Op-Ed: An owner’s view

[Wandering Eyes]

The recent boycotting of certain ARC races and meetings in the UK has received strong backing from a wide range of owners and trainers. Owner Ian Robinson, of Imperial Racing, which raced the 2010 Cheltenham Gold Cup winner Imperial Commander, and which has horses in training with nine different trainers, gives us his view of the current situation.

As an owner, I fully support the current action. This is symptomatic of the mismanagement of racing over a prolonged period. The complacency and self-interest which has dogged the BHA since its inception is slowly strangling the sport I love. The BHA does not serve the best interests of the horseracing industry which created it, instead it is focused on protecting its own reputation and hierarchy.

In 2005, the BHA hailed the signature of the members’ agreement as a landmark moment for the sport which would now move forward from a position of strength as an industry which was united. In reality it became a forum where the Racecourse Association was able to use its superior commercial acumen to run rings around inadequate and complacent leadership of the BHA.

The genesis of these problems lay in the failure of racing’s leaders to tackle the core issues of offshore bookmaking and the emergence of betting exchanges which were a blindingly obvious threat to the long-term funding of racing. Having sleep-walked to the edge of the abyss it is incredible they were then left in charge of the project to find a solution to the problem they had allowed to overshadow the future of the sport. It was predictable that they would fail to execute an effective solution.

It is regrettable that the Horseman’s Group was forced into a position where it had limited influence. In fact most of the improvements in racing were actually driven by the Horseman’s Group. In contrast the Racecourse Association has acted solely in its own interests without any regard for the members’ agreement. That includes the inadequate policing and stewardship of the racecourses, which repeatedly manifests itself in drunken brawls on the lawns of our finest courses.

It is unforgivable that the BHA acted to assist and protect the Racecourse Association on Thursday. It renders any pretence that the members’ agreement is equitable or balanced null and void. The correct action for the Horseman’s Group would be to tear up the members’ agreement and force a complete renegotiation.

There are strong parallels to the formation of the Premier League. In this case the leading clubs simply bypassed the antiquated and entrenched structure of the Football Association. The Premier League was not an easy deal to broker, as some partners such as Manchester United, Liverpool and Arsenal felt they were entitled to a greater share of the already lucrative proceeds. In the end the other clubs simply refused to play ball, threatening to withdraw their permission to show games involving their clubs thus frustrating the media rights. Common sense and common interest prevailed and a financial model agreed which has resulted in huge commercial benefits.

This brings me to the central point. As an owner I buy the horse, I put the horse into training, I pay for feed, travel, veterinary care, entry fees, other race day costs, and of course BHA administration costs (including the registration of colours).

What I don’t understand is at what point I agreed to hand over the control of the media and image rights to my horse to either the BHA or the Racecourse Association. At what point in time did they gain the right to sell the media and image rights, or the power to decide how those proceeds are distributed?

The Horseman’s Group has the power to put an end to this nonsense and regain the required element of control to correct the current structural malaise. The current action is admirable, but more radical action will be required to halt what has become a progressive disease. Ultimately, the fortunes of racing will continue to decline unless a new leadership structure which truly represents the interests of the key stakeholders can be implemented.

 

 

View the full article