Workforce Strategy launched

• New strategy to improve industry recruitment, training, employment practices, inclusion and wellbeing 
• A coordinated approach to addressing workforce challenges and lay foundations for long-term success
• Work already started in priority areas, with immediate focus on horse-facing roles

The independently chaired Horseracing Industry People Board (HIPB) has today published its workforce strategy, which aims to secure a brighter future for everyone working in British racing and breeding.

Covering an initial three-year period, Our People, Racing’s Future sets out a vision for ensuring racing is an attractive, rewarding and fulfilling industry in which to work, where people feel supported to build a career and achieve their potential. 

From recruitment and training to employment standards and wellbeing, the strategy addresses the most pressing challenges facing the industry, while looking longer-term at how racing can evolve to meet the changing needs and expectations of a modern working environment.

Developed following extensive engagement with those working in the industry and experts who have driven successful change in other sectors, and underpinned by data and evidence, the strategy marks the first time an industry-wide plan has been agreed with a singular focus on racing and breeding’s workforce.

The strategy recognises the vast amount of positive activity already underway in the people space, particularly established pathways that prepare people for a career in racing and access to specialist recruitment, development and wellbeing support services.

But it is also clear that more needs to be done – and in a more joined-up way – to improve the working lives of the people who make the sport possible, particularly in training yards and breeding operations, where pressures of the racing calendar, long hours, staffing vacancies and critical skills gaps can be most keenly felt.

To achieve this, the strategy brings together new and existing activity into five main themes:

• Recruitment – attracting more people with suitable skills and widening racing’s appeal as a desirable career choice, particularly to young people
• Training and development – enhancing the skills of both the existing workforce and new entrants by modernising training provision, embedding continuous learning opportunities and creating clear career pathways 
• Employment practices – retaining talent in the industry by ensuring people feel happy, safe and supported, with more consistent employment standards and flexible working patterns to meet the evolving expectations of a modern workforce 
• Inclusion – making sure that everyone can thrive in a welcoming, diverse and respectful working environment that always promotes positive behaviours
• Wellbeing – strengthening mental and physical health provision by bolstering support services and improving safety measures and working practices.

Underpinning these key areas will be a more coordinated approach to communicating with racing’s workforce, so that people know what services are available and feel their views are being listened to by industry leaders. The strategy also highlights the importance of using accurate data to support evidence-based decision-making and help measure the impact of recommended activity.

Starting in 2025, the strategy will prioritise immediate action to support those in horse-facing roles, addressing critical staffing shortages and reducing pressure on those in the most demanding positions. Work is already underway in several key areas, including:

• Expanding vocational training to equip new entrants into the industry with essential skills
• Targeted recruitment campaigns to attract and retain work riders, racing grooms, stud hands and other key personnel
• Strengthening mental and physical health support services
• Creating clear employment standards and a consistent approach to drug and alcohol testing
• Consolidated data sets across the industry.

Racehorse breeder and owner Maria Bourke, who is also managing director of Let’s Get Healthy - an award-winning consultancy and training company which provides transformation of colleague and customer experience, said of the strategy:

“It is great that British racing is using data, expertise, and insight to ensure that focus is placed on the care and development of those working in our sport. The strategy is a brilliant start, we are behind other sports and need the whole industry to put our racing staff at the heart of every decision made. As an owner/breeder, my priority is the welfare of my horses and I urge everyone to support any initiatives that put staff development and wellbeing at the forefront of all activity and decisions. Improvements will, without a doubt, lead to improvements for the stars of our sport …..the horses !”

Julia Tyson, interim Chair of the Horseracing Industry People Board, said:

“The publication of the strategy is an important milestone for the sport. We are an industry driven by the passion, dedication and expertise of our people – and we must do more to support those at the heart of British racing and breeding.

“We know that working in our industry can be incredibly rewarding, but it can also be demanding. We are acutely aware of the challenges people face, especially in horse-facing roles. To ease these pressures, we need to recruit, develop and retain more people with the right skills and do more to prioritise people’s physical and mental wellbeing.

“This workforce strategy builds on the vast amount of existing good practice while thinking about how we can do things differently, setting new standards for the future and doing so in a more coordinated way. It will take time to deliver, but we are encouraged by the willingness of the industry to get behind the plan.

“We all have an important role to play in ensuring the strategy’s success and securing a more prosperous future for British racing and breeding – and the people who make it all possible.” 

Our People, Racing’s Future has been approved by racing’s leaders, with the Industry Programme Group – which includes cross-industry representation – and the British Horseracing Authority (BHA) Board endorsing the findings and recommended programme of meaningful activity, to be delivered over an initial three-year period.

The HIPB is currently in discussions with the industry’s principal funders, the Horserace Betting Levy Board and the Racing Foundation, to finalise the full programme of activity and secure further funding for 2025.

The workforce strategy presents an important first step, setting out a strategic vision that now needs to be delivered with the support of individuals and organisations from across the industry. This will inevitably take time to achieve, and it is likely the strategy will continue to develop and evolve over its three-year cycle.

Daniel Kübler, racehorse trainer and HIPB member, said:

“This strategy represents an opportunity to make a meaningful difference to the working lives of the people who make the sport happen. In developing the plan, we have worked with colleagues from within the industry and experts who have driven successful change in other sectors facing similar challenges.

"I encourage people from across racing and breeding to approach what’s presented with an open mind. It is imperative that we seize this opportunity to deliver the systemic changes needed to support racing and breeding to thrive.”

George McGrath, Chief Executive of the National Association of Racing Staff (NARS) and HIPB member, said:

“Racing is an incredible sport, typified by the dedication of the people who look after our horses and keep the show on the road every day. This strategy recognises your hard work and commitment, but also the challenges we face, from work-life balance to pay and conditions.

“The strategy has something for everyone, whatever their role or background – from our longest-serving stalwarts to our newest recruits. It is the beginning of a journey where we look to address current and historical issues around recruitment, retention and wellbeing, and do so in a more organised way.

“This won’t be straightforward, but our workforce is central to everything we achieve, and I urge everyone to get behind the plan as we work to make sure our industry is fit for the future.”

Tom Scudamore, former professional jockey and HIPB member, said:

“This is a great opportunity for the sport. There’s a huge amount of good work taking place to support racing’s workforce, but this is the first time we have industry-wide agreement on how we can do this in a more joined up way.

“I am encouraged and optimistic that we will implement changes and make a sound foundation for all involved in the industry to prosper.”

Our People, Racings Future - Executive Summary.pdf