’25’27
Strategic
Plan statefuture REFIT
This strategy reflects our collective insights, the voices of our employees, customers, and partners, and a shared ambition to build a stronger, more agile, and future-ready organisation.
The Chair MESSAGE FROM
As Greyhound Racing in NSW approaches its landmark centenary in less than two years, the occasion provides an opportunity to reflect on our past achievements and to embrace exciting future opportunities.
We should feel pride in the journey we have been on since our first race meeting at Harold Park on 28 May 1927.
That path has come with highs, lows, and many reasons to celebrate. It has come with many early mornings, late nights, cold fingers and hot brows. Through it all, the competitive nature of our Greyhound athletes has always been on show, complemented by their encore careers as pets. Their life cycle brings joy to many lives.
The passion of our participants is unique, established by our founding forefathers, carried on by our long serving and resolute participants, and it is being bequeathed to a new wave of young participants who will carry the sport on into the future.
But no industry can stand still.
For that reason, GRNSW has embarked on a Strategic Refit that is designed to set us up for prosperity and growth over the next 100 years, to modernise where necessary and to protect our sacred sporting and cultural heritage when tested.
I have every confidence this Strategic Refit will meet the needs of our Greyhounds and industry as a whole.
Our new Young Participants Panel, coupled with our Trainers Advisory Panel, are clear examples of how our industry is adapting to carry the torch forward.
These new ideas and energy will help the industry thrive.
On behalf of the board, we thank Steve Griffin, our new Chief Executive Officer for taking carriage of this strategy, supported by our new Executive Leadership and broader employee teams.
The strategy covers what we want to do well, including racing and pet placement for retired greyhounds, to create a progressive pipeline for the future.
I commend it to you.
Adam Casselden GRNSW Chairman
The CEO MESSAGE FROM
I’m proud to present this Strategic Refit for 2025-2027.
You will find a bold and focused roadmap that will lead Greyhound Racing New South Wales through the next phase of growth, innovation, and impact. We’ve taken a deep look at where we have come from, where we are now, and where we want to be.
It reflects our collective insights, the voices of our employees, customers, and partners, and a shared ambition to build a stronger, more agile, and future-ready organisation.
This plan is not just a document — it’s a call to action.
Success will depend on each of us, working together, staying aligned, and remaining committed to our purpose. We have the ability to deliver, adapt, and lead with integrity. The journey ahead is promising and I’m excited to be taking it with you.
The plan seeks to modernise our great sport, improving the customer experience, offering greater wagering options, reducing on-track dog injuries and appealing to new customers from across NSW, interstate and even overseas.
That involves change. Some will agree. Others will not.
But our ambitions are clear. We want to grow our great sport, strengthening its financial base, offering greater certainty for trainers, owners and regional stakeholders alike, while reassuring those outside our industry that our sacred duty to animal welfare is honoured.
That means initiatives like track and facilities upgrades, straight track racing, new education programs and pet placement pathways.
As you may know, prior to joining GRNSW I was CEO of the Greyhound Welfare Integrity Commission. What I learned there was that our industry is overwhelmingly populated by good people, committed to the welfare of their animals and open-minded about change.
When we look at other successful sports, we are struck by their ‘growth mindset’. Greyhound racing in NSW shares that sentiment.
Therefore, we will need to broaden our appeal, offering a customer and wagering experience that appeals to a new generation of punter, both on the track and behind the keyboard.
Our Strategic Refit is designed to modernise and lift our organisational capability; with improved technology, operational excellence, and streamlining for more effective service delivery to our sport and stakeholders.
Our new structure will introduce new resources and attract critical new skills and ideas.
It is designed to ensure GRNSW is fit for purpose, poised operationally, and equipped with the skills to respond to the needs of our industry.
As we embark on building and growing our sport, I ask that you join me in celebrating what we do well and partner with us as we can grow our industry together.
The future is bright. Come on the journey with us.
Steve Griffin GRNSW Chief Executive Officer
This plan is not just a documentit’s a call to action. ‘Let’s get it done.’
Steve Griffin CEO GRNSW
Values OUR
INTEGRITY COLLABORATION
Demonstrates a consistent and uncompromising commitment to the highest personal, and professional standards.
Values the importance to consistently establish and maintain credibility, engagement, and partnerships with a broad range of people.
ACCOUNTABILITY RESPECT EXCELLENCE
Willingness to be held to account for decisions, performance, emotions, and behaviours.
Respectfully acknowledge differences and consistently accommodate various opinions in their decisionmaking and actions.
Motivated to deliver quality service and critique current practices with a critical lens, to seek innovative improvements with a positive and sustainable impact.
Objectives STRATEGIC
Support and develop our people, clubs and communities, drive participation and improve the participant experience across all touchpoints, and actively engage with our stakeholders as a trusted partner.
Reflect upon and relentlessly advance safe racing, support for transitioning greyhounds to pet life, and animal welfare initiatives.
Grow and optimise our racing product and commercial revenues, and create great experiences.
On A Page STRATEGY
Support and develop our people, clubs and communities, drive participation and improve the participant experience across all touchpoints, and actively engage with our stakeholders as a trusted partner
PrioritiesActions
PRIORITIES KEY ACTIONS
Education Programs Deliver both accredited and non-accredited training programs to support new and existing greyhound racing participants, focusing on welfare, safety, injury reduction, and industry development.
Community and
Understand community sentiment across demographics and regions to inform strategies that boost engagement and improve public knowledge of GRNSW and the greyhound racing industry.
Syndication Leverage syndication as an accessible and social entry point into greyhound racing. Exploring partnerships to engage new participants and convert interest into ownership opportunities.
Support and develop our people, clubs and communities, drive participation and improve the participant experience across all touchpoints, and actively engage with our stakeholders as a trusted partner
PrioritiesActions
Serious Race Injury Reduction Strategy
Proactive and progressive management, supported by research, data analysis, and oversight from review panel.
Pet Placement Pathways
Sustainable Welfare Funding Model
Improve pet placement outcomes by enhancing pathways through technology, process improvements, pet preparation programs, participant education, and increased resourcing.
Establish a sustainable industry-funded scheme to share post-racing and pet placement costs, reduce sole reliance on GRNSW, and improve GCS efficiency to enhance medical access.
Support and develop our people, clubs and communities, drive participation and improve the participant experience across all touchpoints, and actively engage with our stakeholders as a trusted partner
PrioritiesActions
Greyhound Utilisation
Club Excellence
Support greyhounds’ potential for safe and sustainable racing careers through targeted support and management.
Optimise the racing/track footprint to enhance sustainability and financial viability by improving track utilisation, scheduling, marketing, and product design to boost revenue and reduce costs.
Assess and support clubs to maximise income and community engagement, ensuring they deliver consistent profits while promoting greyhound racing and raising sport awareness.
Enhance wagering options, explore digital broadcasting opportunities, develop new racing products, and advance POCT negotiations to grow the racing platform’s reach and revenue.
The successful delivery of GRNSW’s vision is supported by three key enablers – people, process and systems.
• People and Culture
• Governance, Risk and Compliance (GRC)
• Information Communication Technology (ICT)
PrioritiesActions
PRIORITIES KEY ACTIONS
i. People and Culture
ii. Governance, Risk and Compliance
iii. Information, Communication and Technology
Adhere to the 8-step Workforce Management Plan that maps key employee experience from hire to retire. Continuously improving practices to meet legislative requirements, strengthen capability, enhance engagement, and build a positive culture.
Proactive governance, risk and compliance management across all business units. Improving transparency, knowledge sharing and reporting metrics.
Enhance ways of working through improved data management, drive data integration projects, optimise service management delivery, and accelerate digital
