writing a business plan qld gov

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Welcome to Department of Employment, Small Business and Training. You can also access Department of Youth Justice information .

Department of Employment, Small Business and Training

Big plans for small business strategy.

The Big Plans for Small Business Strategy 2021–23 aims to help small business thrive and grow through a commitment of $140 million over 2 years.

The objectives of the strategy are to:

• support small business to recover and increase their ability to thrive and grow
• increase the skills and capability of small business owners and their workforces to take up new business opportunities
• drive jobs growth within small businesses
• support local and regional economies and communities.

Message from the Minister

From February to early March 2021, as part of the Small Business Roadshow, I travelled across Queensland hosting 17 face-to-face sessions with over 1,400 small business owners and local chamber representatives. Additional online sessions were held with stakeholder peak organisations, and small business owners were encouraged to complete the online Small Business Survey. Jointly, direct input was received from over 2,500 participants.

The Roadshow has given me an even greater understanding of the challenges and opportunities that small businesses in different regions and industries are facing. Tailored support and flexible program offerings to better meet the needs of small business will produce positive benefits for local communities and our economy.

The Palaszczuk Government's commitment of $140 million over 2 years through the Big Plans for Small Business Strategy will directly respond to the clear feedback received during the roadshow, ensuring a strong and resilient small business sector that will not only survive but thrive.

As a part of working together to navigate the new economic landscape, we will hold a Workforce Summit later this year to bring together industry and business leaders, major employers, and training providers. The aim is to identify strategies and partnerships that will assist in providing the workforce that industry and small business need. The Workforce Summit will showcase and share innovative approaches of industry working with local communities and government to address local workforce shortages. It is a Summit that will challenge us all to think in new and creative ways.

I look forward to continuing to work with Queensland small businesses as we implement the Big Plans for Small Business Strategy to drive economic recovery, prosperity, and job creation across our state.

The Honourable Di Farmer MP Minister for Employment and Small Business and Minister for Training and Skills Development

Small businesses are the cornerstone of the Queensland economy

Small businesses operate across every industry and are found in every local community. They are an important source of investment and create jobs, particularly in our regions.

Infographic references

Our big plans for small business.

The Big Plans for Small Business Strategy will run until June 2023. It aims to help small business thrive and grow through a commitment of $140 million over 2 years. This includes:

• $100 million Business Investment Fund to invest in small to medium sized businesses with significant growth potential and will create Queensland based jobs
• $30 million to increase skills and capability through grants and other support for small business
• $10 million to make the Queensland Small Business Commissioner permanent and a targeted engagement framework that includes reinvigorating the Queensland Small Business Advisory Council .

Our vision and objectives

A small business sector that helps drive economic recovery, prosperity and employment across Queensland.

Our objectives

• Support small business to recover and increase their ability to thrive and grow.
• Increase the skills and capability of small business owners and their workforces to take up new business opportunities.
• Drive jobs growth within small businesses.
• Support local and regional economies and communities.

Achieving the vision

The Big Plans for Small Business Strategy has 4 key focus areas. Each focus area is supported by specific actions to help small business at all stages of the business lifecycle in Queensland.

Harnessing small business diversity

Part of the strength of small business in Queensland is their diversity. The Strategy will focus on supporting the broad range of small businesses across Queensland. Particular focus will be placed on ensuring that our support is responsive to the needs of small businesses in regions, social enterprises and small businesses operated by women, people with disability, Aboriginal and Torres Strait Islander and culturally and linguistically diverse Queenslanders.

Engaging small business

To support the delivery of the Big Plans for Small Business Strategy, Queensland Government will engage with Queensland small business to ensure we are:

• connecting small business to support and services
• capturing small business feedback and collaborating on solutions
• promoting small business to consumers through our range of communication strategies and channels.

Our support for small business to date

Small businesses have been amongst the hardest hit by COVID-19 and are recognised within Unite and Recover: Queensland's Economic Recovery Plan as the backbone of our economy.

Support for small businesses to manage the impact of COVID-19

• $196 million in Small Business COVID-19 Adaption Grants to help small businesses adapt, sustain operations and build resilience.
• $1 billion in interest free/low interest business loans with 86% going to small business.
• More than $1.3 billion in payroll tax relief and land tax relief including refunds, payment holidays and deferrals for eligible businesses.
• Support for eligible small and medium-sized businesses with $100 million in electricity bill rebates .
• 400 free online courses made available for businesses and their employees through the Small Business Skills Hub .
• Introduction of a Queensland Government SME procurement target of 25%, increasing to 30% by 30 June 2022.
• Establishment of a temporary Queensland Small Business Commissioner to provide information and advocacy support to small businesses and assist in resolving commercial tenancy disputes.
• $1.2 million to establish a regional network of business support officers in partnership with the Business Chamber Queensland.
• Tailored support for small businesses impacted by COVID-19 through the Mentoring for Growth program .

The Big Plans for Small Business Strategy builds on the Queensland Government's broader investment in helping to set the right environment for business to operate in and have the confidence to grow.

Programs supporting small business

• $885 million payroll tax package increased the payroll tax threshold to $1.3 million and introduced a new payroll tax rebate of up to $20,000 for new full-time employees.
• Delivering ecoBiz to help small businesses save money on energy, water and waste.
• Delivering the $2 million Tourism Business Financial Counselling Service to provide free advice to tourism operators who need guidance on adapting their business.
• $7 million Growing Indigenous Tourism in Queensland Fund to support Indigenous tourism attractions, businesses and regional ecotourism experiences.
• Building stronger regional economies through Building our Regions , Works for Queensland , and investing in regional tourism infrastructure .
• Delivering the Advancing Queensland Deadly Innovations Program and One Business Program to create pathways for Aboriginal people and Torres Strait Islander people to increase participation in Queensland’s innovation economy.

What small business told us

This Strategy has been informed by over 2,500 small business owners and industry representatives across Queensland.

In early 2021, the Minister for Employment and Small Business and Minister for Training and Skills Development toured the state to exchange ideas and insights with small business owners. The Small Business Roadshow included a series of face-to-face and virtual forums, and a small business survey on the Business Queensland website that provided clear and unambiguous feedback.

Top 2 issues raised

Workforce skills : Recruitment and retention of suitably skilled staff is a major issue for small business, particularly in regional areas where attracting staff to relocate is a barrier.

One-on-one support: Small businesses highlighted the need for support that is specific to the challenges and opportunities of each individual small business and provided by experts that understand local small business issues.

In the small business survey, the top 3 challenges for business growth identified by survey respondents were:

• economic impacts outside the business's control
• finding customers
• managing cash flow.

Priority challenges identified

• Skills and capability development : Business owners and operators often need staff to respond to the changing business environment. Having the time and resources to undertake training is a common challenge.
• Government communication : Small businesses have reported being confused by multiple government websites and communication channels, and find it difficult to locate and understand what is available. They would like to have a single point of contact to get information and advice that applies to their individual business needs.
• Awareness of support : Many businesses are unaware of government support available for small business and thought better promotion of programs and services is needed.
• Access to support : Accessing government support programs and services is often complex and time consuming for small business. Small businesses asked for more support outside of standard business hours and from people with local knowledge of small business issues.

Percentage of businesses feeling well prepared for future challenges: 29.7% (as identified by survey respondents)

Case studies

Kokopod chocolate – hope, joy, love and chocolate.

KOKOPOD received a State Government Artisan Grant in 2019 and in 2020 a Small Business COVID-19 Adaption Grant funded a digital upgrade.

In 2019 KOKOPOD was recognised for its high quality, innovative range of chocolates by winning the Sunshine Coast's Small Business Award for Food and Agribusiness.

In the same year, KOKOPOD opened its first shopfront at the local Ginger Factory and launched its second brand called NOMU NOMS.

The business is increasing the market reach of their uniquely flavoured chocolates which include caramelised liquorice, lavender and honeycomb, orange and fennel, lemon myrtle and macadamia grazing chocolate to serve with cheese and a range of vegan products.

The company began with former school teacher Brigid as a sole operator and has grown to employ seven staff. After the set back of COVID-19 it is growing again as orders for the hand-crafted chocolates continue to climb.

Brigid says the State Government's small business grants have helped give the business a greater visual presence and increased sales through website development.

Little Aussie Monster – Ann Granger

Her Little Aussie Monster company has been recognised for reducing the number of disposable nappies in landfill through the production of innovative reusable cloth nappies.

Ann's company received a $10,000 Small Business COVID-19 Adaption Grant in 2020 to develop a new website and logo and undertake advertising to boost product sales. The business is thriving again and Ann has increased the workforce to three staff.

Little Aussie Monster had secured a Small Business Entrepreneur Grant in 2018 which helped increase sales by more than 50% within 12 months.

Ann's company has also benefitted from the State Government's Back to Work Youth Boost scheme and Mentoring for Growth sessions.

'The mixture of assistance has been really helpful and has taken the risk away, freeing up more time to do other things for business growth,' Ann said.

The birth of her first son brought a lifestyle change and the lack of cloth nappies revealed a gap in the market. Ann developed a large local client base through markets and pop-up stores in shopping centres before opening her own store and warehouse in October 2018.

'Now we sell our nappies Australia-wide and ship them overseas to the United Kingdom, Canada, New Zealand, Mauritius and Egypt.'

Focus areas

Focus area 1 – skills to succeed.

Small businesses told us clearly that recruiting and retaining skilled staff is a major issue. This was one of the top 2 issues raised during the Small Business Roadshow. We also heard that new technologies, emerging industries and the impacts of COVID-19 are creating new and different skills needs across many small businesses.

The availability of a skilled workforce is essential to Queensland's economic recovery and the Queensland Government invests significantly in training and skills for Queenslanders. We will target this investment to build foundation skills, minimise skills shortages and focus on jobs in demand. We will also provide enhanced avenues for small businesses to identify priority skills needs and inform training investment in their industry and region.

How we will support this

• Target the $1 billion investment in training and skills to focus on training for jobs in demand and increase the availability of skilled workers.
• Industry engagement arrangements to help the government identify priority skills needs for small businesses.
• Hosting a Queensland Workforce Summit to identify strategies and innovative approaches to assist industry access the skills and workforce they need.
• Free Apprenticeships for Under 25s to cover the costs of training for employers who commence a new apprentice or trainee aged under 25.
• Regional Jobs Committees to help businesses, industries and employee groups address local employment and training needs and solutions in 6 regions across Queensland.
• Extending the Skilling Queenslanders for Work initiative to help disadvantaged Queenslanders to gain skills, qualifications and experience to enter and stay in the workforce.
• Revitalising the Back to Work program to provide eligible businesses the confidence to employ Queenslanders who have experienced a period of unemployment and help workers facing disadvantage in the labour market.

Focus area 2 – Building business skills

Small business owners and operators told us that they need a range of skills and capabilities to start, run and grow their business. Having access to the right skills, information, tools and support is fundamental to ongoing business success, particularly in times of change and uncertainty. We also heard that time and resource constraints make it difficult for small business owners and operators to develop their skills.

We will provide small businesses with a range of options to build their skills and capabilities in areas that are important to their business. This will include tailored one-on-one support, access to new information and online tools and formalised training pathways to provide flexibility for small businesses.

• Small business grants package to support small businesses to build capability with a focus on increasing access for regional businesses and priority sectors.
• Provide subsidised qualifications for eligible small business owners, managers and employees in relation to managing a small business and across a range of industry priorities.
• Provide small business with easy access to information on running a business through the Business Ready initiative .
• Launching a Business health check to help small businesses identify changes they can make so they can survive and thrive.

Focus area 3 – Grow your business

Small businesses clearly told us that tailored and one-on-one support is important to help them thrive and grow. This was one of the top 2 issues raised during the Small Business Roadshow. To assist businesses in taking advantage of new opportunities, we will support small business to access new customers and international markets, adopt new processes and implement new ways of doing business. For businesses with significant growth potential, we will also drive job creation by providing funding to support private investment, innovation and expansion into new markets.

We also heard that small businesses are particularly vulnerable to economic disruptions and extreme weather events. By supporting small business to adapt, innovate and adopt new technologies, we will help build business flexibility and resilience in a changing environment.

• Invest in small and medium businesses that have significant growth potential and will create Queensland based jobs through the Queensland Business Investment Fund .
• Increase core capabilities and keep up with best practice ( Business Basics Grant )
• Advance efficiency and productivity (Business Boost Grant)
• Accelerate and seize growth opportunities ( Business Growth Fund ).
• Support small businesses ready to enter international markets through the Go Global Export Program .
• Enhance the Mentoring for Growth Program to continue to provide tailored support, including financial mentoring and business planning.
• Celebrate success, share information, facilitate training opportunities, foster innovation and build connections through the Queensland Small Business Month .

Focus area 4 – Doing business better

Small businesses told us that it can be difficult for small business to navigate and understand regulatory requirements and supply to the government. We are committed to assisting small businesses to understand their regulatory requirements and work with the government. This includes reducing compliance, connecting businesses with the right information at the right time and providing clearer pathways for small businesses to resolve disputes.

We are also increasing opportunities for small businesses to supply to the government and ensuring they are paid on time and in full. Enhanced advocacy and engagement functions will ensure a strong voice for small business that captures the diversity of Queensland's small business community.

• Establish a permanent Queensland Small Business Commissioner to provide information, advice and advocacy for small business.
• Strengthen the Queensland Small Business Advisory Council , which provides advice to the Minister on significant small business issues.
• Provide a customised regulatory guide for small business via the Queensland Business Launchpad .
• Assist understanding of Vocational Education and Training (VET) regulatory obligations through the VET Informed Consumer project.
• Maximise opportunities and make it easier for small business to supply to the government through the Queensland SME Procurement Target and On-time Payment Policy .
• Recognise and support local councils in Queensland that are actively supporting small businesses through the Small Business Friendly Councils initiative.
• Explore how businesses can move outside and revitalise dining precincts and CBDs through the Summertime Taskforce .
• Undertake Digital Transformation Program Business Case to investigate how to bring better connectivity to other areas of Queensland.

Find out more

To find out more about support available for small businesses through the Big Plans for Small Business Strategy:

• business.qld.gov.au
• [email protected]
• 1300 654 687
• facebook.com/businessqldgov
• ABS 8165 Counts of Australian Business, including entries and exits as of 30 June 2020. Australian Bureau of Statistics, Canberra.
• ABS 8155 (Unpublished data) Queensland Treasury.
• Derived from ABS 8155 (2018–19) Australian Industry, 2018–19 and ABS 5220 (2018–19) Australian National Accounts: State Accounts, 2018–19 Australian Bureau of Statistics, Canberra

How we got here

Queensland's Economic Recovery Plan – Backing small business In response to the COVID-19 pandemic, the Queensland Government commenced delivery of a range of support for small business outlined in Queensland's Economic Recovery Plan.

Queensland Small Business Strategy Discussion Paper The Queensland Small Business Strategy Discussion Paper was released in November 2019. The discussion paper asked what else could be done to ensure Queensland is the best place for small business to start, grow and employ.

Advancing Small Business Queensland Strategy The Advancing Small Business Queensland Strategy was delivered from 2016–20 and positioned Queensland as the place for small businesses to start, grow and employ.

Last updated 11 April 2024

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Writing your plan for small business success (book)

By Administrator | 13 September 2016

Author: Ian Birt A practical guide to creating a plan for your small business, with all the information you need to secure a bank loan and ensure it will be a success. If you're starting a small business, or making major changes to your existing one, to go forward with confidence, you need to write a business plan. This widely used, practical guide shows you how to prepare an effective business plan to obtain a loan and get your business off the ground. It includes: step-by-step guidelines to create a business plan; sample business plans for a range of business types; examples, exercises, quick quizzes, activities and web references; a list of environmentally sustainable business practices; options for marketing, production, purchasing, staffing and financing; what to do when business conditions change. Writing Your Plan for Small Business Success is essential for students of small business management, as well as a valuable guide for anyone heading out on their own. Read this book in the Business Studio

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• 1300 249 268
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How to Start a Business in QLD in 7 Easy Steps

• Business Insurance , Insurance Products
• Mar 04, 2022
• By deependra

Congratulations! You’ve decided to chase your business dream and start your own business in the sunshine state of Queensland. Anyone will tell you that starting your own business is by no means a walk in the park (or stroll on the beach), it’s a new journey that will deal out a fair share of challenges and can be one of the most rewarding decisions you’ll ever make.

So, with a little bit of preparation, some good organisation skills and a healthy dose of enthusiasm, it’s time to make this business dream a reality.

Regardless, if you are a tradie , a mobile hairdresser , or opening up a café, all types of businesses need to have a plan in place to help get their business up and running. There’s plenty of things to consider, so here is a free guide that covers some of the basics that you need to think about when you’re in those early stages of setting up your business.

1. Choose a business structure

This is one of the important steps that can set the tone of your business for its future ahead. Understanding the differences between the various structures and which one is going to suit your business best can be mind boggling. If you feel unsure it’s always a wise decision to have a chat to a professional like your accountant to clarify the finer details.

There are 4 main types of business structures in QLD, these are:

Sole trader

Partnership.

One of the most common types of structures, a sole trader set up usually involves the business owner looking after the conduct of the business activities without external assistance. As a sole trader, you will also be legally and financially responsible for the different areas of your business which can include things like debts and losses.

Some of the things you may need to set up your sole trader business structure include:

• Australian Business Number (ABN)
• business name registration
• trademark registration [1]

This structure involves 2 or more business owners participating together with the intention to make and share the profits. The Partnership Act 1891 outlines the various roles related to the partnership business structure, more information can be found here .

Some of the things which you may need to establish a partnership structure include:

• trademark registration
• limited partnership formation (only if you have a silent partner)
• to register for GST if turnover is $75,000 or more. [2]

This is one of the more involved of the business structures and can be a bit more costly. These are some of the required steps the process of establishing a company may involve:

• must be registered under the Australian Corporations Law
• register for GST if you turnover more than $75,000
• comply with all obligations under the Corporations Act 2001 (Cwlth). [3]

This is a structure which involves a legal relationship with a trustee (this can be an individual or company) that conducts business for the benefit of other people (the beneficiaries).

To establish a trust, you will need:

• a trademark registration [4]

2. Develop a business plan

The next step in the grand plan of starting your own business is to have a business plan in place. Once you have an idea of the type of business structure you want to go with this will help to influence some of the other decisions you will need to make with your business plan.

Why have a business plan you may ask? Here are a few good reasons why:

• you may be asked to produce a copy of your business plan if you are applying for finance through your bank
• it helps your business plan and project for the future
• creates a realistic insight into different areas of your business, where you may need to invest more time, money and resources
• is an opportunity to set up for success by creating goals and milestones

Recommended reading: How to create a business continuity plan (BCP)?

3. Research the market

With your business in hand, now is the time to do some serious research. You’re going to need to spend some time really understanding the climate of the market you are about to enter into. This will vary for different industries and models of business, but all involve the basics when it comes to research.

Get the grips with knowing who your competitors are. Study their business’, get to know their marketing approach, products, pricing etc. This will help you when trying to look at you can make your business stand out from the crowd!

Set aside some time to be familiar with your business’ strengths and weaknesses too. If you need to ask potential customers things like what they would like to see from your business and what products and services would be of benefit to them

4. Setting up sticks, finding a location

Different businesses will require different set-ups, for some you may require renting a premises for others you may be mobile or run your business from home .

If you are deciding on setting up a physical location , do some research and become familiar with the location that you wanting to move to. From your previous competitor research, you will need know of which other business operate in the area, what your clients may be like and their needs.

Running a mobile business or from home may also require a bit setting up and investing in new things like office supplies, vehicles, equipment etc. Make sure you factor these additional costs when setting up your business budget .

5. Be compliant – Queensland licenses and registrations for businesses

For some Queensland businesses you may be required to have certain licenses and registrations in place before you can start operating. These will vary from industry to industry, so it is always important to check with your relevant industry body/board.

It’s also important to be aware that even though you may have been covered in another Australian state of territory, your license or registration may not be valid or require further details to be accepted in Queensland.

Related: Licence and Insurance Requirements for QLD Electricians

6. Grants and support in QLD

In those initial days of starting out, getting as much support, especially financially is going to help your business out greatly. There are different grants and assistance schemes available for Queensland small business, so invest in finding out what you may be eligible for.

The Small Business Grants Schedule features a list of numerous kinds of grants and assistance programs which may be available to help different businesses and is worth a look.

7. Get business insurance

One of the other priorities when setting up your small business is getting all the right insurances sorted. There are plenty of different coverages available so it is important to ensure you have the appropriate type of cover that will safeguard your business.

Some of the main types of business insurances include:

• Public Liability insurance *
• Professional Indemnity insuranc e*
• Business Insurance *
• Personal Accident and Illness
• Cyber Liability insurance *
• Tax Audit insurance *

Tick one more thing off the to-do list and get your insurance sorted with BizCover today. Compare multiple quotes from some of Australia’s most trusted insurers in minutes.

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Business continuity planning

Business continuity planning helps your business respond to unexpected events and situations which can interrupt your operations.

Developing a business continuity plan will help your business minimise the impacts of these events and continue trading.

What is a business continuity plan

A business continuity plan is a document that explains the actions you should take before, during and after unexpected events and situations.

It is designed to help you:

• identify, prevent or reduce risks where possible
• prepare for risks that are out of your control
• respond and recover if an incident or crisis occurs.

Continuity planning for resilience

Business continuity planning is the process of creating a system in your business that helps prevent, minimise and recover from threats to your operations.

All businesses deal with risk. At any time, your business may experience:

• natural disasters (floods, storms, cyclones)
• power outages
• supply chain failures
• staff shortages

The aim of business continuity planning is to return to trading within the shortest period of time. This planning helps your business be more resilient and continue with minimal interruptions.

Examples: why continuity planning is important

A fire has destroyed all your stock in your warehouse. To continue to trade, could you:

• replace the stock quickly, or find another way of meeting the needs of your customers?
• replace stock quickly with your current suppliers?
• buy excess stock from your competitors?
• find a warehouse or other space to store stock if your own warehouse is unavailable?
• ship straight from the supplier to your customers (dropshipping)?

Imagine you were not able to run your business or communicate with staff and stakeholders for 6 months.

• Would your staff be able to run your business?
• Do you have a document or plan in a secure place that staff and stakeholders could access (e.g. in the cloud)?
• Does your plan include all the information needed to operate the business successfully in your absence?

Develop a business continuity plan

A typical business continuity plan has the following elements.

This section outlines the key objectives on your plan, and who needs to use it. It should also include information to help your staff to understand it.

In this section:

• executive summary
• distribution list
• glossary of terms used in your plan documents.

This section identifies possible risks to your business, and ways to manage them or minimise their impact on your business.

• identified risks
• preventative actions
• contingency plans
• business insurance details
• data security and backup strategies.

Learn more about:

• identifying and managing business risk
• business insurance
• IT risk management .

This section uses the risks identified in section 2 to review your critical business activities, forecast the impact of a disruption and work out how long it might take to recover.

Learn more about identifying and managing business risk .

This section describes how and when you'll activate your plan in response to a critical incident.

• immediate response checklist
• evacuation procedures
• emergency kits
• roles and responsibilities
• key contact lists
• preparing an incident response
• preparing for a natural disaster .

This section describes the methods you will use to recover quickly.

• recovery plan
• incident recovery checklist
• recovery contacts
• insurance claims
• market assessment
• staff mental health assessment.

Learn more about developing a recovery plan .

This section details how you'll test your systems and procedures. Use these reviews to evaluate and update your plan to be better prepared.

• training schedules
• review schedules.
• business processes, procedures, and standards
• industry codes of practice from WorkSafe Queensland, which set out work health and safety drill requirements (e.g. fire drills).

Business continuity plan template

The business continuity plan template will help you develop a:

• risk management plan
• incident response plan
• recovery plan.

Download the business continuity planning template .

Best practice in managing disaster risk — the PPRR model

The prevention, preparedness, response, recovery (PPRR) model is a cyclical way of handling disaster risk within your business. It's a useful example for your business continuity planning.

Reproduced from materials available on Prevention Preparedness, Response and Recovery Disaster Management Guideline published under a Attribution 4.0 International . © State of Queensland, 2022

This diagram shows the starting point of the model is prevention and mitigation, then moves to preparedness, followed by response, and finally recovery.

Use the PPRR model to:

• assist in developing your business continuity plan
• assist when conducting regular drills and rehearsals of emergency events
• identify gaps and areas for improvement
• ensure you are as prepared as possible.

The PPRR model is commonly used by Australian emergency management agencies because it is simple to understand and easy to remember and act on.

Small business examples of the PPRR model in practice

These examples help identify potential scenarios to consider for your business continuity plan.

Steps to prevent or eliminate risks

Example 1: Floods

When selecting a suitable premises for your business, check your local council's online flood maps and choose a location above flood levels of past floods.

If your premises is likely to be flooded, try to locate your building and structures above potential flood levels. Build accessible paths and driveways to allow continued access.

Learn more about preparing your business for natural disasters .

Example 2: Finances

Protect your finances by enabling additional security measures on your bank accounts and authorisations on payments. Set up a procedure to check all invoices, accounts and transactions regularly.

Contact your suppliers prior to payment to ensure the bank details listed on invoices are correct. These simple measures prevent fraud from within your business and theft through external cyber fraud.

• security and crime prevention
• managing financial risks .

Prepare your business to respond to and recover from an incident

Example 1: Bushfires

Identify what impact a bushfire might have on your business operations. This will not only include impacts to your business premises (e.g. loss of buildings and stock) but also wider impacts, such as how your local suppliers may be affected (e.g. limited orders, road or transport closures).

Develop emergency evacuation plans, and contact your local council for bushfire preparedness information for your area.

• preparing for a natural disaster
• bushfire preparation for small business .

Example 2: Losing a major customer

Losing a major customer can have a significant impact on your finances and may have implications for your staffing.

Consider how you could diversify products and services, or build your client base to ensure you're not reliant on the business of 1 customer.

Your response to contain and control an incident

Example 1: Economic downturn

An economic downturn is a normal phase in the business cycle. Customers may reduce spending and you may have to look at reducing stock or staffing levels.

A planned incident response will allow you to take immediate action to stabilise your business. Consider changing staff hours or renegotiating supplier contracts.

Learn more about surviving an economic downturn .

Example 2: Electrical fire

An electrical fire on your business premises needs a rapid response including making sure all staff are safe, evacuating and contacting emergency services.

A go-to kit with response checklists and contacts will help manage the incident.

• incident response
• emergency preparation for small business .

The steps and timelines to fully restore your business operations

Example 1: Drought

Recovering from drought in a rural area may require many steps to recover business customers and revenue, and is likely to take time.

Recovery could include attracting tourism to the area and broadening products and services. It may also require seeking financial assistance from the government and other sources.

• recovering after drought
• developing a recovery plan .

Example 2: Reputation loss

Reputation loss can be very difficult to recover from. You could consider engaging a public relations adviser, running a media campaign, retraining staff in customer service, and changing some products or services.

• recovering from a reputation incident

Train your staff

Include key staff when you develop and review your business continuity plan. This will help ensure your plan is comprehensive across all areas of your business, and help staff effectively respond to incidents. Make sure you introduce your plan to new staff as part of induction processes.

Use workplace simulations with staff to test and review your plan.

Workplace simulations of possible risks can help by:

• identifying how prepared you and your staff are
• revealing how quickly your staff can locate the plan, enact the incident checklists and put recovery actions in place
• identifying gaps and problems with the plan.

Simulation exercise

Your business experiences an IT outage. Many systems are affected including all your computers and telephones.

• Is your business continuity plan accessible in another location (e.g. a hard copy onsite, in the cloud accessible by a mobile phone)?
• Does your plan have a checklist of what to do including who to contact?
• Does your plan provide instructions on how to contact customers?
• How rapidly did the staff deal with the emergency and recover the business?

A team debrief after the simulation opens up discussion for review and changes based on staff feedback.

Also consider...

• Find out about identifying and managing business risk .
• Read about IT risk management .
• Visit the small business disaster hub to learn about managing natural disasters and other threats to your business.
• Last reviewed: 24 Nov 2022
• Last updated: 24 Nov 2022

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Business Plan 2020-21

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URL: https://www.publications.qld.gov.au/dataset/f18ea162-6af3-4302-b5b4-61dc5286e586/resource/642f4a14-4f41-41b9-8201-97bcbe9581dd/download/business-plan-2020-21.pdf

QCS Business Plan 2020-21

Additional Information

Benefits of a business plan

Your business plan outlines:

• your vision for the business
• the actions that will help you achieve it

When you are starting out, your business plan can help you to secure financing and investment. But your business plan does more than tell others what your plans are. A good business plan can help you test the feasibility of your new business idea, set operational and financial objectives, and make sure your business is manageable and effective.

You will need to revisit your business plan regularly as your business evolves and the business environment changes. These changes could include increased competition, advances in technology or the expectations of your customers.

What to include in your business plan

A clearly written business plan should include:

• the vision and direction of your business – where are you now and where do you want to be?
• a SWOT (strengths, weaknesses, opportunities, threats) analysis – a good business plan won't only identify ways to make your business idea work, it can also help you identify reasons why your idea might not work so you can address them before you invest time and money
• a force field analysis – for each issue identified in your SWOT analysis, identify the positives and negatives of each issue and the actions you will take to address the issue

Write your business plan

Whether your business is just starting out, you're looking to sustain or you're looking to grow, our guide to writing a business plan can help you clarify your goals, figure out your barriers and come up with a plan of action.

Video: How to write a business plan in 8 steps

View transcript.

Whether you're planning to start a business or have been running it for years, business planning is the key to your success. A business plan helps you get finance, gives you control and direction and helps you set priorities.

Step 1: Define your vision

When you start a business, you have a clear goal to achieve this vision. After some time, the clarity of your vision may become blurry. Writing down your vision will help you define it for your staff to identify with your mission. Where are you now? Where do you want your business to be in the future?

Step 2: Set your goals

Make your goals and objectives realistic. Plan your short-term, mid-term, and long-term goals, including choosing your location; the number of customers you plan to reach and your customer demographics; your sales targets - revenue and profit margins; what you will outsource; your required staff numbers; and your growth strategy. Planning this strategy will help realise your dream and make your business thrive.

Step 3: Define your unique selling proposition

What makes you different from your competitors? Highlight the characteristics that make your business stand out from your competitors. Is there demand for your range of products or services? What can your business offer to increase demand?

Step 4: Research your market

Who are your competitors? What product range or services do they offer? Where are the gaps? Where is demand greater than supply and for which products or services? What are the current and future industry trends? How do you leverage these opportunities?

Conduct a SWOT analysis to explore the Strengths, Weaknesses, Opportunities and Threats faced by your business; Think of all possible scenarios. List the issues and conduct a Force Field Analysis for each. This will help you determine clear actions to implement in order to address them.

Step 5: Know your customer

Do your research and define your target audience. Customers are spoilt by choice, so find out their buying habits. What does your ideal customer want? Get their feedback. Who are you targeting by age, gender, behavioural patterns or location? Find your niche.

Step 6: Set your marketing goals

Consider the product range and stock quantities to output or warehouse. Create a product development strategy. What is the price you should set to achieve your desired revenue? How will you handle distribution and delivery? What tools will you use for promotion?

Step 7: Define your marketing strategy

Include your chosen social media channels and engagement. How and where will you advertise - search engine marketing, print, radio or other media? Will you attend industry, trade or networking events?

Step 8: Talk to your accountant

Do your sums - are your financial goals and propositions realistic? How can you improve cash flow? How can you achieve your goals? Good business planning is a three-stage process:

• You PLAN for the future.
• You TRACK your progress.
• And you LEARN from your experience.

One of the most important things to remember is that a business plan is a living document. Just as your business evolves over time, so too should your plans. Set reminders in your calendar to revisit your plan every 3, 6 or 12 months. It's important to revise your goals according to your current status as changes occur over time. Make planning part of your business. It doesn't have to be onerous and it doesn't have to be done in solitude. Make it fun, get creative, and include others in your process.

For more information on business planning, visit business.vic.gov.au where you can access tools, workshops and resources to help you plan for your success.

Create your one-page action plan

A one-page action plan is an overview of the current situation, where you want to be and what you need to do to get there. It's also a practical way to record the outcomes of the planning process.

A one-page action plan has the following elements:

• 'Now' analysis – Summarise your current situation and issues in 4 or 5 points.
• 'Where' analysis – What is your vision? What is your competitive advantage? What are your key objectives?
• Strategies – What are the 3 or 4 key strategies you need to work on over the next 12 months? You can draw these from the SWOT analysis in your business plan.
• Action plans – List about 3 or 4 of the most important actions to complete to help achieve your strategies. You can draw these from the analysis of your key issues and strategies in your business plan.
• Timing – State when you aim to achieve the result and who is responsible for each task. These should be in priority order and are critical for accountability.

Get help in person

If you’re a first time business owner then you might need help working out how to action some of the steps you want to take. This might mean talking to an accountant, other business owners, a mentor, business coach or joining an industry group or your local chamber of commerce.

There's plenty of support available in Victoria to help you upskill and put you on the right track:

• Try one of our mentoring services or workshops .
• Get free advice and speak to subject matter experts with the Small Business Bus .

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Community Safety Plan for Queensland

Every Queenslander deserves to be safe and feel safe.

The Community Safety Plan for Queensland will tackle crime, address the complex root causes of crime and hold offenders to account.

Committing an extra $1.28 billion, the Community Safety Plan for Queensland supports five pillars:

• Supporting victims
• Delivering for our frontline
• Detaining offenders
• Intervening when people offend
• Preventing crime before it occurs.

Actions from the Plan will deliver:

• 900 more police personnel
• more tools for Police to keep us all safe (3000 more metal detecting wands, 1000 more tasers, two new helicopters)
• tougher laws and penalties for serious repeat offenders
• more help for seniors to secure their homes
• programs to keep young people on the right track.

To enjoy Queensland’s great lifestyle, our communities must be safe places to live and work.

Read the Community Safety Plan for Queensland to see how the Queensland Government is delivering on keeping Queenslanders safe.

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Work Health and Safety and Other Legislation Amendment Act 2024

The Work Health and Safety and Other Legislation Amendment Act 2024 (WHSOLA Act), implements legislative change from the 2022 Review of Queensland's Work Health and Safety Act 2011 , as well as recommendations from the national 2018 Review of the Model Work Health and Safety Laws (Boland Review).

Its primary focus is to strengthen worker protection and representation, while also encouraging the uptake of health and safety representatives (HSRs) in the workplace.

The WHSOLA Act amends the Work Health and Safety Act 2011 (WHS Act) and Safety in Recreational Water Activities Act 2011 .

WHSQ is preparing guidance to help you navigate these changes as they go live.

Ensure you stay up to date on changes by checking this page, subscribing to our eNEWS and following our social channels .

Download the timeline of changes (PDF, 0.34 MB) and the stakeholder communication kit (PDF, 5.66 MB) for helpful FAQs, key messages and resources.

The below outlines upcoming legislative changes contained in the WHSOLA Act. Commencement dates for the new provisions vary to allow systems and processes to be put in place to support these changes.

Changes now in effect

Changes proposed to commence on 20 may 2024, changes proposed to commence on 29 july 2024.

Commencement dates are subject to change, dates provided are indicative only.

Prohibition on insurance for fines

The prohibition on using insurance arrangements to avoid responsibility for paying work health and safety penalties has already come into effect. The effectiveness of monetary penalties (e.g. a fine) as a deterrent is significantly undermined if businesses can take out insurance to cover this cost. Both the WHS Act and Safety in Recreational Water Activities Act 2011 prohibit a person entering into, providing or benefiting from an insurance contract or arrangement that purports to cover monetary penalties under these Acts.

Learn more about the prohibition on insurance .

Rail Safety National Law (Queensland) clarification

Schedule 1 of the WHS Act has been amended to clarify that the WHS Act and Rail Safety National Law (Queensland) apply concurrently.

Worker representation and consultation

This amendment clarifies who can be involved in addressing work health and safety issues at a workplace. It includes suitable entities that can represent health and safety representatives (HSR) and workers. A suitable entity for representing, or assisting a worker or the HSR, means a relevant union for the worker, or another entity authorised by the worker or representative to represent or assist them, that is not an excluded entity. An excluded entity for representing or assisting a worker or HSR includes:

• a union that is not a relevant union for the worker
• an entity, other than a union, that is an association of employees or independent contractors
• an entity, other than a union or an association of employees or independent contractors, that represents, or purports to represent, the industrial interests of the worker or representative
• an entity that demands or receives a fee from another excluded entity for representing, or purporting to represent the industrial interests of the workers or representative
• an officer, employee, agent of an excluded entity.

A relevant union means a union of which the worker is a member, or is eligible to be a member, and whose rules entitle the union to represent the worker’s industrial interests. The union must be an employee organisation registered under the Fair Work (Registered Organisations) Act 2009 (Cth) or Industrial Relations Act 2016 .

Entry Permit Holders (EPH)

Amendments clarify the rights and responsibilities of WHS entry permit holders (EPH), and ensure they have access to necessary information to fulfill their roles effectively.

• An EPH can enter a workplace for the purpose of giving notice of entry. A notice is not invalid merely because it contains a minor administrative error (e.g. a spelling error or incorrect name of a person or relevant union which is otherwise sufficiently identified in the notice).
• An EPH can enter a workplace to inquire into suspected contraventions of the WHS Act or Electrical Safety Act 2002 and remain at the workplace, during its normal working hours, for the time necessary to achieve the purpose of entry.
• An EPH who has given notice of entry for a suspected contravention is not required to give additional notice to view relevant employee records or other documents held or accessible at the workplace, or to consult workers about the suspected contravention.
• It is not reasonable for a person conducting a business or undertaking (PCBU) to request the EPH to comply with a WHS requirement if it would unduly delay, unreasonably prevent or hinder the EPH exercising a right of entry (e.g. requiring off-site induction at a location far from where entry is sought, or unnecessary use of exclusion zones).
• Information obtained by an EPH when inquiring into a suspected contravention may be used or disclosed if a person reasonably believes it is necessary to lessen or prevent a serious threat to public health or safety, whether in relation to the suspected contravention or more generally. This is intended to allow use or disclosure of information for public awareness or education.

Regulator information sharing, obtaining, use and disclosure of information

Minor technical amendments to improve the operation of the WHS Act include:

• clarifying the regulator’s powers to obtain information has extraterritorial application (e.g. outside Queensland)
• a consistent approach to issuing and serving notices to obtain information
• clarifying information sharing between regulators.

Inspector powers

• allowing a person to answer questions by audio or audio-visual link rather than attending in person before an inspector
• a consistent approach to serving notices for a person to produce a document or answer questions.

Prosecutions

Amendments relating to prosecutions include:

• extending the 12-month timeframe to 18 months after an act or omission for a person to request the WHS Prosecutor bring a prosecution for a Category 1 or 2 offence
• providing a request can be made within six months of a coronial report, or a coronial inquiry or inquest ending
• requiring the regulator to provide written updates on investigations every three months to a person who has made a request until a decision is made on whether a prosecution will be brought
• the WHS Prosecutor can authorise an appropriately qualified member of staff from their office to bring proceedings under the WHS Act.

Reviews of codes of practice

Codes of practice must be reviewed at least every five years, rather than expire after five years.

Process to establish industry sector standing committees

The Minister may establish industry sector standing committees by gazette notice. No more than ten committees may exist at any point in time.

Name change for the Consultative Committee

The Persons Affected by Work-related Fatalities and Serious Incidents Consultative Committee is re-named as the Consultative Committee for Work-related Fatalities and Serious Incidents, informally known as the “Consultative Committee”.

Consultation with workers and their representatives

A person conducting a business or undertaking (PCBU) must consult with a representative of the workers if this is requested by one or more of the workers. Where this consultation is to be carried out at the workplace, the PCBU must carry out the consultation at the time and place agreed to by the parties.

A PCBU must share relevant information with workers when carrying out consultation about a matter, but this does not require a PCBU to allow representatives to have access to identifying personal or medical information about workers (unless the worker has given consent) or confidential commercial information.

Election of HSRs

Amendments to promote the election of health and safety representatives (HSRs) to represent workers in a work group include:

• a person conducting a business or undertaking (PCBU) must not intentionally hinder, prevent, or discourage a worker from requesting an election for HSRs
• a PCBU must not intentionally hinder, prevent or discourage the election of an HSR or deputy HSR or a person conducting the election from following election procedures
• their right to request the election of HSRs and establish work groups
• the role, powers and functions of HSRs and the process for electing them, and
• who can represent workers during negotiations about work groups
• a PCBU must invite workers to request the facilitation of an election for one or more HSR.

Further guidance will be developed to assist PCBUs in providing this information.

Determining work groups for HSRs

Amendments providing a clear process and timeframe for work group negotiations include:

• the person conducting a business or undertaking (PCBU)
• the workers who are proposed to form the work group or their representatives
• a relevant union for a worker if the union notifies the PCBU in writing they want to be a party to the negotiation and agreement.
• if a worker’s representative or relevant union are a party to the negotiations to be carried out at the workplace, the parties must agree on when and where the workplace negotiations are to be carried out, and ensure they are carried out at the agreed time and place.
• negotiations must be completed within 14 days of the request for the facilitation of an election for a health and safety representative, but the completion date can be extended if the parties mutually agree.
• if negotiations to make or vary an agreement fail, any person who is a party to the negotiations may ask the regulator to appoint an inspector to assist the parties in reaching an agreement.
• an inspector must first attempt to assist the parties and if they reasonably believe the parties are unlikely to reach an agreement within seven days, the inspector must make a decision about the work group negotiations within seven days.
• an inspector’s decision will not be subject to internal review, and any dispute about the decision can proceed to the Queensland Industrial Relations Commission.

Powers and functions of HSRs

The powers and functions of health and safety representatives (HSRs) are amended to:

• empower HSRs to request and receive information concerning the work health and safety of workers in the work group
• allow HSRs to accompany an entry permit holder (EPH) at the workplace where the EPH’s reason for entry relates to the HSR’s work group
• enable an HSR to request assistance from a suitable entity for the HSR (this amendment is proposed to commence in May 2024).

HSRs and ceasing unsafe work

A health and safety representative’s (HSR) power to direct that unsafe work cease is amended so that:

• the direction to cease work by an HSR must be issued to the person conducting a business or undertaking (PCBU) if attempts to resolve the matter have failed
• the direction to cease work is provided in writing through a cease work notice
• the PCBU must direct workers to cease unsafe work until such time as the issue is resolved or the direction is set aside under the dispute resolution process
• the HSR must display the cease work notice in a prominent place for workers in the affected work group.

HSRs retain the ability to issue a cease work direction to a worker in circumstances where there is an immediate exposure to a risk so serious that prior consultation with the PCBU is not reasonable.

WHSQ will be developing a template cease work notice for HSRs.

Provisional improvement notices

A health and safety representative can issue a provisional improvement notice (PIN) if they reasonably believe a person is contravening the WHS Act and it is likely the contravention will continue or be repeated. The timeframe for complying with a PIN is reduced from eight days to four days, except in circumstances where all parties agree to extend the timeframe.

The period for when a person can ask the regulator to appoint an inspector to review a PIN is reduced to three days.

HSR choice of training provider and remuneration

Amendments to clarify the rights of health and safety representatives (HSRs) in relation to HSR training include:

• HSRs can choose their own training provider for the HSR training courses that have been approved by the regulator
• the person conducting a business or undertaking (PCBU) must allow the HSR to attend the training and ensure HSRs receive their usual pay (including overtime, penalties, and allowances) they would get if they were performing their normal duties
• HSRs who are part time and work extra hours to attend training must be paid their regular wage for those additional hours
• if a PCBU and HSR cannot reach agreement about these matters, either party may ask the regulator to appoint an inspector to assist in resolving the matter.

PCBU’s general obligations to HSRs

Amendments clarifying a person conducting a business or undertaking’s (PCBU) general obligations in relation to health and safety representatives (HSRs) include:

• allowing access to information the HSR is entitled to request
• informing HSRs about notices issued by an inspector or WHS entry permit holder (EPH), and providing a copy to the HSR if the PCBU has been given the notice
• giving the HSR a copy of incident notifications made to the regulator
• when HSRs must be informed that an EPH or inspector has entered the workplace
• allowing the HSR to accompany the EPH or inspector at the workplace
• paying an HSR exercising their powers or functions under the Act the amount (including any overtime, penalties or allowances) they would get if they were performing their normal duties during the same period
• if a dispute arises between the PCBU and HSR about refusal to grant access to information or give a copy of a notice, the HSR may ask the regulator to appoint an inspector to assist in resolving the dispute.

Establishing Health and Safety Committees

Amendments providing a clear process and timeframe for establishing a health and safety committee (HSC) include:

• a person conducting a business or undertaking (PCBU) must establish an HSC as soon as practicable but not later than 28 days after receiving a request to do so.
• if the parties are unlikely to reach agreement within 28 days, they may ask the regulator to appoint an inspector to assist the parties reach agreement about the constitution of an HSC.
• if the inspector reasonably believes the parties are unlikely to reach an agreement with seven days of being appointed to assist, the inspector must make a decision about the HSC.

Discriminatory conduct

The WHSOLA Act ensures that discriminatory conduct also includes where a worker is treated less favourably than other workers of the person on the basis the worker has been or seeks to be involved in WHS issues in the workplace.

The jurisdiction of civil proceedings for discriminatory or coercive conduct is now with the Queensland Industrial Relations Commission.

Issue and dispute resolution process

The WHSOLA Act streamlines the issue and dispute resolution process by clarifying the role of inspectors, the Queensland Industrial Relations Commission (QIRC), and the standing of worker representatives. This facilitates efficient resolution of safety-related issues and means more WHS matters can be taken to the QIRC.

Pathways for dispute resolution

The WHSOLA Act has split dispute resolution into two pathways.

The first pathway is where an inspector is required to first make a decision before the matter can be referred to the QIRC. These matters relate to work group determinations, work group variations and the constitution of health and safety committees.

The second pathway is for matters where parties to an issue can either request an inspector to be appointed to assist with resolving the matter (and then refer the matter to the QIRC) or directly take a dispute to the QIRC.

These matters include disputes about:

• health and safety representative (HSR) access to information or copies of particular notices
• access to a workplace by a person assisting an HSR
• HSR training
• HSR issuing a cease work direction
• WHS matters where the issue dispute resolution applies.

Jurisdiction of QIRC, proceedings and prosecutions

The WHSOLA Act provides that the following matters will now be considered by the Queensland Industrial Relations Commission (QIRC):

• civil proceedings for discriminatory and coercive conduct, and
• WHS civil penalty proceedings.

Costs awarded by the QIRC for external reviews under section 229 of the WHS Act will now be limited to costs of the hearing.

The WHSOLA Act also clarifies who has standing to commence WHS civil penalty proceedings. The WHS Prosecutor and an authorised member of the WHS Prosecutor’s staff have standing to bring an order for all civil penalty proceedings. In addition, a relevant union, a WHS entry permit holder and a person affected by a contravention have standing to bring an order in relation to exercising entry permit holder rights of entry under sections 126, 144(1), 145, 146 and 147(1) of the WHS Act.

Commencement of other changes by proclamation at a future date to be determined

The following amendments in the WHSOLA Act will commence on a date to be proclaimed in the future:

• HSRs and EPHs being able to request information in improvement, prohibition and non-disturbance notices from the regulator
• prescribing high risk plant for non-workplace areas by regulation and a consequential amendment to the Public Health Act

Commencement dates are subject to change and the dates provided are indicative only.

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Former Queensland Premier Annastacia Palaszczuk joins Smart Energy Council

Annastacia Palaszczuk won't say if she will join her successor Steven Miles on the state election campaign trail in October as she takes up her first job since stepping down as Queensland premier.

The Smart Energy Council announced this week that it had appointed Ms Palaszczuk as an international ambassador in a role that will see her lead a delegation to China next month.

In an interview with ABC Radio Brisbane, Ms Palaszczuk said she was "very proud" to take up the new position at the renewable energy industry body, as she also spoke about her life post-politics.

"When you leave politics, you want to pursue interests that you feel strongly about," she said.

"Having brought down the Queensland energy and jobs plan whilst I was premier, I am very passionate about this industry. It's something that I think I can add to their line of work.

"The first trade mission is over to China. I'm very familiar with China having led four trade delegations there previously."

'I'm very happy doing what I'm doing'

Ms Palaszczuk stepped down as premier and resigned from the Queensland parliament in December, with her then-deputy Mr Miles subsequently elevated to the top job.

Asked if she would make a return to politics, she said: "I'm very happy doing what I'm doing."

Ms Palaszczuk would not be drawn on whether Queenslanders could expect to see her on the state election campaign trail with Mr Miles in October when voters head to the polls.

"I'm not going to be commenting on state politics. I'm here to talk to you about my role as the ambassador for the Smart Energy Council," she said.

Ms Palaszczuk said the Smart Energy Council approached her to take up the role, which will be a part-time position, as she also flagged she would be doing "a few other" jobs.

Asked if she would write a memoir, Ms Palaszczuk said: "We will have to wait and see."

Spending more time with family

Ms Palaszczuk served as Queensland's 39th premier for almost nine years — and is Australia's longest serving female head of government.

She said since stepping away from politics, she had been able to spend more time with her family, including her partner Reza Adib.

"I've been able to take a bit more care of myself, engaging in sport activities, keeping healthy and I'm very much enjoying my lifestyle," Ms Palaszczuk said.

"Queenslanders are still coming up and saying hello, and I'm enjoying the conversations I'm still having with Queenslanders whenever I'm out and about.

"It was a great privilege and a great honour [to be premier] and it's something that I will absolutely treasure, but now it's time for me to do other things and Smart Energy Council ticks all the boxes."

Ms Palaszczuk's first job as international ambassador at Smart Energy Council will be leading an industry delegation to China in June.

"There is huge opportunities for Queensland investors to actually make more here — not just in Queensland, but right throughout Australia as well," she said.

"We've got the critical minerals we need. We also have the technology and there is no excuse why we can't be domestically manufacturing all of these things here in Australia."

During her time as premier, Ms Palaszczuk's government introduced a renewable energy target of 70 per cent by 2032 and 80 per cent by 2035 as part of the state's energy and jobs plan.

Her government also committed to an emissions reduction target of 30 per cent on 2005 levels by 2030, and net zero by 2050.

Since becoming premier, Mr Miles has retained those emissions reduction targets, but introduced a new target to cut emissions by 75 per cent by 2035.

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