What is Payday Super?

Under the proposed Payday Super rules, employers will be required to pay employee superannuation contributions each payday, rather than quarterly.

The changes are designed to improve the visibility and timeliness of superannuation payments for employees, while helping reduce unpaid super across Australia.

For employers

The ATO has recently started emailing employers regarding Payday Super. If you have received correspondence from the ATO, it is important not to ignore it and to start preparing now.

Holmans recommends two key actions ahead of 30 June 2026:

• Start paying superannuation each payday now — this allows time to adjust payroll systems and internal processes before the new requirements commence.
• Pay the final quarterly super payment prior to 30 June 2026 — this may help avoid mismatching superannuation payments against the relevant payroll periods as the system transitions to payday reporting.

Employers should also ensure employee superannuation details are current and accurate prior to year end.

Further information is available via the ATO Payday Super page.

For employees

For employees, Payday Super means superannuation contributions will be received more regularly instead of waiting until the end of each quarter.

This provides greater visibility over employer super obligations and allows super balances to begin earning investment returns sooner.

Your employer may contact you prior to year end to reconfirm your nominated superannuation fund details. Other than this, no action is generally required from employees.

Preparing now can make the transition easier

While Payday Super is still approaching, businesses that begin adjusting processes early are likely to experience a smoother transition when the changes take effect.

If you have questions about how Payday Super may affect your business, payroll systems or reporting obligations, please contact the team at Holmans.

Further information:

• ATO – Payday Super
• AustralianSuper – Payday Super overview

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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@holmans.com.au

As you will probably have seen and heard at every possible juncture this week … The Federal Budget on the 12 May 2026 contained some of the most significant tax changes in decades.

While many measures are proposed and not yet passed into legislation, the direction of reform is clear and will have important implications for individuals, property investors, business owners and family groups.

Below is an overview of the key tax changes. Holmans have focused on 3 of the largest changes, which have had our phones and emails here running hot:

• Negative Gearing
• Capital Gains Tax – Removal of the 50% Discount
• Minimum 30% Trust Tax

Importantly, these 3 large changes are due to apply at dates in the future. So there is lots of time for water to flow under this bridge ….. and there is still plenty of time for the Government to make changes (Div 296 & Taxation of Unrealised Gains in Super anyone?). Importantly, there is nothing you need to do urgently before 30 June 2026 in relation to those announcements.

As always, the devil is in the detail, and that detail is yet to be released. So the below is our best interpretation of the proposed changes.

1. Negative Gearing Changes (applies from 1 July 2027)

Grandfathered rules and exemptions:

• Existing properties will retain the current treatment. So no change for existing properties, even post 1 July 2027.
• Superannuation Funds are not covered by these new rules.
• Applies to residential properties only, so commercial properties and share investments are exempt.

New Residential Properties/Rules:

• Negative gearing will be limited to newly constructed residential properties post budget night.
• For established residential properties, a better way to look at the changes is to think “quarantine”, rather than the gearing has being abolished:
  • Losses can no longer offset salary or other income
  • Instead, the losses are quarantined and carried forward
  • Losses can only be applied against future property income (including other rental properties) and future capital gains on property.

What happens between Budget Night and 1 July 2027:

• Normal rules until 1 July 2027.
• To avoid disappointment or regret, we strongly recommend you consult with your accountant prior to any new property purchase to confirm how it may be treated.

Implications:

• In future, more cashflow may be required to hold older residential properties because of the lost tax break along the way.
• Clients looking for negative gearing opportunities will likely focus their attention on New Developments, so increased competition for new stock is expected.
• Alternate structures and options are available, and they might be worth discussing with your Accountant.

2. Capital Gains Tax (CGT) Reform

This change has been “bundled” with the negative gearing changes above, but it actually applies to all asset types, not just property.

Replacement of the 50% CGT Discount (Applies from 1 July 2027)

• The current 50% CGT discount the capital gain amount (where you owned the asset for greater than 12mths) will be removed from 1 July 2027.
• Instead, it will be replaced with:
  • Indexation of the cost base for inflation, and
  • A minimum 30% tax on the “real” capital gain
• Applies broadly to individuals, trusts and partnerships. Does NOT apply to Superannuation Funds.
• Applies to all asset types, including businesses, property, shares, crypto and so-on.
• Transitional rules will preserve gains accrued before 1 July 2027. Valuations and ATO approved methods of calculation/apportionment, will apply to any gains that accrued pre (50% Discount method) and post 1 July 2027 (Indexation method).
• Importantly, Pre-CGT Assets will be caught in this tax change and the gain post 1 July 2027 will now be taxable.
• There is a limited exemption from the minimum 30% tax where you are on Government Benefits.

Implications:

• It is expected to increase the tax collected on investment disposals when compared to the 50% General Discount method.
• It may no longer be as important to defer CGT events to low-income periods. However, it is best to consult with your accountant first.

3. Discretionary Trust Reform – Minimum 30% Tax

This is a fundamental change in the tax and ordinary concepts associated with Family (discretionary) Trusts.

30% Minimum Tax (from 1 July 2028)

• Introduction of a 30% minimum tax on discretionary trust income
• Does not apply to Fixed Trusts, Superannuation Funds and some Special Trusts (Deceased Estate and Special Disability Trusts). Note, there is a fear it will apply to Testamentary Trusts.
• The 30% tax will be paid at the trustee (Trust) level and creates a non-refundable tax credit
• Beneficiaries are still then taxed on their gross distribution from the Trust and can apply the tax credit against any tax payable in their hands. Importantly though, it is a non-refundable offset, ensuring that a minimum of 30% tax is paid on all Trust income.
• Beneficiary companies (often referred to as Bucket Companies) are in an even worse position, and at this stage, are not entitled to a credit at all. It appears double taxation of the income will likely apply (tax of up to 51%).
• The Government will announce an expanded rollover relief from 1 July 2027 to allow Trusts to restructure (without Capital Gains tax implication) in preparation for the new rules. Whether Transfer (Stamp) Duty will apply to the restructure is still a matter for the States.

Key consequences/implications:

• Reduces effectiveness of income splitting
• Bucket Companies arrangements appear to be dead.
• If you operate your business out of a Trust, you will need to review your structure prior to 1 July 2028.
• If your family Trust owns shares in a trading company, you may still need to review your structure to prevent lost franking credits (Franking Credits now appear to convert to a non-refundable offset instead, not necessarily flow through).
• Where families have an average tax rate lower than 30% in a normal year, they may now be disadvantaged under this new Minimum Trust Tax. Wages or restructuring will be required to ensure excess tax is not paid.
• In short, if you have a trust in your Family Group, your structure needs to be reviewed prior to 1 July 2028.

There are too many possible implications to detail here. The devil will most certainly be in the detail. Holmans expect the Government will receive a lot of industry feedback prior to implementation and accordingly, there may be changes, exemptions or even extensions to this law. Regardless, it will be important to plan prior to 1 July 2028.

4. Personal Income Tax Relief

Income Tax Cuts (from 1 July 2026)

• The marginal tax rate for income between $18,201 and $45,000 reduces from 16% to 15%, and is legislated to reduce further to 14% from 1 July 2027
• Provides modest but broad-based relief across all taxpayers

$250 Working Australians Tax Offset (from 2027–28)

• A new annual tax offset of up to $250 for workers
• Applies to salary and wage earners (and includes sole traders)
• Designed to increase the effective tax-free threshold

$1,000 Instant Work-Related Deduction (from 2026–27)

• Taxpayers can claim up to $1,000 without substantiation
• Larger deductions can still be claimed under normal rules

Practical takeaway:

These measures provide modest relief and simplification, but are largely outweighed (for many clients) by changes on the investment side.

5. Business and Small Business Measures

Permanent Instant Asset Write-Off

• $20,000 write-off was made permanent, provides certainty for capital investment planning

Loss Carry-Back (Reintroduced and now permanent)

• Companies can offset current losses against prior profits

Start-Up Support

• Introduction of loss refundability for early-stage businesses

What This All Means for you

While the reforms are significant, several key points should guide you:

1. Timing Matters

• Most major changes commence from 1 July 2027 or later
• Provides a planning window of 1–3 years

2. No Immediate Action Required

• For the 2026 tax year it is business as usual, there are minimal direct impacts from the budget prior to 30 June. Of course, Holmans recommend Tax Planning every year, but there is no additional urgency because of the Budget Announcements.

3. Strategic Review Required In Future

Clients should consider reviewing their group structures and investment strategies, including but not limited to:

• Trust vs company structures
• Timing of asset disposals
• Investment strategy (property vs alternatives)
• Use of superannuation and other suitable structures as a tax shelter

4. Avoid Reactive Decisions

• Many of the announced measures lack final detail, and changes do often occur prior to becoming legislation.

See your accountant and early. Leave sufficient time for planning and any implementation. For now, watch this space.

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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@holmans.com.au

Thinking about entering the management rights industry? A free upcoming Brisbane event is set to provide valuable insights for both first-time buyers and experienced operators looking to better understand the current market.

Discover Management Rights Brisbane: 360° Insights for Every Buyer

This free industry event brings together some of Queensland’s most respected management rights specialists for an informative morning session covering finance, legal considerations, compliance, valuations, market conditions and buyer expectations.

Holmans is proud to be part of the expert panel, with Chantel Duplessis presenting on accounting and taxation considerations within the management rights industry. Chantel will provide practical insights into financial structures, taxation obligations and key accounting factors buyers should understand before purchasing a management rights business.

What Attendees Will Learn

• Current management rights market conditions and buyer expectations
• Finance, accounting and taxation considerations
• Legal, compliance and valuation insights
• How to better understand management rights business structures
• Key considerations when assessing opportunities
• Exclusive Brisbane listings presented publicly for the first time

Expert Industry Panel

• Trent Pevy – Pevy Lawyers
• Chantel Duplessis – Holmans Accountants
• Cameron Wicking – Mike Phipps Finance
• Mike O’Farrell – MLR Services
• Trevor Rawnsley – ARAMA
• Victor James – Validum

Prize Draw

Every registered attendee will go into the draw to win 2 x MRITP Course places with ARAMA, providing valuable industry training for those considering a future in management rights.

Event Details

• Date: Saturday 30 May 2026
• Time: 9:00 AM – 11:30 AM AEST
• Venue: Full Moon Hotel Sandgate
• Address: 118 Eagle Terrace, Sandgate QLD 4017
• Cost: Completely Free
• Refreshments: Morning Tea Provided
• Parking: Ample Parking Available

Whether you are just beginning to explore management rights or actively searching for the right opportunity, this event offers valuable insights from some of the industry’s leading professionals.

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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@holmans.com.au

Thinking about entering the management rights industry?

The upcoming Management Rights Made Easy Seminar on the Gold Coast is designed to provide an expert introduction to one of Australia’s most established accommodation and property investment sectors.

Hosted by ResortBrokers, the seminar will bring together leading specialists across sales, finance, accounting, legal, and training to help prospective buyers better understand how management rights businesses work and what to consider before entering the industry.

Seminar details:

• Date: Saturday 6 June 2026
• Time: 9:00am – 12:00pm
• Location: RACV Royal Pines, Gold Coast
• Address: Ross Street, Benowa QLD 4217

Fully catered morning tea will be provided, with limited spaces available.

Why management rights continue to attract buyers

Management rights businesses continue to attract strong interest from Australians looking for a combination of business ownership, lifestyle flexibility, and investment potential.

These businesses can provide:

• Strong recurring income streams
• Long-term agreements
• The opportunity to live onsite
• Lifestyle benefits in desirable locations
• Established operational systems
• Potential for long-term growth

For many buyers, management rights offer an appealing pathway into business ownership while living in sought-after regions such as the Gold Coast.

What attendees will learn

The seminar is designed to provide practical insights into the management rights industry, including:

• What management rights are and how they operate
• Why they are often considered secure, low-risk businesses
• The differences between holiday and permanent complexes
• Current opportunities in the Gold Coast market
• Finance structures and lending considerations
• Business structuring and taxation considerations
• Legal due diligence and contract pitfalls
• Training and licensing requirements

Meet the expert panel

ResortBrokers

Todd Warner, Clint Amos, and Nathan Bock are ResortBrokers’ Gold Coast management rights sales specialists. As market leaders in management rights sales, the team has handled numerous transactions across both holiday and permanent complexes.

The ResortBrokers team will provide current market insights and discuss where they believe the strongest investment opportunities currently exist.

Mike Phipps Finance

With more than 30 years of experience in accommodation industry finance, Mike Phipps Finance is recognised as one of Australia’s leading finance specialists in the sector.

Paul Grant will discuss the current state of the management rights industry, available finance options, and insights into lending considerations specific to management rights businesses.

Holmans Accountants

Holmans has conducted income verification reports for buyers on hundreds of management rights businesses across Australia.

Lel Parnis will provide practical insights into analysing profit and loss statements, understanding business performance, and structuring a management rights business effectively from an accounting and taxation perspective.

Pevy Lawyers

Pevy Lawyers acts for a significant number of new entrants into the management rights industry.

Amy McKee will discuss the importance of specialist due diligence when purchasing a management rights business, along with key pitfalls buyers should avoid throughout the contract and settlement process.

Validum Group

Victor James Pisanos from Validum Institute will provide information around training and licensing pathways within the real estate and property management industry.

Established in 2016, Validum Institute delivers online and blended learning courses across property services, sales, and property management.

An opportunity to learn from industry specialists

For anyone considering entering the management rights industry, seminars such as this can provide valuable real-world insights before making a major financial commitment.

Understanding the financial, legal, operational, and market aspects of management rights is an important part of making informed business decisions.

At Holmans, we continue to work closely with management rights buyers and operators across Australia, helping clients better understand financial performance, taxation considerations, and business structuring opportunities within the industry.

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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@holmans.com.au

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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@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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Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@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.

RECENT NEWS

CATEGORIES

AUTHOR

Accommodation & Management Rights Enquiries
Phone: (07) 5430 7666 or email accom@holmans.com.au