Pick your dates and tell people

• Confirm shut-down dates (last day open, first day back).
  
  
• Tell customers and suppliers via email, website banner, socials, and your voicemail.
  
  
• Nominate an emergency contact for truly urgent issues (and define what “urgent” means).
  
  

Set up out-of-office (that actually helps)

• Email OOO: include dates, who to contact, and when accounts/payroll will be actioned.
  
  
• Phones/voicemail: mirror the same info.
  
  
• Handover notes: one page for whoever is on call - open jobs, key deliveries, passwords/access (stored securely), and important phone numbers.
  
  

Money & deadlines: the Jan/Feb pair (and the April squeeze)

Two key dates apply to the same Oct–Dec quarter:

• Superannuation (Q2) is due 28 January - contributions must arrive in funds by that date. If you’re only back a few days before, queue the payment now (payroll file + clearing house + cash).
  
  
• BAS (Q2) is due 28 February - the ATO gives an extra month because of holidays. Helpful, but the next BAS (Q3, Jan–Mar) is still due 28 April, so there’s only two months between February and April lodgements. Plan cash flow so those don’t collide.
  
  

Do before you close:

• Raise/send all December invoices; schedule friendly reminders.
  
  
• Reconcile banks to month-to-date; start a draft BAS folder.
  
  
• List January pay runs and supplier payments; pre-schedule anything that falls while you’re closed.
  
  

Cash flow over the break

January receipts are often slow while expenses keep ticking.

• Forecast Jan–Apr: wages, rent, super (28 Jan), BAS (28 Feb & 28 Apr), big supplier bills.
  
  
• Line up a buffer (overdraft/working capital) in case debtors pay later than usual.
  
  
• Offer multiple payment options now (card, PayTo, BPAY) to speed collections.
  
  

Operations: pause cleanly, restart smoothly

• Last orders/dispatch: set cut-offs and stick to them.
  
  
• Suppliers: confirm their closures and lead times; place any critical orders now.
  
  
• Plant/vehicles/refrigeration: service if due; set monitoring alerts (who gets the message if something trips).
  
  
• Security & premises: check alarms, lights, timers, and waste pickups.
  
  

Team: clarity beats availability

• Publish a simple who’s on / who’s off plan and escalation steps.
  
  
• Lock in rosters for the first two weeks back so you’re not juggling on day one.
  
  
• If staff can be contacted, set reasonable boundaries (e.g., one check-in window every few days).
  
  

Systems, logins, and scams

• Make sure at least two people can access banking, payroll, ATO/ASIC portals (MFA tested).
  
  
• Backups run and a quick restore tested.
  
  
• Remind the team about phishing and invoice-change scams, which spike over holidays.
  
  
• Remove any temporary or old user access.
  
  

First week back: a short checklist

• Super (Dec quarter): confirm it’s paid/queued to land by 28 January.
  
  
• Debtors: chase December invoices; issue statements.
  
  
• BAS (Q2): start compiling (bank recs, payroll summaries, GST checks) for 28 February.
  
  
• Q3 BAS plan: pencil key dates now, noting the 28 April due date.
  
  
• Reopen huddle: safety, priorities, urgent customer follow-ups, and a light production/booking plan.
  
  

Actually switch off

• Choose a small window for any essential check-ins - then log out.
  
  
• Turn off push notifications; let your nominated contact triage.
  
  
• Keep your messaging consistent everywhere so expectations match reality.
  
  

The wrap-up

If you’ll be shut for a week or two, line up the essentials now: tell people your dates, set helpful out-of-office messages, pre-schedule key payments, and prepare for the 28 January super deadline and the 28 February BAS, with 28 April close behind. Do that, and you’ll come back rested, ready, and not racing the calendar on day one.

To find out more about how we can help you, please contact one of our team at admin@wrightsca.com.au.

**Important notice:** This article provides information rather than financial advice. The content of this article, including any information contained in it, has been prepared without taking into account your objectives, financial situation, or needs. You should consider the appropriateness of the information, taking these matters into account, before you act on any information.