1) A Global Reputation for Excellence
We will be admired not only for the performance of our horses, but for how well we care for them and our people.
What we’ll do:
- Deliver a world-leading welfare strategy, putting the horse at the centre of every decision.
- Lift training facilities and track infrastructure to global standards.
- Grow international awareness of NZ racing and breeding success.
- Support our workforce with clear career pathways, mentoring and wellbeing programmes.
Impact in 2025-26: safer, more consistent racing surfaces; stronger skills and retention; increased global demand for NZ horses and bloodlines.
2) A Sport that Captivates the Nation
Racing should feel accessible to every New Zealander.
What we’ll do:
- Stage marquee events, such as The NZB Kiwi and The Grand Tour, at a world-class level.
- Launch a data-led fan strategy across digital experiences and storytelling.
- Make ownership easier, more personal and more rewarding.
- Digitise participant services from registrations to traceability.
Impact in 2025-26: bigger audiences on-course and online; simpler pathways to ownership; faster, easier admin for participants; stronger community connection.
3) One Industry, Winning Together
To thrive, we need one strategy, one voice, one industry.
What we’ll do:
- Implement a simpler governance model and operating structure.
- Lift professional standards across licensing, training and conduct.
- Engage openly with Owners, Breeders, Clubs and participants - every voice counts.
- Embed innovation and collaboration at every level.
Impact in 2025-26: clearer decisions, less duplication, better alignment on calendars and venues, and higher standards across the board.
4) A Sustainable Industry
Sustainability is about legacy; financial, environmental and social.
What we’ll do:
- Grow and diversify revenue beyond wagering.
- Launch the NZTR Industry Investment Fund with full transparency.
- Establish regional operating hubs to improve delivery and efficiency.
- Align with environmental and social goals, giving back to the communities we serve.
Impact in 2025-26: more resilient Club operations, targeted reinvestment where it matters most, improved regional capability and stronger public confidence.