Muireann O'Toole Brennan on Jamie Osborne case: 'Young people learn from what they see tolerated, challenged or ignored'

Muireann O'Toole Brennan, CMO and co founder of Equitas, spoke to Holly Harte about protecting women in racing.

A recent case in which Jamie Osborne received a three-month suspension of his training licence, suspended for six months, after taking a photograph of a woman’s ‘clothed bottom’ at a racecourse last year and sending the photo to a WhatsApp group called 'Great Bums,' has highlighted the need for better protection of women.

O'Toole Brennan talks about what should be implemented for women to feel confident to come forward.

Equitas was built to represent women in the equine world properly

We focus on accuracy, accountability and visibility across every part of the industry, not just the moments that make the highlight reel.

Through articles, interviews, data-led pieces and open discussion, we cover the issues, the people and the conversations that matter. We recognise what is working, but we also believe progress depends on being willing to examine where change is still needed.

For me, that matters because I have spent more than 20 years in this industry. I know the good in it. I have worked in exceptional yards, with people I respect deeply, and racing has given me a lifestyle, a community and a culture that I will always be grateful for.

But caring about the sport also means being honest about where it still falls short.

Equitas exists to inform, challenge and support a stronger, fairer equine industry.

Because when women are part of the story, the sport gets stronger.

The Jamie Osborne case has caused significant debate about what constitutes acceptable behaviour on and away from the racecourse. Do you think that expectations of professional conduct in equestrian sport have changed in recent years?

Yes. Expectations of professional conduct in racing and the wider equestrian industry have changed, and that change was badly needed.

However, I do not believe the current standard is high enough yet. There has been progress, but there is still too much inconsistency around what is challenged, what is addressed and what consequences follow when standards are breached.

Some people are held accountable. In other situations, there can still be a perception that behaviour is overlooked, minimised or dealt with unevenly. That is where trust can break down.

From my own experience in the industry, I know how difficult it can be to speak up. I have seen situations that should not have happened, and I have also experienced how quickly someone can realise that raising a concern may come with a personal or professional cost.

That is particularly difficult for women. It can be harder to report, harder to trust the process, harder to feel protected, and harder to believe that speaking up will not damage your place in the industry.

The industry needs clearer practice, stronger oversight and more transparent guidance from governing bodies. People need to know what behaviour is unacceptable, how concerns can be raised, what protections exist for those who speak up, and what the consequences are when professional standards are not met.

Without that clarity, responsibility is pushed onto individuals rather than being properly supported by the systems around them.

How important is it for horse racing to articulate what behaviours are and are not acceptable?

It is essential.

People cannot be expected to report concerns confidently if the standards are vague. Racing needs clear, plain-language guidance on acceptable and unacceptable behaviour, supported by visible reporting routes and consistent consequences.

This is not about removing personality, humour or the close working relationships that are part of the sport. Racing is built on people, pressure, long hours and trust. But that is exactly why boundaries need to be clear.

When people know what is acceptable, what is not acceptable, and what happens when lines are crossed, it creates a safer environment for everyone.

Do high-profile cases provide an opportunity for all sports to reflect on their culture and values, or do they risk becoming isolated incidents that are quickly forgotten?

They can do either, but the most important point is consistency.

A high-profile case should not be treated differently simply because the person involved is well known. Standards must apply fairly, regardless of profile, status or position within the sport.

However, cases that attract public attention can expose where systems are unclear, where expectations are blurred, or where people feel outcomes are inconsistent. That is not unique to racing. It can be seen across many sports and professional environments.

The opportunity is not to make one case carry the weight of an entire culture. The opportunity is to use the conversation to strengthen standards, improve clarity and ensure that similar concerns are dealt with fairly and consistently in the future.

Racing and equestrian sport hold a privileged position because, in many areas, men and women compete directly against each other on the same field of play. Unlike many other sports, participation is not always separated by gender, and talent, skill, horsemanship and professionalism are judged within the same competitive space.

There may be specific initiatives, leagues or opportunities created to support women, but the broader structure of the sport allows men and women to compete alongside one another. That is a strength, but it should not be mistaken for proof that the culture around the sport is always equal, consistent or fair.

The competitive structure may be more integrated than many sports, but the professional culture still needs clear standards, proper accountability and safe systems for raising concerns.

How do we create an environment where people feel safe to raise concerns about inappropriate behaviour?

People need to know where to go, who will listen, what will happen next and that they will not be penalised for speaking up in good faith.

Reporting systems must be confidential, accessible and trusted. Just as importantly, concerns must be handled fairly, promptly and with respect for everyone involved.

But safety is not created by a policy alone. It is created by what happens in real life. It is created when someone raises a concern and is not dismissed. It is created when people see poor behaviour challenged early. It is created when managers and senior figures respond calmly, properly and without making the person who spoke up feel like the problem.

Trust is built through action, not wording.

The horse racing industry is one with strong traditions and close-knit communities. What barriers can exist to reporting concerns, and how can organisations overcome them?

The barriers can include fear of losing work, rides, opportunities, reputation or relationships.

Racing is a small world, and that closeness can make people feel exposed when raising concerns. People may worry about being labelled difficult, not being believed, being quietly excluded, or losing future opportunities.

For women, those barriers can be even heavier. There can be an added fear of being judged, minimised, questioned or expected to simply carry on.

Organisations can overcome this by offering independent reporting options, protecting confidentiality, training managers properly and making it clear that retaliation will not be accepted.

They also need to communicate the process properly. People should not have to search for information at the moment they are already under pressure. They should know, before anything happens, where they can go and what support is available.

What does effective training on respect, boundaries and inclusion actually look like, beyond simply asking people to complete a course?

Effective training must be practical, repeated and relevant to real racing environments.

It should include examples, scenarios, bystander guidance, manager responsibilities and clear reporting steps. It should reflect the places where people actually work: yards, racecourses, studs, transport, sales, events, offices and online spaces.

A course alone is not enough. People can complete training and still not understand what is expected of them in daily practice.

The learning has to be reinforced through leadership, conversations, workplace standards and visible consequences. Respect and boundaries need to become part of how the industry works, not just something people click through once a year.

How do you know whether cultural initiatives are genuinely changing behaviour rather than just ticking a compliance box?

You measure behaviour, not just attendance.

That means looking at reporting confidence, staff feedback, retention, repeat issues, how concerns are handled and whether people at all levels understand the standards expected of them.

A successful culture is not one where no concerns are raised. In some cases, more reporting can actually show that people are beginning to trust the system.

The real question is whether people feel safer, whether issues are addressed earlier, whether managers know how to respond, and whether people believe the same standards apply to everyone.

If people still feel they have to stay silent to protect themselves, the culture has not changed enough.

What responsibility do senior figures and high-profile participants in equestrian sport have in setting the tone for conduct and behaviour?

They have a very significant responsibility. Senior figures shape what others believe is normal, acceptable or excusable. Their behaviour, language and response to concerns can either strengthen trust or weaken it.

That responsibility does not sit only with governing bodies. It also sits with the people setting the tone every day: trainers, employers, yard managers, travelling head staff, senior riders, coaches, owners and others in positions of influence.

The culture being created now will shape the next generation coming into the sport. Young people learn from what they see tolerated, challenged or ignored around them. If respect, boundaries and accountability are visible in daily practice, they become part of the standard. If poor behaviour is minimised, that also teaches a lesson.

Leadership is not only about rules or public statements. It is about the environment people work in, the behaviour they witness and the confidence they have that concerns will be taken seriously.

Is it possible that one individual’s actions can have a detrimental impact on public confidence in a sport?

Yes, particularly when the individual is well known or holds influence.

The greater risk is not only the behaviour itself, but any perception that the sport minimises it, excuses it or fails to respond properly.

Public confidence depends on trust. People need to believe that racing understands the seriousness of conduct issues, that standards are applied consistently, and that the industry is willing to examine itself honestly.

One case should not define an entire sport, but the response to that case can say a great deal about the culture around it.

How important is visible leadership in rebuilding trust after incidents that attract public attention?

Visible leadership is vital.

People need to see that standards matter, that concerns are taken seriously and that due process is followed. Leadership should be calm, clear and action-focused, not defensive.

This is where tone matters. A sport does not rebuild trust by saying the right thing once. It rebuilds trust by showing, repeatedly, that it understands the issue and is willing to improve.

Visible leadership also helps the people within the sport who may be watching quietly. For someone who has had a difficult experience, seeing leaders speak clearly and responsibly can make a difference. It can tell them that the culture is moving, even if slowly.

Horse racing brings together people from different backgrounds, generations and working environments. Does that diversity present particular challenges or opportunities when it comes to creating inclusive cultures?

It presents both.

Different generations and working environments may have different expectations or habits, but that makes clear shared standards even more important.

Racing brings together people from yards, studs, racecourses, offices, media, ownership, regulation, transport and sales. Not everyone enters the sport with the same background, education, confidence or understanding of workplace rights and reporting structures.

That can create challenges, but it also creates opportunity. The strength of racing is its people. If the industry can set clear expectations across every level, it has the chance to build a culture where respect is not dependent on where someone works, who they know or how senior they are.

The baseline should be simple: respect, safety and dignity are not optional.

Do you think horse racing has made progress in addressing issues around workplace culture and inclusion over recent years, and where is there still room for improvement?

Yes, I do think progress has been made, but I also think there is still a long way to go.

I have worked in the industry for over 20 years and I have had the privilege of working in some exceptional yards and with people I respect deeply. Racing has given me a lifestyle, a community and a culture that I will always be grateful for. At its best, it is an extraordinary industry.

But being grateful for the industry does not mean ignoring where it falls short. I have also seen situations that should not have happened, and I have seen how difficult it can be for people, particularly women, to speak up when something feels wrong.

There are still significant inconsistencies. It can be harder for women to report concerns, harder to feel protected, harder to trust that they will be believed, and harder to know that speaking up will not come at a personal or professional cost.

That is not about attacking the sport. It is about wanting the sport to be better. The people who love racing should be able to ask difficult questions of it.

Progress will not come from pretending the issues do not exist. It will come from clearer standards, safer reporting systems, stronger leadership and a culture where people are not left exposed when they raise concerns in good faith.

If you could implement one change across the entire horse racing industry tomorrow to improve culture and safeguarding, what would it be and why?

I would implement a single, independent, clearly communicated reporting and support framework across the industry.

Everyone should know where to go, what behaviour can be reported, how concerns will be handled and what protections are in place. That information should be easy to find, easy to understand and communicated regularly.

The reason is simple: people cannot use systems they do not know exist, do not understand or do not trust.

This should not depend on who someone works for, how senior they are or whether they are confident enough to push for answers. A clear, consistent framework would help remove confusion and give people more confidence that concerns will be handled properly.

Consistency builds trust.

If the conversation sparked by the Jamie Osborne case leads to one lasting positive change within horse racing, what would you hope that change would be?

I would hope it makes speaking up feel safer and more normal.

The lasting change should be that inappropriate behaviour is addressed early, fairly and clearly, and that people no longer feel they have to stay silent to protect their place in the industry.

I would also hope it moves the conversation beyond one case. The real test is not whether racing can respond to a high-profile incident. The real test is whether people in everyday working environments feel more protected, more respected and more confident that the standards apply to everyone.

If this conversation leads to clearer expectations, safer reporting and stronger leadership at every level of the sport, then something positive can come from a difficult moment.

Women in Racing UK have a free live webinar this Wednesday, 24 June, generously supported by the BHA. Please could you tell readers about it. Can we share a link?

Yes, absolutely. Women in Racing are hosting a free live webinar titled Safe to Say: Turning Concerns into Conversations on Wednesday 24 June 2026.

The session will look at how racing can create safer environments where people feel able to raise concerns, understand inappropriate behaviour and know that their voice will be listened to. These conversations matter because many people still do not know where to go, what happens after they speak up, or whether they will be protected if they raise a concern in good faith.

It is open to members and non-members, and readers should be encouraged to register through the official Women in Racing link.