An English groom’s lot is not a happy one

– The “stable crisis” outlined in this week’s Racing Post’s news analysis paints a picture which shows the problems encountered in South Africa are not unique, but appear to be a universal problem facing the racing industry.

Kate Tracey, a groom with Somerset trainer Philip Hobbs for five years, gives her take on the sport's stable staff crisis.

“As the jumps season hits the summer lull most yards will be trying to recruit new staff to fill the places left by departing members of their teams.

“In the past this task was relatively simple, with a huge pool of potential candidates clamouring to work in racing, but in recent years this has become less and less the case.

“The prospect has lost much of its allure for today's youngsters, and from the point of view of a groom there are many reasons why.

“It is well known that such work is not highly paid; in fact in many cases it is remunerated with the minimum wage – hence a lack of older, experienced staff in yards.

“Stable and yard work has never been about getting a big pay slip at the end of the week. Far from it. It has always been about the love of the horse, no matter how little the pay. And when you are young and new to racing the fact you get paid to do what you love can seem like a bonus; it's a job you would almost pay to do.

“But there comes a point when you perhaps start to feel advantage is being taken of your enthusiasm. Once the novelty has worn off saving for a future becomes the focus and life becomes very difficult.

“Almost everyone wants a house, a car and a family one day, or at least to be able to afford to live comfortably. This is hard to achieve when you are on the minimum wage with not much chance of a significant pay rise.

“There is so much money in racing, but it feels as though it is just being shared out among the already wealthy – and the age-old hierarchical system is still very much with us.

“Surely the industry would benefit – most importantly the horses and the trainers in charge of them – from having experienced staff who know what they are doing.

“These people would be able to work without close supervision and offer detailed feedback, but they would need to be paid a fairer wage to acknowledge and reflect their expertise.

Inexperienced staff might be cheaper, but they have to be supervised more closely and it often needs two or three to do the work of one experienced staff member.’’