Media Centre

Here's what small businesses need to know to stay ahead of the July 1 rules

Stef Cox — Mon, 02 Mar 2026 05:17:19 +0000

Here's what small businesses need to know to stay ahead of the July 1 rules Stef Cox Mon, 03/02/2026 - 16:17

02 March 2026

Originally published in the Canberra Times

By Bruce Billson

There are signs in the Australian Small Business and Family Enterprise Ombudsman's Small Business Pulse that 2026 can be a year of renewal, reinvigoration and reinvestment for the sector.

The February Pulse increased by 0.1 per cent in the three months to February 2026, marking the fourth consecutive quarterly increase.

This modest rise reflects the self-initiated ambitions and efforts of enterprising women and men to make their luck through intentions and initiatives to strengthen, build and transform their businesses. Small business owners are exploring new products, new customer segments, and additional income streams.

Just getting paid by a business customer is still the most common reason the Ombudsman is contacted for assistance. Increasingly, small businesses seeking help to get paid worry that the business that is not paying them in a timely manner may be insolvent.

Taking steps to protect your own business from the risks of non-payment is sensible. Payment terms that see a significant deposit being paid, having the client supply key inputs and materials, and registering your interest in machinery or consigned stock that might be away from your premises through the Personal Property Security Register, are just some of the ways you can protect yourself.

Checking credit bureaus for a prospective customer's payment "form" (including substantial ATO debts) can help you make informed decisions about proceeding and payment terms.

CreditorWatch's recent Business Risk Index highlighted delays in payment times as a key early warning sign a small business may be heading toward insolvency. Payment disputes have increased during my tenure as Ombudsman. Among the small and family businesses that later ceased operating, payment disputes feature in nearly half of cases.

For businesses struggling to pay what they owe, it is very important to reach out early and ask for time to pay or a payment plan, seek professional advice and if the challenges are severe, consider reaching out to the Small Business Debt Helpline for guidance. Be very wary of emergency short-term funding from non-Australian Financial Complaints Authority lenders as these loans can be punishing.

Knowing your numbers and reviewing them routinely with your trusted adviser can help with the early identification when your business is heading toward a rocky shore and provide time to course correct. This might involve a recovery plan while you still have resources and time to implement it or even involve an orderly exit and dignified dismount while you still have choices.

If the current challenging business environment is not enough, 2026 also looks set to be the year of living compliantly.

Anti-money laundering and counter-terrorism financing mandatory compliance requirements for the financial, gambling and bullion sectors will now extend to many unsuspecting small businesses. From July 1, 2026, small (and not-so-small) professional services firms providing accounting, legal and some business structuring and advisory services, along with real estate firms, and dealers in precious stones, metals and products, will also have these regulatory obligations.

But don't wait until July 1 to check out the AUSTRAC website to see if you are captured and what is involved. Respondent businesses need to enrol shortly after the end of March and gear up with anti-money laundering and counter-terrorism financing programs that embraces risk assessments, key policies and a nominated responsible person to make sure obligations are met, from the July 1 start date.

The AUSTRAC website has helpful resources to help small businesses know if they are affected, to be informed and to prepare. Industry associations and professional bodies can provide standard templates, risk assessments and guidance.

Also from July 1, new obligations for Payday Super come into effect. Business owners may want to plan ahead by using payroll software that automates super, aligning payroll and super on the same day to reduce risk of missed deadlines, build in internal buffers for bank and fund clearing times, and plan cash flow early. Super contributions can no longer be held for quarterly payment and helping cash flow until due. For all employers, super will be a regular payroll duty and it is a workplace obligation to make sure systems and payroll software is good to go.

You can see why the Ombudsman continues to push for right-sized regulations for small businesses - for it to be proportionate, genuinely risk-based, readily implementable for even the smallest respondent and supported by practical guidance to enable compliance. It is part of the small business-first approach that is needed to provide the best prospects for success and why it has been a constant theme during my term as Ombudsman, which comes to an end in the coming days.

In my five years as Ombudsman, we have responded to more than 32,000 new requests for help with small and family business disputes and related challenges. During this time, almost 8000 requests for help were resolved by our case managers. Of these, 72 per cent provided active case management support, including information to help resolve the dispute, 23 per cent were referred to a more appropriate agency and 5 per cent were referred to alternative dispute resolution practitioner.

We also developed comprehensive franchising guidance and education resources, supporting the Ombudsman's role as the designated mediation facilitator. More helpful resources are also available on the website.

We provide guidance to government on: improving small business disaster preparedness and resilience; enabling small businesses to access affordable risk protection; how government procurement can better support small firm participation; how ESG can be right-sized and beneficial for business durability; and how the Ombudsman can deliver better for more small and family businesses, government and regulators. We are well into a deep dive into business-to-business imposed "white" tape.

Our advocacy has urged practical support and meaningful incentives to support small businesses deepening their digital engagement to be able to fully benefit from technological advancement, including AI.

We've strengthened the evidence base and visibility of small business conditions with the Small Business Pulse, which is being increasingly referenced for trends and insights into trading conditions, digital and AI take up, workforce challenges and other factors influencing small businesses.

I'm particularly proud of our 14 steps to energise enterprise, laying out practical, positive and doable steps that can create a more supportive environment for small business to form, compete and thrive. It continues to be a compelling and constructive blueprint on how to energise enterprise and is an example of forward-looking policy innovation that has seen the Ombudsman earn deserved recognition.

In 2025, the Australian Small Business and Family Enterprise Ombudsman was awarded the Ombudsmen and Commissions Alternative Dispute Resolution Group of the Year, ISO (International Organisation for Standardisation) certification and the International Council for Small Business 2025-26 Lighthouse Award, confirming that there is an excellent foundation and positive momentum from which the new Ombudsman can build to the advantage of Australia's small and family businesses.

I am pleased to welcome Lynda McAlary-Smith as my successor. Her leadership as the Victorian Small Business Commissioner ensures strong dispute resolution know-how, advocacy skills and experience using data to generate meaningful insights.

Small and family businesses remain the beating heart of our communities and the engine room of the economy. As I move on, I continue to be inspired by the perpetual optimism and relentless endeavour of enterprising business people who delight customers, create opportunities and strengthen local economies with your community spirit and leadership.

To all the enterprising women and men behind our small and family businesses giving it a go - it has been an honour and privilege to be your tireless ally, advocate and champion.

91��Ƭ�� calls for improvements to enterprise environment to enable small business success

Stef Cox — Sun, 01 Mar 2026 23:46:22 +0000

91��Ƭ�� calls for improvements to enterprise environment to enable small business success Stef Cox Mon, 03/02/2026 - 10:46

02 March 2026

The Australian Small Business and Family Enterprise Ombudsman Bruce Billson is urging the Federal Government to deliver practical, targeted measures in the 2026–27 Budget to reduce costs, restore confidence and remove barriers that are holding back Australia’s small and family businesses.

91��Ƭ��’s 2026–27 Pre-Budget Submission highlights focus areas to improve Australia’s tax and regulatory settings, and the broader enterprise environment, to enable small and family businesses to thrive.

“Small business is central to economic dynamism, productivity, living standards, competition and innovation. Yet for many owners, running a small business has become harder than it needs to be.

“Small businesses are doing the heavy lifting in every town and suburb. They are the strength and vitality of local communities but too many are being worn down by costs, complexity and unfair practices they cannot control.

“This Budget is an opportunity for government to shift from short-term fixes to practical, lasting reforms that make it easier to start, run, grow and transform a small business,” said Mr Billson.

91��Ƭ��’s submission calls for government action to improve the operating environment for Australia’s small businesses and family enterprises.

“Improving the tax settings to stimulate small business and family enterprise innovation and investment, for example, by introducing early-stage incentives such as a tax discount or offset, would allow businesses to retain more of their initial earnings for reinvestment when it matters most.

“The early years of a business often experience significant financial challenges including cash flow and access to financing, and these incentives will help prevent the ‘valley of death’ for small enterprises,” Mr Billson said.

“Australia's regulatory framework also needs to work better for small business and family enterprises. Requiring a small business impact statement for every Cabinet submission, preliminary and formal regulatory impact statement, and new policy proposal, would help ensure measures intended to affect, or likely to impact, small and family businesses are informed by practical insights and direct input from this community,” Mr Billson said.

“We need to make the enterprise environment better for small business and family enterprises to innovate and invest in their business, to continue to grow and thrive. Low-cost ways government can do this now include establishing transparent merchant fee structures and the ability for small businesses to recover the reasonable costs of processing electronic payments where least‑cost routing is unavailable,” Mr Billson added.

The Ombudsman said ensuring small and family business access to affordable insurance cover and the support they need from governments at all levels will also help improve the enterprise environment.

“Too often, regulation is designed with large organisations in mind and small businesses are left to absorb the cost and complexity.

“A small business first mindset should be adopted where every new policy and program is first be tested through a small business lens, so we are not unintentionally stifling enterprise and innovation,” Mr Billson added.

The Ombudsman said small businesses remain resilient, but resilience alone cannot sustain jobs, productivity and local communities.

“Small businesses do not want special treatment, they want a fair go.

“With the right policy settings, small businesses will innovate, invest, employ and grow. That is good for the economy, good for productivity and business dynamism, good for communities and good for Australia’s long-term prosperity.” Mr Billson said.

More information about 91��Ƭ�� and the 2026–27 Pre-Budget Submission is available on the 91��Ƭ�� website. MEDIA CONTACT: 0448 467 178 | media@asbfeo.gov.au

February 2026 Small Business Pulse - Resilience, realism and resolve shape the small business outlook

Stef Cox — Wed, 25 Feb 2026 22:10:15 +0000

February 2026 Small Business Pulse - Resilience, realism and resolve shape the small business outlook Stef Cox Thu, 02/26/2026 - 09:10

26 February 2026

Resilience, realism and resolve shape the small business outlook

February 2026

Key highlights:

The 91��Ƭ�� Small Business Pulse increased by 0.1% in the three months to February 2026, marking the fourth consecutive quarterly increase, and is 1.2% higher than the same time last year.
Small business owners are actively exploring growth and transformation opportunities, with strong interest in expanding offerings, improving customer reach, and considering new markets. Research into technology and artificial intelligence remains elevated, alongside demand for practical, hands-on support to turn ambition into action.
Operating conditions remain demanding, with margin pressure, high business costs and regulatory complexity shaping cautious decision‑making. Enquiries show sustained demand for tailored, practical, and in‑person assistance, particularly on employing staff, contracts, compliance, and risk.
Despite headwinds, small business owners continue to adapt and persist across the full business life cycle, from starting businesses through to succession, buying and selling, restructuring, and, for a growing cohort, seeking early guidance on financial stress and obligations.

91��Ƭ�� Small Business Pulse

Note: Scale starts at 75.0.

Source: 91��Ƭ��, 2026.

Note: The 91��Ƭ�� Small Business Pulse did not reflect a COVID-related fall in 2020 as government support measures outweighed other economic impacts. As economic activity, including insolvencies, have returned to trend levels, the Pulse has reflected these shifts.

91��Ƭ�� Small Business Pulse movements

^{Source: 91��Ƭ��, 2026.}

Spotlight on recent movements

^{Note: Scale starts at 77.6.}

^{Source: 91��Ƭ��, 2026.}

The 91��Ƭ�� Small Business Pulse increased by 0.1% in the three months to February 2026, marking the fourth consecutive quarterly increase. It increased 1.2% compared to the same time last year.

The Australian Small Business and Family Enterprise Ombudsman, Bruce Billson, said this modest rise reflects self-initiated ambitions of enterprising women and men, as small business owners continue to adapt, prioritise and make deliberate choices to create their own opportunities.

“It’s not a large uplift but it is a sign that small business owners are making progress through their own decisions and effort. Small business owners continue to show strong intent to build and transform – exploring new products, new customer segments, and additional income streams. There is strong interest in improving reach through marketing and advertising, particularly online and social media, alongside sustained interest in harnessing technology and artificial intelligence to increase productivity and unlock new waves of growth,” Mr Billson said.

“While appetite for opportunities remains high, many small business owners are grappling with how to turn ambition into action. There is enthusiasm to invest and innovate, but also bewilderment about how to operationalise these ideas. Requests reflect a clear need for side-by-side, practical guidance on deployment and best-of-breed digital tools – particularly in industries such as construction, where margins are tight and the cost of getting it wrong is high.

“Demand for tailored, practical assistance remains elevated. Enquiries increasingly seek customised support, including business coaching and mentoring, rather than general information¹. Nearly half of small business owners report that an in-person meeting is the most effective way to receive information on business management. This reflects a strong desire to get things right – not just to comply, but to build confidence in decision-making²,” Mr Billson said.

The Small Business Pulse is a health check of objective vital signs for small business while also taking into account the ‘animal spirits’ that drive decision-making.

“Research into innovation and growth sits alongside caution about cost pressures and ongoing margin squeeze. Concerns about business durability exist at the same time as strong growth ambitions and a desire to improve profitability. In industries reliant on discretionary spending – such as retail and hospitality – and those exposed to weather variability, survival is prompting research into diversification and broader customer bases³. At the same time, the trading environment has become less forgiving.

Inefficiencies and missteps are more punishing than they once were. That reality can constrain productivity and growth, because innovation often requires both investment and risk. Small business owners are acutely aware of this and are seeking ways to minimise risk through avenues such as intellectual property protection, joint finance for innovation and careful scaling, particularly in manufacturing⁴,” Mr Billson said.

“Regulatory complexity remains a persistent concern. Small business owners are actively searching for clarity on what’s expected of them at a time of changing and elevated demands. This includes new and upcoming changes to seafood labelling in the hospitality industry and country of origin labelling requirements, branded text messages requirements and import obligations.

“Navigating government information remains difficult, with many small business owners finding the information confusing and difficult to apply to individual circumstances. Differences in state-based licensing regimes, payroll tax obligations and cross-border employment arrangements are especially difficult to navigate⁵.

“Enquiries about pausing, closing, and selling businesses are elevated, particularly from seasoned business operators. These enquiries are particularly prevalent from industries that rely on discretionary spending such as hospitality, retail and arts and recreation. Queries about transferring businesses to family members also remain elevated⁶. There has also been a slight uptick in small businesses experiencing financial stress seeking early guidance, and a growing cohort showing signs of more advanced distress, including increased enquiries about insolvency pathways and business closure from businesses seeking clarity on obligations and next steps.

“Across all stages of the business life cycle, the call is consistent: practical help matters. Many enquiries are not about strategy; they are about the business of running the business under pressure – and doing so without a compliance misstep. Contracts and invoicing remain key areas of enquiry, particularly arrangements for contractors and subcontractors. Employers with limited experience engaging staff are seeking clarity around employment obligations⁷. Uncertainty around obligations and costs can slow decision-making and constrain growth. Small business owners consistently want to ‘do the right thing’. Enquiries consistently seek best-practice guidance that is practical, proportionate, and tailored to real-world operations – because the consequences of getting it wrong can be severe.

“Despite these pressures, many small businesses continue to see starting a business as worthwhile – even when it is hard. The perpetual optimism of enterprising women and men continues to power the economy. Around seven in ten self-employed Australians believe this is a good place to start a business, citing opportunity, community support, and confidence in Australia’s legal system. However, many acknowledge that it is getting harder, particularly due to regulatory complexity and cash flow pressures⁸.

“The message from small business owners is consistent. Enterprising women and men are ambitious and prepared to adapt – but practical support is required: clear information, workable tools and guidance that can be applied to an individual business, not a textbook example.

The Pulse shows that progress is being built the way small businesses build most things – step by step, through effort, judgement, and persistence. When we reduce unnecessary friction and it becomes easier to do the right thing, enterprising Australians don’t just cope: they create, employ, serve their communities and find a way forward.

Small business owners show practical resolve, not performative optimism. That effort continues to keep the economy moving,” Mr Billson said.

MEDIA CONTACT: 0448 467 178 / www.asbfeo.gov.au

Download the Small Business Pulse

Department of Industry, Science and Resources Contact Centre Operational Data (December 2025 – January 2026).
91��Ƭ��, 2022. This survey was in the field in June 2022, with 1040 respondents.
Department of Industry, Science and Resources Contact Centre Operational Data (June 2025 – January 2026).
At 31 December 2025. Based on Reserve Bank of Australia, Statistical Tables, Table D14: Lending to Business – Business Finance Outstanding by Business Size and Interest Rate Type. Accessed 19 February 2026.
Department of Industry, Science and Resources Contact Centre Operational Data (December 2025).
Where age of business could be identified. Department of Industry, Science and Resources Contact Centre Operational Data (December 2025 – January 2026) and 91��Ƭ��, 2026.
Where age of business could be identified. Department of Industry, Science and Resources Contact Centre Operational Data (December 2025 – January 2026).
Australian Survey of Social Attitudes 2024 Waves 1,2,3, 4 and 5, Version 3, Accessed 27 November 2025.

Why the business of running your small business has become such a burden

Stef Cox — Mon, 16 Feb 2026 03:22:37 +0000

Why the business of running your small business has become such a burden Stef Cox Mon, 02/16/2026 - 14:22

16 February 2026

Originally published in the Canberra Times.

By Bruce Billson.

Australians value enterprise. We respect people who back themselves, take risks and build something of their own, and provides opportunities and livelihoods for others.

Small business is not a niche interest. It is central to economic dynamism, productivity, living standards, competition, innovation and the strength and vitality of local communities. Yet for many owners, running a small business has become harder than it needs to be.

The challenge isn't a lack of effort or ambition. It's the growing complexity of operating in an environment where rules, processes and expectations continue to accumulate, often without enough attention to how they interact in practice. As the operating environment grows more complex, headwinds are many and costs of getting things wrong keeps rising.

Starting a business isn't easy but rarely the hardest part. Keeping up, trying to grow, adopting new technology and managing obligations is where many businesses begin to feel the strain. For the business owner, the passion and purpose that motivated and was the driving force at the outset can be as strong as ever - but "the business of running the business" can take a heavy toll.

Taken individually, most requirements appear reasonable. Taken together, they can become burdensome - particularly for businesses without specialist staff or spare capacity.

That's why access to information alone doesn't solve the problem. Small business owners can usually find the rules. The struggle is knowing when those rules change, and what those changes mean for their business in practice. The question a small business owner wants answered is, "What do I have to do now?"

Well-intended portals or longer guidance notes may miss the mark. Clearer signals, practical examples and a system that is easier to navigate is what is needed. Actionable information found easily is the key.

Surveys consistently show regulation and compliance are among the biggest pressures on small businesses, absorbing time and resources that would otherwise be spent competing, investing, growing and finding and delighting customers.

This matters most when businesses are trying to grow - whether that's taking on staff, investing in technology, expanding into new markets. Growth strengthens competition and productivity. But growth also brings added complexity and risk, especially when expectations are unclear or constantly shifting.

Technology highlights this tension. Digital tools and artificial intelligence offer real opportunities to lift productivity, secure operational efficiencies and improve customer service. For small businesses, the potential is genuine - but so is the real challenge of working out what technologies to adopt, how to use them well to best support and advance business strategies and objectives and how to keep pace as things evolve.

Small businesses don't want hype. They want confidence that trying to improve won't create unintended problems or new compliance headaches.

One reality is often overlooked in these discussions - complexity doesn't affect all businesses equally.

Larger organisations are better placed to absorb it. They have systems, specialist advisers, dedicated teams and resources ready to deploy. Small businesses manage complexity personally, often after hours and at their own expense.

This is why it is essential to adopt a "small business first" mindset and approach to policy development, program design and regulatory imposition. Not as special treatment, but a better way to form and test decisions and regulations for their likely impact and results.

It is also practical economics. If we as a nation hope to benefit fully from the economic dynamism, productivity enhancements, living standards benefits, livelihoods creation and community vitality enabled by prosperous small businesses, the policy, regulatory and trading environment needs to offer conditions that support smaller firms to thrive.

It is about having small business front of mind, firmly factored into the decisions we make and conditions we create. Without it, dominant interests and detached analysis will prevail, and this advantages big, entrenched, well-resourced and powerful incumbents.

The gravitational pull of already powerful players will see them and their well-resourced lobbies seize each new opportunity, disruption, technological change or economic transformation as a new avenue to harness, shape in their interest and exploit to further entrench their dominance.

The misguided belief that not focusing on small business is somehow a more neutral approach to policy in fact amounts to furthering the advantage of the already advantaged.

An overburdensome and complex regulatory requirement that falsely imagines a small business is a 'shrink wrapped' version of a big corporate simply advantages the well-resourced big end of town.

Consultation processes that demand substantial submissions in short windows of time will inevitably assist the biggest voices. Compliance requirements that are vague or principles-based, requiring specialists or consultants to interpret and implement, can be daunting and overwhelming for smaller respondents. Procurement and supply chain requirements that involve enormous disclosure requirements, system changes and additional expenditure just to bid, are hardly invitations to smaller firms to drive competition, innovation and value via a genuine opportunity to win work as a supplier. Government programs that require participants to already have scale and shopping lists of pre-participation requirements will count out many small businesses.

Small businesses succeed by competing, innovating and serving customers. When complexity grows unchecked, it can unintentionally favour scale and make it harder for smaller operators to compete on their merits. Rather than 'merit', complexity rewards economic mass and muscle.

Supporting small businesses to thrive does not create rent seekers.

Ignoring or being inattentive to small business needs, capacities and circumstances, damages and disadvantages smaller enterprises. It deals an advantaged hand to bigger businesses and dominant interests, even if not intended, as a result of poor policy design and overbearing regulation.

Critics who frame a "small business first" mindset and approach as rent-seeking often overlook the real issue: complexity is the real subsidy. Complexity overwhelmingly favours those already big enough to manage it and impedes the less well resourced.

When competition weakens, productivity suffers. And when productivity stalls, the whole economy, our community and citizens feel it.

Productivity reform starts with small business. Gains are secured in the workplace, and the vast majority of our workplaces are small businesses. A simple test of any system is whether it works for the smallest businesses expected to comply with it.

If we want a more competitive, more productive and more resilient economy, we need systems that work for the businesses doing the day-to-day work of employing people, delighting customers and investing in their communities.

That doesn't mean lowering standards or cutting corners. It means being disciplined about complexity, clearer about expectations, and more conscious of how decisions play out in the real world. It's about reasonableness and "right-sizing" for small business.

Small businesses don't ask for favours. They ask for a fair chance to compete.

Small businesses don't need a leg up - they need a system that works. When systems work for small businesses, they tend to work better for everyone else too. What it takes is a clear and enduring commitment to a "small business-first" mindset and approach.

When rules go rogue – Why we need your stories of white tape and right sizing regulation

Emily Carter — Tue, 10 Feb 2026 04:37:20 +0000

When rules go rogue – Why we need your stories of white tape and right sizing regulation Emily Carter Tue, 02/10/2026 - 15:37

09 February 2026

If you own or run a small business in Australia, chances are you started because you had a passion, a skill, a service, a product, to make a living, pursue a dream, perhaps a sense of contribution to Australia’s economy, doing your bit to add value to your community. You probably didn’t start out dreaming of forms, portals, compliance and reporting obligations, or entering the same information into five different systems.

Yet more and more small and family businesses tell me they’re spending more time on “the business of running the business” than ever before, taking time away from delighting customers.

Recent research by Australian Institute of Company Directors (AICD) showed the cost of complying with Commonwealth regulations has grown to $160 billion, nearly 6% of GDP, up from $65 billion (4.2% of GDP) in 2013. The Australian Chamber of Commerce and Industry’s 2025 Business Conditions Report revealed 42% of small businesses say compliance has a negative impact on operations, particularly smaller operators.

White tape weighs on small business

Rules and regulations certainly serve a purpose. It’s the regulatory steps that add no real value or no longer really serve as intended, that weigh down small business. And it’s not just government where rule‑making has gone rogue. Small businesses are being increasingly entangled in a quieter, rapidly growing phenomenon: white tape.

White tape refers to administrative and compliance burdens imposed by large businesses on small and family businesses – obligations that go beyond what is legally required of a small business. It’s the extra rules some other business decides you must meet before they’ll work with you.

It shows up quietly in bespoke reporting templates, mandatory software systems, complex questionnaires, or contract clauses referencing Acts that were never intended to apply to a small operator. These obligations are often justified as part of large businesses’ efforts to meet their own requirements – on modern slavery, climate disclosures, cyber security or corporate governance – but instead of managing those responsibilities themselves within their operations, they cascade them down the supply chain.

It’s a story we’re hearing across Australia – this is happening with little guidance, little standardisation, and little regard for the cost, time, expertise required of a small business.

What we hear from small businesses

Modern slavery clauses are now common in supply contracts. Large companies above the threshold must lodge Modern Slavery Statements. Small suppliers are not required by law to do the same. Yet many are still asked to sign contractual obligations that feel like they carry hidden liability. They describe being given dense references to the Modern Slavery Act 2018 with no explanation of what they mean or how to comply and a complete lack of clarity. That’s white tape.

Australia is moving toward mandatory climate related financial disclosures. Already, larger firms – often customers – are asking small suppliers for detailed Scope 1–3 emissions data. But small businesses don’t or can’t readily collect that data, can’t easily calculate it, and in many cases don’t have access to the necessary information because it lies with upstream suppliers. Still, the requests – and implied accountability for the accuracy of the data – keep coming, often via bespoke spreadsheets or paid third party platforms of uncertain trustworthiness. We’ve argued for comprehensive decision-support tools that guide small business to matters material and relevant to them.

In banking, prudential risk assessments and climate-related reporting increasingly expect small business customers to provide data that is not accessible, standardised or proportionate. This is white tape in its purest form – shifting reporting expectations because they are convenient for larger firms, even when unreasonable.

White tape is prevalent in procurement. We’ve seen small suppliers given contracts containing obligations across modern slavery, cyber security, whistleblower protections, ESG reporting, diversity and inclusion – all referenced simply by citing the relevant Acts, with no practical guidance, proportionality or examples. Complex procurement participation requirements can lead to small business suppliers not even putting their hat in the ring, which also means consumers miss out on the positive value, agility, competitiveness and innovation force that small suppliers can provide.

Across sectors, small businesses say they are repeatedly asked for the same information in different formats – ABNs, insurance certificates, safety documentation, gender equity data, cyber security attestations, environmental declarations. Some buyers insist on proprietary portals. Others require PDFs uploaded in oddly specific ways. Some mandate training that duplicates WorkSafe, industry or government requirements. These inconsistent, duplicated “make work” tasks drain precious hours each month. No wonder industry groups are calling for common templates, aligned requirements and “tell us once” models – and for clarity about what is reasonable to ask of small suppliers.

91��Ƭ�� push for better regulatory discipline

Regulatory complexity undermines innovation and investment. White tape and regulatory over‑reach act as a productivity tax. And it’s taxing, draining time and energy, pulling small businesses into a web of rules and legal frameworks never designed with them in mind.

The Productivity Commission has repeatedly warned that regulatory creep and administrative overload suppress business dynamism. If we’re serious about productivity, innovation, and fairness, we must cut red tape where it’s excessive and confront white tape where it’s unnecessary, unhelpful, and unfair.

This is why 91��Ƭ�� continues to push for better regulatory discipline, including:

Genuine consultation with small business on new rules
Small Business Impact Statements in Cabinet submissions
Stronger regulator performance assessments
A commitment to right‑sized regulatory design

International models show what works:

The UK’s Primary Authority model enables small businesses to get consistent, assured regulatory guidance, reducing conflicting requirements across jurisdictions.
The EU’s SME Test requires regulators to identify disproportionate impacts on small business and adjust policies accordingly.
Canada’s Small Business Lens obliges regulators to quantify SME compliance costs before introducing new rules.

These models share one principle – think small first – and it’s time Australia did the same.

Share your experience

Too often, small businesses carry compliance loads intended for larger firms. To unbind the rogue compliance web, we need real world examples, straight from the businesses experiencing them. Your experiences will directly shape recommendations to government on rightsizing regulation, improving standardisation, and reducing burden shifting onto the smallest businesses in the economy.

Share your experience by contacting Advocacy@asbfeo.gov.au.

Why corporate compliance is becoming a $160bn nightmare for small business

Emily Carter — Mon, 02 Feb 2026 22:47:53 +0000

Why corporate compliance is becoming a $160bn nightmare for small business Emily Carter Tue, 02/03/2026 - 09:47

02 February 2026

Originally published in the Canberra Times.

By Bruce Billson.

If you own or run a small business in Australia, chances are you didn't start out dreaming of forms, portals, compliance attestations or uploading the same information into five different systems. You started because you had a passion, a skill, a service, a product, a sense of contribution to Australia's economic prosperity and growth and a community that valued what you do.

Yet more and more small and family businesses tell me they're spending more time on "the business of running the business" than ever before - time that should be spent delighting customers and creating value.

Few small business owners would be surprised by recent Australian Institute of Company Directors research showing the cost of complying with Commonwealth regulations has grown to $160 billion, almost 6 per cent of GDP, up from $65 billion (4.2 per cent of GDP) in 2013. Add state/territory and local government requirements, and it's little wonder the Australian Chamber of Commerce and Industry's 2025 Business Conditions Report revealed 42 per cent of small businesses say compliance has a negative impact on operations.

The Business Council of Australia's Regulation Rumble report found South Australia the easiest jurisdiction to do business under its scorecard - yet even there, opening something as simple as a café still requires dozens of permits and approvals.

But it's not just government where rule-making has gone rogue. Small businesses are increasingly entangled in a quieter, rapidly growing "white tape". These are the administrative and compliance burdens imposed by large businesses on small and family businesses - obligations that go beyond what is legally required of a small business. It's the extra rules some other business decides you must meet before they'll work with you.

Think bespoke reporting templates, mandatory software systems, complex questionnaires or contract clauses referencing Acts that were never intended to apply to a small operator. These obligations are often justified as a large business' effort to meet their own requirements - on modern slavery, climate disclosures, cyber security or corporate governance. But instead of managing the responsibilities themselves, they cascade them down the supply chain.

Too often, there is little guidance, standardisation or regard for the cost, time or expertise required of a small business. It's a story we're hearing across Australia.

Modern slavery clauses are now common in supply contracts - but small businesses tell us they're given dense references to the Modern Slavery Act 2018 with no explanation of what they mean or how to comply. Large companies above the threshold must lodge Modern Slavery Statements. Small suppliers are not required by law to do the same. Yet many are asked to sign contractual obligations that feel like they carry hidden liability, and there's a complete lack of clarity, tools or training. That's white tape.

Australia is moving toward mandatory climate-related financial disclosures. Already, larger firms - often customers - are asking small suppliers for detailed Scope 1-3 emissions data. But small businesses don't or can't readily collect that data, can't easily calculate it and in many cases don't have access to the necessary information because it lies with upstream suppliers. Still, the requests keep coming - often via bespoke spreadsheets or paid third-party platforms of uncertain trustworthiness. We've argued for comprehensive decision-support tools that guide small business.

Even in banking, prudential risk assessments and climate-related reporting increasingly expect small business customers to provide data that is not accessible, standardised or proportionate. This white tape shifts reporting expectations not because they are reasonable, but because they are convenient for larger firms.

Across sectors, small businesses say they are repeatedly asked for the same information in different formats - ABNs, insurance certificates, safety documentation, gender equity data, cyber attestations, environmental declarations. Some buyers insist on proprietary portals. Others require PDFs uploaded in oddly specific ways. Some mandate training that duplicates WorkSafe, industry or government requirements.

These inconsistent, duplicated "make-work" tasks add no value, yet drain precious hours each month. No wonder industry groups are calling for common templates, aligned requirements and "tell-us-once" models - and for clarity about what is reasonable to ask of small suppliers.

In procurement we've seen small suppliers given contracts containing obligations across modern slavery, cyber security, whistleblower protections, ESG reporting, diversity and inclusion - all referenced simply by citing the relevant Acts, with no practical guidance. Complex procurement participation requirements can lead to small business suppliers opting out and see customers not truly benefit from the positive value, agility, competitiveness and innovation force that small suppliers can provide.

Compliance becomes a scavenger hunt through legal frameworks never designed for small enterprise. Again: white tape.

White tape and regulatory over-reach act as a productivity tax. Regulatory complexity undermines innovation and investment, and the Productivity Commission has repeatedly warned that regulatory creep and administrative overload suppress business dynamism. The Australian Chamber of Commerce and Industry found 39 per cent of small businesses spend more than six hours each week navigating red tape. That's time not spent with customers, staff, or growth opportunities. That is literal deadweight loss and our economy feels it.

This is why the Australian Small Business and Family Enterprise Ombudsman continues to push for better regulatory discipline, including:

Genuine consultation with small business on new rules;
Small Business Impact Statements in Cabinet submissions;
Stronger regulator performance assessments; and
A commitment to right-sized regulatory design.

Australia is not alone in this challenge. International models show what works.

The UK's Primary Authority model enables small businesses to get consistent, assured regulatory guidance, reducing conflicting requirements across jurisdictions.

The EU's SME Test requires regulators to identify disproportionate impacts on small business and adjust policies accordingly.

Canada's Small Business Lens obliges regulators to quantify SME compliance costs before introducing new rules.

These models share one principle: think small first. It's time Australia did the same.

To tackle the compliance quagmire, we need real-world examples, straight from traders experiencing them. This will directly shape recommendations to government on right-sizing regulation, improving standardisation and reducing burden-shifting onto the smallest businesses in the economy.

Small businesses are the engine room of our economy, yet too often carry compliance loads intended for larger firms. If we're serious about productivity, innovation, and fairness, we must cut red tape where it's excessive - and confront white tape where it's unnecessary, unhelpful and unfair.

Enterprising Australians deserve better: Spotlight on sole traders

Emily Carter — Thu, 29 Jan 2026 05:19:56 +0000

Enterprising Australians deserve better: Spotlight on sole traders Emily Carter Thu, 01/29/2026 - 16:19

29 January 2026

Australia’s sole traders — the spirited, self-starting enterprising women and men who power our communities — are far more numerous and diverse than most policy settings recognise. New analysis by the Australian Small Business and Family Enterprise Ombudsman (91��Ƭ��), drawing on customised integrated administrative data in the ABS’ DataLab insights, reveals a vibrant enterprise cohort that has long been hiding in plain sight.

Nearly 1.7 million Australians operated as sole traders in 2021–22, underscoring the scale and significance of this enterprising cohort. In an economy where working lives have become more fluid — with Australians blending employment, enterprise and caring roles — understanding sole traders has never been more crucial. Yet despite their importance, these enterprising Australians often remain overlooked in program design, regulatory settings and economic debate.

91��Ƭ�� Ombudsman Bruce Billson says it’s time for the nation to “see” sole traders more clearly.

“Sole traders are not just economic participants — they are the beating heart of enterprise in our country. They’re innovators, problem solvers and community contributors. If we genuinely believe in a fair go, we need policies that recognise the real lives, pressures and possibilities of this dynamic group.”

“Sole traders are the unsung heroes of our economy. They are not just economic actors – they are community builders, innovators, and problem-solvers. If we truly believe in a fair go, it’s time to give sole traders the recognition and support they deserve,” Mr Billson said.

Key Insights

Women on the rise: Female sole traders grew by 31% over five years, more than double the rate for men. Women now make up 40% of sole traders, many balancing business with caring responsibilities.
Cultural diversity: CALD sole traders account for 37% of the total, with strong growth in transport and warehousing – sectors critical to supply chains and the gig economy.
Regional resilience: A quarter of sole traders operate outside major cities, providing essential services and economic activity in regional Australia.
Emerging industries: Health care, social assistance, and transport are driving growth, meeting needs in aged care, disability support, and delivery services.

Challenges

Many sole traders carry pressures that larger businesses do not shoulder alone. In 2025, nearly half of all disputes taken to 91��Ƭ�� by sole traders in the transport, postal and warehousing sector were payment related — a stark reminder of their vulnerability in supply chains dominated by bigger players.

Others juggle long term health conditions, disability or significant caring responsibilities, all while keeping their business afloat.

Call to Action

Billson says the findings demand a policy rethink:

Improve visibility and insights to capture the true scale and diversity of sole traders.
Fairer payment practices to protect those most exposed to late or non-payment.
Support for carers and those with health challenges, recognising the human realities behind the ABN.
Inclusive programs that embrace cultural diversity and regional dynamics.
Practical know-how and tech support to help sole traders thrive.
Regulator evaluation to ensure compliance obligations are right-sized for micro-businesses.

“Even a sharper focus on sole traders when thinking about tax simplification and regulatory streamlining would deliver big dividends. Sole traders make up the vast majority of Australia’s businesses — the everyday enterprisers keeping local economies ticking. When such a large and dynamic part of our economy is overlooked, policy simply can’t keep pace with real working lives,” Mr Billson said.

“If Australia is truly the land of opportunity and entrepreneurship, we must ensure sole traders – in all their variety – get the recognition and support they deserve,” Mr Billson said.

Sole Traders - The Unsung Hero of Australia's Economy.pdf | pdf 803.08 KB

Our smallest businesses: how the quiet army of sole traders is redefining work

Emily Carter — Mon, 26 Jan 2026 23:12:13 +0000

Our smallest businesses: how the quiet army of sole traders is redefining work Emily Carter Tue, 01/27/2026 - 10:12

27 January 2026

Originally published in The Canberra Times.

By Bruce Billson.

Australia's economic narrative often spotlights big corporates and high-profile startups. Yet, beneath that glare lies a quiet army of sole traders - the smallest of small businesses - who are indispensable to our nation's prosperity and community wellbeing.

Recent analysis by the Australian Small Business and Family Enterprise Ombudsman of customised integrated administrative data in the ABS' DataLab reveals how these enterprising women and men shape their working lives with remarkable flexibility - blending employment, enterprise, caring roles and community contribution in ways that reflect the real rhythm of modern Australia.

It's time policymakers gave these enterprising women and men the recognition and tailored support they deserve.

The Ombudsman's analysis reveals a diverse, dynamic and growing cohort that sits at the heart of Australia's economic activity. Sole trading is no longer a sideline or an outlier. It has become one of the most common ways Australians participate in business - whether through skilled and professional services, small and pop-up/occasional retailing, creative work, trade-based activity, transport and logistics, care roles or community based enterprises.

This evolution matters, because policy settings built around old assumptions risk missing the rapidly evolving reality of how Australians now work and earn.

Young Australians, culturally and linguistically diverse entrepreneurs, older women and career switchers are increasingly shaping sole trader activity. Many are balancing enterprise with caring responsibilities or managing long term health conditions. Others are stepping into new industries, supporting essential services or filling gaps in their local communities.

These stories seldom surface in economic debates, but they define the lived experience of self employment.

Dynamic and diverse workforce

Sole traders are not a monolith. Women now make up 40 per cent of sole traders, with female participation growing at more than twice the rate of men over the past five years. Many are balancing business with caring responsibilities - more than 193,000 sole traders provided unpaid care in 2021-22, most of them women.

This dual role is rarely acknowledged in policy debates, yet it's central to family and community resilience. Self-employment enables carers to better manage when to invest scarce time and attention to their livelihood.

Young Australians, culturally and linguistically diverse entrepreneurs, older women and career switchers are increasingly shaping sole trader activity.

Cultural diversity is another defining feature. Culturally and linguistically diverse (CALD) sole traders account for 37 per cent of the total, concentrated in sectors like transport and warehousing, which recorded a 35 per cent growth in CALD participation even as non-CALD numbers declined. These businesses are the backbone of gig economy services and essential supply chains.

Geographically, sole traders are everywhere: two-thirds in metro areas, but a quarter in regional Australia where they provide vital services and economic activity. They're also deeply embedded in industries that matter.

Construction remains dominant but the fastest growth is in health care, social assistance, and transport - sectors meeting emerging needs from aged care to disability support.

Invisible challenges, real impact

Behind these numbers are real people facing real challenges. About 18,500 sole traders live with profound health challenges, with one-third of these enterprising women and men who require ongoing support with severe self-care, mobility and communication limitations operating in regional areas.

Many juggle caring duties with running a business. These realities rarely feature in economic policy, yet they shape the viability and sustainability of these enterprises.

Payment disputes are another pressing issue. In transport and warehousing, nearly half of all disputes handled by the Ombudsman in 2025 were about getting paid - a stark reminder of the vulnerability of sole traders in supply chains dominated by larger players.

Why policy must catch up

If policy-makers want to nurture productivity, participation and inclusive economic growth, they must recognise how modern Australians are using enterprise to build livelihoods. The evolving reality of self employment demands a fresh, fit-for-purpose policy approach that:

Improves visibility and insights so we understand who sole traders are and what they need;
Ensures fairer payment practices to protect those most exposed to late or non-payment;
Supports carers and those with health challenges, recognising the human realities behind the ABN;
Designs inclusive programs that embrace cultural diversity and regional dynamics;
Supports know-how programs, with a particular focus on how tech can help and in making sure sole-traders are not inadvertently omitted for support such as business disaster recovery support; and
Includes regulator evaluation to assess how well regulators engage, that their regulatory and reporting requirements are "right size" and they are actively support sole traders to comply.

It is not hard to imagine how the current welcome debate and ideas on lifting Australia's productivity may miss opportunities and initiatives relevant to sole traders. The necessary debate about red-tape reduction and "right-sizing" regulation and compliance obligations tends to bundle all small businesses into a single cohort.

Yet the resources, specialist expertise and system sophistication of a small enterprise with 15 team members and annual turnover up to $10 million is going to be vastly different to those available to a sole trader.

When thinking about tax simplification and regulatory streamlining, having a much sharper focus on sole traders would deliver big dividends and be a big step in the right direction.

This important and fast-growing cohort plays a crucial role in generating livelihoods, seeding innovation and enabling participation.

Sole traders embody the spirit of self-reliance and entrepreneurship that Australians cherish. They are not just economic actors; they are community builders, innovators, and problem-solvers. If we truly believe in a fair go, it's time to give sole traders the policy attention they deserve.

Tired of AI chatbots? Why the 'human touch' is becoming a luxury in 2026

Emily Carter — Wed, 21 Jan 2026 01:00:33 +0000

Tired of AI chatbots? Why the 'human touch' is becoming a luxury in 2026 Emily Carter Wed, 01/21/2026 - 12:00

20 January 2026

Originally published in the Canberra Times.

By Bruce Billson

This summer's reading wasn't consumed at the coast nor did it take me to some exotic location - instead it kept me grounded in Main Street. Esha Chhabra's advice to independent small and family businesses is to not necessarily go big but to go deep - leaning into local relationships, establishing real connections with customers and celebrating how business is a part of and adds vitality to local community. That's her formula for building a profitable small business in 2026.

I paired that with Fortune's round-up of founders across wildly different sectors who converge on a simple playbook: serve a clearly defined customer, build shock-resistant operations, and make meaning - not just margins - the organising principle.

And because trust is the decisive currency in commerce right now, Scott Baradell's conversation with America's Small Business Network on "trust signals" really spoke to me. He urges small businesses to tap into the tangible cues such as genuine reviews, earned media and transparent websites that they have worked hard for, that can help sceptical customers decide who is the real deal. The "trust signals" are meaningful anecdotes to contrived/fake reviews, empty AI-powered "user generated content", online "faux" local businesses (none worse than the bogus 'Bondi' retailer offering 'closing down' sales claiming they can't go on after being wounded), and the too often non-existent customer service of digital platforms.

Even with these leading insights, the pragmatic Canadians at the Durham Post reminded enterprising women and men that getting the "business of running the business" right is still fundamental and the best foundation for success. Setting up right, being attuned to and meeting the big responsibilities of business ownership, and having reliable everyday systems that work, remain key. Delivering what customers are paying for, time tracking, project discipline, thoughtful use of AI are also part of the trust equation - they reduce errors, improve reliability, and make promises more credible.

Here are the top takeaways of my summer reading and what I believe Australia's small businesses can do to thrive amid changing conditions, tightening costs, AI acceleration and selective consumers:

1. Master financial resilience: Cash flow is your oxygen. Forecast it weekly, build an emergency buffer, and track KPIs that tell you whether you're creating value or just activity. Fortune highlighted founders of enterprise operations built to withstand shocks, starting with the financials, as part of business continuity plans.

2. Leverage AI and automation: Use AI for content drafts, customer service triage and routine workflows, but keep you and craftsmanship in your communications. Baradell's point is blunt: visibility is not enough - credibility and trust matter more, and that requires your authentic imprint. Practical tech upgrades (like those flagged by Durham Post) can streamline work so you spend more time with customers and creating value, where trust is actually formed.

3. Prioritise human connection: Chhabra highlights the main street strategy of purpose-driven brands working almost exclusively with independents to amplify real relationships and shared values. In an era of algorithmic noise, businesses that listen, remember and respond quickly feel rare - and therefore valued and appreciated.

4. Obsess over niche customers: Fortune's entrepreneurs aren't chasing "everyone". They win by serving someone specific and doing it better than anyone else. A niche can clarify product choices, trim waste and strengthen word-of-mouth referrals.

5. Build strong digital security: Make multi-factor authentication, staff training and access controls must-haves. A breach destroys trust faster than any PR can rebuild it and be an enterprise-ending event. Baradell's "trust signals" logic applies here: security badges and transparent practices are part of the credibility bread-crumb trail leading buyers to deal confidently with you.

6. Focus on value not hype: Use transparent pricing, case studies, guarantees and independent reviews. Third party validation, like favourable media mentions, clients agreeing for their logo to be published on your website and local testimonials, are compelling customer trust signals.

7. Invest in systems: From project management to billing discipline, durable systems convert good intentions into reliable delivery. The practical system and tech upgrades are small hinges that swing open big doors to new and different markets, customers and opportunities.

8. Foster continuous learning: The Fortune piece underscores founders who iterate fast and learn faster. In a market where tech and tastes evolve monthly, small businesses that treat failure as data, not doom, will out innovate their competitors and retain customers.

9. Create purpose-driven cultures: Chhabra spotlights companies that embed purpose into how they operate, not merely how they market. Mission dictating strategy and operations, not just messaging, makes trust transferable from the brand to every customer interaction.

10. Embrace sustainable growth: Deliberate and considered expansion, often local and niche, beats growth at all costs. Margins matter more than mass. Adaptive and responsive small businesses can turn uncertainty at times of constant change and challenge into advantage.

As Ombudsman, I've argued that small and family businesses thrive when the ecosystem is fit for small. That's why I advocate so strongly and persistently for the Australian Small Business and Family Enterprise Ombudsman's 14 Steps to Energise Enterprise. Meaningful incentives, right-sized regulation and a requirement for small business impact statements so policy design reflects lived reality, will all improve the operating environment. These sit at the heart of our push to simplify obligations so more enterprising Australians can start, grow, transform and succeed in business.

Cash-flow reliability is the next trust frontier. Payment disputes are still the most frequent type of dispute raised with the Ombudsman. We've pressed for faster, fairer payment practices and welcomed the strengthened payment times reporting framework now in force. "Good business pays" and public reporting improves transparency and accountability, and helps customers and suppliers keep informed.

If I sound fixated on trust, it's because small business may well be the last voice of truth in commerce - close enough to customers to hear the nuance, and accountable enough to feel it in the till by week's end. Small business success in 2026 won't be about shouting louder to be seen. It will be about the consistently positive customer experience, recognition as a reputable, reliable and trustworthy business, and then consistently being worthy of that trust.

Why we need to cut the 'white tape'

Emily Carter — Mon, 05 Jan 2026 22:27:10 +0000

Why we need to cut the 'white tape' Emily Carter Tue, 01/06/2026 - 09:27

06 January 2026

Originally published in The Canberra Times.

By Bruce Billson.

The new year brings a moment to reflect on the trials and tribulations of 2025 and to contemplate what we might do to shape a brighter future for our small and family businesses. They make up 97 per cent of Australian businesses – they’re the engine room of our economy, livelihood of our local communities and the heart of our suburbs, towns and regions. Last year tested the entrepreneurial drive and resilience of small and family business like never before, with fresh and more complex regulatory demands, soaring input costs, squeezed margins, ongoing supply chain stress and evolving consumer behaviour.

The most recent 91��Ƭ�� Small Business Pulse showed Australia’s enterprising women and men are not waiting for perfect trading conditions – they’re backing themselves and drawing on their relentless optimism, self-belief and entrepreneurial instincts to create their own opportunities. This positive momentum underscores that 2026 can be a year of renewal, reinvigoration and reinvestment for the sector.

And importantly, governments have been listening. Late last year, the Small Business Ministers at all levels of government committed to cutting red tape, boosting disaster resilience and are doing a stocktake of support resources to ensure consistent, clear content can be easily found and accessed when needed.

Yet despite the cautious optimism, the operating environment remains challenging with regulatory compliance a key burden. Small businesses aren’t shrink-wrapped corporates. They simply don’t have the time, resources, headspace, sophisticated systems or wherewithal to deal with growing, more complex and everchanging regulatory obligations, even with the best intentions.

Regulation, too often, is typically designed for larger corporates with small businesses only considered later, resulting in regulation of many colours – red, green and white – that is not ‘right-sized’ for Australia’s small and family businesses.

‘White’ tape refers to the regulatory, compliance, reporting and operational requirements imposed on small businesses by larger enterprises in a business-to-business relationship. It can arise due to the larger enterprise needed to meet a regulatory obligation, or because the enterprise imposes certain requirements to do business with them.

White tape adds to the compliance burden on small business and can increase costs within a supply chain and act as a barrier to participation. It is often presented as, “if you want to do business with us, here is what you need to do”, which means the small or family business must take certain actions that require resources, for example, installing special software, meeting bespoke reporting requirements, or changing processes to satisfy the preferences of the larger business.

It is not just big business flexing their muscle through supply chain requirements, Governments too love a bit of ‘white tape’ when it comes to procurement processes faced by small businesses seeking to add a department or agency as a customer.

To better understand the nature and impact of white tape on Australia’s small businesses, my agency is undertaking a deep dive into the issue. 91��Ƭ�� is examining which sectors these practices are occurring and the cost and resource impact they are having on small and family enterprises. Already we have heard about compliance reporting cascading down to small businesses within a supply chain in areas such as modern slavery, climate reporting and workplace safety, often with little or no guidance from the larger enterprise.

Over the coming months we will be consulting with a wide range of small business stakeholders to get a much better picture of white tape, with the aim of providing insights that are useful for both policymakers and larger corporates. We’d love to hear about your experience.

So as we are starting to see positive momentum within many small businesses, particularly those harnessing digital technology and artificial intelligence to boost efficiency and power new waves of growth, I want to continue to shed light on the significant burden of regulatory and compliance obligations that can impede small businesses from thriving, or even surviving.

Addressing the regulatory burden is not about simply cutting red tape, it is about ensuring that regulations are ‘right-sized’ for small business. It is about proportionate, risk-based regulation that is informed through early engagement with small business and embedded in regulatory design, not one-size-fits-all regimes.

Government, regulators and large corporates must ask: what are the right-sized regulatory settings that achieve the intended policy outcome without overburdening small business with red tape or unintentionally torching their entrepreneurial spirit? Perhaps one of the easiest ways to start is for every Cabinet submission, new policy proposal or regulatory impact statement to include a small business impact statement – one of our “14 steps to energise enterprise”.

The Minister’s upcoming Small Business Consultative Group is a welcome addition to the small business ecosystem, where small businesses can share their experiences, ambitions, challenges and insights directly with the Minister.

Regulation should be a guardrail that enables safe and fair commerce, not a burden imposed on small business that is so heavy that it crushes risk-taking and entrepreneurship. In Australia, we champion the courage of enterprising women and men who dare to build, persevere, and keep showing up. Their drive, relentless optimism, resilience and ingenuity breathe life into the economy, local communities, neighbourhoods and all those with entrepreneurial dreams.

In 2026, let’s give small and family businesses the confidence and clarity they deserve.

Together, we can cut the clutter, make regulation ‘right-sized’ and fit-for-purpose, and free up time for what matters most for small and family business – the opportunity to thrive and grow their business and to devise now ways of delighting customers and delivering value for our nation. That’s how we energise enterprise, boost productivity and keep the engine room of our economy roaring strong.