Charlie Parker: Projects and partnerships must go live in 2025

The New Year brings into focus the list of objectives for British racing to achieve in the next 12 months – and urgency is the order of the day.

Levy reform is top of the list. Baroness Twycross has asked the Betting & Gaming Council (BGC) and the British Horseracing Authority (BHA) to try and reach an agreement that will not need government intervention. However, it is not in the interest of the betting firms to resolve this matter, as inflation eats into the real value of the levy take. It is time to try a different angle. There was enthusiasm from both sides around the concept of allocating some of the levy receipts to a growth fund designed to explore new ways to promote, market and grow the industry. I would be keen to try and shift the ‘negotiations’ between the BGC and the BHA to more of a partnership agreement that can be designed to benefit both the bookies and the industry.

The sport is in desperate need of additional funds, not least to deliver the projects that may really shift the dial. Why not promote levy review and reform as an opportunity to deliver seed funding for initiatives that will boost betting turnover, attendances and, crucially, prize-money?

We must stop the Gambling Commission from ruining the industry whilst claiming innocence. From publishing data on gambling harm that they themselves warned should not be relied upon, to using anti-money-laundering measures as a backdoor way of continuing the crusade on affordability checks, they have, with no apparent oversight, seriously damaged British racing.

At the same time, not a single piece of evidence has been produced to suggest the measures the Gambling Commission been pursuing are having any impact, apart from driving punters to the black markets where, of course, there are no protections and no benefit to racing, as they sit outside the levy and media rights payments. Racing needs to continue to point out the damaging impact of the organisation and make sure the government is onside to shift the focus onto online slots and casino products and away from the skill-based pastime of betting on horses.

We need to complete two key projects that could set the future strategy for the industry. Work is ongoing to identify a revised premier product that can produce enhanced investment, media rights, betting turnover and attendances by attracting global interest in line with other sports in the inward international investment arena. The sport must agree the structure of the new-look product and launch into 2026 whilst confirming the funding model that will support core and National Hunt racing.

It is also vital that we kick-start the project looking at fan engagement, growth and retention, and how we can present our great sport in an ever-changing world that has mostly left traditional print and terrestrial contact points behind. A strategy that engages with the next generations and presents racing on platforms that are beginning to dominate how the population consumes its sport, entertainment and news is vital. This project must come under starter’s orders and produce a plan that can be then delivered.

It is imperative we get the new team of industry leaders in place and working collaboratively. Lord Allen has been appointed BHA Chair, but the regulator is still searching for a new CEO, as is the Jockey Club, while the Levy Board must find a new Chair. There have also been recent changes at the major gambling companies and the BGC. With this new cast of characters allied to the vast experience that remains across the industry, there is a chance to reset the structure and, where necessary, the governance of the industry. To deliver on the above points we will need strong, committed and inspirational leadership.

Crucially, the sport requires a partnership between racecourses and participants that provides a fair distribution through prize-money for owners, trainers and stable staff. If initiatives begin to deliver increase sponsorship revenues, media rights and attendances, it is only right that the participants receive a fair share having been so instrumental in the conception and progress. The mistrust that still pervades needs to be put to bed so we can concentrate on the growth and development of the sport.

Racing must develop the equine welfare strategy and the people strategy to ensure we continue to protect the social licence that the sport enjoys, and to make sure we have the people to service all the industry’s needs.

There is plenty to do and time is beginning to run out – delivery is now essential.