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Study Highlight: 2026 Edelman Trust Barometer for Australia and New Zealand

Study Highlight: 2026 Edelman Trust Barometer for Australia and New Zealand

The 2026 Edelman Trust Barometer for Australia and the 2026 Acumen Edelman Trust Barometer (New Zealand) have been released, marking 26 years of the global study. This year's research focused on trust amid growing insularity - defined as a reluctance to trust those perceived as different in values, beliefs, or background.

The research draws on insights from more than 30,000 respondents across 28 markets globally, with the New Zealand edition incorporating additional local data and insights. 

A shared finding across the reports is the rise of an inward-looking mindset: around three quarters of respondents (76 per cent in New Zealand and 73 per cent in Australia) reported hesitation or unwillingness to trust people who see the world differently. Increasingly, people are retreating into familiar circles for information, relationships, and reassurance.

Adelle Keely, Chief Executive at Acumen, said New Zealand is experiencing a noticeable cultural shift.

"We've traditionally prided ourselves on being open and tolerant. What we’re seeing now is a clear shift away from 'we' to 'me' - towards caution and selectivity in who and what we trust.”

Economic uncertainty driving caution
The study suggests that the inward turn is linked to rising uncertainty about the future. Economic pressure, technological disruption, and misinformation are contributing to declining optimism across both markets.

When asked if they believe the next generation will be better off, positive respondents from both countries fell below the global average of 32 per cent, with New Zealand at 17 per cent and Australia at 22 per cent.

Australians are also increasingly concerned about economic volatility, with 60 per cent worried about trade and tariff impacts on their work and 54 per cent concerned about job loss due to a looming recession.

Trust rising but unevenly
The report shows that while New Zealand remained in the distrust category overall, trust had increased from 47 per cent in 2025 to 49 per cent in 2026.

In Australia, trust across business, government, media, and NGOs rose from 49 per cent in 2025 to 54 per cent in 2026, moving the country from distrust into neutral territory. However, confidence remained unevenly distributed, with Australia recording its largest trust gap between high and low income earners since 2021, now sitting at 19 per cent.

Tom Robinson, CEO of Edelman Australia, said the data reflected increasingly divided perceptions of institutions.

"In Australia, we're witnessing the emergence of opposing institutional realities. This means that, across demographics, we're seeing levels of competence and efficacy in business, governments, NGOs and media, and the leaders of these sectors differ widely."

While New Zealand is not experiencing the same level of division seen in some other markets, 68 per cent believed distrust between people with different views is a serious problem that needs addressing.

Workplace impacts emerging
The research also highlighted how social division is beginning to influence workplace dynamics and productivity.

Similar trends were seen across both countries, with 32 per cent of employees in New Zealand and 42 per cent in Australia saying they would rather switch departments than report to a manager with different values. 19 per cent in New Zealand and 33 per cent in Australia also said they would put less effort into helping project team leaders succeed if they had different political beliefs.

Adelle warned: "If we lose the ability to work and collaborate across difference, we risk slowing productivity, limiting innovation, and making it harder to get ahead."

Employers seen as key trust builders
Employers remained among the most trusted institutions and were viewed as uniquely positioned to help rebuild trust.

In New Zealand, employers are trusted by 77 per cent of employees, while Australian respondents rated their employers among the strongest performers in meeting expectations to bridge divides, with only a 17 per cent gap between expectation and performance.

Workplaces were seen as one of the few environments where people regularly interact with others who are different from them, creating opportunities to build shared goals, have constructive conversations, and cooperate despite disagreement.

A shared responsibility to rebuild trust
The Trust Barometer findings suggested rebuilding social cohesion will require coordinated action across sectors.

Respondents in both markets believed governments, businesses, NGOs, and the media all hold responsibility for reducing division and strengthening trust. Australians placed the highest obligation on government, though only 36 per cent believe it is currently succeeding.

"Usually when we think about addressing divides, we try to eliminate differences," said Tom.

"However, in trying to navigate a world populated by insular groups, we need to be willing and able to work across these differences. This involves surfacing common interests, translating perspectives, and creating conditions for co-operation without requiring agreement."

Adelle added that rebuilding trust depends on engagement rather than retreat.

"Trust isn't built by surrounding ourselves with people who agree with us. It's built by engaging with difference - listening with respect and finding common ground where we can.”

Other key findings

  • Among the sectors polled, 15 of 17 industry sectors are now trusted in Australia, with energy rated neutral at 54 per cent, while social media remained distrusted at 38 per cent.
  • Only 33 per cent of Australians said they regularly consume news from politically diverse sources, below the global average of 39 per cent.
  • Concern about foreign actors spreading misinformation to drive domestic division had reached 64 per cent among Australians, reflecting the global high of 65 per cent.
  • Globally, the fear of being left behind by generative AI was strongest among low-income groups, with 54 per cent expressing concern.
  • Following major societal disruptions in recent years, Australians reported declining trust in national political leaders and major news organisations, while trust increased in neighbours, coworkers, family members, and direct employers.
  • 74 per cent of Australians believed rising mutual distrust is a moderate or crisis-level issue, while 37 per cent viewed it as a severe societal problem.
  • In New Zealand, high-income respondents reported 56 per cent trust compared with 43 per cent among low-income groups.
  • Among those in New Zealand holding an insular mindset, neighbours were the most trusted actors (69 per cent), while journalists (42 per cent), other CEOs (37 per cent), and government leaders (37 per cent) remain distrusted.
  • 26 per cent of New Zealanders would support reducing the number of foreign companies operating locally, even if it resulted in higher prices.
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Are media releases dead? What 10,000 journalists told us they want from PR Teams in 2026

Every few years, someone declares the death of the media release.

Today, the arguments sound familiar. Journalists don't read them anymore. Everything is social-first. AI is replacing traditional media outreach. It's all about the pitch. Press releases are becoming little more than AI-generated filler.

And yet, when we speak with journalists across Asia Pacific and the Middle East, a different picture emerges.

Media releases aren't dead, but expectations around them have changed significantly.

We've analysed more than 10,000 Journalist Interest Survey responses in the Telum Media platform collected over the past five years, alongside insights gathered from conversations with editors, reporters, and producers across the region.

Key takeaways:

  1. Journalists still value useful PR content
  2. Relevance matters more than reach
  3. The pitch and the release serve different roles
  4. The best releases reduce friction for journalists
  5. Modern releases need to support multiple platforms

The conclusion is clear: journalists still value media releases, but they value them for different reasons than they once did.

The media release has evolved from a distribution tool into something far more strategic.

The media release is no longer the story

For decades, many PR professionals treated the media release as the centrepiece of media relations activity.

Write the release. Send it widely. Hope for coverage - “spray and pray”.

That approach was far from perfect, but you could get away with it in an era when newsrooms were larger, competition for attention was lower, and journalists had more time to evaluate incoming information.

Today's reality is very different.

Journalists are producing content across multiple platforms, often with smaller teams and tighter deadlines. Their inboxes are flooded with pitches, announcements, thought leadership submissions, and increasingly, AI-generated content.

As a result, journalists have become far more selective about what earns their attention.

The modern media release is no longer just about news stories. It has become a source-of-truth asset, a newsroom resource, and a content hub that supports broader communications activity.

The best PR teams understand this shift.

“The strongest message from journalists can be summarised in a single phrase: ‘Understand what I cover’. Relevance remains the most important factor in successful media engagement.”

What journalists are actually rejecting

One of the most revealing findings from our analysis is that journalists are not rejecting PR content altogether.

What they're rejecting is low-value outreach.

Across thousands of responses, the same frustrations appeared repeatedly:

    • Irrelevant pitches
    • Generic outreach
    • Mass distribution
    • Weak story angles
    • Excessive follow-ups

In other words, this is less a rejection of media releases and more a rejection of poor media relations practice.

The strongest message from journalists can be summarised in a single phrase:

"Understand what I cover."

Relevance remains the most important factor in successful media engagement. In fact, our journalist surveys over the past two years have seen a sharp increase in a desire for both relevance and personalisation in pitches.

Journalists increasingly assess pitches within seconds. If the connection to their beat, audience, or current priorities isn't immediately obvious, the opportunity is often lost before the email is even opened.

The pitch and the release have different jobs

One of the biggest misconceptions in modern media relations is treating the pitch and the release as the same thing.

They are not.

The pitch exists to earn attention; the release exists to support the story.

The best pitches are:

    • Brief
    • Human
    • Relevant
    • Contextual
    • Conversational

The best releases are:

    • Structured
    • Factual
    • Complete
    • Reusable
    • Easy to reference

At a recent Telum Media event, a senior journalist described the fastest way to kill a pitch with a single word: “Respect”. Or a lack thereof.

A generic greeting. A story unrelated to their beat. A mass-produced email that demonstrates no understanding of their audience.

All signal a lack of respect for the journalist's time and expertise.

High-performing PR teams increasingly write pitches and releases for different audiences. The pitch is written for the journalist. The release is written for the journalist's audience.

That distinction matters.

Why journalists still value media releases

Despite predictions of their demise, journalists continue to actively request media releases.

But they want releases that help them work more efficiently.

The most common requests include concise writing, clear headlines, strong news angles, supporting data (with downloadable images and assets), spokesperson access, and easy-to-use formats.

These preferences reveal the modern role of the release: it functions as a workflow tool.

A strong release helps journalists:

    • Understand the story quickly
    • Verify information
    • Access supporting materials
    • Build content efficiently

The best releases reduce friction. And in today's newsroom environment, reducing friction is often more valuable than generating hype.

Think beyond media coverage

Another major shift is that media releases are increasingly serving multiple audiences.

A modern release doesn’t just support journalists; it might also support clients and prospects, employees, investors and analysts, partners, and search visibility.

Rather than creating a single-use document, leading communications teams are building content ecosystems.

The release becomes the foundation for:

    • Media outreach
    • Newsroom content
    • Executive communications
    • Social media content
    • Email campaigns
    • Sales collateral
    • Thought leadership activity

This approach not only improves consistency but also increases the return on investment from every announcement.

Media Releases - Releases today

The role of the modern media release

 

Not every story needs a release

Perhaps one of the most important lessons is recognising when a media release is the wrong tool.

Releases tend to perform best when there is:

    • Genuine news value
    • Multiple stakeholder audiences
    • A need for factual consistency
    • Strong supporting assets
    • Broader business significance

They are often less effective for internal milestones framed as major news (or self-congratulatory announcements), generic thought leadership, and untargeted mass outreach.

In some situations, a targeted pitch, LinkedIn strategy, executive commentary programme, or direct relationship-based outreach may be more effective.

Good communications strategy isn't about defaulting to a media release; it's about choosing the right tool for the objective.

A framework for modern media releases

If there is one word that captures what journalists are asking for today, it is respect.

At Telum Media, we summarise this through the RESPECT framework:

R – Relevance
Make it relevant to the journalist, their audience and the moment.

E – Efficiency
Help journalists work faster through clear, concise, and usable content.

S – Substance
Provide genuine value through expertise, data, insight, or access.

P – Personalisation
Demonstrate that you've done your homework.

E – Ecosystem
Think beyond the release and consider how it supports broader communications goals.

C – Clarity
Make the key message immediately obvious.

T – Timing
Reach out at the right time, not simply any time.

Media Releases - RESPECT

What journalists are asking for in a pitch / media release: RESPECT

 

The future of the media release

The debate over whether media releases are dead misses the point.

The more useful question is how do we make releases work better in today’s media environment?

Journalists still value relevant information, credible sources, strong story angles, and efficient communication. Media releases continue to play an important role in delivering those things.

But success today depends less on the existence of the release itself and more on how strategically it is used.

The media release remains a valuable communications tool.

Just not in the way many of us were taught to use it.

 

FAQs

Are media releases still useful in 2026?

Yes. Journalists still value media releases, but these days want targeted outreach, relevance to their beat, alignment with their audience, and contextual pitching.

What makes a media release useful to journalists?

Journalists are looking for releases in a format that helps them work efficiently. Which means releases that are concise, factual, with a clear angle, contain usable quotes, and come with downloadable assets and supporting data.

What is the difference between a pitch and a media release?

A pitch earns the journalist’s attention in their cluttered Inbox. A media release supports the story by providing structured, factual, and reusable information relevant to their audience.

 

With more than 30 years’ experience spanning journalism, corporate communications and media intelligence, Reuben Aitchison is Telum Media’s Head of Insights and Communications.

Explore Telum Media tools that help PR teams pitch with precision. 

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