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'We need to trust our medical professionals' - McDonald

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An extension to the lockdown for the North BayandParry Sound regions is disappointing news, but North Bay Mayor Al McDonald says he is more disappointed we dont have a vaccine available to allow us to get back to a life closer to normal.

McDonald said Friday afternoon, after it was announced the lockdown for the area would be extended, its his understanding the reason is the appearance of a variant to the coronavirus that causes COVID-19.

The province announced Friday afternoon the shutdown, stay-at-home order and all existing public health and workplace safety measures will remain in effect until March 8 for this region, as well as the Toronto and Peel public health regions.

All three were previously scheduled to come out of the shutdown by Feb. 22.

I think (the local and provincial health authorities) made the best decision in the best interests of keeping people safe, McDonald said. I trust they are making the right decisions for all of us.

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Do we like the fact they are extending it? We are all disappointed it had to be extended. But we need to keep our focus on keeping people safe.

McDonald said he knows its tough on businesses, which, with some exceptions, will have to remain closed for another two weeks.

But he urges business owners to hang in as best you can.

We are doing what we can and we are encouraging our citizens to shop local, support local business . . . and if you do shop online, shop locally. Do whatever you can to support local businesses.

And while residents of the region are suffering lockdown fatigue after 11 months of the pandemic, McDonald noted that until the variant identified as the B.1.351 or South African variant was identified in the area, we had the second lowest or lowest infection rate in the province.

We need to trust our medical professionals, McDonald said. We have to trust their advice and act accordingly.

But the extension puts a strain on our business community, a North Bay restaurateur says.

John Lechlitner said the two-week extension is disappointing, after the North Bay-Parry Sound area was one of three in the province still under the lockdown.

Its not good, but it is what it is, Lechlitner said.

We have got to do our best to get the (COVID-19) numbers down.

What I was hoping for was some sign of hope for the region, he said. If that takes another week or two weeks . . . Its a difficult pill to swallow.

Lechlitner said he accepts that it is a science-based decision, but its still disappointing.

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All I can say is stay positive, Michelle Trudeau, chair of Downtown North Bay, said.

The decision to extend the lockdown is not surprising, but it is very disappointing. Its affecting us all.

One of her businesses, Michelles Framemaker and Gallery, is closed through the lockdown, while her other business, the Opera Bakery Cafe, still has its doors open.

We cant do much business, if any, because of the shutdown at the Framemaker, she says.

It hurts. It hurts everything across the board. Our customers, our community, our businesses, our employees.

Im lucky because (the Opera Bakery) is a food business, and we all need to eat. But until things open up again and we get back to work, a little business like this, it depends on shoppers downtown.

Many restaurants have seen business almost collapse over the past year, with sales down as much as 70 per cent, according to one downtown restaurateur.

Were going to survive, Trudeau says. Were hardy. One of the things that amazes me is how creative our customers have been to support us.

Well get through this. I have every confidence.

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Lockdown extension disappointing - The North Bay Nugget

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The US wants Russia and China to rein in their respective strategic nuclear arsenals while it modernizes its own nuclear defenses at the same time. When it comes to strategic nukes, the US cant have its cake and eat it too.

The US Senate recently passed the 2021 National Defense Authorization Act (NDAA), allocating some $1.5 billion for research and development of a new generation of intercontinental ballistic missiles (ICBM) known as the Ground Based Strategic Deterrent (GBSD).

The funding of the GBSD occurred despite pressure to divert some or all of the current allocation to support emergency Covid-19 contingencies. One of the major factors behind the decision was a concerted effort on the part of the US Air Force and the commander of US Strategic Command to convince Congress that a failure to fund the GBSD would be tantamount to unilateral disarmament, given that the current US ICBM force, comprised of Minuteman III missiles, will begin aging out as the missiles reach their operational expiration dates.

The proponents of the GBSD, however, have a major policy hurdle before them namely the desire on the part of President Joe Biden to undertake a review of the current US nuclear posture with the view of breathing new life into strategic arms control negotiations that could potentially reduce the size of the US nuclear arsenal.

Many arms control advocates believe that the logical choice for any significant reduction in the US strategic nuclear arsenal would be to do away with ICBMs altogether, eliminating the need for the GBSD. The supporters of the GBSD believe such a move would put the US in danger by increasing the risk of a nuclear attack by limiting the number of targets any potential nuclear foe would need to strike in an effort to preemptively neutralize the US nuclear deterrent.

There is an urgency in this debate driven by two hard-wired calendar dates. The first is the expiration of the recently extended New START treaty.

While the US and Russia agreed to extend this treaty by five years, the fact is this treaty will expire for good come February 2026, leaving the two nations a scant five years to negotiate a follow-on agreement. The other hard date is in 2030, when the Minuteman III ICBM force will begin aging out.

The current GBSD funding authorization envisions the deployment of a fully operational replacement missile by 2029, but this is contingent upon continued funding at ever-increasing levels in the years to come. If a commitment is made to continue fully funding the GBSD with an eye on operational deployment by 2029, it will handicap US arms control negotiators who will have zero flexibility when it comes to devising a negotiating strategy capable of convincing their Russian, and possibly Chinese, counterparts to agree to meaningful cuts in their respective nuclear arsenals.

Land-based ICBMs have been a critical part of the nuclear Triad that has underpinned the US nuclear deterrence posture since the 1960s (the other two components being manned bombers and submarine-launched ballistic missiles, SLBMs.)

Today the US maintains a force of 450 hardened missile silos containing 400 Minuteman III ICBMs scattered across Montana, North Dakota, Colorado, Nebraska and Wyoming. This force has been designed to respond on short notice to any nuclear attack. But its most important characteristic today is its role as a warhead sponge. Any potential nuclear-armed foe would need to allocate at least two nuclear warheads to each silo to have any chance of destroying the Minuteman III force. The only nation capable of carrying out such an attack today is Russia, which would have to allocate 900 of its 1,600 deployed warheads to have any chance of taking out the US ICBM leg of the nuclear Triad.

Supporters of the current nuclear Triad contend that without the land-based ICBM sponge, any potential foe would only need to focus on attacking five targets in the USthree strategic bomber bases, and two submarine bases. These same experts note that the pressure on the most survivable and lethal component of the Triad the SLBM will increase as force restructuring limits the number of submarines that are on patrol at any given time, and as new possible technologies emerge that can detect submarines more easily, increasing the chances that some or all of the deployed SLBM-carrying submarines could be preemptively targeted. Only by retaining the land-based ICBM, these experts argue, can the US guarantee a high degree of certainty that any nuclear attack against the US or its allies would result in a massive retaliation that no aggressor could hope to survive.

The Minuteman III missile has been in service for more than 50 years, despite being designed to last ten. It has achieved this level of longevity through a series of service life extension programs (SLEP) which, in their aggregate, have resulted in a missile very different from the one originally deployed, possessing upgraded booster rockets, new avionics and guidance systems, and more modern nuclear warheads. But the current fleet of Minuteman III ICBMs will begin to expire beginning in 2029, when many of the upgraded rocket boosters expire, followed by the guidance systems, which will begin to expire in 2031. If nothing is done to extend the life of the Minuteman III missiles, the arsenal of operational missiles will be reduced to 350 by 2033, and less than 100 by 2037.

Proponents of the GBSD argue that the fifty-year lifecycle costs associated with fielding a new ICBM, estimated at $159.2 billion, are actually cheaper than the fifty-year lifecycle cost of a new Minuteman III SLEP, with a baseline cost of $160.3 billion. They also point out that the GBSD costs go beyond simply putting a new missile in the ground, but also incorporate silo refurbishment and other ground infrastructure improvements, including a new nuclear command and control system designed to survive in a modern environment where cyber attacks are a real possibility. The new GBSD also incorporates a modular design that allows for rapid-retargeting, and flexibility when it comes to the payload carried, allowing for the introduction of new, improved delivery systems.

The scenario painted by the supporters of the GBSD is based upon an all-or-nothing approacheither spend the money of a new ICBM or lose the ground-based leg of the nuclear Triad forever. This logic mitigates both against the loss of ICBMs, and for a newer, more capable missile (the GBSD.) But it also ties the hands of arms control negotiators trying to come up with a formula that would result in the reduction of Russian and Chinese nuclear arsenals. By keeping the US nuclear Triad intact, and by deploying a new, more capable ICBM in the form of the GBSD, the US would eliminate any incentive on the part of either Russia or China to reduce the size and capability of their respective nuclear arsenals. Indeed, the exact opposite would happenRussia would continue its current nuclear modernization programs, and China would have every reason to invest in enlarging their own ICBM force.

Moreover, there is virtually no chance that the US would unilaterally disarm its ICBM force by allowing the Minuteman III ICBM to age out without a replacement. The solution to this quandary is how to best manage the US ICBM force in a manner that retains the potential for viable force retention while keeping the door open for the possibility of elimination through new arms control agreements. In this light, the GBSD is the least favorable option, as its funding cycle calls for the production of some 650 new missiles sustained over the course of fifty years. Once this production level is funded and underway, it will be virtually impossible to stop it from reaching completion.

However, the US could seek to extend the life of the existing Minuteman III ICBM force, and then use arms control negotiations as a way to leverage their continued existence as a means of getting the Russians to agree to meaningful reductions in their own arsenalthe heavy Sarmat ICBM comes to mind.

Similar trade-offs could be negotiated with the Chinese, with a reduction/elimination of the US ICBM arsenal offered up in exchange for China agreeing not to field any new generation ICBMs. These negotiations, if they are to have any chance of success, must be concluded in the next five yearsa very short time frame when it comes to arms control negotiations. The flexibility afforded by a Minuteman III SLEP would enable and enhance these negotiations, while an irreversible commitment to fund and deploy the GBSD would guarantee their failure. Seen in this light, there really isnt much of a debate. The key question is who will prevail in the future internal US debate over nuclear force posturethe advocates for a continuation of the nightmare of nuclear deterrence predicated on mutually assured destruction (a self-fulfilling prophecy if there ever was one), or the proponents of meaningful nuclear disarmament through viable and verifiable arms control agreements.

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US needs to choose between new ICBMs & nightmare of nuclear deterrence OR meaningful disarmament through arms control - RT

TORONTO, Feb. 11, 2021 (GLOBE NEWSWIRE) -- YAMANA GOLD INC. (TSX:YRI; NYSE:AUY; LSE:AUY) (Yamana or the Company) is herein reporting its financial and operational results for the fourth quarter and full year 2020, providing three-year mine-by-mine guidance, and updating mineral reserve and mineral resource estimates as at December 31, 2020.

The Company is also announcing a positive construction decision for the Odyssey underground project at the Canadian Malartic mine following the impressive results of the technical study, which outlines robust economics, a significant increase in mineral resources, and a mine life extension to at least 2039.

Further, as a continuation of Yamanas climate change actions, the Company today is also announcing that it has formally adopted a climate strategy, approved by the Board of Directors, to demonstrate the Companys commitment to the transition to a low-carbon future. The strategy is underpinned by adoption of two targets: a 2 C science-based target (SBT) and an aspirational net-zero 2050 target.

FOURTH QUARTER AND FULL YEAR HIGHLIGHTS

Financial Results - Strong Earnings and Cash Flows Further Strengthening Cash Balances and Balance Sheet

(See end notes nearend of release.)

Fourth Quarter Operational Results

Costs Offset by Margin Generated from Barnat Pre-Commercial Production

Increased Gold Mineral Reserves and Mineral Resources

MARA Project Integration

Acquisition of Wasamac Property and Camflo Property and Mill (Acquisition of Monarch Gold)

Other Financial Updates: Impairment and Reversal of Impairment

CLIMATE CHANGE ACTION

As a continuation of Yamanas climate change actions, the Company has formally adopted a climate strategy, approved by the Board of Directors, to demonstrate the Companys commitment to the transition to a low-carbon future. The strategy is underpinned by adoption of two targets: a 2 C SBT and an aspirational net-zero 2050 target. The targets are supported by foundational work to be performed in 2021 to establish a multi-disciplinary Climate Working Group, determine our emissions baseline, develop the Greenhouse Gas (GHG) abatement pathways required to achieve the 2 C SBT and establish preliminary, operations-specific roadmaps that describe abatement projects, estimated costs and schedules. These actions will help ensure that our long-range GHG reduction efforts are supported by practical and operationally focused short, medium and long-term actions to achieve the targets.

Summary of Certain Non-Cash and Other Items Included in Net Earnings

(i) For the three months ended December 31, 2020, net earnings attributable to Yamana equity holders would be adjusted by an increase of $4.7 million (2019 - increase of $12.1 million). For the year ended December 31, 2020, net earnings attributable to Yamana equity holders would be adjusted by an increase of $107.6 million (2019 - decrease of $106.2 million).

IMPRESSIVE TECHNICAL STUDY RESULTS FOR THE ODYSSEY UNDERGROUND PROJECT AT CANADIAN MALARTIC DRIVES APPROVAL OF CONSTRUCTION DECISION

Yamana and Agnico Eagle Mines Ltd., who each hold a 50% interest in the Canadian Malartic General Partnership, owner and operator of the Canadian Malartic mine, have approved construction of the Odyssey underground project. The decision reflects positive technical study results and confirms the Odyssey project as the next phase in the evolution of mining at Canadian Malartic, which has served as an economic beacon in Quebecs Abitibi District for generations and will continue to do so for decades to come. An NI 43-101 technical report for the Canadian Malartic operation is expected to be filed in March 2021 and will include a summary of the Odyssey underground project.

The construction decision is a milestone in the ongoing evolution of the Canadian Malartic operation and is the culmination of several years of exploration, mineral resource development, and technical evaluation. It marks the transition point of the Odyssey underground project from the project definition phase to the construction and ramp-up phase, which will extend to 2028. From 2029 to 2039, the underground operation will be in full production, producing an expected 500,000 to 600,000 ounces per year. This represents an increase over the Company's initial estimate for an annual production platform of approximately 450,000 ounces. Further extension of the mine life beyond 2039 provides additional upside, with several opportunities under evaluation.

Odyssey Project Production Profile (100% basis)

A chart accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/861adaad-1fb4-422b-888c-714ccda69ba4

About the Odyssey Project

Canadian Malartic has been a prolific mining operation for decades. Since 2011, it has been an open pit mine, but it has also been a successful underground operation in previous iterations. One of the strategic rationales behind Yamana's decision to jointly acquire Canadian Malartic from Osisko Mining in 2014 was the potential to significantly extend mine life by transitioning the operation to a future underground mine. Initial underground exploration drilling generated promising results, with the discovery of the East Gouldie zone in 2018 confirming the strong potential for a multi-hundred thousand ounce annual production operation with a decades-long mine life. As of year-end 2020, underground mineral resources have grown to approximately 14.4 million ounces of gold (100% basis) in just six years, including an increase of 4 million ounces from year-end 2019.

The Odyssey project hosts three main underground-mineralized zones, which are East Gouldie, East Malartic, and Odyssey, the latter of which is sub-divided into the Odyssey North, Odyssey South and Odyssey Internal zones. For the purpose of the technical study, mineable stope shapes were generated using a gold price of $1,250 per ounce, consistent with the price used for estimating Canadian Malartic open pit mineral reserves. Mineral resources at East Malartic below 600 metres from surface are not currently included in the technical study. A breakdown of the mineral resources used in the technical study, after dilution and mining recovery, is presented in the table below. Further details on the mineral resources are set out in the mineral reserve and mineral resource section of this news release.

Mineral Resources Included in Odyssey Project Technical Studyas of December 31, 2020

The shallow mineralized zones located above 600 metres below surface will be mined using a ramp from surface. The deeper mineralized zones below 600 metres from surface will be mined with a production shaft.

In December 2020, ramp development was started on the Odyssey project in order to facilitate underground conversion drilling in 2021 and provide access to the Odyssey and East Malartic deposits. At year-end 2020, the ramp had progressed 102 metres, and an additional 2,850 metres of development is planned in 2021, of which 1,500 metres is in the ramp.

The conceptual mine design in the technical study includes a 1.8-kilometre deep production-services shaft equipped with a Blair hoist for production, a single drum hoist for services, and an auxiliary cage. The hoisting capacity is expected to be approximately 20,000 tpd. The project will also benefit from the existing infrastructure on site such as the tailing storage facilities, the process plant, and the maintenance facilities.

The preliminary mining concept is based on a sublevel open stoping mining method with paste backfill. Longitudinal retreat and transverse primary-secondary mining methods will also be used dependent on mineralization geometry and stope design criteria.

The Odyssey project is expected to be one of the most modernized electric underground mines. All major mobile production equipment (such as trucks, scoop trams, jumbos, bolters, and longhole drill rigs will be electric powered), greatly reducing carbon footprint. On the two main levels with loading pockets, trucks and hammers would be remotely operated 24 hours a day, 7 days a week from a surface control room, greatly increasing equipment utilization.

Production via the ramp is expected to begin at Odyssey South in late 2023, increasing to up to 3,500 tpd in 2024. Collaring of the shaft and installation of the headframe is expected to commence in the second quarter of 2021, with shaft sinking activities expected to begin in late 2022. The shaft will have an estimated depth of 1,800 metres and the first loading station should be commissioned in 2027 with modest production from East Gouldie. The East Malartic shallow area and Odyssey North zones are scheduled to enter production in 2029 and 2030, respectively.

The project is expected to mine 19,000 tpd from the underground from four different mining zones:

Run-ofmine ore from the open pit will start to decrease in 2023, as the ore production from the underground starts at a rate of 3,000 tpd. The underground should reach full production of about 19,000 tpd by 2031.

Robust Project Economics

Initial expansionary capital of $1.14 billion is expected to be spent over a period of eight years (100% basis), with capital requirements in any given year manageable and fully funded using the Company's cash on hand and free cash flow generation. Additionally, other growth capital expenditures and modest sustainable capital during the construction period total $191.4 million.Gold production during the 2021 to 2028 construction period is expected at 932,000 ounces (on a 100% basis) at cash costs of $800 per ounce. The net proceeds from the sale of these ounces would significantly reduce the external cash requirements for the construction of the project which, assuming the gold price used in the financial analysis for the project, would reduce the projected capital requirements in half.

Average annual payable production is expected to be approximately 545,400 ounces (100% basis) from 2029 to 2039, with total cash costs per ounce of approximately $630 per ounce. Sustaining capital is expected to gradually decline from 2029 to 2039, with an expected average of approximately $55.8 million per year.

The production profile is based on a ramp-up period of six years (2023-2028) followed by 11 years of full production (2029-2039), for a total of 82.1 million tonnes of underground ore processed (100% basis) at an average gold grade of 2.76 g/t, representing approximately 50% of the contained mineral resource gold ounces. On this basis, the after-tax net present value (NPV) (at a 5% discount rate) and after-tax internal rate of return (IRR) of the Odyssey project are shown at various gold price assumptions in the table below. The cut-off grade used to estimate the mineable inventory is based on a gold price of $1,250 per ounce, while the financial model uses a base case gold price assumption of $1,550 per ounce. Costs are estimated using a Canadian to U.S. dollar foreign exchange rate assumption of 1.30.

Odyssey Project Technical Study Sensitives to Gold Price (100% Basis)

These results demonstrate the expected returns of the Odyssey project after the first decade at full production, highlighting Odyssey as a robust project with significant leverage to higher gold prices and thus supporting the approval for project construction. The results are not intended to reflect the full value of the Odyssey project and extension of mine life beyond 2039 represents significant further upside.

Given the strong underground mining experience of the partners and the experience gained from operating the Canadian Malartic mine since 2014, there is a high degree of confidence in many of the cost assumptions used for the project. While the technical study is considered at a preliminary economic assessment level, the partnership believes that estimates for such things as underground development and mining costs, processing costs, and equipment procurement are more advanced than what would typically be estimated in a preliminary economic assessment level study for a project of this scope. The capital allocation and classification of costs will continue to be refined as the project advances.A preliminary economic assessment is preliminary in nature and includes inferred mineral resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves and, therefore, there is no certainty that the preliminary economic assessment will be realized.

The East Gouldie mineralization is the largest and most profitable deposit due to higher grade and tonnage with more than 70% of the total ounces produced. Exploration drilling at East Gouldie in 2020 totalled 97,000 metres (100% basis), including 25,600 metres in the fourth quarter with multiple mother holes and wedge cuts that resulted in 25 new pierce points in the zone, plus several more in the Odyssey related zones. The intensive drilling program in 2020 has allowed the partnership to increase the inferred mineral resource of the East Gouldie zone by 134% to 6.4 million ounces of gold (100% basis), compared to the initial inferred mineral resource declared at year-end 2019, with an average grade of 3.17 g/t.

The focus of the ongoing diamond drilling campaign from surface is to further define high quality mineral resources by the beginning of 2023 with a drill hole spacing of 75 metres. Improving the geological confidence of the mineral resources is expected to further de-risk future production. With further exploration the Company believes that additional mineralization will come into the mine plan in the coming years.

The aforementioned costs do not include any offsetting net proceeds from pre-commercial production. Historically, any net proceeds from pre-commercial production were deducted from development capital expenditures; however, due to amendments to the relevant accounting standard that become effective from 2022, this treatment will not be permitted when accounting for the Odyssey project. Specifically, in May 2020, the International Accounting Standards Board ("IASB") issued Property, Plant and Equipment: Proceeds before Intended Use (Amendments to IAS 16), which prohibits entities from deducting amounts received from selling items produced from the cost of property, plant and equipment while the Company is preparing the asset for its intended use. Instead, sales proceeds and the cost of producing these items will be recognized in the consolidated statements of operations.

Permits for Odyssey North and South were granted in 2020 to allow the first phase of the project to begin. At this time, the Certificate of Authorization (CofA) for the shaft has not yet been obtained and the CofA for the waste rock management needs to be modified.

A request for a decree amendment, including permits to develop the East Gouldie and East Malartic zones will be sent to the Quebec Ministry of Environment and the Fight Against Climate Change in the first quarter of 2021. If there are no serious hurdles, the project could obtain the necessary approvals from provincial regulators in approximately 12 months. The project team has received a letter confirming that mining the additional zones at the project does not trigger any additional Federal permitting requirements.

Facilitating the Transition from Open Pit Mining

Currently, in the open pit, mining is transitioning from the Canadian Malartic pit to the Barnat pit, which is now in commercial production. Seventy percent of the total tonnes mined in 2021 are expected to come from Barnat. The Canadian Malartic pit will be depleted in the first half of 2023 and waste rock and tailings will be deposited into the pit beginning in 2023.

The operation will progressively shift from open pit to underground mining between 2023 to 2028. To help facilitate this transition, the Company optimized the design of the Barnat pit, adding 290,000 ounces to mineral reserves (100% basis), which will help fill the production gap between 2026 and 2029 as the operation completes the transition to underground mining.

The Partnership is evaluating an additional opportunity to increase production during the transition period by processing low-grade stockpile that is not currently included in mineral reserves. This stockpile is economic at current gold prices and would add an extra 170,000 ounces to planned production on a 100% basis.

Odyssey and Wasamac Increase Companys Presence in Quebecs Prolific Abitibi Region

The development of the Odyssey project coupled with the recently acquired Wasamac project will significantly enhance the Companys long-term production profile and further expand its presence in the Abitibi District, a prolific mining district in which Yamana has extensive experience and expertise. The Wasamac project, located 100 kilometres west of Canadian Malartic, has existing proven and probable mineral reserves of 1.8 million ounces of gold at 2.56 grams per tonne and possesses many parallels to the Odyssey project. There is excellent potential for significant future exploration success and mineral resource conversion at Wasamac, with the deposit remaining open at depth and along strike.

2021 - 2023 PRODUCTION GUIDANCE

The following table presents the Company's total gold, silver and gold equivalent ounces ("GEO") production expectations in 2021, 2022 and 2023. Actual production for the year-ended December 31, 2020 includes comparative operations, which comprise those mines in the Company's portfolio as of December 31, 2020. The Company notes that it guides on GEO production and costs based on a particular assumption of gold and silver prices. Although underlying gold and silver production does not change with the fluctuation in gold and silver prices, the change in the GEO ratio from such fluctuations may result in a different GEO production than that guided.

The production profile for 2021 to 2023 shows sequential growth in gold production. Several growth opportunities are available, and in the near and medium-term the Company remains focused on optimizing the existing portfolio of five operating mines while also advancing studies for various expansion projects and longer term development assets.

Production guidance for 2021 is slightly below the Company's guidance for 2021 from last year, entirely related to Cerro Moro. A more conservative production risk adjustment has been applied to Cerro Moro during 2021 to reflect the continued impact of Covid-19 related restrictions, as experienced in December. Costs for the mine have also been commensurately risk-adjusted.

The Company expects to continue its established trend of delivering stronger production in the second half of the year, with approximately 53% of production slated for the second half, along with quarterly sequential increases in production.

The Company looks at production within a normal range of +/- 3%, and the guidance values reflect both the mid-point and the range for the 2021-2023 period. With improved mine plans, the Company is also providing its maiden three-year guidance by mine as follows:

(i)GEO assumes gold ounces plus the equivalent of silver ounces using a ratio of 88.86 for 2020, and a ratio of 72.00 for 2021, 2022 and 2023.

The following table presents mine-by-mine production results for Yamana Mines for 2020 and updates guidance provided on January 25, 2021, as the Company is now providing mine-by-mine guidance for the next three years:

Cost Outlook

The Company anticipates that it will continue to incur some costs in relation to COVID-19 in the near future. Current expectation of pandemic related costs is that those costs will continue to be incurred during the first half of the year and begin to decrease in the second half of the year with a rollout of vaccinations expected in most countries in which the Company operates. With increasing numbers of the population receiving the vaccine, we would expect to see increasing immunity and decreasing caseloads, allowing for gradual easing of our COVID-related controls and associated costs toward the second half of 2021 as noted. Total costs are expected to not exceed approximately $20 million for the year. Similar to 2020, COVID-19 costs are disclosed as part of mine operating earnings as temporary suspension, standby and other incremental COVID-19 costs and are excluded from cash costs and all-in sustaining costs (AISC).

The expected decline in COVID-19 costs throughout the upcoming year also corresponds to the Companys customary lower second half of the year costs, associated with higher production levels. The following table presents cost of sales, cash costs and AISC results in 2020 and guidance ranges for 2021.

(i)Mine site AISC includes cash costs, mine site general and administrative expense, sustaining capital, capitalized exploration and expensed exploration. Consolidated AISC incorporates additional non-mine site costs including corporate general and administrative expense.

The following table presents expansionary capital, sustaining capital, and total exploration spend results for 2020 and expectations by mine for 2021:

(i) 2021 guided Expansionary Capital has been revised to reflect the positive construction decision on Odyssey at Canadian Malartic.

Approximately 70% of the Companys expected exploration spend is capital in nature.

Capital expenditure values for 2021 do not include the cost to add to long-term ore stockpile balances at Canadian Malartic. These costs are estimated at $15.0 million for 2021 compared to $5.9 million for 2020, both on a 50% basis.

The following table presents other expenditure results in 2020 and expectations for 2021:

(i) Cash taxes paid consider payments made in relation to withholding tax and prior years, as in certain jurisdictions, final payments related to a fiscal years taxes are settled in the next fiscal year.

Guidance Assumptions

Key assumptions, in relation to the above guidance, are presented in the table below.

(i) Metal prices and exchange rates shown in the table above are the average metal prices and exchange rates for the year ended December 31, 2020.

10-YEAR OUTLOOK: ADDITIONAL INFORMATION

The Company recently announced its 10-year outlook, highlighting a strong and sustainable production platform of at least 1 million GEO per year through 2030. As noted, production will be underpinned by continued operational success at the Companys existing operations, which have consistently replaced mineral reserves above depletion, including in 2020. In addition, production will be driven by the now approved Odyssey underground project at Canadian Malartic, incremental production growth at Minera Florida, further expansions at Jacobina, and continued exploration success and mine life extension at Cerro Moro.

The Company reiterates this outlook and, with the benefit of its now completed mineral reserve and mineral resource update, provides this additional information.

Jacobina replaced 2020 depletion of gold mineral reserves and added approximately 300,000 ounces of additional reserves, based on positive infill drilling results at all mines and especially at Canavieiras Central, where drilling has added indicated mineral resources in the high grade LUT reef and lower grade parallel reefs. Average mineral reserve grade has modestly decreased as a result of such parallel reefs that are considered economical to mine. Operational costs will consequently not be affected by the change in reserve grade. In the short term, the Company expects to continue processing at a grade higher than average mineral reserves grade, as reflected in the 2020 average feed grade of 2.36 g/t. These lower grade mineral reserves also provide opportunities for incremental lower-cost mill feed in excess of the planned throughput rates, in the event that the processing plant optimizations and expansions exceed targeted throughput rates. Measured and indicated mineral resources and inferred mineral resources both increased from year end 2019, with total gold mineral resources and mineral reserves increasing by 823,000 ounces. The continued mineral reserve and mineral resource growth establishes Jacobina as a multi-decade operation and supports the ongoing production growth trend towards 230,000 ounces of gold per year after the implementation of the Phase 2 expansion project. As a result of the exploration success, the Company is now considering further growth opportunities including a potential Phase 3 expansion to 10,000 tpd.

At El Pen, which recently completed its twenty-first year of production, the Company has a high degree of confidence that it will continue to replace mineral reserves through new discoveries and infill drilling on several major veins, thereby maintaining mine life visibility for at least another 10 years.

The Company further clarifies that El Pen's outlook is fully supported by mineral reserves and mineral resources. Mineral resources are comprised of multiple veins at different grades. The Company plans to draw into inventory higher conviction mineral resources from veins which are at mineral reserve grade and close to the existing mine. The Company notes an increase in mineral reserve grade from 2019, highlighting that new ounces being converted to mineral reserves are higher than average mineral reserve grade. Moreover, the Company continues to make new discoveries of mineral inferred ounces that are also at better grades, as noted by an increase in mineral resource grade.

STRATEGIC DEVELOPMENTS

Jacobina, Brazil

The Phase 1 optimization project was completed in June. The project has exceeded expectations, with a higher than planned steady state of approximately 6,800 tpd achieved in both the second and third quarters. The Company has identified opportunities to further optimize the results and recoveries achieved in Phase 1 with a modest investment. Consequently, works commenced in the third quarter for the expansion of the gravity concentration circuit, with commissioning scheduled and on-track for mid-2021 and with an objective to optimize gold recovery at the higher throughput rate.

In addition to the incremental optimization of Phase 1, the Company is advancing the Phase 2 expansion at Jacobina, for an increase in throughput to 8,500 tpd. The Company is currently in the engineering phase, with permitting underway. Included in the mine's expansionary budget in 2021 of $29.0 million, is approximately $18.0 million for the procurement of long-lead items and expansionary development to support the higher throughput to the mill. The throughput increase will be achieved through the installation of an additional grinding line and incremental upgrades to the crushing and gravity circuits. The Phase 2 expansion is expected to increase annual gold production to approximately 230,000 ounces per year, representing a 28% increase from current levels, reduce costs, and generate significantly more cash flow and attractive returns. The Company expects to provide an update regarding capex and development schedule in mid-2021 once studies are finalized to conclude permitting. The Company anticipates that the updated capital costs will not exceed the previously estimated and disclosed $57 million, and it has already begun to incur these costs for long-lead time items. The estimated capital costs of $57 million had been based on an assumed BRL:USD rate of 4.0. The BRL:USD foreign exchange rates are currently higher at over 5.0, and consequently, the Company anticipates that the weaker rates will provide capital cost and operating cost benefits.

Separately, Jacobina is studying the installation of a backfill plant to allow up to 2,000 tpd of tailings to be deposited in underground voids. A concept study was completed in the second quarter, with preliminary results indicating that the project would improve the way in which the Company manages the environment and environmental impact, extend the life of the existing tailings storage facility consequently decreasing future capital investment intensity, and improve mining recovery resulting in an increased conversion of mineral resources to mineral reserves. The placement of backfill in empty stopes would allow for greater recovery of mineralized pillars that otherwise would have been left behind to ensure ground stability. Backfill in strategic higher grade zones would increase mineral reserves with the recovery of those mineralized pillars. In addition, the improvement in ground stability would have a positive impact on dilution. The current backfill system design includes a tailings classification plant, located close to the existing processing plant, and two backfill preparation plants at the Joo Belo and Morro do Vento mines. The Company is advancing the backfill project to a feasibility study, to be completed by the end of the first quarter of 2021.

Lastly, the Company has also begun a conceptual study on a Phase 3 expansion, which would increase throughput to 10,000 tpd, utilize the existing grinding line, while expanding crushing and leaching circuits and adding additional mining equipment and infrastructure.

MARA Project (Agua Rica and Alumbrera Integration), Argentina

On December 17, 2020, the Company completed the project integration (the "Integration Transaction") with Glencore International AG and Newmont Corporation and a new partnership was formed to manage, develop and operate the project. The development will be pursuant to the plan contemplated in the agreement and by the partners, and the Agua Rica project will be developed and operated using the existing infrastructure and facilities of Alumbrera in the Catamarca Province of Argentina. Going forward, the integrated project will be known as the MARA Project.

Under the agreement, Yamana, as the sole owner of Agua Rica, and the partners of Alumbrera have created a new Joint Venture pursuant to which Yamana holds a controlling ownership interest in the MARA Project at 56.25%. Glencore holds a 25.00% interest and Newmont holds an 18.75% interest. Yamana will be the operator of the Joint Venture and will continue to lead the engagement with local, provincial, and national stakeholders, and completion of the Feasibility Study and Environmental Impact Assessment ("EIA") for the MARA project. A MARA Joint Venture Technical Committee has been formed and comprises representatives of the three companies.

The Integration Transaction creates significant synergies by combining existing substantive infrastructure which was formerly used to process ore from the Alumbrera mine during its mine life, including processing facilities, a fully permitted tailings storage facility, pipeline, logistical installations, ancillary buildings, and other infrastructure, with the future open pit Agua Rica mine. The result is a significantly de-risked project with a smaller environmental footprint and improved efficiencies, creating one of the lowest capital intensity projects in the world as measured by pound of copper produced and in-situ copper mineral reserves.

The Pre-feasibility Study ("PFS") for the Integrated Project considers the Agua Rica deposit mined via a conventional high tonnage truck and shovel open pit operation. Average life of mine material moved is expected to be approximately 108 million tonnes per year, with ore feed of 40 million tonnes per year and average life of mine strip ratio of 1.66. This PFS provides the framework for the preparation and submission of a new EIA to the authorities of the Catamarca Province and for the continued engagement with local stakeholders and communities. The Companies began the EIA process in 2019, given the level of significant detail in the PFS.

The Joint Venture Technical Committee advanced optimization studies in late 2019 and early 2020, and is now advancing a full Feasibility Study on the Integrated Project, with updated mineral reserve, production and project cost estimates. It has also obtained a provisional Permit for early exploration works from the local authorities in order to conduct field work for the Feasibility Study and collect additional information for the Integrated Project EIA. COVID-19 has introduced uncertainty into the timeline relating to the completion of the Feasibility Study, mainly due to environmental permit approvals and field work, although as the permit process is well advanced, work preparation has begun in anticipation of receiving necessary authorizations in normal course. Despite the aforementioned delays, Feasibility Study work is ongoing and key technical results are expected during 2021. While the Company continues to advance the Feasibility Study, it notes that a considerable amount of information in the PFS is already at Feasibility Study level mostly as a result of the Integration Transaction. The full Feasibility report and EIA completion are expected in 2022.

The most recent technical studies have confirmed that the processing facility at Alumbrera is capable of processing up to 44.0 million tonnes per year, with minor additional capital expenditures, which represents a significant upside to the PFS results. Further tests and studies are scheduled for the Feasibility Study stage in order to confirm and optimize the concentrate transportation capacity of the pipeline and the mining plan to support higher throughput. In addition, upside opportunities have already been identified by re-sequencing low grade stockpile, and are expected to provide significant further value for the integrated project. The estimated expenses for the Company to advance the project through the Feasibility Study and EIA are in the range of $20.0 million to $25.0 million for the next three years (Yamana's 56.25% interest), representing a manageable and modest investment in relation to the value creation of advancing the Integrate Project to the next phases of development.

After a strategic review, the Company has concluded that MARA represents an excellent development and growth project which the Company intends to continue to advance through the development process through the Company's controlling interest in the project.

The Company acquired cash and cash equivalents of $222.5 million in the acquisition of Alumbrera.

For further details on the Integration Transaction, critical accounting policies, and critical judgments, please refer to the Company's consolidated financial statements for the year ended December31, 2020.

Acquisition of Wasamac Property and Camflo Property and Mill (Monarch Gold Acquisition)

On January 21, 2021, the Company completed its acquisition of the Wasamac property and the Camflo property and mill (the Acquisition Properties) through the acquisition of all of the outstanding shares of Monarch Gold Corporation (Monarch) not owned by Yamana. Yamana previously announced that it had entered into a definitive agreement with Monarch Gold on November 2, 2020, to acquire the properties, under a plan of arrangement.

The addition of the Wasamac project to Yamanas portfolio further solidifies the Companys long-term growth profile with a top-tier gold project in Quebecs Abitibi region, a prolific mining district where Yamana has deep operational and technical expertise and experience. The geological characteristics of the Wasamac ore body suggest it holds the potential to be an underground mine with the potential to achieve the same scale, grade, production, and costs as Yamanas successful Jacobina mine in Brazil, and it possesses many parallels to the underground project at Canadian Malartic.

Wasamac consists of a single, continuous shear zone with a consistent grade distribution and wide mining widths, making it amenable to simple, productive, and cost efficient underground bulk mining methods. The deposit has existing proven and probable mineral reserves of 21.45 million tonnes at 2.56 g/t for total proven and probable mineral reserves of 1.8 million ounces of gold. Mineral resources and proven and probable mineral reserves are supported by a Feasibility Study previously completed by Monarch in 2018 (the Wasamac Feasibility Study). The Wasamac Feasibility Study outlined a 6,000 tonnes per day operation with average gold production of 160,000 ounces per year. Costs are expected to be at the lower end of the Companys profile, providing an improvement to consolidated costs.

There remains excellent potential for significant future exploration success and mineral resource conversion, with the Wasamac deposit remaining open at depth and along strike. Yamana plans to build on the ongoing permitting and social licensing effort carried out by Monarch, applying the Companys strong ESG framework and best practices, and leveraging the Companys extensive experience in permitting and proven track record of building strong, respectful, and mutually beneficial relationships with the communities and governments wherever it operates. Building off the work completed to date, Yamana plans to commence an exploration and infill drilling campaign and other studies to refine and expand upon the potential of Wasamac and its development alternatives, with an update on these plans to be provided by the third quarter of 2021.

Prior to closing the acquisition of Wasamac, in late 2020 the Company began the process of opening a regional office in the Abitibi region, and hiring personnel to manage the permitting process and related studies to update the Feasibility Study.

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Yamana Gold Reports Strong Fourth Quarter and Full Year 2020 Results; Impressive Technical Study Results Delivered for the Odyssey Underground Project...

A US government-funded trial of AstraZenecas (AZ) long-acting antibody (LAAB) therapy AZD7442 has launched to evaluate the efficacy of the drug in patients hospitalised with COVID-19.

The ACTIV-3 study is sponsored by the US National Institute of Allergy and Infectious Diseases (NIAID), which is part of the US National Institutes of Health (NIH).

The study will evaluate the safety and efficacy of the investigational LAAB combination for the treatment of individuals hospitalised with COVID-19.

AZD7442 is based on antibodies isolated from two patients who had recovered from COVID-19 by researchers at the Vanderbilt University Medical Center in the US.

The LAAB combination was designed using AZs half-life extension technology, with the aim of helping the therapy to work for a longer period of time.

The first patients in the ACTIV-3 sub-study of AZD7442 will be patients hospitalised with mild-to-moderate COVID-19 who have had symptoms for less than 13 days.

Approximately 150 participants will be assessed after five days of receiving the drug, at which point enrolment into the AZD7442 study could be expanded, depending on the success of the drug in the early stage.

An additional 700 participants, that could include patients with more severe cases of COVID-19, will then be enrolled and randomised in the trial

AZ has received around $486m in support from the US government for the development and supply of AZD7443, as part of an agreement with the Biomedical Advanced Research and Development Authority (BARDA).

Under the terms of a separate agreement, the US government can acquire up to one million doses of AZD7442 in 2021.

This agreement with the US government will help accelerate the development of our long-acting antibody combination which has the potential to provide immediate and long-lasting effect in both preventing and treating COVID-19 infections, said Pascal Soriot, chief executive officer of AZ.

We will be evaluating the LAAB combination in different settings from prophylaxis, to outpatient treatment to hospitalisation, with a focus on helping the most vulnerable people, he added.

AZD7442 is also being studied to prevent COVID-19 infection for up to 12 months in approximately 5,000 participants.

A second trial will evaluate post-exposure prophylaxis and pre-emptive treatment in around 1,100 participants.

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NIH trial of AZ's long-acting COVID-19 antibody launches in the US - PMLiVE

When Bristol Myers Squibb and Exelixis first unveiled kidney cancer data for the combination of Opdivo and Cabometyx last fall, industry watchers couldnt determine a clear winner between that duo and Merck & Co. and Pfizers Keytruda-Inlyta cocktail. Now, with longer-term data, the jurys still out.

In previously untreated kidney cancer, the Opdivo-Cabometyx combo slashed the risk of death by 34% compared with Pfizers older drug Sutent. The data, from a 23.5-month follow-up of the phase 3 CheckMate-9ER trial, was released for the virtual American Society of Clinical Oncology 2021 Genitourinary Cancers Symposium.

Sutent patients lived amedian 29.5 months after therapy, while the median overall survival for the Opdivo-Cabometyx combowas not reached, Jonathan Cheng, M.D., BMS head of oncology development, said in an interview.

The life-extension data again looked very similar to what Keytruda and Inlyta previously posted in the Keynote-426 trial. In that phase 3, after a minimum of 23 months of follow-up, the risk reduction was 32%, which may seem slightly below that of the Opdivo regimen.

Notice the difference between the median and the minimum between the two data cutoffs, though. In fact, according to results published in The Lancet Oncology, the Keytruda-Inlyta combos 32% death risk reduction still held true after a median follow-up of 30.6 months.

RELATED:How will BMS' new Opdivo-Cabometyx kidney cancer combo fare against Keytruda? It may come down to marketing: analyst

Overall survival benefits appear to shrink for immuno-oncology regimens in front-line kidney cancer as follow-up continues. Previously, at the 18-month follow-up mark, the risk reduction amounted to 40% for the Opdivo-Cabometyx therapy; the rate was 41% for Keytruda-Inlyta after 17 months.

On some of the other efficacy markerssuch as risk reduction on tumor progression, the rate of tumor response and duration of responsethe two regimens both have wins against each other.

While its still hard to make a solid judgment between the two regimens, Cheng pointed to Cabometyxs long experience in kidney cancer since its first FDA approval in 2016.

Cabo is specifically well-known to the kidney cancer oncologic community ... because it has single-agent approval, and the safety profile is well-understood, including the discontinuation rate, he said.

But as one analyst sees it, thefirst-line kidney cancer I-O/TKI winner may be a different regimenentirely. That title may belong to Merck and Eisais Keytruda-Lenvima pairing, SVB Leerink analyst Daina Graybosch said in a Tuesday note to clients.

RELATED:Merck, Eisai further complicate kidney cancer race with Keytruda-Lenvima win

At ASCO GU, Merck and Eisai will show that Keytruda and Lenvima cut the risk of deathalso by 34%after 24 months of follow-up in theKeynote-581 trial. But Graybosch pointed to several bright spots in the datasetin favor of the new contender.

Specifically, the Keytruda-Lenvima duo cut the risk of disease progression or death by a whopping 61% over Sutent, higher than the 48% and 29% for Opdivo-Cabo and Keytruda-Inlyta, respectively. The trial also found a better tumor response rate, longer duration of response, and more complete responses in Keytruda-Lenvima patients.

Industry opinion leaders believe complete response rate predicts long-tail survival, Graybosch said. Cross-trial comparisons should be made with caution, given differences in study design and baseline patient profile.

Graybosch said she will keep a close eye on some important details on treatment discontinuation rate, where, as Cheng hinted, Opdivo-Cabo looks to have the best profile.

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ASCO GU: With 2-year data, the jury's still out on the kidney cancer race between Opdivo-Cabometyx and Keytruda-Inlyta - FiercePharma

Food loss and food waste remain a big challenge. How are packaging companies working to help address this problem while striking a balance between the sustainability of the packaging materials used and their function to keep food fresh? Elisabeth Skoda speaks to Thomas Kahl, EcoSolutions Project Manager at Mondi, to get the companys take on the issue.

ES: What is Mondi doing to make consumers more aware of the potential packaging has for food waste reduction?

TK: Consumers are increasingly aware of the need for more sustainable choices, which includes wasting less food. We collaborate with our customers and work to ensure we ask the right questions to find the best possible packaging solutions for their business, their product and the planet. Together with brands and retailers we have a responsibility to design packaging that balances functionality and sustainability. Shelf life, product protection, portion control and food waste reduction are key for product development. This is particularly true for the fresh fruit and vegetable category, but also meat, cheese and other refrigerated products. If the right packaging is used, it can help prevent food spoilage; protect food from physical damage while being transported as well as helping consumers buy the right amount, providing convenience and portion control.

ES: How would you describe the advantages/limitations of cardboard/paper and flexible packaging for food respectively?

TK: We are seeing increasing interest from our customers in replacing plastic food packaging with paper-based solutions. In many cases, we work with customers to enhance the capabilities of paper-based packaging by adding functional barrier properties to give the required technical functionalities that help to extend shelf life and avoid waste for high value products such as sliced meats or cheese. For example, our PerFORMing removable consists of a paper tray and fully removable plastic which can easily be separated from the tray. The paper can be fully recycled in existing waste streams across Europe. A key advantage of using paper-based solutions is the combination of renewable material and recycability and that consumers are clear on how to dispose of it correctly. Paper is the most recycled material in the world today and the recycling rate for paper is 72% in Europe, meaning paper-based solutions are far more likely to be recycled and turned into another product at the end-of-life point, becoming part of the circular economy.There are, however, certain applications where plastic solutions provide essential functionality, such as barrier properties and shelf-life extension for example in the baby and dehydrated food and pet food category. The relative benefits of paper, including being renewable and recyclable, should always be factored in. And, with increased R&D being carried out both on paper and plastic, we hope it will be possible to achieve a similar degree of packaging efficiency with paper solutions and ensure plastic is recyclable.

ES: What are the different challenges across the value chain (for example transport, keeping fresh in the consumers fridge after the pack has been opened etc.)

TK: In Europe, roughly half of food loss occurs before food gets to the point of consumption: 23% happens in production; 12% occurs in handling, storage and transport after harvesting; nine per cent is lost in the distribution across European markets and five per cent occurs with processing. The remainder of waste is from consumers, caterers and restaurants. There are unique challenges at every point of the value chain, but one focus area for us is how food items are transported to consumers as this is a critical loss point for fresh fruit and vegetables. For example, bruising and other damage is largely down to inadequate bulk packaging. In Europe consumer food waste is highest across food groups which need to be refrigerated or handled with care but also by excess buying, confusion over labels (best before vs. use by) and poor in-home storage. As we see a rise in e-grocery across Europe, this is going to become a greater issue.

ES: What is the process for determining what material is best for what food application?

TK: The foremost function of packaging is to protect what is inside, during production, storage and transportation. If this is not the case, the resources used in producing both the food and the packaging itself will be wasted. By partnering with customers using our EcoSolutions approach, we are able to create sustainable packaging that is fit-for-purpose. At the heart of this is asking the right questions across the value-chain from retailers to recyclers to balance the needs of business, product and planet - using paper where possible, plastic when useful. We work with our partners, suppliers and customers to: replace less sustainable products with new solutions; reduce the amount of raw material used; and develop packaging solutions designed to be recycled. At a practical level, the first step is to identify the challenge, then undertake analysis and only then do we create a number of packaging solutions to test and review. At the end of this process we are left with a product which is truly fit-for-purpose.

ES: Could you give us some examples of applications that were successful in reducing food waste?

TK: Coral Tray is a new packaging tray made of 100% recyclable corrugated board for transporting fresh produce like tomatoes. It balances the ability to see the fresh product, which is key for consumers, with stability for stacking and protection for the product. The robust corrugated board ensures the product is extremely well protected against damage both in the shopping basket or on the way home with the consumer. The open structure of the box allows air to circulate reducing the risk of condensation and mould forming. Earlier this year we also worked with Austrian meat producer Huetthaler to create a new fully recyclable plastic packaging for their meat and sausage products. The solution we developed minimises food waste by providing packaging that is air tight, with fat, oxygen, aroma and moisture barriers as well as reducing total raw materials used, all without compromising the attractive presentation of the food inside.

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Food packaging: Balancing functionality and sustainability - Packaging Europe

Last November the Lockheed Martin F-35 Joint Strike Fighter was successfully flight-tested to carry the B61-12 nuclear bomb at the Sandia National Laboratories Tonopah Test Range, Nevada. An F-35A carried a mock warhead, which was used in a strike from an altitude of 10,500 feet, as part of a full-weapons systems demonstration that was designed to increase confidence the bomb would work when needed.

It took approximately forty-two seconds for the bomb to hit the designated target on the range.

This was the first test to exercise all systems, including mechanical, electrical, communication and release between the B61-12 and the F-35A, said Steven Samuels, a manager with Sandia's B61-12 Systems Team.

That test paved the way for the fifth-generation F-35 stealth fighter to be integrated with a tactical nuclear weapon as part of the latest Block 4 upgrade, which will also include a host of other modifications that are aimed at improving the aircraft's performance.

The improvements to the already-advanced F-35will boost the combat capability of the stealth fighter jet. These improvements willallow it to penetrate hostile airspace without warning and possiblybe a part of the United States nuclear triad.

The B61-12, which is twelve feet in length and approximately 825 pounds, is an air-launched nuclear gravity bomb that utilized an inertial navigation system (INS) to make a precision strike on a target. It was first integrated with the U.S. Air Forces F-15E Strike Eagle, where it is carried externally. The weapon will also be certified to be carried on the Air Forces B-2 Spirit strategic bomber, as well as the F-16C/D fighter.

Unlike with the other fighters including the F-15 and F-16, the B61-12 will be carried internally in the F-35, and in August began the first in a series of test flights that will end with a full weapons systems demonstration later this year.

This was the first test to exercise all systems, including mechanical, electrical, communication and release between the B61-12 and the F-35A, said Steven Samuels, a manager with Sandia's B61-12 Systems Team.

The testing has been seen as an essential part of the B61-12 Life Extension Program, which was created to refurbish, reuse or replace components, extend the bomb's service life, and improve its safety, security and effectiveness. The B61 first entered service 50 years ago, and over the past five decades that it has gone through numerous modifications to increase safety and reliability.

The life extension program allows U.S. military scientists and engineers to address the aging of nuclear weapons components, which are requalified and go back into the weapon without change, while other components may need to be remanufactured using the original specifications. In some cases, Sandia also redesigns components when the original technology is no longer available.

The B61-12 consolidates and replaces most of the previous variants of the gravity bomb. The National Nuclear Security Administration announced last year that will manufacture the first refurbished B61-12 in fiscal year 2022.

Peter Suciu is a Michigan-based writer who has contributed to more than four dozen magazines, newspapers and websites. He regularly writes about military small arms, and is the author of several books on military headgear including A Gallery of Military Headdress, which is available on Amazon.com.

Image: Reuters

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The F-35 Joint Strike Fighter Could Be Part of the Nuclear Triad - The National Interest

New legislative and budget proposals could create more UW-Madison Division of Extension agents, who exemplify the Wisconsin Idea by bringing university research to agricultural communities across Wisconsin.

A Senate bill introduced Friday would require the UW Board of Regents to allocate $1 million in additional funding each year for Extension services at the UW-Madison College of Agricultural and Life Sciences (CALS).

The proposal is supported by multiple groups representing the agriculture industry. The bill was referred to the Committee on Universities and Technical Colleges, but is not yet scheduled for a vote.

The bill would specifically direct funding toward applied agricultural research. Faculty members funded through Extension work with farmers at the county level Wisconsin to conduct research to solve problems and develop improved farming methods.

CALS currently has about 40 faculty that are partially funded by Extension. The number of faculty has been decreasing over the last 30 years due to a decline in state funding. These funding issues have only gotten worse in the wake of the pandemic, according to Associate Dean for External Relations and Advancement at CALS Heidi Zoerb.

Like other schools and colleges at UW-Madison, the pandemic has had a significant impact on our operations and had a negative impact on our budget. Along with the rest of the university, we are currently addressing a budget reduction of more than 4 percent for our research and instructional programs and our research and Extension programs, Zoerb said.

Patrick Robinson, Associate Dean of Agriculture and Natural Resources at the Division of Extension, said the reduction in personnel led to a loss of expertise in all areas of the organization.

Gov. Tony Evers said Friday that he would propose funding for additional Extension specialists and county agents in his upcoming biennial budget. That proposal is part of his planned $43 million investment into agriculture.

In a January special session on agriculture, Evers asked for $2 million during the 2020-21 fiscal year to fund 20 county-based agriculture positions, but the bill did not pass. In their 2021-23 budget request, the Board of Regents asked for support for those 20 positions.

Douglas Reinemann, a UW-Madison professor and CALS Associate Dean for Outreach and Extension, said he hopes CALS would gain about six or seven faculty positions.

These faculty would be focused on research of benefit to Wisconsin farmers and educational programs to help farmers adopt new technologies and practices to make agriculture more sustainable environmentally, economically and socially, Reinemann said.

Robinson said increased funding would fill a lot of gaps related to faculty and outreach expertise.

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Its hard for me to overstate how important [the proposals] would be. It would be the biggest increase in funding that weve seen probably in my career, and Ive been in Extension for about 18 years, said Robinson. It would help tremendously.

Zoerb described the roles that Extension specialists play in the research and discovery arm for many Wisconsin agricultural sectors.

These faculty members develop new fruit and vegetable varieties that are better suited to specific climate and environmental conditions. They develop health guidelines for plants and animals and test practices to determine which will have the best overall returns for Wisconsin farmers, Zoerb explained. The discoveries made by these specialists will contribute to best practices that will improve the economic and environmental well-being of the agricultural sector they serve.

Zoerb added that agriculture and related sectors are vital components of Wisconsins economy, generating $104.8 billion in economic activity and 437,700 jobs.

UW-Madison Extension provides the conduit between research and practical solutions for farmers, business owners, nonprofits and families. Extension specialists at UW-Madison and other campuses and Extension educators based in local communities are operating in every county across the state, translating research for various farmers and business owners, Zoerb said.

Robinson, who is located on the UW-Green Bay campus, said Extension brings Wisconsinites from across the state together, with faculty members and educators in every county.

The value of that is we are able to leverage the great work that goes on in the research realm, especially at UW-Madison but on partner campuses as well, and bring that to the people of Wisconsin, Robinson said. We always say we are the Wisconsin idea in action.

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New proposals would boost Extension funding - Daily Cardinal

Kerry Rodtnick. Cover design by Gail Halleck

The Discovery 2020 cover featured the research of Bumpers student Clayton Parker, an agribusiness major, who looked at the economics of on-farm rice drying in Arkansas. Clayton is a fifth generation farmer on his family farm in Carlisle, Arkansas.

FAYETTEVILLE, Ark. Discovery, the undergraduate research journal of the Dale Bumpers College of Agricultural, Food and Life Sciences, produced by the Arkansas Agricultural Experiment Station, is inviting submissions for the Fall 2021 issue (Vol. 22).

Degree-seeking undergraduate students with a major or minor within Bumpers College are encouraged to submit their research papers by the deadline, May 4, 2021. Student authors must be conducting research with a faculty mentor at the University of Arkansas, Fayetteville or the Arkansas Agricultural Experiment Station, the University of Arkansas System Division of Agriculture's research arm.

Discovery offers students an opportunity to publish research accomplishments in a citable format, to develop skills needed in graduate school, to enhance the value of a bachelor's degree in the job market, and to prepare for careers in the areas of food, agriculture, the environment and human quality of life.

Please visit the Discovery journal ScholarWorks website to find instructions for authors, previous editions of Discovery and other helpful information: scholarworks.uark.edu/discoverymag.

Students should submit through ScholarWorks@UARK when the submit button becomes available for this issue. Students who intend to submit should contact the managing editor, Gail Halleck, Division of Agriculture Communications, ghalleck@uark.edu.

To learn more about Division of Agriculture research, visit the Arkansas Agricultural Experiment Station website: aaes.uark.edu. Follow us on Twitter at @ArkAgResearch and Instagram at ArkAgResearch.

About the Division of Agriculture:The University of Arkansas System Division of Agriculture's mission is to strengthen agriculture, communities, and families by connecting trusted research to the adoption of best practices. Through the Agricultural Experiment Station and the Cooperative Extension Service, the Division of Agriculture conducts research and extension work within the nation's historic land grant education system.

The Division of Agriculture is one of 20 entities within the University of Arkansas System. It has offices in all 75 counties in Arkansas and faculty on five system campuses.

The University of Arkansas System Division of Agriculture offers all its Extension and Research programs and services without regard to race, color, sex, gender identity, sexual orientation, national origin, religion, age, disability, marital or veteran status, genetic information, or any other legally protected status, and is an Affirmative Action/Equal Opportunity Employer.

About the Dale Bumpers College of Agricultural, Food and Life Sciences:Bumpers College provides life-changing opportunities to position and prepare graduates who will be leaders in the businesses associated with foods, family, the environment, agriculture, sustainability, and human quality of life; and who will be first-choice candidates of employers looking for leaders, innovators, policymakers, and entrepreneurs. The college is named for Dale Bumpers, former Arkansas governor and longtime U.S. senator who made the state prominent in national and international agriculture. For more information about Bumpers College, visit ourwebsite,and follow us on Twitter at@BumpersCollegeand Instagram atBumpersCollege.

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Deadline for Submitting to the Discovery Journal Is May 4 - University of Arkansas Newswire