That will represent a greater than $40m net profit before tax improvement in performance on 2013. “We know many of our farmer shareholders see our profitability as a priority for the company this season, which is what we have delivered.

“The market outlook is positive which should give farmers good confidence going into the coming season.

“We expect to see the $100 lamb mark achieved given current market signals. Beef should trade in the range of 450/550cpk and venison is expected to stabilise at recent levels of 680/800cpk.”

Silver Fern has also paid down $100 million in debt as part of a plan to reduce the cost of debt servicing to the company and announced that chief executive Keith Cooper is stepping down from the role.

“Keith has made a significant contribution to the business since joining the co-operative in 1989. In his eight years as chief executive he led the creation of the Silver Fern Farms brand coupled with the implementation of the value creation strategy which covers the consumer range, commercialisation of the Beef Eating Quality System and FarmIQ.

“The board thanks Keith for his committed service over 24 years and his expertise in leading the company through some significant challenges.”

Keith says it is timely to step down with the company returning to profit and embarking on new initiatives.

“The business has made good progress this financial year following two very challenging years, however there is still much work to do. I have thoroughly enjoyed leading the creation of a co-operative food company; however the timing is right for change, for someone with different skill sets and a high level of energy to take Silver Fern Farms through its next phase of development.”

The company has appointed Dean Hamilton, who joined as chief strategy officer in April 2014, as interim chief executive. He will transition into the role over the coming months.

“The Board is pleased that Dean has agreed to lead the company through this next phase. He brings with him extensive financial and operational senior leadership experience as well as a good understanding of the business,” says Rob.

Organisational changes made this year contributed to the company’s improved performance.

“Our sales and procurement operations have both been reorganised and performed strongly.

“Carrying on from that work, we are planning on internally reorganising the business into three species units - beef, sheep meats and venison.

“The new business structure will continue to be centrally led and will make the co-operative more responsive to future developments and opportunities in the current overall industry model. The improved structure will increase visibility of performance and strategy across species and establish a broader range of opportunities for any future capital structure initiatives.

“We believe the timing is right to look at capital structure options in view of our improved profitability, a positive backdrop of rising global demand for protein, an improved outlook for farm profitability, and on-going interest from customers to gain security of supply. The company will appoint an investment bank to assist it.”

Any new capital would allow the company to accelerate the reduction of  bank debt and the associated impact of debt servicing which currently costs the business $35 million a year.

“With an improved capital position there is the potential we can enable industry rationalisation if the right opportunities arise.”

A full audited result will be announced in November.