Helen will oversee all legal, compliance, risk management and corporate governance matters, ensuring that the BHA maintains the highest standards of legal and ethical behaviour, and providing strategic legal advice to the Executive and Board.

She joined the BHA in April 2017 and currently holds the position of Head of Legal and Governance, which includes leading the organisation鈥檚 in-house legal team.

Prior to her role with British racing鈥檚 governing body, Helen was a senior associate at international law firm, Bird and Bird, where she spent ten years in the technology, media and sport department.

Helen will officially assume the position at the beginning of August 2026, when Catherine Beloff leaves the BHA after more than a decade with the organisation.

BHA Chief Executive Officer Brant Dunshea said:

鈥淗elen has made a valuable contribution to the BHA and British racing over many years, continually demonstrating her astute judgement, comprehensive knowledge of corporate governance, and strong leadership capabilities.

鈥淚 am delighted that she will be joining the Executive team, where she will provide the organisation鈥檚 senior leaders with expert legal advice and lead on all aspects of our regulatory and statutory obligations. My congratulations to Helen on this well-deserved appointment.

鈥淚 would also like to thank and pay tribute to Catherine Beloff, who during her time with the BHA has navigated the organisation through two major and highly complex governance reviews, as well as overseeing the establishment of the independent judicial panel.聽Catherine leaves the BHA with everyone鈥檚 thanks and very best wishes for the future.鈥�

Commenting on her appointment, Helen Bryce said:

鈥淚t is a huge privilege to be appointed General Counsel and Company Secretary and to join the Executive team as we continue the vital work to secure a long-term, sustainable future for British racing.

鈥淚 look forward to working closely with BHA colleagues and stakeholders from across the sport to maintain the very highest standards of corporate governance and legal and regulatory compliance.

鈥淭hese are core activities that are essential to ensuring the integrity, accountability and transparency of everything we do, and giving participants and the public confidence in our policies and procedures鈥�.

Alongside the strategy, the BHA has also published a summary of new into the experiences of ethnically and culturally diverse people working within the sport.

Together, these publications set out a clear, evidence-based framework for action across the next three years. They aim to strengthen leadership, improve fairness and safety, widen opportunity, and ensure racing remains relevant and competitive in modern Britain.

The strategy is centrally led by the BHA but collectively owned by the sport. It has been developed in collaboration with the sport鈥檚 core stakeholders and participants, as well as the Diversity in Racing Advisory Group. It provides direction, standards and accountability, while recognising that meaningful progress depends on collaboration across leaders, racecourses, jockeys, owners, breeders, trainers, charities and the wider workforce.

The strategy outlines a vision for a sport where everyone feels respected, valued and able to fulfil their potential. It emphasises that making sure that all people feel welcome and included is essential to racing鈥檚 long-term sustainability. It is based on evidence and the experiences of racing鈥檚 workforce, many of whom have positive experiences, but not all.

Key drivers include:

• Workforce sustainability 鈥� attracting and retaining the people racing needs to thrive.
• Relevance to modern Britain 鈥� ensuring the sport reflects and appeals to a broader range of communities.
• Reputational resilience 鈥� meeting the expectations of fans, media, investors and policymakers.
• Commercial advantage 鈥� stronger performance, innovation and audience growth through greater diversity.

The strategy builds on significant progress already made across the sport, including new inclusive career pathways, safeguarding and anti-sexual misconduct training, and the work of racing charities and community groups. However, it also acknowledges that progress has been uneven and that some people have not always felt welcome or supported.

The development of the strategy, and some of the recommendations within it, have been drawn from the sport鈥檚 , published by the Horseracing Industry People Board in February 2025.

The strategy sets out clear, measurable actions that will make a tangible difference to day-to-day experiences across the sport for people across the full spectrum of protected characteristics. These actions include:

• Strengthening leadership and accountability
  • Building more diverse viewpoints into decision-making.
  • Sharing and celebrating best practice.
  • Refreshing and auditing the D&I Industry Commitment.
• Building equitable practices
  • Supporting the future development of an Employer Quality Standard to promote best practice.
  • Improving and simplifying reporting mechanisms for discrimination, including an improved and more responsive system for people to anonymously share concerns (still branded RaceWISE) launching in the coming weeks
  • Improving race day facilities and accessibility for jockeys
• Improving education and awareness
  • Expanding inclusion training for high-impact roles.
  • Launching a visual awareness campaign promoting positive behaviours and challenging discrimination.
  • Introducing continuous learning for senior leaders and Boards.
• Better supporting and celebrating underrepresented groups
  • Targeted actions to support ethnically and culturally diverse colleagues, including language support.
  • Removing barriers for female and ethnically diverse jockeys through the Rider Development Pathway and Racing Home.
  • Launching a Leadership Development Programme for underrepresented groups.
• Engaging new audiences
  • Embedding diversity objectives into consumer engagement and social impact initiatives.
  • Building partnerships to diversify early careers programmes.
  • Providing best practice guidance on inclusive marketing.

These actions will be delivered through a phased implementation plan running to 2028, with transparent reporting and regular review.

The accompanying ethnicity research summary draws on three independent studies conducted between 2023 and 2025. While many people from ethnically and culturally diverse backgrounds report positive experiences in racing, the research also highlights negative experiences, barriers to progression (which are often hidden), inconsistent support, and a lack of trust in reporting systems. We are grateful to all research participants for their contribution.

These findings have helped contribute to the new strategy and will inform a dedicated ethnic and cultural diversity action plan to be developed with industry leaders and people with lived experience.

The strategy has been launched with support from industry stakeholders including the National Association of Racing Staff (NARS), National Trainers Federation (NTF), Professional Jockeys Association (PJA), Racecourse Association (RCA), Racehorse Owners Association (ROA) and Thoroughbred Breeders Association (TBA).

It has also been developed with collaboration from racing鈥檚 various industry charities which support various diverse groups within the industry.

QUOTES

Brant Dunshea, Chief Executive of the BHA said:

“British racing is at its best when it is open, welcoming and reflective of the society around us. 聽This strategy about the long-term health and success of our sport. To attract talent, fans and investment, we must ensure that everyone who works in or engages with racing feels safe, respected and able to thrive.

鈥淚t is about everyone in our sport, from racecourses to yards to studs and schools, governing bodies and beyond.

鈥淲e are proud of the progress already made across the industry, but we are also honest about where more work is needed. The research the sport has carried out here and in the past has helped us recognise and accept where there is a problem, and act on it.

David Jones, Senior Independent Director for the BHA, said:

鈥淭his strategy provides a clear, practical framework for action and a long-term ambition to create a modern, inclusive culture supported by diverse and empowered leaders and a sport in which fans, participants and the workforce reflect modern Britain, where opportunities are equitable, and where discrimination is not tolerated. Its success will depend on leadership, accountability and collaboration across the whole sport.”

Rose Grissell, Head of Diversity and Inclusion for the BHA added:

“The strategy is rooted in evidence and shaped by the lived experiences of people working in racing today, and we offer a huge thank you to those who have taken the time and shown the courage to share these with us.

鈥淢any have positive experiences, but not everyone does, and acknowledging that is an important step in supporting positive progress.

鈥淥ur aim is to make inclusion part of everyday practice, not an optional extra. That means equipping people with the tools, education and support they need, and ensuring that small, everyday behaviours contribute to a culture where everyone feels they belong鈥�.

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

“People are at the heart of British racing, and this strategy is essential to building a sustainable, skilled and motivated workforce for the future.

鈥淭he research makes clear that while there is much to celebrate, there are also barriers that prevent some people from progressing or feeling fully included. In some cases, for instance, this can lead to poor mental health and higher levels of sickness absence. Addressing these challenges is not only the right thing to do, but vital for the competitiveness and resilience of the sport.鈥�

Josh Apiafi, Sky Sports Racing presenter, said:

鈥淚t should be celebrated that the sport has worked hard to produce this strategy, ensuring that at its core sits the experience, support, and development of racing鈥檚 family from ethnically diverse backgrounds.

鈥淥nce you are within racing鈥檚 fold, it is a welcoming sport. However, we have faced numerous barriers to entry that have prevented ethnically diverse communities from becoming part of racing鈥檚 fanbase and workforce.

鈥淭his strategy has the potential to significantly open employment pathways and create long-term opportunities that will support the future growth of the sport.

鈥淚t is the responsibility of all stakeholders across racing to ensure that Diversity and Inclusion remain front of mind, not only in principle, but in practice.鈥�

Bobby Beevers, founder of Autism in Racing, said:

鈥淲e are proud to support the BHA鈥檚 Equality, Diversity and Inclusion strategy. People who are autistic and neurodiverse should always feel welcome within racing. Through Autism in Racing, we are ensuring that autistic voices are heard and represented across the industry. By working together, we can make the sport more inclusive so that everyone can enjoy racing, pursue careers within it, and truly feel they belong.鈥�

Cheryl Caves, Chair of Women in Racing, who have published their new said:

鈥淲omen in Racing is pleased to support the new strategy. As an independent organisation we have an important role to play in the delivery of the strategy and our existing programmes, including industry-leading mentoring, bursaries and events will contribute to its success. Racing Home and our new menopause research demonstrate how by listening to, and working with the sport鈥檚 participants we can make racing a better environment for all鈥�

David Letts, Chair of Racing with Pride, said:

鈥淭he launch of this strategy marks a significant step forward for British horseracing, providing a clear and unified framework for meaningful progress across the sport. While much positive work has already been undertaken, we now have the opportunity to bring those efforts together, ensuring the whole is greater than the sum of its parts.

鈥淚mportantly, the published research shines a light on the challenges still facing the sport 鈥� challenges which we must face head-on. I am proud to see a commitment that goes beyond words, with tangible actions outlined, to create a culture where everyone feels safe, valued and able to thrive within our industry.鈥�

Notes to editors:

3. Support lines

Mental Health Medical Emergency: Call 999 or go to A&E (call an ambulance or get someone to drive you)

Mental Health Urgent Support (non-life threatening): Call 111 Select Mental Health on the telephone options, The Samaritans call 116 123 (available 24/7)

For less urgent, industry Mental Health Support, contact Racing Welfare on 0800 6300 443

To share a concern: Contact .

Brant has been leading the BHA in an acting capacity聽since December 2024聽following the departure of Julie Harrington.

He has held several senior positions at British racing鈥檚 governing and regulatory body since joining the organisation in March 2015, most recently as Chief Regulatory Officer prior to being appointed acting CEO.

The BHA board has also approved the appointment of David Jones as Interim Chair. This follows the聽resignation聽of Lord Charles Allen on Tuesday 3 March.

David assumes the role for a second time, having previously filled the position between Joe Saumarez Smith stepping down in January 2025 and Lord Allen formally joining the BHA in September of the same year.

He was appointed to the BHA Board in January 2021 as Senior Independent Director, with extensive experience of British racing and the regulation of the sport, including as a BHA steward for more than a decade.

Steps will now be taken to recruit a permanent BHA Chair.

David Jones, Interim Chair of the BHA, said:

鈥淲hile it is clearly regrettable that agreement could not be reached around governance reform, the sport鈥檚 leaders have recognised the need for change.聽I do believe this聽is possible, and we must all work to achieve it, in the interests of the sport and the livelihoods that depend on our industry.

鈥淭he process to recruit a permanent chair will commence shortly.聽My hope is that this can be achieved as quickly as possible.

鈥淭he BHA will continue to lead British racing with energy and integrity, and I am delighted that the Board has agreed to appoint Brant as the CEO.

鈥淗e has proven he is a dynamic and hugely respected leader, and I look forward to working closely with Brant, the Executive and the hard-working, dedicated team at the BHA during a significant year for the sport.”

Brant Dunshea, Chief Executive Officer of the BHA, said:

鈥淚 am delighted to be appointed聽Chief Executive Officer of the BHA.

鈥淚t is no secret that the sport has experienced a challenging period as it faces up to the process of change at a governance level, but I want to be clear that this has not stopped the BHA and the industry making important progress to safeguard the long-term health of British racing.

鈥淭he past year has seen聽growth in racecourse attendances, the success of the Axe The Racing Tax campaign, major聽initiatives to ensure more horses are raced and retained on our shores and continued improvements in horse and human welfare.

鈥淚 know that the incredible team at the BHA shares my deep passion for our sport and is committed to securing a brighter and more sustainable future for our people and horses.

鈥淚t is a huge privilege to be given this opportunity to lead such a knowledgeable and dedicated team at a time of great opportunity for British racing.鈥�

Commenting on the appointments, the BHA鈥檚 member organisations (Licensed Personnel, Racecourse Association, Racehorse Owners Association and Thoroughbred Breeders鈥� Association) said:

鈥淲e are pleased that the BHA board has confirmed Brant鈥檚 permanent appointment as CEO, a decision that is unanimously supported by the BHA鈥檚 member organisations.

鈥淭his brings welcome stability for BHA staff and the racing industry, at a time where the organisation is leading vital work aimed at growing our sport and securing a sustainable future for our people and horses.

鈥淲e also thank David for again assuming the role of interim chair of the BHA, while steps are taken to recruit permanently into this position.

鈥淲hile聽agreement could not be reached at this time on governance changes, senior leaders across the sport remain committed to working collectively to achieve reform that works in the best interests of British racing as a whole.鈥�

Lord Allen had been nominated as Chair late in 2024 after a search. He took up his post in September 2025.

Lord Allen took the role after the member organisations of the BHA (Racecourse Association, Racehorse Owners Association, Thoroughbred Breeders’ Association and Licensed Personnel) unanimously agreed that there should be a completely independent board and that the BHA should have a commercial remit.

The members, who currently nominate representatives to the Board, have not been able to reach agreement between themselves on changing the rules of the BHA to allow the achievement of those two goals as a change to the Articles requires unanimous support. Accordingly, Lord Allen has resigned.

David Jones the senior independent director of the BHA said: “The Board would like to thank Charles for the time and effort that he has put into the role helping us to develop a vision that is aspirational and achievable, and we regret that we were unable to put in place at this time the governance changes that would have enabled us to progress this. I have enjoyed working with him and wish him continued success.”

Lord Allen said 鈥淗orseracing is an amazing sport with great potential and over the last year I have met some incredibly passionate people who love the sport who believe to survive and prosper that change is needed. I also want to pay tribute to the hardworking and dedicated BHA team. I wish the sport well for the future.鈥�

Launched yesterday at the Racing Foundation conference, the 聽outlines how the industry can work together in an even more coordinated way, building on the valuable activity currently taking place and enhancing racing鈥檚 reputation and relevance.

The development of the strategy has been funded and supported by the Racing Foundation, Godolphin and the Racing Post and shaped by existing knowledge and expertise from individuals, charities and community groups operating across the sport.

It forms part of the British racing鈥檚 wider approach to ensuring responsible care for our people, communities and environment 鈥� part of the ongoing industry strategy work that has also seen the publication of the sport鈥檚 environmental strategy聽in recent weeks.

The social impact strategy has been designed around four main areas where racing already has strong foundations and can have the greatest impact on individuals and communities:

• Power of opportunity 鈥� making it easier for young people to benefit from being part of our industry. We need to make sure we are relevant to young people, that we engage them at an early age and support their development of skills, confidence and employability 鈥� or simply help them enjoy the sport as fans
• Power of the racehorse聽鈥� evidence shows the positive impact our horses can have on people, and through the provision of equine assisted services we are harnessing the power the Thoroughbred can have beyond their career on the racecourse
• Power of racing 鈥� our sport has a lot to offer to society and we want to take a more proactive approach to measuring our impact, so that we can demonstrate the importance of our work and tell a more compelling story about the positive value we deliver
• Power of community聽鈥� we are part of our local communities and have a strong history of supporting them, whether that鈥檚 through fundraising and volunteering or other established programmes of activity. Enhancing this work and ensuring that racing remains a community asset is crucial to our sport鈥檚 reputation and long-term success.

Within these areas the sport has identified three immediate priorities to drive focus through to 2028:

• Establishing a young people pathway for British racing 鈥� so that we are following a clear, consistent and industry-agreed approach to supporting young people as they engage with the sport
• Building our impact story 鈥� quantifying the positive difference we make so that we can better understand and showcase the true value of British racing to society
• Engage and empower our stakeholders and partners 鈥� clearly defining the role that individuals, organisations and community groups can play in achieving our goals 鈥� and empowering stakeholders within and beyond racing to drive this work forward.

Tom Baker, Head of Social Impact at the British Horseracing Authority (BHA), said:

鈥淏ritish racing is an industry that is committed to having a positive impact and there is already a significant amount of vital work taking place across the country that is making a real difference in our communities.

鈥淭his includes giving more young people the opportunity to engage with our sport and horses, fundraising and volunteering for vital causes, and recognising the valuable role retired thoroughbreds play in supporting physical and mental wellbeing.

鈥淭he strategy builds on these strong foundations to help ensure we can have an even greater impact, through increased collaboration, forging even stronger partnerships and by improving our understanding of where we can make the biggest difference.

鈥淢y thanks to everyone who has been involved in shaping this work, and in particular the Racing Foundation, Godolphin and the Racing Post for their support.

鈥淭here鈥檚 a clear recognition across British racing about the role our sport, people and horses can play in powering positive change, and I look forward to working with colleagues as we continue to make meaningful progress.鈥�

British horseracing鈥檚 social impact strategy can be viewed .

British horseracing has today published its聽聽for protecting the natural environment and safeguarding the sport and its operations against the effects of a changing climate.

Supported by the Racing Foundation and developed by the British Horseracing Authority (BHA), the new environmental plan is part of racing鈥檚 wider industry strategy work to secure a sustainable future for our horses, people, businesses and communities.

罢丑别听聽builds on the positive work already underway across studs, training yards, racecourses and other organisations to mitigate environmental risks, adapt to evolving legal and societal expectations, and harness opportunities and existing expertise to make a positive difference.

Implemented over an initial five-year period, the delivery of the strategy will be rooted in science and take an evidence-based approach, so that meaningful progress is made in four key areas:

• Reducing carbon emissions聽鈥� through racing鈥檚 direct operations 鈥� like energy use, buildings and聽agronomy 鈥� the wider supply chain, and by supporting more sustainable methods of transport for customers and participants. Work is underway to establish British racing鈥檚 carbon footprint and expand the use of the Stud Farm carbon calculator.
• Preserving water availability聽鈥� from ground conditions to cooling horses, racing is reliant on water. With less predictable rainfall patterns, efficient water storage and use is more critical than ever. A water impact study will assess the scale of the challenge and how racing can improve resilience.
• Protecting nature and ecosystems聽鈥� with thousands of acres of land, racing and breeding is uniquely placed to contribute to the restoration, regeneration and protection of the nation鈥檚 habitat and species. Utilising existing land management expertise, the industry can support increased biodiversity and help capture and store carbon dioxide.
• Minimising waste聽鈥� by adopting a whole life cycle approach. More sustainable sourcing of essential materials and products 鈥� from feed and bedding to infrastructure and agronomy 鈥� can help reduce waste and pollution. Where viable sustainable options don鈥檛 yet exist, we will engage with supply chains to identify areas for progress.

The strategy, which has been funded by the Racing Foundation, has been shaped and informed by extensive engagement with stakeholders, participants, business owners and supply-chain partners, prior to being approved by the sport鈥檚 Industry Programme Group and the BHA Board.

It sets out how British racing and breeding will take a coordinated approach, underpinned by accurate data to support measuring, monitoring and continual evaluation. Technology will play an important role, as will education and training in areas such as carbon literacy, with environmental sustainability becoming more embedded in commercial and operational decision-making.

The first phase of implementation will focus on data-gathering and analysis, including carbon baselining to quantify the industry鈥檚 greenhouse gas emissions, detailed water and nature impact assessments and a review into potential funding sources.

The insights gained from this exercise will inform a more comprehensive action plan, allowing the industry to concentrate efforts and resources on the most pressing environmental issues and prioritise action where it鈥檚 likely to be most effective.

Katie Carr, BHA Head of Environmental Sustainability, said:

鈥淭he success of British racing and breeding is intrinsically linked to the health of our natural environment. It鈥檚 therefore essential for the breeding, training and racing of thoroughbred horses that we all do what we can to protect it.

鈥淲e鈥檝e already seen the effects of climate change on our sport. Weather related disruptions have become more frequent and severe, with flooding and drought impacting fixtures and water availability. We face a broad range of environment risks, which could have a real impact on business operations, horse welfare and supply chain security.

鈥淏ut our relationship with the environment is also an asset. We are custodians of extensive green spaces. We are experts in land and animal management. Our training centres, breeding operations and racecourses are embedded in rural communities. There is already really good practice across the industry, including innovative approaches to water storage and reducing emissions.

鈥淭his is what this strategy is all about: how we harness this knowledge and expertise to mitigate risks, identify opportunities and make a positive and lasting difference. By doing so, we can help safeguard our environment, strengthen our resilience and sustain our sport for generations to come.鈥�

Tansy Challis,聽Chief Executive of the Racing Foundation, said:聽

“The Racing Foundation is proud to support the development of this strategy, which sets a clear direction for how the industry can meaningfully contribute to an environmentally-sustainable future.

“The strategy serves to coordinate much of the great work taking place in this area across the industry and drive progress as part of an aligned approach. By supporting聽this work, we are enabling racing to make a meaningful and positive impact for the benefit of horses, people and its communities.”

Notes to editors:

1. Racing Resilient: British Horseracing鈥檚 Environmental Strategy is available聽.
2. The environmental sustainability strategy is part of British racing鈥檚 wider聽聽work. This is being coordinated by the BHA on behalf of and in collaboration with all those working in and involved with the racing industry. An industry strategy framework document has been created to help explain and summarise the ongoing work, including how racing can have a positive impact on society and the environment. The framework can be viewed聽.
3. About the British Horseracing Authority.聽海角大神 (BHA) is the body responsible for the governance and regulation of British horseracing. For more information visit聽
4. About the Racing Foundation.聽In 2012 the Racing Foundation was established to oversee the distribution of funds to charitable causes within the racing and thoroughbred industry following the sale of the Tote. Since inception it has awarded over 拢39million in grants. Equine welfare, racing鈥檚 people and environmental, social and governance are the key areas of focus in its 2025 鈥� 2027 strategy. The Trustees of the Racing Foundation are Julia Budd (Chair), Linda Bowles (SID), Jim Boyle, Louise Kemble, Alice Page, Hazel Peplinski, Rishi Persad and Algy Smith-Maxwell. 海角大神, the Thoroughbred Group and Racecourse Association are the three joint Members of the Racing Foundation, which is registered with the Charity Commission as a charity under the law of England and Wales (no. 1145297).聽

Joining the Board as one of the two Member-Nominated Directors, Paul has been nominated by the Thoroughbred Breeders’ Association, Racehorse Owners Association and licensed personnel. He takes over from John Ferguson, whose term on the Board has concluded.

Paul has extensive experience of working across British racing, having previously led the BHA鈥檚 Racing Department, been a director of Great British Racing and worked for the Racecourse Association.

He assumes the role with immediate effect, while the process continues to implement agreed聽 that will work towards the establishment of an independent board of directors.

David Jones,聽BHA Senior Independent Director, said:

鈥淧aul will be a valuable addition to the BHA Board during the period of transition as we work towards the agreed approach to establish independent directors. This is an important step for the sport and Paul鈥檚 background and knowledge of the industry will support our efforts to secure a sustainable future for British racing, our people and horses.

鈥淚鈥檇 also like to thank John for his significant contribution to the work of the board over the past three years. We have benefited considerably from his industry expertise and he has brought invaluable insight and perspective from his career in training and bloodstock.”

Paul Johnson said:

“I am pleased to be able to join the BHA Board as a Member-Nominated Director and consider it a great privilege to contribute to the ongoing development of the sport and its governance as we work towards the formation of a fully independent board.

“My thanks to the previous holder of this seat on the BHA Board, John Ferguson, who has contributed a great deal during his three-year term.”

Notes to editors:

1. Current membership of the BHA Board can be viewed聽here.