Good morning, everyone. I'm Joe Hete, the Chairman of the Board of Directors of Air Transport Services Group. On behalf of the board of directors and the officers of ATSG and its subsidiaries, it's my pleasure to welcome you and to express our appreciation to you for attending this virtual meeting. It is now 11:00 A.M. Eastern Time, and in accordance with the notice of this meeting, I call to order our 18th annual meeting of stockholders. This annual meeting is being held on a virtual-only basis in response to public health and safety concerns related to the novel coronavirus, and in order to facilitate participation by the largest number of stockholders possible. We held our first virtual shareholder meeting last year and appreciate that it saves time and travel expense for our stockholders compared to a physical meeting. The principal business at this annual meeting of stockholders includes the following: The election of 10 directors, each for a term of one year. Two, to consider and vote on an advisory proposal to ratify the appointment of Deloitte & Touche as the company's independent registered public accounting firm for 2021. Three, to consider and hold an advisory vote on executive compensation. Fourth, to consider and vote on stockholder proposal requesting the ability for stockholders to act by written consent. We have already provided each stockholder with access to, or upon request, a copy of the company's proxy statement and annual report. Copies of these documents are available on the web portal for any stockholder who does not have them. The agenda and rules for conduct of this meeting of stockholders are also available on the web portal. It's our intention to conduct this meeting in accordance with this agenda, and we ask that you please abide by the rules of conduct. You'll note that under item 14 in the agenda, an opportunity will be provided for questions and comments following the business portion of the meeting. If any stockholder would like to ask a question or offer a comment today concerning any of the proposals or any other matter, we encourage you to do so in advance of the question and comment portion of the meeting by using the designated field on the web portal. Please note that this meeting is being recorded. However, no one attending via the webcast is authorized to use any audio recording device. I would now like to turn the meeting over to Rich Corrado, the President and Chief Executive Officer of ATSG and a member of the Board. Rich? Thanks, Joe, and good morning, everyone. Before proceeding to the business of the meeting today, I would like to introduce our board of directors, each of whom is standing for re-election today. First is Richard M. Baudouin. Rich was most recently a senior advisor for Infinity Transportation, a company owned by Global Atlantic Financial Corp from November 2016 to March 2021. Prior to his role at Infinity Transportation, Rich was a principal at Infinity Aviation Capital LLC, an investment firm involved in aircraft leasing from March 2011 to November 2016, and was a co-founder and former managing director of Aviation Capital Group, a commercial aircraft leasing company from December 1989 to June 2010, where he oversaw the marketing and capital markets units of the firm. Rich was elected to the board in January of 2013 and serves as the chair of the Nominating and Governance Committee and as a member of the Audit Committee. Next is Phyllis Campbell. Phyllis has served as the chairman of the Pacific Northwest region for JPMorgan Chase & Co. since April of 2009. She is the firm's senior executive in Washington, Oregon, and Idaho, representing JPMorgan Chase at the most senior level. Phyllis was elected to the board in January 2021 and serves as a member of the Audit Committee and the Nominating and Governance Committee. Joe Hete. Joe served as CEO of ATSG from October 2007 until his retirement in May 2020 and as the president of the company from October 2007 to September 2019. He has been a Director of the company since it became publicly traded in 2003 and has served as the Chairman of the Board of ATSG since May of 2020. Ray Johns. Ray was most recently the Co-Chief Executive Officer and President, Government and Manufacturing of FlightSafety International Incorporated, a global provider of flight training for commercial business and military aviation professionals and flight simulation equipment from October 2018 to August 2019. He joined FlightSafety in 2014 as the Senior Vice President of Government. Ray served in the United States Air Force for 35 years, during which he led the Air Mobility Command and retired with the rank of general. He has been a Director of the company since October 2017 and serves as a member of the Compensation Committee and the Nominating and Governance Committee. Laura Peterson. Laura was most recently the Vice President, China Business Development for Boeing Commercial Airplanes from 2012 to 2016. While at Boeing, Laura held a series of executive positions in aircraft sales, international business development, global strategy, government relations, and homeland security from 1994 to 2012. She has been a Director of the company since June 2018 and serves as a member of the Audit Committee and the Nominating and Governance Committee. Randy D. Rademacher. Randy has been the SVP Strategy and Acquisitions of Reading Rock, a privately owned manufacturer and distributor of concrete products and other building materials since 2018, and served as SVP CFO of Reading Rock from 2008 to 2018. He has served as the Lead Independent Director of the company since May of 2020 and formerly served as Chairman of the ATSG Board from May 2015 to May 2020. He has been a director of the company since December 2006 and serves as a member of the audit committee and the compensation committee. Chris Teets. Chris is a founding member of Red Mountain Capital Partners, an investment management firm, a position he has held since February 2005. He was an investment banker at Goldman, Sachs & Co. beginning in 2000 and was made a vice president in 2004. Chris has been a director of the company since February 2009 and serves as the chair of the compensation committee and as a member of the nominating and governance committee. Jeff Vorholt. Jeff is an independent consultant and private investor and was formerly a full-time faculty member at Miami University and concurrently an adjunct professor of accountancy at Xavier University from 2001 to 2006. He is a CPA and an attorney and served as the chief financial officer of Structural Dynamics Research Corporation from 1994 until its acquisition by EDS in 2001. He also served as the senior vice president of accounting and information systems for Cincinnati Bell Telephone Company and the senior vice president, chief financial officer, and a director for Cincinnati Bell Information Systems. He has been a director of the company since January 2004 and serves as the chair of the audit committee and as a member of the compensation committee. Paul S. Williams. Paul served as a partner and managing director of Major, Lindsey & Africa, LLC, an executive recruiting firm where he conducted searches for board members, CEOs, and senior legal executives from 2005 until his retirement in 2018. He also served as the Executive Vice President, Chief Legal Officer, and Corporate Secretary for Cardinal Health, Inc., a Columbus, Ohio Fortune top 20 global healthcare services company. He has been a Director of the company since January 2021 and serves as a member of the compensation committee and the nominating and governance committee. I'm Rich Corrado. I also serve as a Director and as the CEO of ATSG, positions that I've held since May 2020, and as the President of ATSG, a position that I've held since September 2019. I formerly served as the company's Chief Operating Officer from September 2017 to September 2019, and the company's Chief Commercial Officer from April 2010 to September 2017. More detailed biographical information regarding the Directors can be found on pages 15 through 18 of the proxy statement. In addition, information regarding each of the standing committees on which the directors serve can be found on pages 21 through 23 of the proxy statement. We are also joined today by Jim Redmond and Nicole Rasmussen from Deloitte & Touche, outside auditors to the corporation. They will be available during the question and comment session after the formal meeting has been adjourned to respond to appropriate questions. Joe Payne, our Chief Legal Officer and Secretary for the company, will now report on the mailing of the notice of this meeting and the presence of a quorum. Good morning, everyone. A printed notice concerning this meeting was mailed on or about April 15, 2021, to each stockholder of record as of March 29, 2021, who is entitled to vote. The company has been provided with an affidavit of mailing from Broadridge Financial Solutions, certifying the fact that the mailing commenced on April 15, 2021. In addition, a list of registered stockholders entitled to vote at this meeting is available on the web portal. All documents concerning the call and notice of the meeting will be filed with the records of the meeting. The company has appointed Broadridge Financial Solutions to act as the inspector of election. Mr. Carl Wagner, a representative of Broadridge, is with us today and has taken and provided to the company a written oath as the inspector of election. Mr. Wagner has confirmed or advised me of the following. As of the close of business on March 29, 2021, the record date for the determination of stockholders entitled to vote at the meeting, there were 60,641,436 shares of the company's common stock issued and outstanding, each share being entitled to one vote, constituting all of the outstanding voting securities of the company. The count of shares present immediately prior to the commencement of the meeting indicated that 53,193,157 shares of the company's common stock were represented in person or by proxy. This is 88% of the outstanding common stock of the company. I am therefore pleased to announce that there are present by proxy a sufficient number of the voting shares of the company to constitute a quorum. Accordingly, this meeting is duly called to order. On behalf of the board of directors and the executive management team of the company, we would like to express our appreciation to all stockholders who returned their proxies. The polls for voting on all matters are now open. Any stockholder who has not yet voted or wishes to change their vote may do so by clicking on the voting button on the web portal and following the instructions there. Stockholders who have sent in proxies or voted via telephone or the internet and do not want to change their vote do not need to take any further action. If any stockholder would like to ask a question or offer a comment concerning any of the proposals, please submit your question or comment through the web portal at this time. The business of this meeting will be limited to the following four proposals, each of which are set forth in the proxy statement for this meeting. The first matter to be acted on by the stockholders is the election of 10 directors. The board of directors has nominated Richard M. Baudouin, Phyllis J. Campbell, Richard F. Corrado, Joseph C. Hete, Raymond E. Johns Jr., Laura J. Peterson, Randy D. Rademacher, J. Christopher Teets, Jeffrey J. Vorholt, and Paul S. Williams, each of whom are presently directors of the company to each serve a one-year term as a director, which terms will expire on the date of the annual meeting of stockholders to be held in 2022 or at such time as their successors are duly elected and qualified. The second matter being submitted to stockholders for action today is an advisory proposal on the ratification of the appointment by the board of directors of Deloitte & Touche as the independent registered public accounting firm to the company for the fiscal year ending December 31st, 2021. Representatives of Deloitte & Touche are here today to answer any questions after the business portion of the meeting. The third matter being submitted to stockholders for action is an advisory proposal on the ratification of the compensation paid to the company's named executive officers for 2020, as reported in this year's proxy statement. The fourth matter being submitted to stockholders for action is a stockholder proposal requesting the ability for stockholders to act by written consent. Mr. John Chevedden, who submitted the stockholder proposal requesting the ability for stockholders to act by written consent, has authorized Mr. Glenn Bee to present his proposal to stockholders at the meeting today. Mr. Bee, please proceed with your comments. Thank you. Can you hear me? Yes. Can you hear me? Yes, we can hear you. Hello. Thank you. Proposal four, adopt a new shareholder right to written consent. John Chevedden. Shareholders may request that our board of directors take such steps as may be necessary to permit written consent to the shareholders entitled to cast the minimum number of votes that would be necessary to authorize an action at a meeting at which all shareholders entitled to vote thereon were present and voting. Hundreds of major companies enable shareholder action by written consent. This proposal won majority shareholder support at 13 large companies in a single year. This included 67% support at both Allstate and Sprint. This proposal topic also won 63% support at Cigna Corp in 2019. This proposal topic would have received higher votes than 63%-67% at these companies if more shareholders had access to independent proxy voting advice. Management promotes the fallacy that shareholders should be complacent about improving management accountability to shareholders with this proposal, simply because we have an average list of standard governance practices that a lot of other companies have had for years. Nothing new. Management promotes the fallacy that shareholders should be restricted to only one formal means to raise an issue between annual meetings, the calling of a special shareholder meeting. Management now suspiciously claims that it is more in favor of a special shareholder meeting at a time that shareholder meetings are losing their impact with the onslaught of online shareholder meetings. For instance, the Kohl's annual meeting last week was nine minutes. An example of the dominance that management can now display in a shareholder meeting is AT&T, which would not even let shareholders speak at two consecutive online shareholder meetings. Written consent is a super democratic process because if a shareholder does not support the written consent topic, the shareholder does not have to do anything, and it counts as an against vote. This is in contrast to a shareholder meeting, where shareholder support or shareholder opposition counts for nothing unless a shareholder makes the effort to vote. Management is apparently unaware that written consent can be structured so that all shareholders receive notice. The shareholders supporting written consent could only accomplish their objective if 67% of the shares that normally vote at our annual meeting give approval. In resisting this proposal, management is opposed to listening to the voice of the 67% of the shares. Please vote yes. Adopt a new shareholder right, shareholder written consent, proposal 4. Thank you. That's it. Thank you, Mr. Bee. We have received no other- Thank you. We have received no other questions or comments concerning the proposals. At this time, if you have not already done so, I ask those stockholders voting at the meeting to please do so via the web portal. We'll now pause for a few moments to ensure that any stockholders voting at the meeting have had a chance to vote. While we're waiting, we again want to mention that an opportunity will be provided for questions and comments following the formal portion of the meeting. We invite stockholders to submit their questions and comments in the designated field on the web portal at any time during the meeting. There's no need for you to wait until the question and answer portion of the meeting to submit your question or comment. Now that everyone has had an opportunity to vote, I hereby declare the polls closed for voting on these matters. At this time, while the votes are being tallied, Rich Corrado, Quint Turner, and Mike Berger will provide a presentation concerning the company, including our business results for 2020 and the first quarter of 2021. Thank you, Joe. Could you go to slide two, please? This is, of course, our safe harbor clause statement, and all the presentation material today is covered by the statement. I'm not going to read it, but please do so at your leisure. Could you go to the next slide? ATSG at a glance for 2020. ATSG was founded back in 1980 as a wholly-owned subsidiary of Airborne Express. We had our first public offering in August of 2003. We're headquartered in Wilmington, Ohio, at Wilmington Air Park. We have 5,300 employees worldwide and about $1.6 billion in revenue. Our in-fleet service at the end of the year was 106 aircraft, the majority of which are 767 freighters. We have three key reporting segments. Our CAM leasing segment which includes our dry leasing for our cargo and passenger aircraft, engine leasing, and leasing of cargo aircraft again. Our ACMI services segment, which includes our three airlines that provide ACMI services. That's aircraft, crew, maintenance, and insurance, and CMI services, mostly to customers that also lease airplanes from our leasing company. Our other business segment, which includes our MRO services, our conversion services, our ground operations, logistics services, and material handling equipment services. If you'll go over to the right, you can see the breakdown of our revenue by segment. Those reportable segments that I noted, the CAM leasing segment is about 17% of our revenue. Almost 2/3 is the ACMI segment, the other segment is covered by about 19% of our revenue in 2020. We have some of the best blue-chip customers in the world. Amazon is our largest commercial customer. The Department of Defense in 2020 was our largest customer. DHL, of course, has been a long-time customer and represents 12% of our revenue. About 27% is covered by a number of other customers. You can see in the chart below our historical trend of revenue and Adjusted EBITDA, and we're very proud of the performance that we've delivered for our stockholders over the years. 2020 was a record year in terms of revenue and in terms of EBITDA and EPS for the company. One of the most significant things about ATSG is our differentiated business model. We offer mid-sized aircraft leasing for freighters and passenger aircraft, and we bundle solutions to provide services on top of that base lease. That does three things for the company. First, it significantly differentiates us from any other company on the planet. It also provides incredible value for our customers because they're able to get additional services as part of their leasing portfolio, and we offer a full solution for everything from flying the airplane for them, heavy maintenance, line maintenance, engine leasing, engine power by the cycle agreements, logistics services, and material handling services. Lastly, what that provides to our stockholders is we invest our capital in aircraft and conversions, and that provides us with our initial return, and then the incremental services provide us with incremental return on top of that base asset. It's a significant business model. As far as our market goes, we view ourselves as an e-commerce enabler. Even prior to the pandemic, e-commerce was the fastest-growing enabler for air cargo, and since the pandemic, it has only accelerated that. Mike Berger is going to talk about that in the marketing segment. Lastly, this bundle of services combined with the leasing has delivered tremendous financial returns for our stockholders. Could you go to the next slide? Probably the best statement of the power of the model is to see the penetration we get from CAM leasing customers into the other companies that provide service. If you notice the graphic on the left, you'll see that CAM is really, as we say here, everything starts with a lease. CAM offers dry leasing, engine leasing, and power-by-the-cycle engine services. The other companies generally provide services for those leased assets in addition to providing services to other customers globally. We have our three airlines, ABX Air, Air Transport International, and Omni Air. Our maintenance repair and overhaul business, Airborne Maintenance and Engineering Services, and our conversion services at Pemco and our new STC, which is approved for 321 Precision Conversions, which we'll talk about later. Lastly, logistics, our Swiss Army knife that offers all kinds of services to help facilitate air cargo operations. If you look at the graphic on the right, it's a nice display of CAM's customers down the left side, Amazon, DHL, Amerijet, Cargojet, UPS. Those are our largest lessees. If you look to the right, it shows the penetration of our other companies that also provide services to these customers. A good example, if you look at Amazon, they use us for just about everything except for our passenger operations, as does UPS and DHL. A very significant business model and good penetration into all phases of what we do. In terms of that business model, it really delivered for 2020. Despite the pandemic, we had very strong results. Year-end revenue was the highest in ATSG's history, despite the pandemic, with record year-end levels of Adjusted EPS and Adjusted EBITDA. We had a record number of freighter deployments. We dry leased 11 767-300 freighters to external customers all over the globe. These included aircraft to Amazon, to UPS. We delivered aircraft to mas in Mexico, to Raya in Indonesia, to Astral in Kenya. We really had a broad deployment all over the world. We were able to strengthen our balance sheet. In January, we got bond ratings from S&P and Moody's and executed an eight-year, $500 million unsecured bond offering and got a great rate for a first-time issuance of 4.75%. This is unsecured debt that we were able to use to pay down our revolver and thus strengthening our balance sheet even more. We're not resting on our laurels when it comes to service. One of the great things about our company is we hold leadership positions in service in all the things that we do, and we made some significant investments in technology in 2020 to maintain that leadership position. This included investments in continuous improvement, new software and systems to monitor the aircraft. We have systems, the new Quick Access Recorder system. It does wireless downloads of over 1,200 data points on the aircraft and allows us to get more predictive about maintenance and provide better service to our customers. Lastly, we ratify the ABX Air collective bargaining agreement with Teamsters Local 1224, which had been negotiating for an extended period of time. We're very happy with the results. We think it provides a competitive wage for our pilots, allows us to compete for business, and sets ABX up for growth in the future. With that, I'll turn it over to Mike to talk about marketing. Thanks, Rich. I'd like to start by just thanking all of our employees for everything they do every single day for our great company. I often tell people that even though we're headquartered in this beautiful small town of Wilmington, Ohio, we are a global business, and our focus is expanding around the world. As Rich mentioned, and you can see down below, we've expanded quite nicely throughout the year. We've added customers in Canada with Air Canada. We've expanded with Astral in Nairobi, Kenya, and mas in Mexico. Our growth really is fueled, and really the industry is fueled by the support of e-commerce and the express networks. This was a driver pre-pandemic, certainly through the pandemic, and without question, will drive the industry and our growth as we continue to come out of the pandemic. The chart up to the right gives you and shows you the global retail e-commerce sales and below, the U.S. e-commerce as a percentage of the total. You can see there's been quite nice growth from 2018 through 2020. Underlying, you see the U.S. percentage actually declining in 2021 and 2022, really validating that the growth globally will outpace the U.S. growth, driving the importance for us to continue our growth around the globe with new customers. Our fleet at the end of the first quarter in March was 104 aircraft, 85 of those being 767s, and you can see the makeup of the rest of our fleet. We anticipate to deliver 16 newly converted freighters minimally in 2021 and at least 10 in 2022. Our fleet and expansion continues to grow in double digits. Certainly, we're proud and excited about our Amazon business relationship. We estimate to deliver 42 leased airplanes by the end of 2021. In addition to leasing aircraft, our airlines, ABX Air and ATI, also fly those airplanes. We anticipate to fly 46 airplanes for Amazon by the end of 2021. AMES, Airborne Maintenance and Engineering Services, our MRO, also provides maintenance services for Amazon. Logistics provides gateway services in Charlotte, Tampa, and Wilmington, and TriFactor provides warehouse material and handling solutions for our largest commercial customer. Our three anchor customers, Department of Defense, Amazon, and DHL, as Rich mentioned earlier. The Department of Defense, we're the leading CRAF provider for passenger airlift for the services for the U.S. Department of Defense. Just for clarity, CRAF stands for Civil Reserve Air Fleet. We're also Omni acts as the leader of the Patriot Team for CRAF, as well as we also have charter passenger services for other government agencies, such as Department of Homeland Security, as well as Immigration and Customs Enforcement. I mentioned and talked a lot about Amazon on the prior slide, but I also would like to highlight that on March 5, 2021, Amazon exercised just under 15 million of their warrants. This gave them a 19.5% stake in terms of shares of ATSG. That was a very, very big accomplishment for our organization. Last, DHL. We've had an 18-year relationship with DHL. We just announced this week four new additional dry leases, and we have currently 11 767 freighters under lease that extend through 2022. ABX also has ACMI and CMI arrangements to fly the 767 aircraft. With that, I'll turn it over to Quint. Thank you, Mike. Well, I know Rich and Mike have talked about some of the big things that drove our financial results already in 2020, including the record level of customer revenues, adjusted earnings per share, and adjusted EBITDA, which is a metric that sort of is an indicator of the cash flow generation in our business model. The slide you're looking at, of course, compares us to 2019. You can see the lighter blue bars for 2020 are all significantly improved over the prior year periods. 8.2% increase in revenues, roughly a 22% increase in adjusted pre-tax earnings. One of the big drivers of that was improved ACMI services performance, as well as the record number of external 767-300 leases, 11 that were placed with the external lessees during 2020. As Mike mentioned, CAM, our leasing entity, delivered aircraft to seven different lessees in five countries. It shows you the breadth of demand, which we are continuing to see through today for the converted freighter aircraft. That is the basis of sort of the crux of our business. Adjusted EPS rose 14% over 2019, and the stat that we give guidance to the market on, that one that's indicative of our cash flow generation, was up 10%, bringing our adjusted EBITDA up near $500 million, at $497 million for the year. One of the things we exclude from that stat that's worth mentioning, and is something we have to talk about in this COVID world, we do not include government support payments in our adjusted EBITDA or our non-GAAP stats. You can see, even excluding the cash support that we got from those programs, significant year-over-year improvement. If you go to the next slide, you get a more historic reference on these stats as well as our capital spending over the years. You can see everything's moving. All the bars are getting higher, which is a good sign. At the same time, our debt leverage actually declines. That's one of the things that is really unique to our business model. The long-term leases, the multi-year CMI agreements that we have generate significant cash flow. The required, even our capital spending is up. That is because we're trying to satisfy a strong demand for growth, particularly in customer demand for converted freighters. What is nondiscretionary in that capital spending is a relatively small piece of that. Our business model generates significant cash flow that we can reinvest in the business or when that option is available, look for ways to create value for our shareholders through returning capital. I would say that our current level of business volume generates over $300 million a year in discretionary cash flow that we can use to create value or roughly $4 a share, which is really very unique. At the same time that we're growing significantly, you can see the fleet growth depicted there as the little bubbles on the right there on the debt leverage. You can see the fleet's growing, but our leverage is not. We're doing this without levering the balance sheet, and again, that's a strong testament to the business model and what it generates. The next slide focuses on our debt capital components. As Rich said, there's a significant amount of liquidity available to the company in its balance sheet, and that comes about because of the cash flow and because we've successfully done some adjustments to our debt capital structure to give us a lot of flexibility. We've lengthened the tenor. We've gone to the unsecured market for bonds. $500 million was placed in January 2020, and then just most recently in April, we added another couple hundred million dollars to that. The term loan that you see here is actually gone now. We paid that off with the proceeds we got from that, along with Amazon's cash exercise of its warrants this year. You can see our debt is actually coming down. If there were a column here for our current balance, it would be about $1.42 billion roughly. You can see that despite the growth and capital investment, we're less and less levered as we move forward. The next slide is taking a look at first quarter 2021 over the same period in 2020. Here you do see effects, particularly on our passenger operations of COVID. Omni, our passenger carrier, since we purchased it in late 2018, has really turned in outstanding results and contributions to our cash flow and EBITDA. Even though it was impacted and is impacted by the COVID issue, because of its customer base, heavy concentration with DOD and government flying, it's not a ticket-selling passenger airline. It has been very resilient, and we expect significant improvement during the second half. We believe that our passenger operations performance will be a tailwind into 2022 as the effects of COVID sort of fade in the rear-view mirror. In the first quarter, you did see impacts of the reduction in commercial flying on the passenger side, as well as to some degree on our military flying that Omni does as well. CAM, at the same time, continues to build out leases, was a strong contributor. This year expects to place 16 or more 767-300s on leases that average nearly nine years in duration. Again, we're building out significant cash flow revenue visibility as we look forward. With that, I'll turn it back to Rich. Thanks, Quint. In terms of our 2021 outlook, we're continuing to guide to at least $525 million in EBITDA, which excludes our PSP 2 agreements, but includes the higher cost that we have to maintain full employment at ATI and ABX Air staffing levels. Our CapEx for 2021 is projected at about $500 million. We anticipate at least 16 767-300 freighters will be leased during the year in 2021, including 11 to Amazon. We're in discussion with other customers to lease at least 10 additional deliveries through 2022. Our debt to Adjusted EBITDA ratio is going to continue to decline. It's projected to about 2.5 by year-end in 2021. As Quint had noted, we're continuing to delever while we're still continuing to fund our growth. Lastly, what I'd really like to take a bit of time to talk about the exciting news that we announced at the end of April. We got approval from the FAA, our joint venture with Precision Conversions, for the STC to convert the A321 to a freighter. We're real excited about this. It's a new generation aircraft. It's the largest narrow-body freighter in the market. It's an excellent replacement for the 757 freighter, which with an installed base of over 300, it was one of the most prolific express freighter aircraft delivered. It's got about a 19% better fuel burn and lower maintenance costs and lower engine costs than the 757. It's a great replacement aircraft. Additionally, it competes very well with the smaller Boeing 737-800. You could fly it in the Boeing 737-800 routes for nine months of the year. Then when peak hits you've got that additional capacity that the e-commerce and express carriers need. In terms of ATSG, we plan to wrap our whole solution set right around this aircraft. We're already involved in that. In terms of the JV, we'll get licensing and kit revenue. In terms of manufacturing parts, our MRO, our component repair and overhaul business manufacturing, which is part of our AMES MRO, is already producing parts for the JV. We've already inducted an aircraft into Pemco to do the conversion. This will be the third conversion for the A321 induction. Then we're looking for aircraft now for CAM to get into the leasing business of the A321. Then obviously, if our customers want us to fly it, then our airlines will give them the A321 business. We anticipate logistics will also have opportunities around this aircraft, so the full suite of services. It's important to note that this is not a replacement in any way for the 767 freighter opportunity, because that's still very much in demand. We're going to align this up right beside it, and we have a new alternative path of growth with an outstanding asset. We're real excited about this, and we're already in the business in a number of fronts, and we're going to continue to keep you informed as we go forward. With that, thank you for taking the time to listen to the presentation. I'll turn it back over to Joe Payne to resume the voting. Thanks, Rich. We will now report the results of the ballot. We have been advised by the Inspector of Election that the preliminary voting results are as follows. The 10 nominees for director, Richard M. Baudouin, Phyllis J. Campbell, Richard F. Corrado, Joseph C. Hete, Raymond E. Johns Jr., Laura J. Peterson, Randy D. Rademacher, J. Christopher Teets, Jeffrey J. Vorholt, and Paul S. Williams, have all been duly elected. The appointment of Deloitte & Touche to audit the financial statements of the company and its subsidiaries for fiscal year 2021 has been duly ratified. The compensation paid to the company's named executive officers for 2020 has been duly ratified. The stockholder proposal requesting the ability for stockholders to act by written consent was not approved by stockholders. We will be reporting the final voting results in a Form 8-K to be filed within four business days. Thanks, Joe. I hereby declare the meeting is closed, and for the minutes, adjourn the meeting at 11:44 A.M. We would now like to provide for stockholder questions and comments. Mr. Payne will now report and read appropriate questions and comments. For any questions, I'll either field them myself or ask others to respond where appropriate. Rich, our first question from a shareholder is, "What is the current average age of our fleet of aircraft? That's an interesting question. We get asked that question from analysts a lot because we buy used aircraft, passenger aircraft, and convert them to freighters. The most important thing in looking to convert a freighter is not the age of the aircraft, it's the pedigree of the aircraft, who owned it, and how it was utilized. The way we like to look at the value of the aircraft is post-conversion. If you look at our Boeing 767-300 fleet as an example, they're between three and four years old since conversion, with several that are coming out of conversion, 16 this year, in fact. We look to have a 20-year life post-conversion on those aircraft. Based on our experience with the Boeing 767-200, we believe that's a conservative number. As far as the Boeing 767-200s, those are older aircraft, and they're about 11- 12 years on average since conversion. We also received three similar questions, which we'll combine. These shareholders ask whether it would be more efficient for ATSG to combine its three airline subsidiaries, ABX Air, Air Transport International, and Omni Air International, into one large airline, including with respect to adopting one large brand for marketing purposes. Thanks, Joe. There are many significant considerations to address when considering airline consolidation that go beyond simply overhead savings. Each of the individual airlines of our individual airlines has a strong legacy of safety and service and brand strength in their space, and that has individual value for those airlines. Omni, for example, is a pure passenger airline that is a market leader in passenger services for the DoD and other government agencies, as well as having an innovative tech-enabled charter operation. ATI has their exclusive dedicated combi operation for the DoD, as well as a large freighter e-commerce business. ABX has been a market leader in express and airline operations for decades. Service is what each airline sells and delivers, and our customers are some of the most demanding in the world. Airline combinations would take options and alternatives away from our customers that we know they prefer to have. Merging operations in our space has traditionally been very disruptive to customer service. Service risk without customer value is not something we take lightly in this highly competitive market. Multiple airlines mitigates risk for our customers and for the company. All that said, we have done a lot of work over the past couple of years to save money in cross-company procurement, particularly in supply chain, parts inventory purchasing and management, including combining the needs of our airlines, our MROs, and our leasing company to leverage our purchasing scale. Additionally, we have developed common IT platforms for airlines and maintenance systems, and we currently are implementing a common IT platform for flight planning, dispatch, and flight following systems. We unveiled a new branding strategy last quarter that extends consistent messaging and imaging across the ATSG companies to better communicate our solutions-driven strategy across all of our subsidiaries. Thus, we're leveraging our corporate scale for all entities, airlines included. If you'd like to ask a question or offer a comment at this time, we would ask that you please enter it now on the web portal, and we'll pause for a few moments to allow additional time for stockholders to submit questions or comments. We have not received any further questions or comments from stockholders via the web portal. Rich, I'll turn it over to you. Okay. Thanks, Joe. There being no further comments or questions, I'd like to conclude by thanking our fantastic employees who have battled through the pandemic. As essential workers, they have come to work every day following the safety protocols to keep themselves, their fellow employees, and their loved ones safe. They truly delivered essential services to our customers, the economy, and the government, and through their efforts, delivered excellent growth and returns to our stockholders. At the end of the day, we are in the service business and services are delivered by people, and our group of employees is outstanding. Thank you all for making time to join us today. The company would like to express its appreciation to stockholders who were present for the meeting, as well as those who submitted their proxies but were not able to attend today. Thanks again, and please stay safe.