Payroll is due and the money is not there
Wages are a debt to each employee and paying late breaches the Fair Work Act and the applicable award. Chase the largest receivable today, talk to your accountant about the order of payments, and where there is equity in real property, a loan can settle in as little as 24 hours with funds paid where you direct them.

See if you qualify in sixty seconds. No credit check to apply, no financials, no payments for the first six months. That's the HomeSec Advantage.
See if you qualifyToday, in order
If pay day is this week, these are the things that actually move the position, roughly in the order they are worth doing. Most of them are not a loan.
- 1Ring your three largest debtors personally.Not an emailed statement — a phone call to the person who authorises payment, asking for a specific invoice to be paid on a specific day. A surprising proportion of overdue invoices are sitting in an approval queue that a phone call clears in an hour.
- 2Work out the exact number and the exact date.Gross wages, PAYG withholding, superannuation, and the date each falls due. Vagueness here is what turns a solvable gap into a crisis, because every option below needs a number.
- 3Call your accountant.Before you decide the order of payments. The order matters legally, not just practically, and it is not a decision to make alone at nine o'clock at night.
- 4Ask suppliers for terms, not for forgiveness.A supplier asked for thirty days on one invoice will often say yes. A supplier told nothing until they chase will usually say no and put you on stop supply.
- 5If there is equity in property, price the loan option properly.Not as a last resort, but as one option with a cost you can compare against the others. An indicative figure takes one phone call and commits you to nothing.
What a missed payroll actually triggers
| What is unpaid | What follows |
|---|---|
| Wages | A debt owed to each employee. Paying late breaches the Fair Work Act and the applicable award or agreement, and can attract penalties. In an insolvency, employee entitlements rank ahead of most other unsecured creditors. |
| PAYG withholding | Reported to the ATO whether or not it is paid. Unpaid PAYG withholding is one of the amounts a Director Penalty Notice can make the director's personal debt. |
| Superannuation guarantee | Late super is not deductible, attracts the superannuation guarantee charge, and is also within the director penalty regime. Payday super applies from 1 July 2026, with contributions due within 7 business days of the employee being paid. |
| The business itself | Continuing to incur debts while unable to pay them as they fall due is where a director's personal exposure for insolvent trading begins. This is the reason to involve an accountant early rather than late. |
General information, not legal or financial advice, and not a substitute for advice on your own circumstances.
Where a loan fits, and where it does not
A payroll loan is the right answer to a timing problem: the work is done, the money is coming, and the dates do not line up. That is an extremely common shape — a cleaning contractor carrying six weeks of payroll against a monthly ledger, a builder waiting on a certified claim, a transport operator invoicing a client on sixty-day terms. In all of those, borrowing bridges a gap that is going to close.
It is the wrong answer to a structural problem. If the business loses money on every job, or has lost the contract that carried the overhead, a loan funds one more pay run and makes the eventual reckoning larger — and it does it against your property. We decline those files, and we would rather say so in the first ten minutes than take a commitment fee. A person decides every loan. Every application is read by a Lending Manager and every credit decision is signed off by a person. We do not use artificial intelligence to assess, approve, decline or price a loan.
How much you can borrow
Take the property's value, multiply by 80% for residential security or 70% for commercial, and subtract what is already owing on it. What is left is roughly what is available, between $20,000 and $5,000,000. Several properties can be added together, and the borrower does not have to be the owner — companies, trusts and sole traders — including start-ups, with everyone on title signing. Up to 80% on residential and 70% on commercial. Lower on large acreage, and LVRs may reduce on properties worth less than $800,000.
From the call to the money
Tell us the deal
Amount, purpose, timing, the property and how the loan gets repaid. A Lending Manager gives you an indicative answer on that call — usually in minutes.
Minutes
Conditional approval
Photo ID, a rates notice and your most recent mortgage statement. That is the whole list, and it takes about fifteen minutes.
About 15 minutes
Funds released
As little as 24 hours from a clean, complete scenario. Paid where you tell us — to your account, or straight to the ATO.
As little as 24 hours
What it costs
Priced per file, on the property, the position, the amount and the exit. No rate is published, because a rate with "from" in front of it is the best file's number. How it is priced, and every fee that exists.
Questions we get on the phone
What happens if I cannot pay my employees on time?
Should I pay wages or the ATO first?
Can I borrow money just to pay wages?
I do not have business assets. Can I still borrow?
How fast can the money actually arrive?
Do I have to tell my staff?
Is unpaid superannuation worse than unpaid wages?
What if this is not a one-off?
Can the money be paid straight to my payroll account?
A Lending Manager will tell you on the call whether this works and roughly what is available. If it does not work, you will know today and can spend the time on something else. 1300 93 83 87, Mon–Fri, 8:30am – 5:30pm Melbourne time.
See if you qualify in sixty seconds
Three short questions, no credit check to apply and no financial statements. A Lending Manager reads it and calls you back with a real answer — not a call centre, not an algorithm.
That's the HomeSec Advantage.
Reviewed by Catriona Anderson, General Manager