution of documents and authority to bind the company. For example, decisions and delegations should align with your Company Constitution, and powers exercised by officers are shaped by section 126 of the Corporations Act. When executing contracts, using section 127 methods can reduce dispute risk about authority and due execution.
What Counts As A Breach Of Directors’ Duties?
A breach occurs when a director falls short of those standards. In small businesses, it often happens unintentionally - but the law still applies. Common scenarios include:
- Making big decisions without adequate information: approving a major loan or contract without reading key terms, forecasts or risk reports can breach the care and diligence duty.
- Mixing personal and company interests: using company funds for personal expenses, or entering a related-party deal on non-commercial terms, can breach the duties to act in good faith, for proper purposes and without improper use of position.
- Using business intel personally: acting on confidential company information to start a competing venture breaches the duty not to misuse information.
- Trading while insolvent: continuing to incur debts when the company can’t pay them as they fall due creates personal exposure for insolvent trading.
- Rubber-stamping decisions: signing contracts outside your authority, or without proper board consideration and documentation, may expose the company and the director.
- Ignoring conflicts: failing to disclose a material personal interest before the board considers a transaction can taint the decision and constitute a breach.
Realistically, breaches are less about perfection and more about process. Directors need to be informed, consider the company’s interests (not just shareholders or individuals in the short term), manage conflicts transparently, and keep proper records showing how decisions were made.
What Are The Consequences Of A Breach?
Breaches can have serious outcomes for both the company and the director. Depending on the conduct, ASIC or a court may impose:
- Civil penalties: financial penalties under the civil penalty regime (which can be significant).
- Compensation orders: directors can be ordered to repay losses the company suffered because of the breach.
- Injunctions: stopping the director from certain conduct.
- Disqualification: in serious cases, directors can be disqualified from managing corporations for a period.
- Criminal liability: dishonest or reckless breaches (for example, under s 184) can amount to criminal offences, with potential fines and imprisonment.
For insolvent trading specifically, directors may face personal liability for debts incurred while insolvent. This is why monitoring cash flow, creditor arrangements and early warning signs of financial distress is essential.
There are helpful frameworks that can reduce risk when used properly. The “business judgment rule” in s 180(2) is a defence to claims of breaching the duty of care and diligence where a director makes a business judgment in good faith, on an informed basis and without material personal interest. Understanding how the business judgment rule works in practice can be valuable for everyday governance - see Section 180(2) for more context.
How Do Breaches Typically Arise In Small Companies?
Small teams move fast, and that’s a strength. But pace without process can lead to problems. Common pressure points include:
Informal decision-making
Approvals via texts and quick calls are common. Without board packs, conflict disclosures, or minutes, it’s hard to prove a proper decision process later. This becomes an issue if a deal goes south and stakeholders or regulators review what happened.
Related-party transactions
Loans to founders, rent paid to a director’s entity, or buying assets from a related party aren’t inherently wrong - but they require extra care. Terms should be commercial, conflicts declared, and the decision documented by non-conflicted directors.
Cash flow crunch
When cash gets tight, businesses sometimes “push through” hoping revenue will catch up. Incurring more credit when a company can’t meet due debts risks insolvent trading. Directors should regularly consider the company’s solvency and, if needed, obtain advice early. Periodic board consideration of solvency and recording a solvency position can help, alongside processes such as a solvency resolution where appropriate.
Authority and execution gaps
Who can sign what? Are delegations clear? If an employee or director commits the company without authority, this can create costly disputes. Align execution processes with the constitution and use robust approvals and directors’ resolutions to authorise key actions.
“Founder lens” decision-making
Directors (especially founders) sometimes weigh decisions through a personal lens - tax, timing, or convenience - rather than what’s best for the company. That mismatch can lead to breaches, particularly around improper purpose, conflicts, and related-party benefits.
How Can You Reduce The Risk Of A Breach?
Good governance doesn’t have to be heavy. A few practical habits go a long way in small companies.
1) Clarify the rules of the game
Ensure your governance documents are up to date and reflect how you actually operate. That includes a clear Company Constitution and, if you have multiple owners, a tailored Shareholders Agreement dealing with decision-making, conflicts and reserved matters.
2) Run disciplined board processes
- Prepare board materials for significant decisions: include options, risks, and financial impacts.
- Call out any conflicts and record how they were managed (for example, a conflicted director leaves the discussion and doesn’t vote).
- Keep minutes and store them securely. Minutes are your evidence of a proper process.
- Use written approvals where appropriate, supported by a short directors’ resolution.
3) Use proper authority and execution
Set clear approval thresholds and delegations. Make sure those exercising authority understand section 126 authority to bind the company and adopt reliable execution practices under section 127 to avoid disputes about signing.
4) Manage conflicts early
Have a standing agenda item for conflicts. Ask directors to disclose material personal interests and update a conflicts register. For related-party deals, consider whether independent advice, benchmarking or approval by non-conflicted directors is needed.
5) Monitor solvency
Review cash flow, creditor terms and forecasted liabilities regularly. If warning signs emerge (overdue taxes, mounting payables, inability to refinance), seek advice early. Adjust operations, negotiate with creditors or consider restructuring options where appropriate.
6) Protect directors appropriately
Consider a Deed of Access & Indemnity that sets out access to company records and indemnity arrangements, in addition to any D&O insurance the company maintains. A documented Deed of Access & Indemnity can support directors in performing their role confidently.
7) Apply the business judgment framework
When making commercial calls, ensure you’re informed, free from material personal interest, and acting in good faith for the company’s benefit. Recording how you satisfied the elements of the business judgment rule (see Section 180(2)) can be helpful if a decision is later questioned.
What Should You Do If You Suspect A Breach?
Act promptly and methodically. Early, measured steps can limit harm and demonstrate responsible governance.
1) Preserve records and pause related decisions
Secure relevant emails, board papers, contracts and financial reports. If the suspected breach relates to a transaction underway, consider pausing completion steps while you assess the risk.
2) Identify conflicts and separate decision-makers
Where a director may be conflicted, ensure they are excluded from discussions about the response. This helps preserve independence and credibility of any decisions you make.
3) Convene the board and document your approach
Call a board meeting, set the scope of the issue, and minute the steps you will take. This might include seeking advice, engaging an independent investigator, or appointing a subcommittee.
4) Seek legal advice
Obtain advice on the nature of the suspected breach, your reporting and remediation options, and any immediate steps to protect the company (for example, restraining orders, contract variations, or recovery actions). This is particularly important if there are insolvency concerns, regulatory exposure, or criminal conduct indicators.
5) Notify insurers if applicable
Timely notification can be critical under D&O policies. Check notice requirements and preserve your rights under the policy.
6) Consider remediation
Depending on the issue, remediation might include reversing a transaction, seeking restitution from the director, improving controls, or obtaining shareholder approval where appropriate. Remember that some breaches can’t be cured by member “ratification” alone - get advice on what’s effective and permissible.
7) Assess ongoing fitness for office
In serious cases, boards should consider suspension or removal steps consistent with the constitution and the Corporations Act. If needed, call a members’ meeting to consider changes to the board composition.
Helpful Governance Documents For Small Businesses
The right documents make it easier to follow the rules and prove you’ve done so. Consider these foundations:
- Company Constitution: sets out decision-making rules, director powers, meetings, and share matters. Align your actual practices with these rules.
- Shareholders Agreement: clarifies how major decisions are approved, how conflicts are managed, and what happens on exits or disputes.
- Directors’ Resolutions: written approvals evidencing that decisions were informed, conflicts were managed and the company’s interests considered.
- Board Charter and Policies: short, practical documents on conflicts, delegations, and information handling help embed good habits.
- Deed Of Access & Indemnity: supports directors with access to records and sets indemnity parameters alongside insurance.
- Execution Protocols: simple checklists for using section 127 and verifying authority help prevent “who signed this?” disputes.
When your governance toolkit is clear and light, directors can spend more time on strategy and less time worrying about process.
Key Takeaways
- Directors’ duties apply to small companies too - they require care, good faith, proper purpose, transparency about conflicts and preventing insolvent trading.
- Breaches often happen through informal processes, related-party deals, poor documentation or pushing on during cash-flow stress without a solvency plan.
- Consequences can include civil penalties, compensation, disqualification and, for dishonest conduct, criminal liability; insolvent trading also carries personal risk.
- Practical governance - clear constitutions, shareholder rules, conflicts management, informed board processes and proper execution - reduces breach risk.
- Use the business judgment framework, keep good minutes, and seek advice early if issues arise; remediation and insurer notifications should be considered promptly.
- Core documents like a Company Constitution, Shareholders Agreement, directors’ resolutions and a Deed of Access & Indemnity support compliant decision-making.
If you’d like a consultation about directors’ duties and governance for your small company, you can reach us at 1800 730 617 or team@sprintlaw.com.au for a free, no-obligations chat.
