Welcome to Velcourt, a leading farming company. Velcourt manages and advises on farms throughout Europe. Formed in 1967 Velcourt is retained by landowners, tenants, working farmers and institutional investors. Velcourt manages and funds rural businesses in order to provide the best financial result and management of assets, consistent with the clients` objectives. Practices employed meet the stringent requirements of today`s consumer in terms of the environment, animal welfare and food safety. Profit from over 40 Years of Successful Farm Management.
In 1967 when John Rhys Thomas, Tim King, Robin Malim and Stephen Bond founded Velcourt and started its farming operations, they recognised that land ownership and the farming operation on that land were two distinct activities with very different objectives. Many landowners were beginning to realise that profitable farming required specialist skills and expertise: Velcourt set out to supply the skills and the necessary expertise to people and institutions who wished to own land without taking the farming risk themselves. Velcourt took its reward from a share of the profit it generated, creating a genuine partnership with its landowning clients.
By the early 1970s it became very obvious that a revolution was taking place in agricultural practice and technology. The 'green' revolution centered on plant genetics took crop yields to levels that were previously unthinkable. To unlock this new potential, Velcourt decided that its future would be dependent on sourcing, developing and applying the best emerging technologies in the arable and dairy sectors in which it was principally involved.
With 'eyes and ears wide open', the management team under the leadership of its then CEO, Robin Malim, made it their business to travel far and wide to find the most appropriate science-based ideas.
By the mid 1970s Velcourt had established its own Technical Department, capable of disseminating information and turning them into practical crop growing and dairy cow management programmes. It was this meticulous approach that transformed a 4.2 tonne/ha average wheat yield in 1974 into a 10 tonne average within 4 years. The key lay in disciplined and very carefully thought out crop growing programmes for every crop grown, combined with attention to detail of every part of the farming business.
Velcourt's R&D Department, formed back in 1975, is now recognised by many organisations throughout agriculture here in the UK and elsewhere in the World, working extensively for both the public and private sectors in addition to its key priority, the needs driven research for Velcourt's farming business.
Coupled to this approach to crop and animal husbandry, has been a steadfast belief that Velcourt is only as good as its staff. Velcourt has always been a 'people's company'. Looking after people is a high priority. The turnover in staff throughout the business is very low: Velcourt's Management Training Scheme and training programmes have become industry standard.
Looking ahead in a World where agriculture will have a high priority, Velcourt remains focused on the development of technology, people and skills, to ensure it is able to meet the demands of its landowning clients and partners worldwide where producing 'more from less' in a manner that is truly sustainable will become the byword by which farmers are judged.
'In all matters of health and safety to aspire to match best practices and wherever appropriate to exceed them'.
Best practice is defined as:
'To view regulatory compliance as a minimum standard and to seek a continuous improvement in performance'
- Continually improve the health and safety of premises, plant and people
- Implement and maintain safety management systems
- Improve audit scores and feedback internally and externally from all stakeholders
- For incident performance, where measured, to be consistently better than the industry average and to improve year on year
- Receive no prosecutions or enforcement notices from authorities
- Increase pro-active thinking among staff so we are less dependent upon a reactive response to issues
- Clarify lines of accountability for health and safety within the business
- Assess our health and safety culture/behaviour and method of measuring changes
- Assess the requirement for training and ensure its effective delivery
- To encourage suggestions from staff
- Carry out an annual review of stakeholder views of how we are doing e.g. HSE, Local Authority, Contractors etc
- Work and exchange information with other relevant organisations and industry bodies