MADAM,

I read with interest the article Eventing ‘crumbling from the top down’ in a recent edition, where there were a number of references to owners of event horses. In one rider’s eyes owners are “totally disillusioned”.

I am an owner of event horses with Team Ireland and would go further than being simply disillusioned - I believe we are being taken for granted and ignored by Horse Sport Ireland. Since 2019, I have owned horses with Padraig McCarthy. My wife and I chose to place our horses with Padraig after Sir Mark Todd retired. Our horses have represented Ireland at both European and World Championships.

We are thoroughly invested through our energy, emotion and wallet in Team Ireland. I’d appreciate something in return for that level of investment - especially when it comes to the development of riders and their horses. It is they who will, hopefully, bring success to Irish eventing horse sport similar to that of Tryon 2018.

I am qualified to say this, as I have owned horses, and continue to own a horse, with another nation. I have experienced a well-run High Performance eventing team, supported by their governing body. Sadly, I am unable to say this about the support given to Team Ireland, and its horse owners, by its Governing body.

If I look back at previous championships in 2021 (Europeans) and 2022 (Worlds) there was a decent level of support given to the riders and owners in team and individual training, in-competition support and communication.

As an example on communication, the only two pieces of communication that I have received from HSI in the last two years has been about Olympic accreditation and how I can buy Team Ireland kit. Hardly something to be proud of and make me feel an integral part of the wider team as a key stakeholder.

What would I do if I were HSI?

  • 1. Follow the model of other nations - be clear on where the horse/rider combinations are in the various “squads” and introduce a selection panel for Championships to free up the High Performance manager to carry out the continuous improvement role.
  • 2. Training and coaching - make budget available for training - both individual and team. Invite the owners to these days, so we feel part of the process and not just simply the “bill payer”.
  • 3. Communication - improve the content and frequency of communication, such that all stakeholders have a sense of belonging and ownership.
  • 4. Develop the “team” culture - recognise that riders, horses, coaches, support crew and owners are all key team stakeholders. All too often, the sense I get is that it is a culture of “you’re on your own, but we (HSI) will celebrate your success when it happens”.
  • 5. Treat the owners with respect - we get it from the riders, who genuinely appreciate the role we play. Now is the time for HSI to step up to deliver against their own mantra that owners are “the lifeblood of the sport”.

    • In my role as a Director of a large well-known retail organisation, the mantra we had drilled into us was “look after your customers and the business will look after itself”. Well, I am a customer of HSI and I don’t feel looked after. Food for thought for HSI leaders.

    Yours etc,

    Peter Cattell,

    Essex, England