Recently, credit card fees particularly on short-term accommodation bookings have often been passed directly to guests as a surcharge. That model, however, is changing. These upcoming credit card surcharge changes mean that by 31 October 2026, businesses operating in Australia will need to be prepared for a significant shift in how card payment costs are managed, with reforms aimed at restricting or effectively removing many credit card surcharges as a separate charge to consumers.

For management rights operators, this is more than just a compliance issue, it is a commercial challenge that may impact profitability, pricing strategies, and owner relations.

Why Are These Changes Happening?

The push to remove or limit card surcharges comes from increasing public and regulatory concern over “hidden fees” at checkout.

Consumers have become frustrated by advertised prices that rise at the point of payment due to additional charges. Regulators and policymakers have argued that payment by card is now the norm, not an optional luxury and therefore should be treated as part of the cost of doing business.

The reforms are designed to:

• improve pricing transparency;
• reduce unexpected costs for consumers;
• encourage fair competition; and
• simplify purchasing decisions

In practical terms, the expectation is that businesses should incorporate payment acceptance costs into their overall pricing structure, rather than presenting them as an add-on at the end of the transaction. For more detail on current surcharging rules and compliance, refer to the ACCC guidance on card surcharges.

Why This Matters to Management Rights Operators

Management rights businesses sit in a unique position.

Operators often manage both:

• short-term accommodation income (letting pool, online bookings, direct reservations); and
• agency-style relationships with lot owners (commissions, administration fees, reimbursements).

These two streams are treated differently from a commercial and legal perspective.

For guest-facing accommodation transactions, surcharge restrictions will likely apply in full. This means operators may no longer be able to add a separate credit card fee to booking invoices in the same way they historically have.

For owner-facing charges, however, the position can be materially different. Where fees are charged under an agency agreement i.e your Form 6 and Addendum, those charges are governed by contract and agreement, and not bound by the same restrictions applied directly to guests. In the context of these credit card surcharge changes, provided the agreement allows for reimbursement of transaction costs or is amended to do so and more importantly agreed by the owner in writing, there may be scope to recover these expenses from owners rather than guests.

The Commercial Impact

For many operators, merchant fees are significant. Between online travel agents, direct website bookings, EFTPOS terminals, and virtual card processing, payment acceptance costs are a substantial business expense and removing the ability to recover the cost from guests will negatively impact business profitability and business value. This is particularly the case in high-volume Corporate and holiday complexes.

If these costs can no longer be separately charged to guests, operators may face reduced net profits and increased pressure on commission structures

This is especially relevant in competitive tourism markets where raising advertised room rates may not always be commercially feasible.

The Sales Perspective: Why This Matters to Business Value

There is also an important sales consideration that management rights operators should not overlook. When a business is being prepared for sale, accountants and valuers will often review the adjusted profit and loss statement to determine the maintainable earnings of the business. These earnings form the basis of valuation and ultimately influence the sale price. If your business is currently charging guests a separate credit card surcharge, that income may appear in your Adjusted Profit & Loss as an identifiable revenue stream. However, once surcharge restrictions take effect, that income may no longer be considered sustainable to a purchaser. As a result, when preparing the adjusted profit and loss for sale, this surcharge income is likely to be excluded from the maintainable earnings calculation.

That exclusion can directly reduce the net profit of the business and because management rights businesses are typically valued on a multiplier of earnings, even a modest reduction in profit can have a significant impact on sale price. For example, if surcharge income contributes $20,000 annually and the business sells on a multiplier of 4.5x, the loss of that income could reduce business value by $90,000. This is why implementing a replacement strategy is critical.

If operators can transition those costs into another sustainable and contractually supported revenue source before sale, that income becomes more defensible as part of the ongoing earnings of the business. From a buyer’s perspective, the question is not whether the business was once able to generate surcharge income, but whether the earnings are repeatable under future operating conditions, particularly in light of these credit card surcharge changes. Without a clear strategy, surcharge revenue may be viewed as obsolete income and stripped out of valuation calculations.

In short, failing to adapt does not just affect day-to-day profitability, it can materially reduce the capital value of your business when it comes time to sell.

Options to Negate the Financial Impact of Credit Card Surcharge Changes

While the reforms may remove one revenue recovery mechanism, they do not eliminate all strategic options.

1. Build Costs into Room Rates

The most straightforward response is to incorporate merchant fees into advertised accommodation pricing. This spreads the cost across all guests rather than isolating it as a separate charge. While this may slightly increase accommodation tariff, it ensures compliance and may preserves margins without impacting the owners.

The downside is that it may reduce competitiveness in room pricing, if neighbouring operators absorb the cost differently.

If you increase room rates as part of this strategy, it is important to advise owners of the change and the reasoning behind it. As accommodation income belongs to the owner, and if an operator absorbs part of the accommodation tariff as a “merchant cost”, this directly impacts the owner from an Office of Fair Trading perspective and the owners should be properly notified of this stategry. From an Office of Fair Trading perspective, transparency is essential. Keeping owners informed helps demonstrate that the strategy is a compliant business response to regulatory change, rather than an undisclosed reduction in owner returns. Clear communication also reduces the risk of future disputes and supports the operator’s position as acting in good faith as agent.

2. Renegotiate Merchant Agreements

Many businesses accept their merchant fees as fixed, but providers often have flexibility, particularly where transaction volumes are high.

Operators should review:

• interchange rates;
• gateway fees;
• international card charges; and
• OTA virtual card costs.

Reducing processing costs at the source may offset much of the impact without changing pricing.

3. Recover Costs Through Owner Charges

This is where management rights businesses may have a unique advantage. Because the operator acts as agent for lot owners, and the relationship is governed by contract rather than consumer-facing payment law, transaction-related costs may be recoverable from owners in response to credit card surcharge changes, provided the documentation with owners supports it and the owners have signed and agreed to the charges.

Potential approaches include:

• introducing an administration or processing fee percentage to owners
• adjusting commission structures to reflect payment handling costs

This approach shifts the burden away from guests and the operator, and onto the parties who ultimately benefit from the bookings.

Importantly, this must be carefully documented, disclosed and agreed to avoid disputes.

4. Encourage Lower-Cost Payment Methods

Operators can reduce card reliance by promoting:

• direct bank transfer
• debit card over credit card
• BPAY or account-to-account payment systems; or
• alternative booking platforms with lower merchant costs.
• Reverting to a bank merchant facility

Even modest changes in payment mix can materially reduce processing expenses over time.

What Operators Should Do Now in Response to Credit Card Surcharge Changes

With the 31 October 2026 deadline approaching, operators should act early.

Key steps include:

• reviewing all guest-facing surcharge practices
• review and assess merchant fee costs;
• obtaining management rights specialist legal or management rights accountant for advice on owner agreement wording;
• updating Addendums and Schedule of Charges with the owners if required; and
• modelling the financial impact of alternative recovery strategies.

The businesses that adapt early will be in the strongest position to maintain profitability without breaching evolving payment regulations.

Final Thoughts

For management rights operators, the key is to review your current structure and identify how these additional costs will be managed in light of credit card surcharge changes. In practice, this will usually mean either on-charging appropriate costs to owners or adjusting pricing and operations where that is not possible.

The important part is to make informed decisions, communicate any changes clearly to owners, and ensure any recovery of costs is done within regulatory requirements and existing contractual arrangements.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

Many small to medium business owners managing Sunshine Coast business tax obligations are paying more than they need to — not because they’re doing anything wrong, but because they haven’t reviewed their structure, setup, or strategy recently.

If your business has grown, changed direction, or simply become busier, there’s a good chance your tax position could be improved.

Here’s a quick check to see if you might be overpaying.

1. Has your Sunshine Coast business grown in the last 12–24 months?

What worked when you first started may no longer be the most effective structure today.

If your revenue or profit has increased, staying as a sole trader (for example) could mean you’re paying more tax than necessary.

A simple review of your structure can often uncover opportunities to improve tax efficiency and protect your assets.

2. Are you just “lodging” instead of planning?

Many businesses fall into the habit of:

• Doing the books
• Lodging BAS and tax returns
• Repeating each year

Without stepping back and planning ahead.

Tax outcomes are largely determined before the financial year ends — not after.

If you’re only reacting at tax time, you’re likely missing opportunities.

3. Are you clear on what you can actually claim?

Uncertainty around deductions often leads to one of two outcomes:

• Overclaiming (which carries risk)
• Underclaiming (which costs money)

Common areas of confusion include:

• Vehicle use
• Home office expenses
• Equipment and asset purchases
• Travel and mixed-use expenses

Clarity here can make a meaningful difference.

4. Is your bookkeeping up to date?

Outdated or inconsistent bookkeeping makes it difficult to:

• Track profitability
• Make informed decisions
• Identify tax-saving opportunities

More importantly, it often leads to rushed decisions later on.

Good data = better outcomes.

5. Are you surprised by your tax bill each year?

If your tax bill catches you off guard, it’s usually a sign that:

• There’s no forward planning in place
• Cash flow and tax haven’t been aligned
• You’re operating reactively instead of proactively

A clear tax strategy should remove surprises.

For further guidance on deductions and compliance, the Australian Taxation Office (ATO) provides up-to-date information for businesses.

6. Have you reviewed your setup recently?

Things change:

• Business income increases
• New revenue streams appear
• Personal circumstances shift

If you haven’t reviewed your setup in a while, there’s a good chance it’s no longer optimised.

Why this matters for Sunshine Coast businesses

Many local businesses experience steady growth without revisiting how they’re structured or managed from a tax perspective.

Over time, this can quietly lead to unnecessary tax being paid year after year.

Final thought

Paying tax is part of doing business — but paying more than you need to shouldn’t be.

A simple review can often highlight opportunities to improve your position without adding complexity.

Want a second opinion?

If you’d like a clear view of where your business stands, the team at Holmans can review your current setup and identify any opportunities to improve your tax position.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

Act Now to Prepare for Payday Super

While Payday Super is due to officially commence on 1 July 2026, employers affected by the new rules should begin preparing now.

Holmans recommends that all employers start applying the new Payday Super approach before 1 July 2026 so that any systems, processes and cash-flow impacts can be managed well before the rules become mandatory.

What is changing?

Payday Super changes how and when employers must pay employee superannuation guarantee contributions.

From 1 July 2026, employers will be required to pay employees’ super guarantee on payday, rather than quarterly.

This means super contributions must be paid whenever employees are paid — whether that is weekly, fortnightly or monthly.

Under the new rules:

• Super guarantee will be calculated at 12% of an employee’s qualifying earnings (QE).
• Qualifying earnings bring together ordinary time earnings (OTE) and certain other payments into a single definition.
• Super contributions must be paid to the employee’s super fund on payday.
• The contribution must be received by the super fund within 7 business days of the pay run, unless an extended timeframe applies (for example for new employees).

Closure of the ATO Superannuation Clearing House

The ATO Small Business Superannuation Clearing House will close on 30 June 2026.

Employers currently using the ATO clearing house will therefore need to transition to an alternative clearing house provider.

More information about the closure can be found here:
ATO Small Business Superannuation Clearing House

What employers should do now

Holmans recommends that businesses begin preparing now by taking the following steps:

• Check employee superannuation details
  Ensure each employee’s superannuation fund details are current and recorded correctly.
• Confirm your payroll software is compliant
  Check that your payroll or accounting software is STP and SuperStream compliant and that it will support Payday Super requirements. If unsure, speak with your bookkeeper or software provider.
• Choose a new clearing house if required
  If you are currently using the ATO clearing house, you will need to move to an alternative provider.
• Begin paying super each pay run
  Holmans recommends transitioning to Payday Super payments before 30 June 2026. This allows your business time to understand the cash-flow impact, ensure payroll systems are working correctly and resolve any administrative issues before penalties apply.
• Ensure super details are obtained for new employees
  Employers should ensure they have valid superannuation fund details on file for all new employees. Where employees do not provide fund details, a Stapled Super Fund may need to be used. Holmans’ general preference is to ensure super details are provided before employment commences where possible.

A list of SuperStream-certified clearing houses can be found here:
SuperStream Certified Product Register

What happens if employers do not comply?

The consequences of failing to comply with Payday Super requirements can be complex and costly.

These changes have been introduced to ensure that employees receive their superannuation contributions on time.

The ATO will use Payday Super reporting data to identify non-compliance quickly and move into review and enforcement where required.

For most businesses, it will be far simpler to prepare early and ensure systems are ready before 1 July 2026.

Where can I find more information?

• ATO Payday Super overview
  ATO Payday Super Overview
• ATO employer preparation checklist
  ATO Payday Super Checklist for Employers
• Xero Payday Super resources
  Xero Payday Super Information

You can also speak with your bookkeeper, payroll provider or software provider.

Need help preparing for Payday Super?

If you would like assistance reviewing your payroll systems, clearing house arrangements or superannuation processes, Holmans can help.

Please contact the Holmans team to discuss how your business can prepare for Payday Super before the 1 July 2026 deadline.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

Ready to take the next step in your accounting career?

Holmans is looking for an experienced and driven Senior Accountant / Client Manager to join our growing team on the stunning Sunshine Coast.

This is a work-from-home role for candidates based in Brisbane or the Gold Coast, with regular connection to our Sunshine Coast team as needed.

This is more than a job — it’s an opportunity to thrive in a values-driven firm that believes in genuine client care, collaboration, and having a little fun along the way.

About Holmans

We’re a long-established, 4-partner firm with offices in Noosa and Maroochydore. Holmans is proud to deliver exceptional service and strategic advice, with deep expertise in the accommodation and tourism sectors, particularly Management Rights businesses.

Our Accommodation Team works closely with clients across the full lifecycle of their business, from acquisition and growth through to optimisation and exit planning.

We’ve built a culture around support, professional growth, and genuine care for each other and our clients. If you’re seeking variety, flexibility, and real career progression this is the place.

Your Role

As a Senior Accountant / Client Manager – Accommodation Team (Management Rights Focus), you will:

• Building lasting relationships with clients, particularly in the accommodation industry
• Delivering tax, accounting, and business advisory services
• Providing strategic guidance in areas such as forecasting, cashflow, and growth planning
• Preparing financial statements, tax returns, BAS and payroll tax obligations
• Being a trusted advisor and part of the client’s success journey
• Prepare Adjusted Profit & Loss for Sale Reports and Financial Verification Reports
• Contribute to the development of systems, workflows, and best-practice processes within the Accommodation Team
• Mentor and support junior team members as the team continues to grow

What We Offer

• A welcoming, supportive team culture
• Quarterly tax updates, specialist training, and structured career progression
• A variety of interesting work — no two days are the same
• Leading systems, templates and workflows to make your job easier
• Work-from-home role for candidates based in Brisbane or the Gold Coast, with periodic travel to the Sunshine Coast for team connection and training
• Regular team events and social catch-ups

About You

• Ideally you’re based in Brisbane or the Gold Coast and comfortable working remotely with a Sunshine-Coast and Brisbane based team
• You’re a confident communicator and relationship-builder
• You take ownership of your workload and enjoy managing a diverse client portfolio
• You have a minimum of 5 years’ experience in public practice
• You’re CA or CPA qualified (or close to completion)
• Experience with Management Rights businesses or accommodation clients is highly regarded
• You’re professional, but don’t take yourself too seriously and you love being part of a positive, motivated team

Let’s Talk

This is a rare chance to join a leading Sunshine Coast firm with a loyal client base and an exceptional internal culture. If this sounds like you, we’d love to hear from you.

To apply, email your resume and cover letter to accom@holmans.com.au or visit our Careers Page and submit your information via our careers form.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

Dual cab utes continue to cause confusion for small businesses when it comes to fringe benefits tax. A common belief is that heavy-duty work vehicles are automatically exempt from FBT, regardless of how they are used.

The reality is more nuanced. The Australian Taxation Office has made it clear that FBT can apply to the private use of dual cab utes, even where the vehicle is capable of carrying significant loads.

Why dual cab utes attract ATO attention

Vehicles provided to employees, directors, or business owners can give rise to fringe benefits tax when they are used for private purposes. This includes dual cab utes supplied as part of a work arrangement.

While certain exemptions exist, the ATO is concerned that many businesses focus only on whether a vehicle can carry a load of one tonne or more, without properly considering how often the vehicle is used for personal trips.

Regular private use — such as school drop-offs, shopping, or recreational travel — may result in FBT applying, even where the vehicle is primarily used for work.

When a dual cab ute may be exempt from FBT

A dual cab ute may be exempt from fringe benefits tax where it is designed to carry loads of one tonne or more, is not primarily used to carry passengers, and any private use is minor, infrequent, and irregular.

This exemption depends not only on the design of the vehicle, but also on how the vehicle is actually used in practice throughout the year.

What counts as minor and infrequent private use

The ATO provides specific guidance on what qualifies as minor and infrequent private use. For journeys undertaken for a wholly private purpose (other than travel between home and place of work), the exemption will generally apply only where:

• The employee does not use the vehicle to travel more than 1,000 kilometres in total for private purposes during the FBT year, and
• No single private return journey exceeds 200 kilometres.

If either of these thresholds is exceeded, the private use may no longer be considered minor and infrequent, and FBT may apply to the dual cab ute.

Further detail on this guidance is available in the ATO’s practical compliance guidance on minor and infrequent private use of vehicles.

Why record-keeping matters

To apply the correct FBT treatment, businesses must understand how their vehicles are being used. This involves identifying the type of vehicle provided, distinguishing between work and private use, and keeping accurate records.

• Odometer readings
• Logbooks or trip records
• Clear internal vehicle use policies

Strong record-keeping can help support a business’s position if the ATO reviews its FBT obligations. More general guidance on vehicle fringe benefits can be found on the ATO’s FBT and cars page.

FBT reporting and compliance obligations

Where a fringe benefit arises, employers must calculate the taxable value of the benefit and pay any FBT owed by the relevant lodgement date. In some cases, the benefit may also need to be reported through Single Touch Payroll.

The ATO has identified FBT compliance as an ongoing focus area for small businesses, supported by data-matching systems designed to identify employers who may be understating their obligations.

Reviewing your vehicle arrangements

The rules around FBT on dual cab utes are often misunderstood. What appears to be minor private use can quickly fall outside the exemption if usage patterns change or records are incomplete.

Regularly reviewing vehicle arrangements as part of your broader accounting and tax management can help reduce the risk of unexpected liabilities. Businesses with company vehicles may also benefit from reviewing their overall fringe benefits tax position to ensure the correct treatment is being applied.

Unsure whether FBT applies to your dual cab ute?

Holmans works closely with business owners and employers to assess vehicle use, apply the correct FBT treatment, and ensure records align with ATO guidance. Get in touch to review your vehicle arrangements and avoid unexpected FBT liabilities.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

As we move into 2026, many Sunshine Coast small businesses are refining their budgets, reassessing their financial goals, and planning for the year ahead. This Sunshine Coast budgeting 2026 approach is especially important as businesses prepare for a new financial cycle. Whether you’re running a café in Noosa, a trades business in Maroochydore, a medical practice, or a boutique accommodation property, a clear, well-structured budget is one of the strongest tools you have for building profitability and reducing financial stress.

Below is a practical, accountant-approved budgeting guide to help Sunshine Coast business owners start 2026 with clarity, confidence, and a plan for growth.

1. Review Last Year’s Numbers First

Budgeting starts with hindsight. Before projecting forward, take a close look at 2025:

• What were your biggest income months?
• When did cashflow tighten? (Common on the Coast: Feb–Mar, and post-winter.)
• Which expenses blew out unexpectedly?
• Did labour, rent, supplies, or utilities increase?
• Were there any one-off costs that won’t repeat?

For Sunshine Coast operators, seasonal patterns matter. Tourism cycles, holiday peaks, school terms, weather patterns, and local events all shape income and demand. Knowing these patterns helps create a realistic budget instead of wishful thinking.

2. Set Clear, Realistic Revenue Targets

Revenue forecasting for 2026 should bridge two realities:

• What your business historically earns
• What is reasonably achievable in changing market conditions

To build accurate targets, consider:

• Expected client demand
• Local economic conditions
• Industry-specific seasonal factors
• Planned expansions or new services
• Pricing adjustments or cost-of-living impacts

On the Sunshine Coast, population growth and ongoing construction activity mean many industries continue to expand. Businesses in trades, health, tourism, and retail should build targets that reflect this opportunity—without overextending.

3. Plan for Increased Costs (They’re Coming)

Operating costs have been rising across the Coast, particularly in:

• wages (due to award increases)
• insurance
• materials and supplies
• rent and commercial leases
• utilities
• software subscriptions
• compliance requirements

Your 2026 budget should build in realistic cost increases rather than relying on 2025 figures. A small buffer of 5–10% for variable expenses can help prevent shortfalls.

4. Reassess Your Pricing Strategy

Many business owners hesitate to adjust prices—but failing to increase prices while costs rise will erode profit.

Key considerations:

• When was your last price review?
• Are your margins still healthy?
• Are competitors on the Coast charging more?
• Have clients increased expectations for service, speed, or quality?

Sunshine Coast customers are value-driven, not necessarily bargain-driven. Transparent, modest price increases are accepted when communicated well.

5. Build a Strong Cashflow Forecast

Cashflow challenges are one of the most common issues we see at Holmans.

For 2026, your cashflow plan should include:

• Expected income by month
• BAS and tax instalments
• Super payments
• ATO obligations
• Loan repayments
• Quarterly/annual bills
• Seasonal dips in revenue
• Busy periods requiring more staffing or stock

Businesses on the Coast can often experience slower winters and strong summers—your forecasting should reflect this rhythm.

For general guidance on business budgeting, you can also refer to the Australian Government’s business.gov.au budgeting resources.

6. Prepare for Your 2026 Tax Obligations

Many Sunshine Coast businesses are caught off guard by tax bills because budgeting didn’t account for:

• tax instalments (PAYG)
• GST fluctuations
• superannuation guarantee increases
• deductions timing
• asset purchases
• changes to instant asset write-off thresholds

Early planning avoids end-of-year cash stress. A quarterly review with your accountant helps keep tax obligations predictable and manageable.

7. Review Your Business Structure

A new year is the perfect time to check whether your business structure still suits your income, risk level, and growth.

Consider a review if:

• profit has increased significantly
• you’re taking on employees
• you’re adding a second business
• you now own valuable assets
• you’re exposed to greater risk
• you’re paying more tax than necessary

The right structure can improve tax efficiency, asset protection, and succession planning—especially important for family-run Sunshine Coast businesses.

8. Update Your Payroll & Staffing Plan

Labour shortages remain a consistent challenge across the Coast.

Your 2026 budget should include:

• award updates
• minimum wage increases
• recruitment expectations
• holiday loading
• overtime
• training requirements
• additional staff for peak seasons

A good staffing plan protects service quality during busy tourism periods and reduces overspending during quieter months.

For up-to-date information on pay rates, minimum wages and award changes, visit the Fair Work Ombudsman’s pay and wages guide.

9. Review Subscriptions, Overheads & Hidden Costs

Every small business has recurring expenses that quietly grow over time.

Do a 2026 audit of:

• software subscriptions
• merchant fees and bank charges
• phone & internet plans
• insurance policies
• unused tools or services

Many Sunshine Coast businesses save thousands each year simply by trimming unused or overpriced services.

10. Set Clear Profit Goals for 2026 as Part of Your Sunshine Coast Budgeting Strategy

Finally, budgeting isn’t just about controlling expenses—you can’t cut your way to growth, so it is more about planning for profit.

Define:

• a target profit margin
• personal income goals
• money to reinvest in the business
• funds for tax and savings
• buffers for quiet months
• goals for debt reduction

Turning profit into an intentional, planned number—rather than something you “hope” happens—is the biggest shift that separates growing businesses from stagnant ones.

Final Thoughts

A strong, well-built 2026 budget gives Sunshine Coast business owners confidence, stability, and a roadmap for growth. Whether you’re adjusting for rising costs, planning for expansion, or preparing for seasonal shifts, taking the time to structure your financial year now will pay dividends all year long. A well-planned Sunshine Coast budgeting 2026 strategy helps businesses stay resilient and focused throughout the year.

Need help building a 2026 budget for your business?

Holmans specialises in supporting Sunshine Coast business owners with budgeting, forecasting, tax planning, and personalised accounting advice. Get in touch to start 2026 with clarity and confidence.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

The Federal Government is moving ahead with Tranche 2 reforms to Australia’s Anti-Money Laundering and Counter-Terrorism Financing (AML/CTF) Act 2006, expanding the regime to include new “gatekeeper” professions such as real estate agents, lawyers, accountants, and trust-service providers.

These reforms are scheduled to take effect from 1 July 2026 and will require real estate professionals to conduct customer due diligence, report suspicious transactions, and combat financial crime.

What is covered under “real estate services”?

Under the legislation, a designated service includes:

• Brokering the sale, purchase, or transfer of real estate on behalf of a client (for example, acting as a sales agent or buyers’ agent).
• Property developers selling real estate directly to purchasers.
• Assisting in the planning or execution of a real estate sale or transfer (such as settlement or transfer of title).

In other words, if your business is involved in the sale or purchase of property, you’ll likely fall within the new Tranche 2 regime.

Activities that do not involve the sale or transfer of ownership—such as property management, residential leasing, and holiday letting—are expected to remain outside the scope of the reforms.

What this means for real estate agents

Once the reforms commence, real estate agencies that provide designated services will become “reporting entities” under the AML/CTF Act and will be required to:

1. Enrol with AUSTRAC. You must enrol your business with AUSTRAC within 28 days of providing a regulated service. Enrolment for Tranche 2 entities will open on 31 March 2026. Enrol or register here.
2. Implement an AML/CTF Program that sets out how you will identify, mitigate, and manage money-laundering and terrorism-financing risks.
3. Perform customer due diligence (KYC) on vendors and buyers before providing services.
4. Report suspicious matters and certain transactions to AUSTRAC.
5. Maintain records of identification, transactions, and compliance activities.

Failure to comply could lead to significant penalties and regulatory action.

What about management rights operators?

For those in the management rights industry, most activities involve property management and short-term or permanent letting. These services do not involve property sales or transfers, and therefore are unlikely to be captured under Tranche 2.

However, if you are a manager who also acts as a selling agent (for example, selling units in your complex or referring buyers for commission), those specific activities may bring you within the new regime.

What you should do now

Although the start date is still a while away, preparation should begin early. We recommend that real estate businesses:

• Review your service offerings to confirm whether you are involved in any “designated services” under the reforms.
  • Use a decision tool to determine if you may be regulated — check your status here.
• Assess your existing processes for verifying clients’ identities and recording transactions.
• Start building an AML/CTF Program appropriate to your size and risk profile.
• Train your team on identifying and reporting suspicious activity.
• Stay informed as the final legislation and AUSTRAC guidance are released.
• Enrol or register with AUSTRAC (enrolment for Tranche 2 entities opens on 31 March 2026).

For real estate agents who sell property, AML/CTF obligations are coming and compliance will soon become a normal part of doing business. While the new rules are still being finalised, early awareness and preparation will make the transition far smoother.

For more information, see AUSTRAC’s summary of obligations for the reforms: read the AUSTRAC guidance.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

No one enjoys the idea of an Australian Taxation Office (ATO) audit — but it’s a reality that individuals, investors, and business owners should understand and prepare for. The good news is that most ATO audits are triggered for specific reasons. With accurate reporting and open communication with your accountant, you can reduce the risk — and the stress — of an ATO review.

How often does the ATO conduct audits?

While not every taxpayer will face an audit, the ATO conducts thousands of reviews and audits every year across Australia. These are often targeted at industries or activities where discrepancies are more common, such as:

• Cash-based businesses (cafés, salons, trades, hospitality).
• High-value property or capital gains transactions.
• Unusually large deductions or expenses compared to similar taxpayers.

With increasingly sophisticated data-matching technology, the ATO automatically cross-checks information from banks, employers, superannuation funds, land titles offices and even digital platforms like Airbnb, Uber and eBay. If something doesn’t match what you’ve lodged, the ATO can quickly flag it for review.

Who might be audited by the ATO?

The ATO uses data analytics to identify potential red flags in tax returns and BAS statements. Common audit triggers include:

• Income that doesn’t match employer, bank or third-party data.
• Deductions that are unusually high for your occupation or industry.
• Sudden changes in income or expenses without a clear explanation.
• Failure to lodge tax returns or BAS on time.
• Being involved in arrangements that appear to artificially reduce tax.

Even when your records are accurate, you can still be selected for a random review — which is why keeping your documentation up to date is so important.

Why full disclosure to your accountant matters

Your accountant can only prepare accurate and compliant returns based on the information you provide. If income, expenses, assets or business activities are withheld, forgotten or misrepresented — even unintentionally — the risk of an issue during an ATO audit increases.

It’s also worth noting that your accountant generally cannot be held responsible for errors or penalties that arise because the information supplied by the client was incomplete or incorrect.

By being fully transparent, you allow your accountant to:

• Ensure your returns comply with current tax law.
• Claim all legitimate deductions — but not the risky ones.
• Prepare supporting documentation in advance.
• Defend your position more effectively if the ATO asks questions.

At Holmans, we always encourage clients to tell us everything upfront — prevention is far cheaper than responding to an audit.

The real cost of an ATO audit

An audit isn’t just inconvenient — it can be costly. Depending on the scope of the review, you may face:

• Professional fees for responding to ATO queries.
• Time spent locating and providing records.
• Interest and penalties if tax has been underpaid.
• Repayments that can stretch back several years.

Because of this, some businesses and high-risk industries choose to take out audit insurance to cover the professional costs of dealing with an ATO review. If you’re unsure whether this is appropriate for you, speak with us and we can outline the pros and cons.

How to stay on the safe side

You can’t completely remove the possibility of an audit, but you can make yourself far less likely to be targeted — and far easier to defend — by following some good practices:

• Keep thorough records — invoices, receipts, bank statements, logbooks.
• Lodge on time — late lodgements are a simple audit trigger.
• Be consistent from year to year, especially with deductions.
• Ask before you claim — get advice before making unusual or large claims.
• Respond to ATO correspondence quickly — never ignore a letter.

Good record-keeping plus an active relationship with your accountant is still the best defence.

Need help reducing your audit risk?

An ATO audit doesn’t have to be a nightmare. With transparency, solid documentation, and the right advice, you can get through it — or better still, avoid it.

Holmans helps clients across the Sunshine Coast and throughout Australia to stay compliant, minimise audit risk and understand exactly what the ATO is looking for.

Contact Holmans today to talk about ATO audit risk, audit insurance, or tax compliance for your business.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

ATO Targets Tradies and Professional Services

The Australian Taxation Office (ATO) has flagged the construction industry and the professional services sector for closer review. Here’s what small businesses should know.

Industries Under the Microscope

• Construction and professional services
  These sectors (tradespersons and professional services such as engineers, consultants, and accountants) are seeing recurring compliance issues with reporting and record keeping.

Common Tax Issues

• Incorrect income reporting
  Omitting sales or under-declaring income in BAS and tax returns remains a frequent error.
• Overclaimed expenses
  Private or personal costs are being claimed as business deductions when they shouldn’t be.
• GST mistakes
  Businesses are missing GST registration when required, or overclaiming GST credits.
• R&D Tax Incentive (R&DTI) errors
  Claims are being made for activities that don’t meet eligibility criteria or lack proper documentation.

Key ATO Warnings

• Closer monitoring
  The ATO is watching closely and will apply penalties and interest where errors are found.
• Amendments and audits
  You may be asked to amend returns or face an audit if reporting doesn’t align with records.
• Seek help early
  If you’re struggling to meet obligations, get assistance from a registered tax agent, a business adviser, or the ATO.

What the ATO Expects

• Report all business income
  Ensure no jobs, invoices, or deposits are left out of BAS and tax returns.
• Claim only legitimate business expenses
  Keep personal and business costs separate and substantiate deductions.
• Maintain complete records
  Keep full and accurate documentation, especially for R&D activities and expenses.
• Register for GST when required
  Register once your turnover exceeds the $75,000 threshold (or earlier if applicable).

Small Business Growth and Complexity

• Obligations increase as you grow
  Tax and super become more complex, particularly for businesses with $1 million–$10 million turnover.
• Accuracy matters
  Take extra care with income, deductions and offsets as your operations expand.

In Short

• Now is the time to review
  Double-check your reporting, record keeping and R&D claims—the ATO is paying attention, and strong documentation is your best defence.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

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Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au

Holmans Celebrates at the 2025 ARAMA TOP Awards

On Friday, 12 September, the Australian Resident Accommodation Managers Association (ARAMA) hosted their annual TOP Awards night at The Star Brisbane. The evening was a celebration of excellence, connection, and recognition for the outstanding performers and contributors within the management rights industry.

This year’s event saw record-breaking participation, with the highest ever number of nominees, votes, finalists, and attendees. It marked the third time in six years that the event sold out, reinforcing just how important the TOP Awards have become for the industry.

A Night to Remember

From the moment guests arrived, there was a palpable sense of excitement. The evening was elegantly hosted by Kimberley Busteed, whose warmth and professionalism set the perfect tone for the night. Entertainment came in the form of three talented magicians, adding surprise and delight throughout the celebration.

A highlight of the evening was the attendance of Queensland Premier David Crisafulli, a long-time supporter of ARAMA and the management rights sector. His presence was a ringing endorsement of the industry’s importance, having attended the very first TOP Awards back in 2019 when he was the Shadow Tourism Minister.

“It was an evening of connection, celebration and recognition for The Outstanding Performers across our industry.”

Holmans’ Double Recognition

I was incredibly proud to see Holmans receive double recognition at this year’s awards.

• Service Provider of the Year — Holmans was named a finalist, a reflection of our team’s dedication to supporting and championing the management rights sector.
• Life Membership Award — I was truly humbled to be awarded Life Membership for my contributions to ARAMA and its members over the past 25 years.

Being acknowledged in this way is a career highlight and a testament to the wonderful people I’ve had the privilege of working with over the years — both at Holmans and within the wider industry.

“A huge thank you to ARAMA for the double recognition at Friday night’s 2025 TOP Awards! I’m greatly honoured to be acknowledged by ARAMA, which does so much to champion the management rights industry that we’re proud to be a part of.

To our clients — thank you for entrusting us with your business. We’ll never take it for granted and will continue to give you our all.”

Looking Ahead

As I reflect on the night’s celebrations, I’m filled with gratitude and excitement for the future. The ARAMA TOP Awards have become a vital and positive fixture in the management rights industry, and I’m proud that Holmans plays a role in this incredible community.

Congratulations to all the winners, nominees, and finalists who continue to raise the bar and make our industry stronger every year.

I look forward to coming together again in 2026 for another evening of connection, celebration, and recognition at the ARAMA TOP Awards.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

RECENT NEWS

CATEGORIES

AUTHOR

Holmans Noosa: (07) 5430 7600 or email info@holmans.com.au
Holmans Maroochydore: (07) 5451 6888 or email infohm@holmans.com.au