Camden Professionals

Managing Change in Your Small Business

Running a small business in Australia means constantly adapting. Technology evolves quickly, customer expectations change, new competitors emerge and government regulations continue to shift. For many small business owners, change can feel overwhelming. However, businesses that manage change effectively are often the ones that grow faster, improve profitability and stay competitive in challenging markets.

Whether you are implementing new technology, restructuring your team, expanding into new markets or responding to economic pressures, a structured approach to change management can significantly increase your chances of success.

This article explains how Australian small business owners can successfully manage change using proven leadership and organisational strategies.

Why Change Management Matters for Small Businesses

Large corporations often have dedicated departments to manage organisational change. Small businesses rarely have this luxury, which means the responsibility typically falls directly on the owner or leadership team.

Without a structured approach, change can create confusion, resistance among staff and disruption to daily operations.

Effective change management helps businesses:

Maintain team morale during transitions
Improve operational efficiency
Reduce disruption to customers
Increase employee engagement
Achieve long term strategic goals

Research from leadership expert John Kotter has shown that many organisational change initiatives fail because leadership underestimates the importance of communication, alignment and internal support.

For small business owners, this makes strong leadership and team engagement even more important.

Common Reasons Small Business Change Initiatives Fail

Before exploring how to manage change successfully, it is useful to understand why change efforts often fail in small businesses.

The most common reasons include:

Lack of Clear Communication

Employees may not understand why changes are being introduced or how those changes affect their roles.

Limited Staff Engagement

If team members feel that change is imposed on them rather than involving them, resistance can develop quickly.

No Clear Vision

Without a clear destination, employees struggle to understand what success looks like.

Poor Leadership Alignment

If managers or senior staff are not aligned with the change strategy, confusion spreads throughout the business.

Failure to Remove Operational Barriers

Old processes, outdated technology or conflicting priorities can slow progress and frustrate staff. Small business support organisations such as the Council of Small Business Organisations Australia regularly highlight the importance of strong leadership and planning when navigating change.

Step 1: Get Your Team Onboard Early

The first step in successful change management is gaining support from your team.

People are naturally resistant to uncertainty. When employees feel excluded from decisions, they often become hesitant to support new initiatives.

Start by communicating openly with your staff about the upcoming change.

Explain:

Why the change is necessary
What risks the business faces if it does not adapt
How the change will benefit the organisation and its employees

Encourage open discussion and invite feedback from staff members.

Practical ways to build early support include:

Holding team meetings to discuss the change
Sharing customer feedback or industry trends that justify the change
Asking staff for suggestions and input
Demonstrating transparency in decision making

Building trust early in the process can dramatically increase the likelihood of success.

Step 2: Build a Strong Change Leadership Team

In small businesses, the owner often drives change. However, relying on one person alone can limit the effectiveness of the process.

Instead, create a small internal leadership group that supports the change initiative.

This group should include respected team members from different parts of the business.

Their role is to:

Help communicate the change to colleagues
Provide feedback from their departments
Encourage collaboration across the organisation

A strong internal coalition creates momentum and reinforces the importance of the initiative.

In many successful organisations, this leadership group becomes the engine that drives the transformation forward.

Step 3: Develop a Clear Vision for the Future

People need to understand where the business is heading and why the change is necessary.

A clear vision helps employees connect daily activities to the broader goals of the organisation.

For example, your vision might include:

Becoming the most trusted provider in your local market
Improving operational efficiency through new technology
Delivering a better customer experience

Your vision should be simple, concise and easy for employees to understand.

Practical steps include:

Writing a short vision statement describing the future of your business
Creating a roadmap outlining how the change will be implemented
Ensuring leadership communicates the same message consistently

When employees understand the long term purpose behind the change, they are far more likely to support it.

Step 4: Communicate the Vision Consistently

Communication is one of the most critical elements of successful change management.

If the vision is only discussed once, employees may quickly return to old habits.

Instead, business owners should integrate the vision into everyday operations.

This can include:

Discussing progress during team meetings
Incorporating the vision into staff training programs
Linking employee performance goals to the change initiative
Sharing regular updates on progress and results

Open communication also provides opportunities to address employee concerns.

By answering questions honestly and transparently, leaders can reduce anxiety and build confidence within the team.

Step 5: Remove Barriers That Prevent Progress

Even when employees support change, operational barriers can slow progress.

These barriers may include outdated systems, unclear job roles or internal resistance.

Small business owners should regularly assess whether existing processes support the new direction.

Common barriers include:

Inefficient workflows
Lack of staff training
Conflicting performance incentives
Technology limitations

Addressing these issues quickly helps maintain momentum.

Some businesses also appoint internal change leaders who are responsible for implementing and monitoring the process.

Recognising and rewarding employees who support the change can further reinforce positive behaviour.

Step 6: Create Short Term Wins to Build Momentum

Large business changes often take months or even years to fully implement. Without visible progress, employees may lose motivation.

Short term wins help demonstrate that the strategy is working.

Examples of early wins might include:

Successfully launching a new digital system
Improving customer service response times
Reducing operational costs through improved processes
Achieving higher customer satisfaction ratings

Celebrating these wins is important. Public recognition encourages employees and reinforces their commitment to the change.

Short term achievements also help justify continued investment in the transformation process.

Step 7: Build on Early Success

Once early improvements are achieved, businesses should continue refining their systems and processes.

Successful organisations treat change as an ongoing journey rather than a one time project.

After each milestone, evaluate:

What worked well
What could be improved
What opportunities exist for further innovation

Encouraging employees to contribute ideas can also strengthen the culture of improvement.

New perspectives often reveal opportunities that leadership may overlook.

Businesses that embrace continuous improvement tend to adapt faster to new challenges.

Step 8: Make Change Part of Your Business Culture

For change to be sustainable, it must become embedded within the organisation’s culture.

This means integrating the new practices into everyday business operations.

Key strategies include:

Including new values in recruitment and onboarding processes
Training new staff to follow updated systems and procedures
Recognising employees who support the change
Sharing success stories throughout the organisation

When leaders consistently reinforce the change, it becomes part of how the business operates.

This ensures that progress continues even as new employees join the organisation.

Practical Change Management Tips for Australian Small Businesses

In addition to the structured steps above, small business owners can benefit from several practical strategies.

Use Government Business Resources

Australian business owners can access a wide range of support resources through Australian Government – Business.gov.au.

These resources include guidance on planning, leadership and business improvement.

Seek Industry Advice

Professional organisations such as CPA Australia and Chartered Accountants Australia and New Zealand often provide insights into business transformation, financial strategy and risk management.

Invest in Staff Development

Providing training helps employees adapt to new systems and technologies more quickly.

Monitor Progress Regularly

Track performance indicators to measure whether the change initiative is delivering the expected results.

Stay Flexible

Even the best plans may need adjustments. Successful leaders remain open to new information and adapt their approach when necessary.

The Role of Leadership During Business Change

Leadership plays a critical role during periods of organisational change.

Employees often look to business owners and managers for reassurance and direction.

Effective leaders demonstrate:

Confidence in the strategy
Consistent communication
Openness to feedback
Commitment to supporting employees

Strong leadership helps build trust and reduces uncertainty within the organisation.

When employees believe in the leadership team, they are far more likely to embrace change.

Conclusion: Turning Change into Opportunity

Change is inevitable for Australian small businesses. Economic shifts, technology advancements and evolving customer expectations mean that businesses must continually adapt.

While change can be challenging, it also presents significant opportunities.

Businesses that approach change strategically can improve efficiency, strengthen customer relationships and create new growth opportunities.

By engaging your team, communicating clearly and implementing changes in manageable stages, you can transform uncertainty into progress.

With the right leadership and a structured approach, change becomes not just a challenge but a powerful driver of long term business success.

How can we help?

If you have any questions or would like further information, please feel free to give our office on 08 9221 5522 or via email – info@camdenprofessionals.com.au or arrange a time for a meeting so we can discuss your requirements in more detail.

General Advice Warning

The material on this page and on this website has been prepared for general information purposes only and not as specific advice to any particular person. Any advice contained on this page and on this website is General Advice and does not take into account any person’s particular investment objectives, financial situation and particular needs.

Before making an investment decision based on this advice you should consider, with or without the assistance of a securities adviser, whether it is appropriate to your particular investment needs, objectives and financial circumstances. In addition, the examples provided on this page and on this website are for illustrative purposes only.

Although every effort has been made to verify the accuracy of the information contained on this page and on this website, Camden Professionals, its officers, representatives, employees, and agents disclaim all liability [except for any liability which by law cannot be excluded), for any error, inaccuracy in, or omission from the information contained in this website or any loss or damage suffered by any person directly or indirectly through relying on this information.

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The Essential Business Metrics Every Business Owner Must Track in 2026

As the new year begins, it’s common for business owners to focus on growth, more sales, more customers, more staff and more opportunities. But growth is only meaningful when you have full visibility of the numbers driving your business. Revenue can rise while profits fall, cash flow can tighten even in busy seasons, and marketing spend can increase without producing a return.

To stay in control, every business owner should monitor a core set of financial and operational metrics. These performance indicators reveal the health of your business, highlight risks early, and help you make smarter decisions with confidence.

Profitability Margins: The True Indicator of Business Health

Revenue matters, but profitability determines long-term sustainability. Your profit margins show how much of each dollar in sales becomes profit after costs. A business generating $1 million in revenue but only retaining $50,000 has a net profit margin of just 5%, which may not be enough to support hiring, investment or debt.

Profit margins should be assessed quarterly and compared with industry benchmarks. Declining margins may signal rising supplier costs, labour inefficiency, or pricing that’s too low for the value you deliver.

Tip: Review margins every quarter and compare them with industry benchmarks. If margins are slipping, reassess pricing, streamline operations or reduce wasteful spending.

Cash Flow Forecasting: Protecting Your Business from Shortfalls

Many profitable businesses fail due to poor cash flow timing. A rolling 12-month cash flow forecast helps you anticipate whether you’ll have enough liquidity to pay wages, suppliers, GST, and ATO liabilities when they fall due. This forecast should be updated monthly to reflect actual results versus projections.

You may have $200,000 in invoices due soon, but if customers pay late, you could find yourself struggling to meet immediate commitments.

Tip: Update your forecast monthly and run “what if” scenarios such as unexpected expenses or delayed customer payments to ensure you have a cushion.

Debtor Days: Understanding How Fast Customers Pay You

Debtor days measure the average time customers take to pay their invoices. A high debtor-days number means cash is tied up in unpaid invoices, often forcing you to fund your business out of your own pocket.

If your terms are 30 days but customers typically pay in 60, you’re effectively providing interest-free loans to your clients. Accounting software often includes KPI dashboards that calculate this metric automatically.

Tip: Use automated reminder emails, consider small early-payment discounts, and review credit terms to reduce late payments.

Revenue per Employee: Measuring Efficiency and Productivity

Revenue per employee shows how effectively your team and systems are operating. It is calculated by dividing total revenue by the number of full-time equivalent (FTE) employees. A declining number may indicate that productivity has slipped, new staff require training, or your workflow and processes need tightening.

This metric is especially useful during growth phases, when hiring decisions can significantly impact profitability.

Tip: Use revenue per employee to guide hiring plans and identify whether training, technology, or process improvements can boost productivity.

Gross Profit Margin: Testing Whether Your Pricing Is Right

Your gross profit margin measures profitability after direct costs such as contractors, materials and delivery expenses. It reveals whether your pricing is sustainable and whether rising costs are eating into profit.

To calculate your gross margin, subtract direct costs from sales and divide the result by sales. Analysing margins by product or service line can highlight which offerings create the most value and which may be dragging down profitability.

Tip: Review gross margins quarterly, adjust pricing when costs increase, and renegotiate with suppliers to improve your cost base.

The 5 Weekly Metrics Every Business Owner Should Review

In addition to monthly and quarterly financial KPIs, there are five simple metrics that should be checked every week. These numbers help you spot changes quickly and make proactive decisions before problems escalate.

Weekly Revenue -Monitoring Growth Momentum

Tracking weekly revenue reveals buying patterns, marketing effectiveness, and seasonal shifts. Rather than waiting for monthly figures, weekly tracking helps you intervene quickly when sales dip.

Tip: Break revenue down by category service type, product line, sales channel or client type to clearly see what’s driving growth.

Cash on Hand – Your Most Important Safety Buffer

Cash on hand shows how long your business can operate without generating new income. Reviewing this weekly ensures you’re never caught off-guard before payroll or major expenses.

Tip: Aim to maintain at least 8–12 weeks of operating cash to protect against unexpected downturns.

Leads and New Enquiries – Predicting Future Sales

Your pipeline determines your future revenue. If leads start slowing now, sales will slow later even if business feels strong today.

Tip: Track where your leads come from and focus investment on the highest-converting sources.

Conversion Rate – Turning Enquiries Into Sales

Improving conversion rates is often the fastest way to increase revenue without increasing marketing spend. Understanding where leads drop off helps you refine your sales process.

Tip: Map your sales process and identify one point each week to improve—whether it’s faster follow-ups or clearer proposals.

Accounts Receivable – The Money Owed to You

Monitoring invoices owed to you, especially those 30, 60 or 90 days overdue, keeps your cash flow stable and prevents blow-outs in working capital.

Tip: Set automated reminders or implement stricter payment terms to reduce late payments without damaging client relationships.

Conclusion: Tracking the Right Metrics Builds Stronger, More Profitable Businesses

Business success isn’t just about working harder; it’s about understanding the numbers that drive performance. By monitoring profitability, cash flow, debtor days, productivity and gross margins alongside weekly operational KPIs, you gain clarity, control and confidence. These insights allow you to respond faster, focus on what works, and build a business that grows sustainably year after year.

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Small Business CGT Concessions Explained | Reduce CGT

Selling a business or even just its assets can result in a substantial Capital Gains Tax (CGT) liability. For many small business owners, this tax can significantly reduce the financial benefit of years of hard work.

Fortunately, Australian tax law offers four major CGT concessions specifically designed to help eligible small businesses minimise or completely eliminate this tax. Understanding how these concessions work, along with the criteria you must meet to qualify, is essential for strategic tax planning and maximising the final return from your business sale.

Understanding CGT for Small Business Owners

Capital Gains Tax applies when a business owner disposes of an asset and makes a profit from the sale. This may include selling the business itself, goodwill, equipment, or other assets. The amount of CGT payable depends on how long the asset was held and whether the business meets specific small business eligibility requirements.

Fortunately, small business concessions can dramatically lower this tax -or remove it altogether, if applied correctly.

Eligibility Requirements for Small Business CGT Concessions

Before you can access any of the small business CGT concessions, you must first satisfy the basic eligibility conditions. Importantly, depreciating assets do not meet these conditions.

Depreciating Assets and CGT Concessions

Depreciating assets are excluded because:

Under the uniform capital allowance system, any profit or loss on a depreciating asset used for business purposes is treated as ordinary income or a deductible balancing adjustment. Since the gain is included directly in your assessable income, small business CGT concessions do not apply.
If part of the asset’s use was for private (non-taxable) purposes, any capital gain arising from that private-use portion also does not qualify for the concessions, as it does not relate to business activity.

Aside from the small business 50% active asset reduction, all CGT concessions have additional specific requirements.

Step 1: Determine if You Are an Eligible Entity

You must fall into one of the following categories:

A CGT small business entity with aggregated turnover of less than $2 million.
An individual not running a business, but holding an asset that is used in the business of an affiliate or connected entity (passively held assets).
A partner in a partnership that is a small business entity, where the relevant asset is:
- an interest in a partnership asset, or
- an asset you personally own (not a partnership interest) but which is used in the partnership’s business.
An entity that meets the maximum net asset value test.

Step 2: The Asset Must Be an Active Asset

To qualify, the asset must pass the active asset test, meaning it must be used, or held ready for use in the course of carrying on a business for a required minimum period.

Step 3: Additional Rules for Shares or Trust Interests

If the asset is a share in a company or an interest in a trust, you must also meet additional ownership and control conditions to access the CGT concessions.

Step 4: CGT Events Involving Partnerships

This step applies to CGT events occurring after 7:30 pm AEDT on 8 May 2018 involving the creation, transfer, change or ending of rights to:

income or capital of a partnership, or
an amount calculated by reference to a partner’s entitlement to partnership income or capital.

If the CGT event ends your right or interest, you must have held a membership interest in the partnership immediately before the event.
For all other events, you must hold a membership interest immediately after the CGT event.

To access the small business CGT concessions, you must first be an eligible entity, dispose of an active asset, and satisfy any additional requirements relating to shares, trusts, or partnerships. Depreciating assets are excluded, as gains from them are taxed under separate rules. Ensuring you meet all eligibility conditions is essential before applying any of the small business CGT concessions

The Four Key Small Business CGT Concessions

Small Business 15-Year Exemption

If your business has owned an asset for at least 15 years and you are retiring or permanently incapacitated, you may be able to disregard the entire capital gain. This is one of the most generous concessions available and can enable eligible business owners to sell tax-free.

Small Business 50% Active Asset Reduction

This concession allows you to reduce the capital gain on an active business asset by 50%. Combined with the general 50% CGT discount available to individuals and trusts (for assets held longer than 12 months), it can result in significant tax savings.

Small Business Retirement Exemption

Under this concession, business owners may be able to disregard up to $500,000 of capital gains over their lifetime. Owners under 55 must contribute the exempt amount into a complying superannuation fund, offering both tax relief and retirement planning benefits.

Small Business Rollover

Instead of paying CGT immediately, you may defer all or part of the gain for up to two years -or even longer if you acquire a replacement asset or improve an existing one. This is especially useful for owners who reinvest in a new business or restructure their operations.

Eligibility Requirements: What You Must Meet

To access these concessions, your business must generally satisfy the Small Business CGT conditions, which include:

Meeting the $2 million turnover test or the $6 million maximum net asset value test
Ensuring the asset is an active asset used in the business
Satisfying additional criteria for each specific concession

Because the rules can be complex, business owners should seek advice early -ideally well before selling to ensure their structure and circumstances align with the eligibility guidelines.

Conclusion

The Australian small business CGT concessions can provide powerful tax advantages when selling a business or its assets. By understanding the four major concessions and ensuring your business meets the relevant conditions, you can significantly reduce your tax burden and retain more of the proceeds from your sale.

While these concessions can be very generous, there are numerous rules, checks and balances that you are required to tick off before accessing them.

Small business CGT concessions are also a high attention area of the ATO which means you need to be equipped with solid advice and ensure eligibility before the ATO conducts a review. Timing is crucial here, do not leave it until it is time to lodge a tax return, seek advice as soon as you are thinking of selling.

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A Complete Guide to Selling Your Business – Steps & Strategy

Starting and growing a business requires determination but preparing to sell it can be just as demanding. Whether you’re planning retirement, pursuing new opportunities, or responding to market interest, a well-designed exit strategy protects the value you’ve built and ensures the best possible outcome.

Strategic exit planning helps you stay in control, avoid common pitfalls and maximise the final sale price.

Why are you selling?

Buyers will always ask: “Why are you selling?” Being clear about your motivation helps set expectations, guides negotiations and strengthens trust.

Consider:

Are you ready to exit, or willing to stay on during a transition?
What outcome do you want—immediate sale, long-term earn-out, or partial exit?

Clarity around your “why” keeps you focused and aligned with your advisers throughout the sale process.

Engage Specialist Advisers Early

Selling a business is rarely a solo exercise. Most owners only sell once in their lifetime, so experienced advisers are essential. Your team should include:

M&A advisers or brokers
Accountants
Tax specialists
Lawyers

These advisers help refine your sale structure, prepare financials, assess market value, manage due diligence and negotiate terms—reducing risk and improving results.

Explore All Buyer Options

The first offer is rarely the best one. Professional advisers can identify and approach a wide range of potential acquirers, including:

International buyers
Private equity or institutional investors
Competitors or strategic buyers
Management teams or long-term employees

Better-aligned buyers often pay higher prices due to synergies or strategic advantages. Keep your long-term goals in mind when assessing offers.

Get Organised and Document Everything

Due diligence is one of the most time-consuming parts of a sale. Buyers expect complete, accurate and timely information covering at least:

Three years of financial statements
Contracts and agreements
Leases
Employee information
Asset registers
Forecasts, business plans and process documentation

Being “deal ready” significantly increases buyer confidence, reduces perceived risk and can meaningfully improve valuation.

Separate Personal and Business Expenses

Business value is often based on a multiple of earnings. If personal or non-core expenses run through the business, they can distort earnings and reduce valuation.

To maximise sale price:

Remove non-business expenses
Clearly document historical adjustments
Maintain clean, accurate financial records

This transparency strengthens buyer trust and supports higher valuation multiples.

Understand the Tax Implications

Many sales are delayed because owners don’t fully understand the tax consequences of their business structure. Consult a tax adviser early to determine:

Capital gains tax impact
Eligibility for small business CGT concessions
Optimal entity structure
Tax-effective sale strategies (e.g., share sale vs. asset sale)

Proper tax planning can significantly increase your net proceeds.

Stay Focused on Business Performance

Declining performance during a sale process is one of the biggest value killers. Buyers pay for future earnings, so keep the business running at full strength.

This may mean:

Strengthening management capabilities
Delegating responsibilities across teams
Ensuring key staff can assist with due diligence without affecting operations
Maintaining confidentiality protocols

Stable performance leads to stronger offers and smoother negotiations.

Manage Capital Expenditure Strategically

Before investing in new equipment or upgrades, consider:

Will it improve efficiency and profitability?
Will buyers recognise the added value?
Is there a risk of overcapitalising?

Ensure your assets are well-maintained and aligned with industry standards but avoid unnecessary spending that won’t increase sale value.

Reduce Perceived Risk for Buyers

Buyers ultimately pay for the future earning potential of your business. Reduce their perceived risk by providing:

A credible, well-supported strategic plan
Forecasts based on realistic assumptions
A strong history of financial performance
A clear growth story

Businesses demonstrating sustainable growth opportunities typically command higher valuations and more interest.

Consider a Staged Exit

Not all exits require selling 100% upfront. Many buyers prefer staged exits because they:

Preserve customer and staff relationships
Allow knowledge transfer
Reduce risks for both parties

For sellers, staged exits can:

Provide immediate capital
Allow continued participation in future growth
Reduce daily responsibility while retaining some ownership value

This approach can balance financial return with lifestyle goals.

Conclusion: Prepare Early to Maximise Your Business Sale

Selling your business is one of the most important financial decisions you’ll ever make. By preparing early, understanding your motivations, getting your documentation in order and surrounding yourself with experienced advisers, you dramatically improve your chance of a smooth, profitable exit.

A well-structured plan not only reduces risk but also helps unlock the full value of what you’ve built ensuring your next chapter starts on the strongest possible footing.

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Made a mistake charging GST?

As a small business owner, getting your GST right is crucial. However, mistakes can happen, even to the most diligent among us. If you discover that you’ve incorrectly charged GST on a sale, don’t worry—there are steps you can take to correct the mistake.

How This Might Happen

There are a few common reasons why you might end up incorrectly charging GST:

You mistakenly treated something that isn’t actually a sale as a taxable sale.
You treated a GST-free or input taxed sale as a taxable sale.
You miscalculated your GST liability, resulting in a higher amount reported on your Business Activity Statement (BAS).

Now, what should you do next? The key consideration is whether you’ve passed the excess GST onto your customer.

If You’ve Passed on the GST

In most cases, if you’ve charged GST and issued a tax invoice, it’s assumed you’ve passed the GST onto your customer. In this scenario, the excess GST is considered correctly payable under the law, and the ATO cannot refund it directly to you.

Your options are:

Reimburse your customer: If you decide to reimburse the customer for the excess GST, you can make a decreasing adjustment on your next BAS to recover the amount. If your customer is GST-registered, they will need to make a corresponding increasing adjustment on their BAS.
Request a discretionary refund: In limited cases, you can apply to the ATO for a discretionary refund of excess GST that hasn’t been reimbursed to the customer. However, this is only available in specific situations where it wouldn’t result in a “windfall gain” for your business.

If You Haven’t Passed on the GST

If you have clear evidence that you didn’t pass on the excess GST to your customer (which is rare), you can treat this as a GST error. You then have two options:

Correct it on a later BAS: The ATO allows you to correct GST errors on a later BAS, which is often simpler than revising an earlier period. This option is available if the later BAS is lodged within the review period for the earlier period when the error occurred. For most small businesses (GST turnover under $20 million), you can correct debit errors up to $12,500 within 18 months of the due date for the original BAS. Keep in mind that you cannot claim additional GST credits if the four-year time limit has passed.
Revise the earlier BAS: Alternatively, you can revise the earlier BAS where the error was made, but this may be more complicated.

Key Takeaways

If you realize that you’ve incorrectly charged GST on a sale:

Don’t ignore the mistake—take action promptly.
Determine whether you’ve passed on the GST to your customer.
If possible, consider reimbursing your customer.
Keep accurate records of the error and your corrective actions.
If you’re unsure about the best course of action, seek professional advice.

By addressing GST errors promptly and correctly, you can maintain compliance and avoid future complications. If you’re ever in doubt about your GST obligations or need assistance, it’s a good idea to consult a tax professional or contact the ATO directly for guidance.

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Payroll Guide for Small Businesses Owners

As a business owner, staying up-to-date with payroll changes is essential to avoid compliance issues, penalties, and unnecessary costs. Here are the key payroll updates businesses need to prepare for:

Wage Theft Laws (Effective from 1 January 2025)

Under the new laws, underpaying wages is now considered a criminal offence, with severe penalties for businesses that intentionally underpay their employees.

Right to Disconnect (From 26 August 2024 for large businesses and 26 August 2025 for small businesses)

Employees will have the right to ignore after-hours work communication unless it is urgent. This new law ensures employees are not expected to be available outside of their regular work hours.

ATO GST Reporting Update (From 1 April 2025)

Around 3,500 small businesses with a history of late lodgement, non-payment, or incorrect GST reporting will be moved from quarterly to monthly GST reporting. Affected businesses need to review their bookkeeping systems and workflows to ensure compliance with the new reporting schedule.

Superannuation on Parental Leave (From 1 July 2025)

Parental leave payments will include superannuation for eligible employees, helping to boost retirement savings during a time of leave.

Payday Super (From 1 July 2026)

Superannuation must be paid with wages, rather than quarterly, ensuring employees receive their super contributions more frequently.

Casual Employment Reforms (From 26 August 2024)

Casual employees who meet certain conditions must be offered permanent employment. Businesses should review casual contracts and ensure they comply with the new regulations.

What Does This Mean for Your Business?

These changes highlight the importance of reviewing your contracts, payroll software, and reporting processes. Make sure to act now to ensure your business complies with the new laws.

6 Payroll Mistakes That Cost Businesses Time and Money

Avoiding these payroll mistakes is crucial to prevent delays, penalties, and financial headaches:

Missing Superannuation & Payroll Tax Updates
The superannuation rate will increase to 12% from 1 July 2025, and payroll tax thresholds vary by state. Businesses must update payroll systems to reflect these changes and avoid penalties.
Errors in Payroll Reporting & STP Submissions
Incorrect employee details, duplicated payroll entries, or missing adjustments can lead to ATO compliance issues. Regularly review payroll reports and keep software updated to avoid errors.
Misclassifying Employees & Incorrect Wage Payments
With new casual employment laws effective from 26 August 2024, businesses must review contracts and ensure employees are correctly classified. Misclassifying workers can lead to backpay claims, disputes, and penalties.
Late or Incorrect Employee Payments
Payroll delays or incorrect payslips lead to employee dissatisfaction, legal issues, and Fair Work claims. Ensure wages, overtime, bonuses, and super contributions are processed accurately and on time.
Failing to Secure Payroll Data
Payroll data is a prime target for cyber threats. Implement multi-factor authentication, data encryption, and security audits to protect sensitive information.
Incorrect Termination & Redundancy Payments
Final pay must include all accrued leave and redundancy payouts. Mistakes in termination payments can lead to disputes, fines, and Fair Work investigations.

Important EOFY Payroll Deadlines for Businesses in 2025

To avoid penalties, ensure you’re aware of key payroll deadlines:

Super Guarantee Rate: Increases to 12% from 1 July 2025. Update your payroll settings to reflect this change.
Superannuation Guarantee Contributions: Must be received by employees’ super funds by the quarterly due dates (28th of each month following the end of the quarter).
BAS (Business Activity Statement):
- Monthly BAS: Due 21st of the following month.
- Quarterly BAS: Due 28th of the month following the quarter (i.e. July, October, February, and April).
Monthly GST Reporting: If you’ve been notified by the ATO, businesses may now need to lodge GST monthly from 1 April 2025.
Annual Payroll Reconciliation: Complete by 14 July.
Single Touch Payroll (STP) Reporting: Must be submitted each payday or at the latest, on the day of payment.
PAYG Withholding: Reported and paid by the 21st of the following month.
Award and Wage Changes: Effective from 1 July, so ensure payroll systems are updated.

FAQ:

Q: What is wage theft, and how can I avoid it?
A: Wage theft refers to intentionally underpaying employees. To avoid it, ensure your payroll system is up-to-date with correct wages, entitlements, and superannuation contributions. Regularly audit your payroll and ensure compliance with minimum wage laws.

Q: How will the ATO GST reporting update affect my business?
A: Businesses with a history of late lodgements or incorrect GST reporting will be moved from quarterly to monthly GST reporting. Ensure your bookkeeping system is adjusted to accommodate this change, so you can meet the new deadlines.

Q: What happens if I miss the EOFY payroll deadlines?
A: Missing EOFY payroll deadlines can result in penalties and fines. Make sure to submit BAS, STP, and superannuation payments on time, and keep track of any changes to tax rates and superannuation contributions.

Q: Do I need to update payroll systems for the superannuation rate increase?
A: Yes. The superannuation rate increases to 12% from 1 July 2025. Ensure your payroll system reflects this change to avoid underpayments.

Conclusion

In 2025, significant payroll changes will affect businesses, from new wage theft laws to updates in GST reporting and superannuation. It’s crucial for business owners to stay ahead of these changes by reviewing contracts, updating payroll systems, and meeting all necessary deadlines. By avoiding common payroll mistakes and staying compliant with new regulations, you can ensure your business remains on track and avoids costly penalties. If you’re unsure about how these changes impact your business, it’s advisable to seek professional advice to ensure full compliance.

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How the 15-Year Small Business CGT Exemption Can Help Boost Your Super

A range of concessions encourage small business owners to add the proceeds from selling their business to their retirement savings. If you are a small business owner preparing for retirement, here are some key considerations to make one final boost to your nest egg.

Leveraging Business Sale Proceeds

When selling a business or business asset, small business owners can contribute the sale proceeds, or a significant part of them, to their superannuation fund without breaching the super caps. This can significantly enhance super balances, but there are essential points to keep in mind.

Small Business CGT Concessions

To ensure the capital realised from the business sale doesn’t unnecessarily attract CGT, there are four small business concessions to consider. All require a basic criterion to be met, ensuring the asset being sold relates to a small business. These tests can be complex and are sometimes inaccessible due to technical reasons, such as shares in a company having differing rights. Engaging with experienced advisers early in the sale process is crucial to maximize these concessions.

The 15-Year Exemption

This exemption allows for superannuation contributions that sit outside the usual caps. It permits a contribution of the total sale proceeds up to the CGT cap, which is $1.705 million for the 2024 financial year (and indexed annually). For example, if an asset is sold for $1.5 million, the full amount can be contributed to superannuation.

This is the most valuable concession as it offers a full exemption from CGT on the sale of the business. To qualify:

The entity must have owned the business asset for more than 15 consecutive years.
The seller must be over 55 and making the sale in connection with retirement or be permanently incapacitated.
The business must have a turnover of less than $2 million or net assets of less than $6 million.
No other small business CGT concessions can be applied if this exemption is used.

The 50% Reduction

This concession allows for an extra 50% reduction of the capital gain in addition to the usual 50% CGT discount available for individuals.

Retirement Exemption

This concession allows for a $500,000 reduction in the assessable capital gain with the following conditions:

The $500,000 is a lifetime limit for each individual.
If under 55, the amount must be paid into superannuation.
If over 55, it is optional to pay the amount into superannuation.

Like the 15-year exemption, the retirement exemption also allows contributions to superannuation of up to $500,000 outside the usual caps. However, it differs as it is based on the exempt capital gain, not the total sale proceeds.

Small Business Roll-Over

The roll-over allows the capital gain to be rolled over into another active business asset. If no asset is acquired after two years, the capital gain arises again. The retirement exemption can be applied to this capital gain, offering a two-year deferral to contribute to superannuation or turn 55. Alternatively, if a replacement asset is acquired and subsequently sold, the retirement exemption may be applied without retesting the CGT concession criteria.

Other Considerations

CGT and the CGT exemptions only apply to capital gains. Gains from the sale of plant and equipment or trading stock are taxed differently and do not qualify for CGT concessions.
Be cautious of warranties in the sale agreement, as funds taken out of superannuation may not be available to pay a warranty claim.
Timing of the sale is crucial, particularly the date funds must be contributed to superannuation under the relevant concession.

Additional Ways to Boost Superannuation

Even outside the small business CGT regime, there are ways to boost superannuation, subject to eligibility for concessional or non-concessional contributions:

Bring Forward Non-Concessional Contributions: Each member can bring forward their non-concessional contributions for three years to contribute $330,000 each.
Carry Back Concessional Contributions: Members with a balance of less than $500,000 can carry back unused concessional contributions for the previous five years to obtain a larger tax deduction in the contribution year.

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FBT and Xmas – How to ensure you can claim tax deductions

As we head towards the Xmas party season and end of year business activities, business owners need to consider the tax implications that relate to customer gifts, staff parties and staff end of year gifts. This article looks at some of the tax effective ways you can spend money at Xmas and claim tax deductions.

Keep team gifts spontaneous

Encourage spontaneity in team gifts to avoid crossing the $300 threshold for Fringe Benefits Tax (FBT). Gifts need to be ad hoc to qualify as minor benefits, excluding regular commitments like monthly gym memberships or cumulative gift vouchers exceeding $300. Cash gifts from the business are considered salary and wages, triggering PAYG withholding and possibly falling under the superannuation guarantee.

Consider the team’s preferences when selecting gifts, as the most meaningful ones resonate with individuals. A personalized, sincere message often has a more significant impact than a generic gift that might not align with someone’s preferences.

FBT and Christmas parties

Consider the tax implications for Christmas parties. Holding the event in the office on a workday can exempt it from FBT, regardless of per-person spending. Likewise, taxi travel to or from an employee’s workplace is FBT exempt. On the contrary, off-site celebrations should keep expenses below $300 per person to avoid FBT, though this means the business cannot claim deductions or GST credits.

If the total costs, including associated benefits, exceed the $300 limit, FBT applies. However, the business can still claim a tax deduction and GST credits for these event expenses. It’s crucial to understand that deductions only offset against tax, and if the business has minimal or no tax liability, the deduction won’t offset the party’s cost.

If your business hosts slightly more extravagant parties and goes above the $300 per person minor benefit limit, you will pay FBT but you can also claim a tax deduction and GST credits for the cost of the event. Just bear in mind that deductions are only useful to offset against tax. If your business is paying no or limited amounts of tax, a tax deduction is not going to help offset the cost of the party.

Avoid client lunches and give a gift

The most effective means of spreading Christmas joy to customers may not align with the most tax-efficient strategy. For instance, expenses incurred in taking clients out or entertaining them are not tax-deductible, and GST cannot be reclaimed. Specific regulations are in place to restrict the claiming of deductions and GST credits for entertainment-related expenditures, irrespective of the intention to foster goodwill and boost business sales. Activities such as dining at restaurants, attending shows, playing golf, and participating in corporate race days all fall under the umbrella of ‘entertainment.’

On the other hand, if you opt to send your customer a gift, it becomes tax-deductible, provided there is an expectation that the business will derive benefit (assuming the gift does not constitute entertainment). A more impactful approach is personally delivering the gift to your top customers and extending personal holiday wishes. This gesture can leave a lasting impression, even if the recipient is unavailable and learns about the delivery from the receptionist.

From a marketing perspective, if your budget is tight, it’s better to focus on the customers you believe deliver the most value to your business rather than spending a small amount on every customer regardless of value. If you are going to invest in Christmas gifts, then make it something people remember and appropriate to your business. You could also donate on behalf of your customers (where your business takes the tax deduction) or for your customers (where they receive the tax deduction).

Donate to charities

Charities love cash. They don’t have to spend any of their precious resources to receive it – unlike a lot of charity dinners, auctions, and promotional campaigns. And, from a tax perspective, it’s thesafest way to ensure that you or your business can claim a deduction for the full amount of the donation.

There are a few rules to giving to charities that make the difference between whether you will or won’t receive a tax deduction.

The charity must be a deductible gift recipient (DGR). You can find the list of DGRs on the Australian Business Register (use the advanced search).

If you buy any form of merchandise for the ‘donation’ – biscuits, teddies, balls or you buy something at an auction – then it’s generally not deductible. Your donation needs to be a gift, not an exchange for something material. Buying a goat or funding a child’s education in the third world is generally ok because you are generally donating an amount equivalent to the cause rather than directly funding that thing. The tax deduction for charitable giving over $2 goes to the person or entity who made the gift and whose name is on the receipt.

Christmas bonuses

If you are planning to provide your team with a cash bonus rather than a gift voucher or other item of property, then remember that this will be taxed in much the same way as salary and wages. A PAYG withholding obligation will be triggered and the ATO’s view is that the bonus will also be treated as ordinary time earnings (unless it relates specifically to overtime work) which means that it will be subject to the superannuation guarantee provisions.

How can we help? if you have any questions or would like further information, please feel free to give our office on 08 9221 5522 or via email – info@camdenprofessionals.com.au or arrange a time for a meeting so we can discuss your requirements in more detail.

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How the small business CGT concessions work

The small business CGT concessions allow you to reduce, disregard or defer some or all capital gain from an active asset used in a small business.

The 4 small business CGT concessions include the:

small business 15-year exemption
small business 50% active asset reduction
small business retirement exemption
small business roll-over.

The concessions are available when you dispose of an active asset and meet basic eligibility conditions.

You must then meet any additional conditions that apply specifically to the individual concessions.

There are rules about the order you apply:

the CGT small business concessions
any current year or prior year capital losses
the CGT discount.

You may be able to apply one or both of the following to each capital gain:

more than one of the 4 concessions if you meet the conditions for each
the CGT discount if it also applies.

Basic eligibility conditions

To be eligible for any of the CGT concessions, you must first meet the basic eligibility conditions.

Depreciating assets do not meet the basic eligibility conditions:

Under the uniform capital allowance system, any gain or loss from a depreciating asset is included in your assessable income, or is deductible as a balancing adjustment, to the extent the asset was used for a taxable purpose (business use). The small business CGT concessions do not apply to gains you make on depreciating assets that are included in your income.
You make a capital gain or capital loss from a depreciating asset to the extent you have used the asset for a non-taxable purpose (private use). Any capital gain you make in this way does not qualify for the small business CGT concessions because it reflects the non-business use of the asset.

All the concessions except for the small business 50% active asset reduction have additional requirements you must meet.

Step 1: Determine if you are an eligible entity

You must be one of the following:

a CGT small business entity eligibility with an aggregated turnover of less than $2 million
not running a business (other than as a partner) but your asset is used in your affiliate or connected entity’s small business (CGT concessions on passively-held assets)
a partner in a partnership that is a small business entity, and the asset is either
- an interest in a partnership asset (partnership assets)
- an asset you own that is not an interest in a partnership asset (partner’s assets) but is used in the business of the partnership
you meet the maximum net asset value test.

Step 2: The asset must be an active asset

The asset must meet the active asset test.

Step 3: Is the asset a share in a company or an interest in a trust?

It must meet additional conditions.

Step 4: Does your situation involve a CGT event related to a partnership?

The eligibility condition in this step applies to a CGT event happening after 7:30 pm AEDT on 8 May 2018 that involves the creation, transfer, variation or ending of your right or interest to either:

an amount of income or capital of a partnership
an amount calculated by reference to the entitlement of a partner in a partnership to an amount of the partnership‘s income or capital.
If the CGT event involved ending your right or interest, it must be a membership interest in the partnership immediately before the CGT event happens. For all other cases, your right or interest must be a membership interest in the partnership immediately after the CGT event happens.

Applying the small business CGT concessions

If you have more than one capital gain for the year, you can apply as many of the small business CGT concessions as you are eligible for until each capital gain is reduced to zero. Each active asset’s attributable capital gain is assessed for CGT concession eligibility individually.

The small business 50% active asset reduction applies automatically if the basic conditions are met and you have not specifically chosen for it not to apply. However, you must choose whether to apply the small business 15-year exemption, small business retirement exemption and small business roll-over.

You need to choose by the day you lodge your income tax return for the income year in which the relevant CGT event happened unless we allow you to make the choice later.

Lodging and preparing your income tax return is generally enough proof of the choice you’ve made. However, for the small business retirement exemption, you must keep a written record of the amount you choose to disregard.

Steps to apply the small business CGT concessions, capital losses and the CGT discount

Step 1: Do you meet the basic eligibility conditions for the small business CGT concessions?

Yes: Go to step 2.
No: You do not qualify for any of the small business CGT concessions. You may be eligible for the CGT discount.

Step 2: Do you qualify for the small business 15-year exemption?

Yes: Disregard the entire capital gain. You do not need to apply any of the other small business CGT concessions.
No: Go to step 3.

Step 3: Offset any capital losses against the capital gain

If you have more than one capital gain, you can choose the order in which your capital gains are reduced by your capital losses.

Step 4: If you are eligible for the CGT discount, reduce the remaining capital gain

Step 5: Apply the small business 50% active asset reduction to reduce the remaining capital gain

You can choose not to apply the reduction and go straight to the small business retirement exemption or small business roll-over at step 6.

Step 6: If you qualify for the small business retirement exemption or small business roll-over, reduce the remaining capital gain

The amount remaining is the net capital gain to include in your assessable income for the year.

Example: applying the small business CGT concessions to reduce a capital gain

Kendra is a small business operator who sells an active asset that she has owned for more than 12 months. She makes a capital gain of $20,000. Kendra also has a separate capital loss of $4,000.

She meets all the conditions for the small business 50% active asset reduction and the CGT discount.

Kendra calculates her net capital gain as follows:

$20,000 (capital gain)

− $4,000 (capital loss)

= $16,000 (net capital gain)

× 50% (applying the CGT discount)

= $8,000 (net capital gain)

× 50% (applying the small business active asset reduction)

= $4,000 (reduced capital gain)

Kendra may be able to further reduce her $4,000 (already reduced) capital gain by using the small business retirement exemption and small business roll-over if she meets the conditions for those concessions. If eligible, she can keep applying the other small business CGT concessions to reduce her capital gain to zero.

How the CGT concessions affect super contributions

Small business 15-year exemption

You may be able to contribute amounts to your super fund from the small business 15-year exemption without affecting your non-concessional contributions limits.

Small business retirement exemption

You may be able to use amounts from the small business retirement exemption as contributions to your super fund without affecting your non-concessional contributions limits.

Source: ATO

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Depreciating Assets – How to reduce your tax bill

Depreciating assets are assets used by a business that lose value over time through wear and tear, age and obsolescence. Examples include equipment, machinery, vehicles, furniture and computers.

For tax purposes, businesses can claim a depreciation deduction to reflect the declining value of these assets as they are used for income producing purposes. Depreciation allows the cost of the asset to be distributed over its effective life, providing tax deductions over multiple years.

For small businesses, depreciating assets and claiming depreciation deductions can significantly reduce their taxable income and tax liability. There are a few ways depreciation can be calculated:

Prime cost method:

Straight line depreciation at a set rate, usually between 15% to 30% per year. This is the simplest method.

Under the prime cost method, a fixed depreciation rate is applied to the asset’s cost each year over its effective life. This results in equal depreciation deductions each year. Typical prime cost rates range from 15% to 30% per year, depending on the type of asset.

For example, if a business purchases an asset on 1 July for $10,000 that has a 4 year effective life, they could claim a 25% prime cost depreciation deduction each year:

Year 1: $10,000 x 25% = $2,500 depreciation deduction
Year 2: $10,000 x 25% = $2,500 depreciation deduction
Year 3: $10,000 x 25% = $2,500 depreciation deduction
Year 4: $10,000 x 25% = $2,500 depreciation deduction

After 4 years, the entire $10,000 cost of the asset has been deducted through depreciation, and the asset’s written down value is $0. Depending on the date of purchase, the first and last years depreciation claims may need to be prorated as part year claims.

The prime cost method is beneficial for businesses because it is simple to calculate and results in consistent depreciation deductions each year. However, it may not accurately reflect the actual pattern of an asset’s decline in value over time. For some assets, more value is typically lost in earlier years as the asset is newer. The diminishing value method may be a better option in those cases, as it provides higher depreciation deductions in the earlier years of an asset’s life.

Diminishing value method:

A percentage of the written down value is claimed each year. The deduction is higher in earlier years and declines over time. The rate is usually between 18.75% to 37.5%.

The diminishing value method is a way for businesses to calculate depreciation deductions for tax purposes that reflects the typical pattern of an asset losing more value in its earlier years of use.

Under the diminishing value method, a fixed percentage is applied to the written down value of the asset each year to calculate the depreciation deduction. This results in higher deductions in the earlier years when the asset is newer and loses more value, and lower deductions in later years when the asset’s value has already significantly declined.

Typical diminishing value rates range from 18.75% to 37.5%, depending on the asset type. The rate is applied to the written down value of the asset at the start of the year. The diminishing value depreciation rate is one and a half times the prime cost rate. Therefore a 25% prime cost rate would be a 37.5% diminishing value rate.

For example, if a business purchases an asset on 1 July for $10,000 with a 4 year effective life and a 30% diminishing value rate:

Year 1: $10,000 x 37.5% = $3,750 depreciation deduction
Year 2: ($10,000 – $3,750) x 37.5% = $2,344 depreciation deduction
Year 3: ($10,000 – $3,750 – $2,344) x 37.5% = $1,465 depreciation deduction
Year 4: ($10,000 – $3,750 – $2,344 – $1,465) x 37.5% = $915 depreciation deduction

Total depreciation deductions under this method over 4 years is $8,474. It will take over 4 years to claim the full costs unlike the prime cost method.

The diminishing value method more closely aligns with the typical pattern of an asset’s value decline. Assets tend to lose more value in their earlier years as they are newer, so this method provides larger depreciation deductions upfront to match that reality.

Effective life:

The effective life method allows businesses to determine their own depreciation rate for tax purposes based on how long an asset is expected to be used in the business. This provides a more tailored approach compared to the standard rates used in other depreciation methods.

Under the effective life method, the business estimates how many years an asset will remain in use and be useful for generating income. This becomes the asset’s effective life. The business then claims an equal proportion of the asset’s cost as a depreciation deduction each year over that period.

For example, if a business purchases an asset on 1 July for $10,000 and estimates an effective life of 5 years, under the prime cost method they would claim a 20% depreciation deduction each year:

Year 1: $10,000 x 20% = $2,000 depreciation deduction
Year 2: $10,000 x 20% = $2,000 depreciation deduction
Year 3: $10,000 x 20% = $2,000 depreciation deduction
Year 4: $10,000 x 20% = $2,000 depreciation deduction
Year 5: $10,000 x 20% = $2,000 depreciation deduction

Total depreciation deductions again equal the $10,000 cost of the asset over its 5 year effective life.

The effective life method provides businesses with flexibility to determine the most appropriate depreciation rate for their specific assets based on expected usage. This can result in a more tailored and accurate reflection of an asset’s decline in value for tax purposes.

However, businesses need to exercise good judgment and have a reasonable basis for estimating the effective life of their assets. The ATO may scrutinize claims that differ significantly from the standard effective lives of similar assets.

Overall, the effective life method allows businesses to customize their depreciation deductions within reasonable limits. But care must be taken to justify the effective life chosen for each asset and properly maintain records.

To claim depreciation, businesses must keep records showing the cost of each asset, when it was purchased and its expected useful life. Assets must also be used for income producing purposes to be eligible.

ATO rules

The ATO sets guidelines for the effective life and depreciation rates of different types of depreciating assets to assist businesses in calculating their depreciation deductions for tax purposes.

The ATO publishes tables listing the effective lives and depreciation rates for various asset classes like plant and equipment, furniture, vehicles, and computers. These are based on the ATO’s estimates of how long similar assets are typically used in business.

For example, the ATO’s table lists:

Desktop Computers – 4 years effective life, 25% prime cost/ 50% diminishing value depreciation rate
Laptop Computers/notebooks – 2 years effective life, 50% prime cost/100% diminishing value depreciation rate
Furniture – 10 years effective life, 10% prime cost rate/15% diminishing value depreciation rate
Motor Vehicles – 5 years effective life, 12.5% prime cost/25% diminishing value depreciation rate

While businesses have some flexibility to determine their own effective lives for assets under the effective life method, the ATO’s published rates and lives provide a useful guide. The ATO also uses these as a benchmark to assess the reasonableness of businesses’ own claims.

The ATO may scrutinize and potentially disallow depreciation deductions where a business has determined an effective life that differs significantly from the ATO’s published guidelines for similar assets, without sufficient justification.

So while businesses do have some flexibility, following the ATO’s guidelines for effective lives and depreciation rates for different asset classes helps to ensure depreciation claims will be accepted. The guidelines aim to provide a standardized and reasonable approach that reflects how long assets are actually used in business.

A tax agent can advise you on the most advantageous way to depreciate your business assets for tax purposes, based on a thorough understanding of your situation and industry as well as the ATO’s guidelines.

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Payroll Guide for Small Businesses Owners

How the 15-Year Small Business CGT Exemption Can Help Boost Your Super

FBT and Xmas – How to ensure you can claim tax deductions

How the small business CGT concessions work

Depreciating Assets – How to reduce your tax bill