Chief Executive OfficerBritish Horseracing Authority

CANDIDATE BRIEF

The Company

The British Horseracing Authority (BHA) is the governing, regulatory and administrative body for the sport and industry of horseracing in England, Scotland and Wales, which seeks to ensure the effective regulation, integrity and success of the sport. It aims to be a global leader in racing regulation and works with stakeholders to make Great Britain the home of the most compelling racing in the world.

The BHA is a company limited by guarantee by member bodies representing stakeholders from across the sport of horseracing (Members). The Members are:

· The Racecourse Association Limited (50%) · The Racehorse Owners’ Association Limited (16.6%) · The Thoroughbred Breeders’ Association (16.6%) · The National Trainers Federation, as the representative of the

Licensed Personnel (being the NTF, the Professional Jockeys Association and the National Association of Racing Staff) (16.6%)

Whilst the BHA is funded by its Members and those it regulates, a substantial part of the funding is underpinned by the Horserace Betting Levy Board. Irrespective of the sources of its funding, the BHA is committed to comply with the highest standards of sports governance. This ambition reflects the BHA’s unique set of regulatory responsibilities, which include maximising the welfare of the sport’s horses and people, keeping racing as safe as possible for horses and jockeys and ensuring the sport is conducted fairly and free from corruption.

Background

It was announced in January 2020 that, after six years in post, Nick Rust would be standing down from his role as CEO of the British Horseracing Authority (BHA).

In June 2019, Annamarie Phelps succeeded to the Chair, with a background as an elite athlete and a deep understanding of governing body regulatory processes, acquired from her time as Chair of British Rowing, Chair of the Independent Review into British Cycling and Vice Chair of the British Olympic Association. Annamarie and a Nominations Committee made up of representatives of the BHA, Racecourse Association (RCA) and Racehorse Owners’ Association (ROA) will be overseeing the appointment of Nick’s successor.

Racing faces a number of potentially existential threats. Of most obvious concern presently is the sport’s response and reaction to the COVID-19 crisis and the huge collateral impact of the current shutdown. The issue of equine welfare is another primary concern, allied most overtly to racing fatalities and growing opposition to the use of the whip. Over six million people regularly follow or support the sport in some capacity, making it the second largest spectator sport in the UK. It is also a critical employer of tens of thousands of people across the country. Working with the Members’ Committee and member organisations to develop and agree a co-ordinated strategy will be crucial.

The BHA has the lion’s share of the responsibility to carry out the Horse Welfare Board’s recently developed strategy, which was agreed by the Members’ Committee. This, in turn, will then be articulated clearly within the sport, to government and to the general public. This is vital to ensure that racing can stay ahead of rapidly changing public opinion on the use of animals in sport.

The BHA had notable success in leading the increased contribution by bookmakers to the Levy Board in 2018, but racing’s relationship with the gambling industry, while mutually co-dependent for now, is not without challenge. In addition, the new CEO will have to continue to lead the conversation on issues such as participant welfare (including Mental Health and Safeguarding), the sport’s efforts on diversity and inclusion, improving stakeholder consultation, delivering greater operational capability and efficiency, being a voice on the global racing stage, and maintaining a healthy relationship with betting operators.

Background

The BHA is Racing’s Governing and Regulatory body, and the Chief Executive therefore oversees a diverse set of related activities, including race-day regulation, integrity, licensing, corporate governance, race planning, fixture list management, safeguarding, people welfare, diversity & inclusion, public affairs and government relations, equine welfare, Stewarding, Disciplinary and Handicapping.

Whilst it has no direct commercial activity or responsibility, the role does however require a good understanding of the commercial and economic context within the sport and its stakeholder groups.

The Chief Executive will lead the BHA’s strategy and operations, dealing day to day with stakeholder relationships, and managing the formal parts of the “Members Agreement” with the two main shareholder groups (Racecourses and Horsemen). In addition, he/she must play a significant figurehead leadership role within the sport, often heading up industry-wide issues in Parliament and with the media, as well as on the International stage.

The Role

The Role

To be successful, the role requires an individual with the leadership, adaptability, humility and credibility to manage a complex and not always aligned group of stakeholders and drive through the necessary change to ensure the sport continues to flourish.

A good relationship with the Chair is critical to the success of the CEO. There needs to be great chemistry, complementary skillsets and an ability to work collaboratively with all key stakeholders to ensure clarity of communications and consistency of engagement.

Candidates considered will need an understanding of and affinity with the industry. Successful candidates need to be well-informed, but not dogmatic, about the key challenges facing the sport.

The Chief Executive, accountable to the Chair and the Board, provides executive leadership, management and direction of the British Horseracing Authority.

Scope of the role:

∙ To work with the Chair to enable the Board of Directors to discharge its responsibilities to the organisation efficiently and to maximum effect

∙ To provide the BHA and its staff with the direction and strategic leadership necessary to achieve the organisation’s mission, strategy and annual objectives

∙ To drive the highest standards of integrity of the sport, both on and off the Racecourse, ensuring improvements in the safety and welfare of jockeys and racehorses are driven through, and to further build the reputation of British racing to maintain public confidence in the sport and world class regulatory standards

∙ To act as an ambassador for the BHA and for the sport, working with stakeholders at the Members’ Committee to help set the racing agenda, influencing key decision makers, and building effective relationships with key stakeholders within the industry to provide leadership and promote the Sport in the best way possible, both in Great Britain and internationally to maintain public support of and investment by key stakeholder groups in racing and breeding

∙ To run the organisation as efficiently as possible, including the use of new technology where appropriate

∙ To lead the various improvements in field sizes, race programming and fixture list management, working with stakeholders in line with its objectives

∙ To establish and manage professional, transparent and responsive consultation and collaboration structures between the BHA and other relevant parties

Job Purpose

∙ To formulate and set the strategic direction of the BHA’s regulatory and governance functions with the Board

∙ To lead the executive team to deliver the BHA’s business plan and strategic objectives within budget; working with senior executives to formulate departmental objectives consistent with the strategic objectives and to monitor achievement

∙ To lead and develop the BHA’s executive team and management, ensuring that individuals perform to their full potential to meet the BHA’s strategic objectives

∙ To make recommendations to the Board on the development of the BHA’s policies and procedures, and rules and regulations

∙ To ensure that the key requirements of independence and impartiality are met in a context of accountability to the sport

∙ To ensure that there are best practice processes in place to encourage and promote effective consultation with industry constituents and other parties, regarding any proposed changes to the BHA’s policies and procedures, and rules and regulations

∙ To seek efficiencies and ensure the BHA is run as cost-effectively as possible

∙ To make certain high-quality internal controls and corporate governance, including financial controls, are in place to discharge the BHA’s reporting and legal obligations and to ensure that the management structure, resources, infrastructure and systems are in place to provide cost effective operations

Principal Responsibilities

Principal Responsibilities

∙ To ensure that the BHA and the sport, in areas for which the BHA is responsible, delivers on all statutory requirements

∙ To report regularly to the Board on progress against delivery plans, including the provision of clear, timely and accurate management information and advice to the Board to enable proper consideration of progress against plans

∙ To lead organisational and cultural change across the BHATo represent the BHA, the sport and its industry stakeholders to the government and other influential bodies both in Great Britain and internationally; to act as a spokesperson for the BHA and the sport, attending events and responding to the media as required

∙ To build and maintain working relationships with industry stakeholders, including but not limited to the Horseracing Betting Levy Board, Racecourses and racecourse organisations such as the Racecourse Association, Horsemen’s’ Group and constituents (Racehorse Owners Association, Thoroughbred Breeders Association, National Trainers Federation, Jockeys Association of Great Britain, The National Association of Stable Staff), and Weatherbys

∙ To identify and report to the Board on threats to the integrity or reputation of British Horseracing, including corruption, doping and disease control, and recommended regulatory responses

Experience:

∙ High-level experience of defining and delivering strategic direction, with a strong preference for a track record in an industry self-regulatory body or regulated environment. Racing experience is not essential but is preferable

∙ Well-developed knowledge and understanding of strategic issues facing governing and self-regulatory industry bodies, as well as experience of delivering results and commanding trust in a high-profile, multi-stakeholder industry

∙ Experience of working in a governance or regulatory role

∙ Strong management capabilities. Experience of leading and developing executive teams to deliver against strategic aims

∙ Evidence of success in motivating people, brokering collaborative working relationships with a range of stakeholders, building relationships across the industry both nationally and internationally

∙ Understanding of the media, and experience of communications strategies, campaigns and plans, along with experience of speaking to and with the media and other key stakeholder audiences

∙ Capable of understanding the intricacies of the racing industry, but also capable of considering the big picture

∙ Good reputation as an organisational ambassador

∙ Established network in the political world.

The Candidate

Individual:

STYLE AND TONE: ∙ Politically sophisticated, diplomatic

∙ Listener

∙ Driven, determined, brave, lives the values

∙ Strategic, consultative, engaging, compelling

∙ Resilient.

SKILLS: ∙ Regulatory & governance

experience

∙ Strong negotiation skills

∙ Ability to drive efficiencies

∙ Commercially astute, financially literate

∙ Good stakeholder management.

LEADERSHIP: ∙ High level of integrity and

trustworthiness

∙ Gravitas, authority, credibility, authenticity, impact

∙ Outstanding communicator and spokesperson and comfortable in the media spotlight

∙ Inspirational leader, people manager, change agent

∙ Relationship builder

∙ Emotionally intelligent, with ability to empathise with others

∙ Collaborative, articulate, imaginative

The Candidate

David James MANAGING PARTNER & GLOBAL HEAD OF SPORT djames@sriexecutive.com +44 (0)7808 639 563

SRI is a boutique global executive search and consulting firm, servicing the rapidly converging industries of media, content, technology and sport.

We work as one partner-led team with staff based in key global markets across eleven offices on four continents. We offer dedicated and specific sector, function and region expertise. Our services include executive search, board assessment, succession planning, salary benchmarking, advising clients on their internal and external hiring strategy, new market entry and multi-vacancy projects.

For a confidential discussion about the role, please contact:

SRI Details

Imogen SawyerSENIOR ASSOCIATE

isawyer@sriexecutive.com+44 (0)7501 401 556