The below opinion piece by Royal Life Saving CEO Michael Ilinsky was originally published in the Newcastle Herald. The article explores why drowning prevention should be treated with the same urgency and national commitment as road safety.

Primary Comms Group is proud to be working with Royal Life Saving NSW to support awareness and advocacy around drowning prevention and water safety across Australia.

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Our target should be zero – because one drowning is one too many
The grief which follows a fatal road crash is devastating. Families are shattered, lives are permanently altered and communities mourn losses that should never have happened. The same heartbreak follows a drowning death. Yet, while road safety is treated as a national priority, drowning too often slips beneath the surface of public attention.

This summer, almost as many people drowned in New South Wales as have died on our roads. That is a sobering comparison – and one that demands the same serious response. Road safety in Australia is guided by a clear principle: Towards Zero. It recognises that no death is acceptable and that prevention, education, infrastructure and enforcement must work together to save lives. Drowning prevention requires the same approach and mindset.

Across the 2025-26 summer, 29 people drowned in NSW, with weeks of warm Autumn weather still to come. Over a recent weekend, two men lost their lives and a pregnant woman was hospitalised after visiting what appeared to be a calm river on the Mid North Coast. Another man drowned the same day further south. These were not extreme conditions or reckless scenarios. They were familiar waterways, visited by people enjoying time with family and friends – exactly how many of us spend summer.

Nationally, drowning deaths are rising. In the 12 months to June 2025, Australia recorded 357 drowning deaths. NSW remains the deadliest state, with more fatalities than Queensland and Victoria combined. For a state defined by water, this is a confronting reality.

Most drownings do not occur during dramatic rescues or wild weather. All too often they happen quietly and quickly, often in places people feel safest. Rivers and creeks are now the most common drowning locations, followed by beaches, pools, lakes and harbours.

Drowning affects every age group. Children, rightly, remain a critical focus, but one in three drowning deaths last year involved someone aged over 65. Many older Australians lead active lives around water, yet reduced strength, medical conditions and outdated swimming skills can significantly increase risk – particularly in familiar environments close to home. Young people face different dangers, with drowning rates rising sharply from adolescence into early adulthood, especially when swimming unsupervised or in unfamiliar waterways.

The encouraging news is that prevention works. Drowning deaths among children under five have fallen dramatically over time due to pool fencing laws, education programs and sustained public awareness. These gains mirror road safety successes and show what is possible when governments, communities and families commit to long-term action.

But new challenges are emerging. Swimming and water safety skills are declining. One in 10 Australian children aged five to 14 has never had a swimming lesson and, as a result, almost half of Year 6 students cannot meet the minimum national benchmark of swimming 50 metres and treading water for two minutes. Many schools, particularly in regional areas, struggle to deliver programs due to cost, access and staffing barriers.

For decades, drowning has been treated as a lower-order public safety issue compared with road trauma. This is not because the risk is lower, but because of how the risk is measured.

Population-based statistics suggest road deaths are around four times higher than drowning deaths. But drowning can only occur when people are exposed to water. When risk is measured properly – by actual exposure, hour-for-hour – research shows the risk of fatal drowning is up to 200 times higher than the risk of dying in road traffic.

In simple terms: roads are used frequently, so deaths look high when spread across the whole population. Water exposure happens less often, but when it does, it is far more lethal. Despite this, road safety attracts billions in sustained, whole-of-government investment, while drowning prevention relies largely on short-term grants, seasonal campaigns and volunteer services. There is no equivalent Safe System for water.

NSW has shown that cultural change is possible. Seatbelts, drink-driving laws, speed management and safer roads have saved countless lives. None of this happened by chance.

Critically, a genuine Safe System approach to drowning prevention must also prioritise aquatic infrastructure renewal. Many public pools across NSW are ageing, deteriorating or at risk of closure, particularly in regional and disadvantaged communities. Without access to safe, affordable and year-round aquatic facilities, opportunities to build swimming capability, water confidence and lifesaving skills are diminished. Infrastructure is not a secondary consideration – it is a foundational element of prevention.

Planning for the renewal and equitable distribution of aquatic facilities must form part of any serious long-term strategy, ensuring all NSW constituents have genuine access to appropriate, modern pools that support safe participation and future aquatic interaction. Our rivers, beaches and pools are central to our way of life. Enjoying them safely should not be a matter of luck. If we truly believe that one road death is one too many, then we must accept the same truth for drowning.

The principle of Towards Zero should not stop at the water’s edge, so let’s work together with the aim of zero drownings in our waterways because one drowning is one too many.

Michael Ilinsky – Chief Executive Officer | Royal Life Saving Society – Australia (NSW | ACT | TAS)

Angus Taylor knows too well that he’s just entered a whole new world of pain with his elevation to the leadership of the Federal Opposition.

It’s a job Andrew Hastie didn’t want and Taylor probably wanted to time his own run closer to an election.

You don’t need to be a Rhodes Scholar (as Taylor is) to know Labor has a dirt file of his past discretions that’s the size of an old school phonebook, but it’s the enemy within that’s the clear and present danger.

Coming up with a Shadow Cabinet that pleases more people than it upsets is a formidable job but essential if he wants to get off on the right foot. Numbers were done right before the leadership spill so a slew of promises were made.

With the rocky marriage that is the Coalition agreement with the Nationals seemingly patched up for the time being, the pressure is on for both parties to put some coherent policies on the table.

No contemporary Opposition likes making policy announcements outside of an election campaign because it gives the government-of-the-day scope to pull them apart.

From its position of ascendancy, the Albanese Government will be content to “do Taylor slowly” to paraphrase a past ALP leader.

The resurgent One Nation will field a candidate in the Farrer by-election triggered by Sussan Ley’s departure, but the Libs should still be favoured to hold the seat, given their current buffer of 12.4 percent.

One Nation only polled six percent of primary votes last time and the Nats did not run. Should a high-profile candidate emerge, it will be on for young and old.

Craig Regan, Senior Account Director

Image: Angus Taylor MP at the 2015 Crawford Forum via Wikimedia Commons

The Australian Government has an ambitious national target to reduce greenhouse gas emissions by 62-70% below 2005 levels by 2035, as part of its broader pathway to net zero emissions by 2050. This significant step builds on Australia’s climate commitments and signals a stronger investment and policy direction for decarbonisation.  

The 2035 target was released alongside the Net Zero Plan and six sectoral emissions reduction plans, covering electricity and energy, industry, resources, transport, agriculture and land, and the built environment. These plans provide detailed pathways and policy levers for cutting emissions and scaling low-emissions solutions across the economy.  

Many had hoped this policy momentum would anchor Australia’s bid to host COP31, especially after a highly politicised Federal election cycle and ongoing challenges for renewable project deployment. While Australia will not host COP31 this year, there remains reason to be optimistic about the year ahead. 

Alongside the Net Zero Plan, the Government has established a $5 billion Net Zero Fund within the National Reconstruction Fund to support industrial decarbonisation and scale up low-emissions technologies. Funding has also been earmarked for low carbon liquid fuels, industrial emissions reduction and the agriculture sector.   

The “Future Made in Australia” policy further highlights ongoing recognition that sovereign manufacturing capability is central to Australia’s economic and strategic resilience as the global economy transitions to clean energy. As part of this effort, the Australian Renewable Energy Agency (ARENA) opened expressions of interest for the $1.5 billion Future Made in Australia Innovation Fund last month, targeting pre-commercial innovation in renewables and low-emission technologies.  

Primary has experience across the clean energy ecosystem – from startups and investors to manufacturers, industrial companies and peak bodies shaping policy. We know that scrutiny and debate on energy policy will persist, given its complexity and cost. 

Our focus is on positioning organisations that enable decarbonisation for success, – whether that’s securing grants and competitive bids, building relationships with government and stakeholders, community engagement or establishing them as trusted thought leaders in the energy transition. 

As Australia accelerates its transition to net zero, there is clear opportunity. Ambitious targets and supportive funding mechanisms are now matched by market-ready technologies and investor interest.  

For organisations navigating this landscape, success will be defined not just by technical capability, but by the strength of their reputation, relationships and messaging. At Primary, we’re committed to helping our clients shape a compelling story, unlock opportunity and contribute meaningfully to Australia’s energy future.

Get in touch with us today. 

Melissa Johnson, Partner, Primary Communication 

Chris Hall, CEO, Primary Comms Group

Artificial intelligence (AI) has dominated professional conversations over the past two years. It’s been positioned as the ultimate productivity tool, transforming how we work, think, and create.

I’ll admit, we have approached it with equal parts caution and excitement. Like any major innovation, when the whole world is adopting technology at pace, not understanding its risks is the fastest way to be left behind.

But as the hype starts to fade, we are beginning to see AI for what it truly is: powerful, yes, but it’s not the be all and end all in PR.

I want to acknowledge that the risks and ethical implications of AI misuse are very real, and we are yet to see the full extent of these, especially with the advent of issues like deepfake impersonations, data leaks and prompt injection attacks.

The technology is evolving so rapidly that legislation and regulation will never keep up. PR professionals can’t rely on guardrails to keep them safe; we need a forward-thinking mindset that anticipates risks rather than reacting to them. The work of building proper safeguards deserves its own dedicated discussion but today I want to focus on something else I’m increasingly noticing across our industry.

The limits of “intelligence”

AI is not yet the revolutionary force many hoped it would be. It can help us work faster, but it can’t yet think for us. As I like to describe it, AI is a poor second cousin to human thinking, similar in form, but lacking intuition, originality and the spark that drives great communication.

For now, the best use of AI lies in the mundane and repetitive: media monitoring, research, compiling data and other administrative tasks. It can support us, but it can’t replace the human judgment and creativity that sits at the heart of public relations.

The strategic blunder of overreliance

One emerging concern is the growing number of young professionals entering the sector who are leaning heavily on AI, specifically generative tools, to do their work. It feels efficient, until it isn’t.

If a person outsources their thinking to AI, they risk losing the very skills that made them valuable: curiosity, insight, critical thinking and reasoning. The uncomfortable reality is, if an employee depends solely on using AI, their employer can just as easily use AI without them.

False productivity

By 2026, I believe we will see a clear divide emerge, those who use AI to service PR, and those who use human intelligence to shape PR.

The early adopters of AI have enjoyed a perceived advantage, producing more content, more quickly. But that productivity is often false efficiency. Volume without vision, information without meaning.

This highlights the issue of client‑servicing ethics. A recent example was when Deloitte Australia agreed to partially refund the federal government after a $440,000 report was found to contain errors stemming from AI use, including non‑existent academic references and even a fabricated Federal Court quote.

The view that “technology changes the tools, but never the ethical questions” is a prominent argument within information ethics, championed by philosophers such as John Weckert, and in this case, it has never been more apt.

PR is the business of news

Public relations is the business of news. Communicating what is new, relevant and timely. AI, however, can only work with what already exists, or what I like to call the “olds”. By definition AI can only produce the olds because it is trained on existing data.  It can’t anticipate a story or sense the nuance of a developing issue.

For anyone who overly relies on AI, they risk the seduction of outsourcing their originality and thinking and will be the ones behind the eight ball, not in front of it.

Reclaiming the human element

A recent TIMES article delves into a new MIT study that has revealed how AI is eroding critical thinking skills, potentially dulling our capacity for deep thought. The risk for the PR industry is the same.

AI isn’t the enemy, but we need to be intentional about how we use it. It is a support tool, not a substitute for human intelligence.

The future of PR will not belong to those who use AI the fastest. It will belong to those who think critically, connect authentically, and use AI wisely.

At Primary, while we do use AI tools, our consultants have developed a “sniffer dog” approach to AI-generated content and strategies and aren’t afraid to call it out when it falls short. We have clear guidelines in place and invest in staying abreast of AI progress so we can critically consider what will work best for us. One thing is for sure: our clients can rest assured that human judgment, critical thinking, and creativity remain at the core of everything we deliver, as we continue to make great things happen

In a time when credible information and trustworthy journalism are more valuable than ever, the Primary Comms Group was proud to partner with Business Sydney for an exclusive reception, which featured the Australian Financial Review’s editorial leadership team.

Hosted at the Chifley Square Events Centre, the evening brought together more than 100 business leaders, policymakers and communication professionals for a thought-provoking discussion with The Australian Financial Review’s Editor-in-Chief, James Chessell, and Editor, Cosima Marriner.

The event explored Sydney’s evolution as a global city, the economic and political trends influencing business confidence, and the importance of credible journalism in an age of digital disruption.

After a warm welcome from Business Sydney’s Executive Director, Paul Nicolaou, and an introduction by Primary CEO Chris Hall, James Chessell set the tone for the evening with insights into the changing nature of Australian business reporting and the AFR’s commitment to clarity and independence in an increasingly complex media environment.

Chessell reflected on the pace of global change, from geopolitical tensions and shifting market dynamics to the ongoing influence of technology on how we consume and interpret news.

Cosima Marriner joined Chessell for a lively panel discussion that examined the intersection of media, policy and business strategy. Marriner spoke about the AFR’s role in helping readers navigate uncertainty with insight and integrity, highlighting the publication’s focus on investigative reporting and data-driven storytelling.

For Primary, the event reflected more than sponsorship. It embodied our purpose of connecting people, shaping perceptions and driving conversations that matter.

“Strong communication sits at the heart of leadership,” said Primary CEO Chris Hall. “Events like this bring together the people and ideas that move Sydney forward. It’s about understanding complexity and helping organisations find clarity in how they engage, lead, and tell their story.”

From strategic communication to stakeholder engagement and creative storytelling, Primary continues to support initiatives that elevate dialogue and deepen understanding across Australia’s business and policy landscape.

Because when people and ideas connect, great things happen.

Industry leaders came together in Coffs Harbour for the Australian Event Awards and Symposium 2025, a premier gathering celebrating innovation, collaboration, and leadership across the events sector. 

Primary Comms Group CEO Chris Hall was proud to represent the agency as part of an expert panel discussion on “The Value of Public Relations and Communications: Transparency and Accountability in Crisis Management”. 

The session explored a powerful question: “the event has been perfectly planned, everything has fallen into place, but have you planned for the unforeseen, the unexpected?” The discussion examined the essential components of effective crisis preparation, emphasising the importance of identifying risks and potential issues early, developing robust communication and contingency plans, and defining clear lines of communication and action for staff and volunteers. They also discussed how to activate these plans swiftly and effectively under pressure, ensuring responses are coordinated and calm, and how strong preparation plays a vital role in protecting both organisational and event reputations. 

Chris shared how Primary’s approach to crisis communication goes beyond response. It’s about preparation, consistency, and trust.  

“For Primary, participation in the Symposium was an opportunity to contribute to a critical industry conversation about how effective communication frameworks can empower teams to respond calmly and confidently when faced with the unexpected. From multi-stakeholder coordination to reputation management, strong communication remains at the heart of effective crisis response”, said Chris. 

Primary extends sincere thanks to the organisers and fellow panellists for an engaging and insightful discussion, and to all those working to make Australia’s events industry stronger, safer, and more prepared for whatever comes next. 

With more than three decades of experience advising government, corporate, and community organisations, Primary continues to be well-positioned to help clients navigate through complex issues, manage crises, and strengthen stakeholder trust. 

Start cooking the popcorn and grab a comfy chair, preferably with line-of-sight to a TV. The scheduled meeting between Prime Minister Anthony Albanese and Donald Trump on Monday 20 October in Washington will rate like a State-of-Origin decider.

The main topics are supposedly critical minerals and the AUKUS submarines, but if you work in public affairs this is all about the “optics”.

Even the Oval Office assignation doesn’t end up live-to-air, how it’s managed will be fascinating theatre.

Meetings between Heads of State are usually micromanaged within a millimetre of their lives. Agendas are hammered out in advance and furiously agreed. Diplomats equip each party with tightly scripted remarks, and nothing of any substance is said until media depart and the doors are closed behind them.

The end products are usually carefully constructed, vacuous written communiques and posed images of smiling handshakes.

Last February’s meeting between Trump, his Vice President J.D. Vance and Ukraine President Volodymyr Zelensky remains one of the most extraordinary news events of 2025.

Trump invited cameras in – and let them stay. Zelensky and his minders must have known something was up. Trump and Vance then set about slamming a clearly mortified Zelensky around the room like a Nerf ball. It was like watching a car crash.

How can Albo’s team prepare the PM for a meeting with someone who runs on impulse most of the time, and whose modus operandi is disrupting first and taking advantage of the fall-out later?

In issues management, you prepare for the worst and hope for the best. All scenarios in-between are considered and planned for.

It’s still unclear whether the exchange will be a contrived set-piece or a televised cage match because It all depends on what side of the bed POTUS wakes up.

Craig Regan, Senior Account Director

Image: AI generated

Primary Comms Group is proud to welcome Plain English Foundation, Australia’s leading provider of plain language training and editing, to our growing portfolio of education and professional development clients.

A recognised authority in the art and science of clear communication, Plain English Foundation helps organisations cut through complexity and communicate with confidence.

Each year, it delivers hundreds of trusted training courses to government agencies, regulatory bodies, and private organisations that want to make their messages more accessible and effective.

Primary Comms Group is excited to partner with Plain English Foundation to expand its presence and impact across Australia, while further positioning it as a national leader in plain language training and consultancy.

This new collaboration builds on our long-standing relationship with Lumify Group (formerly DDLS), a related entity of Plain English Foundation. Since 2019, Primary has supported Lumify across multiple initiatives, including the successful rollout of its rebrand campaign.

At Primary, we’re passionate about supporting organisations that make communication more effective and inclusive. We look forward to working closely with the Plain English Foundation team to ensure their message and their mission continues to be heard loud and clear.

Primary is proud to announce we’ve been appointed as the official press office for Castle Group, providing media management for one of Western Sydney’s leading residential land developers.

As Castle Group’s press office, Primary will drive all external media engagement. Our goal is to ensure Castle Group maintains strong, consistent visibility across property, business and local media.

In addition to managing media relations, we will provide ongoing strategic communication counsel. This includes advising on message alignment across their various channels, strengthening brand positioning and maximising the impact of both media and content initiatives.

This new partnership begins at a pivotal moment for Castle Group. Since its founding in 2014, the company has specialised in low and medium-density land subdivisions in Sydney’s rapidly growing north-west and south-west corridors. It has successfully developed, value-added, and sold projects with an end value of over $1 billion and is now managing a pipeline valued at $1.6 billion, slated for delivery by 2030.

Castle Group is entering an exciting new chapter with the appointment of Ranisha Clarke as CEO. A respected industry leader with more than 20 years of experience shaping Australia’s urban development, Ranisha brings strategic acumen and a bold, community-driven vision for the future. She joins Group CEO and Founder Ritchie Perera in leading the company into its next phase of growth.

Congratulations to Ranisha, Ritchie and the entire Castle team on this major milestone. We’re pleased to be supporting your journey and to help share your story.