Hello, welcome to the annual meeting of shareholders of Atlantic Union Bankshares Corporation. Please note that today's meeting is being recorded. It is my pleasure to turn the meeting over to Ron Tillett, Chairman of the Board of Atlantic Union Bankshares Corporation. Chairman Tillett, the floor is yours. Well, thank you, and good morning, ladies and gentlemen. This is Ron Tillett, Chairman of the Board of Directors of Atlantic Union Bankshares Corporation. I would like to call to order and welcome each of you to the company's annual meeting of shareholders. As you know, today we are holding this virtual meeting on the Internet due to the public health concerns regarding the COVID-19 pandemic. We hope that you and your families are well and staying safe during this challenging time. Thank you very much to those who are participating in our virtual meeting online today. I hope that you will find this to be an informative meeting. In accordance with the company's bylaws, as chairman of the board, I will act as chairman of the meeting. The General Counsel and Corporate Secretary, Rachael Lape, will act as secretary of the meeting. 1st, we have a few housekeeping matters. Each of you should have access to the meeting agenda, which is located on the left side of the meeting center screen. In order to efficiently move through today's program, we will move from item to item without introduction. We will conduct the formal business of the meeting and announce voting results 1st, we will hear a report from management on operating results. As a shareholder, if you entered your control number when you logged into the meeting, you may submit questions online by clicking on the dialogue icon in the upper right corner of the meeting center screen. We will answer appropriate questions on the formal items of business in a few minutes before voting is closed. After management's report, management will address appropriate questions from shareholders regarding the company. I call your attention to the rules of conduct for this meeting, which are available on the left side of the meeting center screen. Thank you for your cooperation. The board of directors fixed March 10th, 2021, as the record date for determining shareholders entitled to vote at this meeting. The notice of annual meeting, proxy statement, and the company's 2020 annual report were furnished electronically with the mailing of the notice of Internet availability, which was mailed on March 23rd, 2021, to all shareholders of record as of the record date. Copies of these documents will be filed with the minutes of this meeting, together with a certificate of its Corporate Secretary regarding this distribution. If you need a copy of the proxy statement or annual report, a link is provided under Meeting Materials on the left side of the meeting center screen. In accordance with Virginia law, a list of shareholders of record as of the record date is available on the meeting center under Shareholder List and may be inspected during the meeting by any shareholder. The minutes of the May 5th, 2020, annual meeting are available on the meeting center for inspection by any shareholder who would like to see them. I will dispense with the reading of the minutes of the 2020 annual meeting. The Corporate Secretary will file the minutes of the 2020 annual meeting as presented. Alisa Zegarra has been appointed Inspector of Election for this meeting and any adjournment of the meeting. Ms. Zegarra is a representative of our transfer agent, Computershare, Inc. Ms. Zegarra has signed an oath of office that will be filed with the minutes of the meeting. The inspector is here to determine whether a quorum is present, to ascertain the validity of proxies, to tabulate the votes, and to certify the count of all proxies. The Inspector of Election has advised me that in excess of 86% of our shares of common stock are present in person, in other words, attending this meeting virtually or by proxy, accordingly. As such, I declare that a quorum is present, and we may proceed with the meeting. Online voting is currently open. If you have not voted or wish to change your vote, you may do so now by clicking on the link provided online. Any shareholder who has already voted and does not want to change their vote need not take any further action. Online voting will remain open while I introduce the company's directors and outside auditors. It will remain open while I describe the formal items of the business on the agenda. Then after I am finished describing the formal items of business on the agenda, online voting will be closed. I would like to now introduce the company's directors. I have already introduced myself. All of the company's other directors are in attendance virtually today as well. Our other directors are John Asbury, the company's CEO, Pat Corbin, Beverley Dalton, who will be retiring from the board after this annual meeting, Russ Ellett, Greg Fisher, Dan Hansen, Jan Hoover, Pat McCann, Vice Chairman of the board, Tayloe Murphy, Alan Myers, Tom Rohman, Linda Schreiner, Tom Snead, Keith Wampler, and Blair Wimbush. I would like to thank these directors for their dedication and service to the company. Representatives from Ernst & Young, LLP, the company's registered public accounting firm for 2020, are also in attendance today. They are Matthew Strebback, Jeff Edwards, and Mike Williams. Thank you for attending our annual meeting today, gentlemen. There are four formal items of business to come before the shareholders today. The 1st item is the election of five directors, each director to serve as stated in the proxy statement. The nominees for these positions are Tom Rohman, Tom Snead, Ron Tillett, Keith Wampler, and Blair Wimbush. The 2nd item is to approve the amendment and restatement of the company stock and incentive plan as described in the proxy statement. The 3rd item is to ratify the appointment of Ernst & Young LLP as the company's independent registered public accounting firm for 2021. The fourth item is to hold an advisory, non-binding vote on executive compensation. This proposal asks the shareholders approve the following resolution. Resolved, that the shareholders of Atlantic Union Bankshares Corporation approve, on an advisory basis, the compensation of the company's named executive officers as disclosed in the compensation discussion and analysis, the tabular disclosure regarding named executive officer compensation, and the accompanying narrative disclosure in the proxy statement. As there have been no nominations or proposals made by shareholders pursuant to our bylaws, I hereby declare the nominations closed. If you have a question on any of the proposals before the shareholders today, you may now submit your question online at this time by clicking on the dialogue icon in the upper right corner of the meeting center screen. At this time, I would like to ask Bill Cimino, the company's Director of Investor Relations, who is serving as moderator for this meeting, to present any shareholder questions regarding the formal items of business. Bill? Thank you, Mr. Chairman. At this time, we have received no questions on the formal items of business. Thank you, Bill. Again, if you have not voted or wish to change your vote, you may do so now by clicking on the link provided online. We'll give that a few seconds. There being no further business to come before the meeting, the online voting is now closed. The Inspector of Election will finish tabulating the votes and provide me with the vote tabulation when it is ready. At this time, I would like to say a few words about Beverley Dahl. Beverley is retiring from service on the board of directors as of today. Beverly joined the Atlantic Union board in 2014 with the acquisition of StellarOne Bank by Atlantic Union. The acquisition formed one of the largest community-based regional banks in Virginia and put Atlantic Union on a solid footing to continue to grow both organically, to prosper, and through expansions. Atlantic Union's assets have nearly tripled during Beverley's tenure on the board. Beverley directs one of the largest privately held construction firms in the Mid-Atlantic. This fourth-generation family-owned business has been operating for more than 100 years. Much like Atlantic Union's history, which has operated for more than 100 years as well, the core values of integrity, relationships, service, quality, and experience of Beverley's company, which helped define its success, were at the core of her decision-making and voting history on the Atlantic Union Bankshares board of directors for the last seven years. Beverley, thank you for your service. We will miss your leadership, your advice, your business acumen, and experience on our board. We wish you and your entire family the best in the coming years. I understand that all votes have been counted, and based on the preliminary review of the votes cast, the Inspector of Elections has informed me that all nominees for director have been elected. The amendment and restatement of the Atlantic Union Bankshares Corporation stock and incentive plan has been approved. The appointment of E&Y as the independent auditor for 2021 has been ratified, and the resolution regarding executive compensation has been approved. The final tabulation report will be available online in the next few days. The final inspector's report will be filed with the minutes of this meeting. On behalf of all of the company's directors, I thank you, our shareholders, for your support and for the opportunity to serve in this capacity. We take this seriously, our accountability to you. That concludes our formal business, Now I invite John Asbury, Atlantic Union's CEO, and Maria Tedesco, President of Atlantic Union Bank, and Rob Gorman, Atlantic Union CFO, to provide their report on the operating results. John, Maria, and Rob, I'll turn it to you. Thank you, Mr. Chairman, and good morning, everyone. We do appreciate your support of Atlantic Union Bankshares and for attending the annual shareholder meeting. As you know, this is the 2nd year that we've conducted this virtually, and I certainly hope it is our last. During the management presentation, I will provide some brief overall comments on Atlantic Union Bank, and then our President, Maria Tedesco, will take you through the incredible challenges and accomplishments of 2020, and we'll close with Chief Financial Officer Rob Gorman sharing a financial perspective on our performance. Following that, we'll take any questions you may have. I'll begin with the visual of the Atlantic Union Bank franchise. This fall will mark my fifth-year anniversary with the company, and I can say not only has our strategic vision for the bank remained consistent over that time, but that it's no longer as aspirational as it once may have seemed. The goal, of course, was to take the Union Bank & Trust platform and use that to bring back to Virginia something we've not seen in over 20 years, a great independent, statewide Virginia bank capable of competing head-to-head with the major banks that now dominate market share here, but one that does so while maintaining the customer experience, the local touch, the caring, and the humanity that we've always been known for. While we've evolved from the small community bank that we once were, we've certainly not forgotten our roots. We've also grown more capable. That's essential to our future, given the tremendous impact that technology has made on our industry, the rapid rise in customer expectations, and the need to respond to the unexpected, as we've done with the pandemic. At the same time, as a public company and stewards of your investment in us, we must also target and maintain differentiated financial performance in order to earn our continued independence. The franchise would now be difficult to replicate. We're among the few banks of this size in the country that largely serve one state. Having said that, as you can see over time, we've expanded the footprint and also operate in select markets in Maryland and North Carolina. They provide expansion and growth opportunities for us. We have positioned ourselves as Virginia's bank. There is no other. There likely never will be. The reason why this positioning matters is evident on the next slide. As you can see on the left-hand side, three major banks, Truist, which is a combination of BB&T and SunTrust, Wells Fargo, and Bank of America, account for over half of all depository market share in Virginia. Adding us in, the four of us approach 60% of depository market share. While we certainly compete with smaller banks each and every day, particularly in our smaller markets, as my father always said, "You should fish where the fish are," and we're well-positioned as a capable alternative to these large competitors. On the right-hand side, you can see our proof point as to why we view ourselves as Virginia's bank. The next slide is one I'm proud of, and it's something that we 1st shared publicly in 2018, so there's nothing new about it. The essential message is that we believe in order to be successful over time, we must balance our commitment to all of our key stakeholders and not attempt to optimize one or a few over the others. Doing so is not easy, and it does involve constant trade-offs, but it's essential to our ongoing success. We recognize that as a public company, we must deliver differentiated returns for our shareholders over time, but that only happens if we can also meet our commitments to our other constituents as well, our customers, our communities, our teammates, and in our industry, our regulators. Interestingly, in August 2019, the Business Roundtable, which consists of the CEOs of some of the largest companies in America, came out with a similar statement, that they recognize that they're accountable to not just their shareholders, but their other stakeholders as well. We agree with them, but let the record show, we said it before they. Since Maria will soon take you through our pandemic response in good detail, on this slide, I'll simply point out two items. 1st, our governing philosophy of soundness, profitability, and growth in that order of priority informs how we run this company. This is our mantra, and it's serving us well. 2nd, note at the bottom of the page, we state that regardless of the operating environment, our goal of achieving and maintaining top-tier financial performance remains the same. We may not always post the results we want in all economic environments, but we must always aim to be a top-tier financial performer. In doing so, we believe the stock will take care of itself, you'll have a good investment, and the company will have a good future ahead of it. The next slide summarizes, at the highest level, our philosophy for how we've been managing in this pandemic, taking care of our customers and our teammates, recognizing they will long remember how we treated them during this time. Mitigating credit risk, or as I like to say, battening down the hatches to ride out what we expected to be quite the storm. Having said that, credit performance has been exceptional so far over the course of the pandemic. We've now had three consecutive quarters with among the lowest credit losses that anyone in the company seems to remember. This is a testament to the economic stimulus provided by the U.S. government, the actions of the Federal Reserve to boost the economy, the resilience of our customer base, our client selectivity, and the resilience and actions taken by our company to assist our customers while also mitigating credit risk. Last, aligning the expense base of the company to the lower net interest income streams caused by the near zero interest rate environment. While the pandemic is transitory and it will pass eventually, we recognize at its onset that the zero rate environment could run several years, and we were quick to take expense reduction actions to get ahead of this eventuality. The last slide outlines our key objectives for the company. While this has evolved a bit over the past few years, it has remained fundamentally consistent. I will point out we recently added our commitment to environmental and social governance in an effort to be more transparent on our important work underway on these measures. In closing, despite the human tragedy of the pandemic, which has been immense, I am convinced the company will emerge from it better, stronger, more innovative, and more agile as a result. I'd now like to turn the presentation over to our President, Maria Tedesco, who will take you through the highlights of the most challenging year that I have seen and ever hope to see. From my perspective, the team's performance during the pandemic has been exceptional, and Maria does have a great story to share with you. I would like to note that Maria will reach her three-year anniversary with the company this fall. She is a powerful leader for our company. She's made an outsized impact on the organization during her time here, and we are fortunate to have her. Maria? Thank you, John. Good morning, everyone. It's nice to be here with you. So far, 2020 can best be summed up as the year of expedited transformation, even in the face of unprecedented challenges. The good news is we leveraged the challenges as a catalyst for additional change, more improvement, and expanded capabilities. Witnessed exceptional teamwork across the entire Bank, which led to faster transformation to meet the needs of our customers and teammates. In some cases, it was just in time. For example, our easy-to-apply Paycheck Protection loan application that we built for our business customers, and our easy-to-monitor Paycheck Protection loan system for our teammates to provide real-time status of customers' loans. Another example would be our online and mobile customer appointment setting tool. One area of improvement is our development of data management and ability to provide more data-driven and informed decision-making across the enterprise. For example, our geographically coded mapping capabilities that track our branches and that of our competitors' branches, along with our customers' transacting behaviors and channel preferences. While all this is great news, the proof is in key results. For example, our strong customer satisfaction scores, our key competitive wins with Paycheck Protection Program, or PPP as we refer to it, and customer acquisition. Increased brand awareness after the launch of our new brand. Most importantly, the business lines meeting or exceeding their financial plans, all while meeting or exceeding our customers' expectations. This is our evidence that our hard work has paid off. In 2020, we faced unprecedented challenges, but our strategic plan, our values, and our people, that's what guided us, and it resulted in a year of expedited transformation for AUB. Let me start with just a quick recap of the unexpected events we faced. Customers were struggling to keep their businesses running and pay their bills. The CARES Act was thrown at us with little time or direction in how to deliver PPP loans to our business customers. Social distancing forced us to reinvent how we were going to serve and take care of our customers. We needed to prepare ourselves to weather the storm of the headwinds that may come, such as higher credit losses, lower rate environment, and increased cost pressures. The team remained focused on three things. 1st, watching the vital signs of our company with daily key performance indicator metrics. Secondly, listening to and observing our customers' emerging behaviors and their needs. Lastly, above all else, was of course, taking care of our customers and especially our teammates. Here are just a few highlights of the entire enterprise where we saw them step up to meet the demand. 1st, it was to mitigate risk. We created the Credit Action Stability Team, or CAST. It was a joint effort with commercial banking, business banking, and credit to help business customers identify cash flow issues and support them with immediate actions to assist. Secondly, we revised credit risk tolerance and even modified the commercial banking incentive plan to offer greater reward for excellent portfolio risk management. Lastly, we enhanced training for all of our commercial bankers to build deeper capabilities to assist customers who experience severe financial stress. We are proud to say that we were successful being financial 1st responders in a bank-wide effort on PPP, which impacted not only our customers, but our community. I'll touch upon this a little bit later in my comment. In addition, we wanted to help educate and bring timely information to our customers, so we offered a series of webinars and increased communication to keep customers up to date on what seemed like an ever-changing Small Business Administration guideline and their eligibility for PPP and forgiveness. In the consumer bank, we swiftly made changes to service customers when, where, and how they wanted to be serviced. This included adding new drive-up capabilities, digital appointment settings, Zoom capabilities, and e-signature. We transformed our call center agents, which we refer to as our care center, to 100% virtual with no interruption to our customers. The commercial and credit teams quickly came together to support commercial customers to offer new and improved treasury management products to provide additional customer convenience while creating new revenue opportunities. We secured over 5,300 loan modifications totaling a $2 billion exposure. Despite the pandemic, we remain committed to our strategic initiatives for growth and efficiency. Here are just a few of those initiatives. With the new longer or lower interest rate environment, we aligned the expense base to the new revenue reality. In line with our annual practice to evaluate our distribution channels, coupled with the digital trends and preferences of our consumers, we took action to consolidate 20 branches or 13% of our network. In our quest to make banking easier and allow customers to have more banking options, we delivered quarterly enhancements to their digital experience while providing better ways to service our customers. The best example of this rapid incorporation of Zoom and DocuSign allowed account opening and servicing from the convenience and safety of our customers' home, as well as an online and mobile appointment setting tool if they wish to speak to us in person. We prioritize four key strategies for growth. One, we offer a wider array of products in treasury management and consumer checking. For example, in consumer banking, we introduced transition checking for consumers facing financial challenges that may not otherwise qualify for a standard checking account. We launched or expanded new and exciting businesses such as solutions banking, allowing individuals to open banking accounts with us from their workplace, and we expanded our highly successful equipment finance division. We made selective key talent hires in consumer, commercial, and wealth management divisions. Lastly, we implemented customized local market playbooks and pivoted our marketing approach to take advantage of the disruption at larger competitors while capitalizing on our PPP success and our new client acquisition. We excelled at delivering Paycheck Protection Program to our customers. We're very proud of this, and we were able to have a positive impact not only on our customers but our communities. We made the decision early on to not only help our existing customers secure SBA-approved loans, but we wanted to help so many other businesses that were let down by their existing bank, and they were distressed. Therefore, we secured over 16,000 loans across our footprint and acquired over 3,200 new-to-bank business customers. We were a leader by any measure for PPP loans. The most important resource we all know is our people, and we spent time and a great effort to care for our teammates and listen to their feedback. It is critical that we had their engagement and support for the hard work we were all undergoing, and that they felt supported in these challenging times. For example, our leadership team held events to help foster conversations and learning about the racial inequalities, and we launched a Diversity, Equity, and Inclusion Council consisting of a broad base of our teammates from all levels of the organization. In addition, we launched the Women's Inclusion Network as an initiative to help further the support and networking opportunities for our female teammates. Our guiding principle of keeping our customers, teammates, and our communities at the heart of our decision-making has absolutely paid off because we're hearing our customers. They're telling us they're happy and they're satisfied. Let me explain. Let's start with our business clients and examine what they had to say. In this chart, in a recent study of over 600 banks nationally, Atlantic Union Bank is ranked number one among small businesses in the South region amongst businesses with revenue of $1 million-$10 million. This chart illustrates how we compare to the other top-ranked banks in that market. We scored 95% satisfaction. AUB is well over 20 points ahead of the 2nd-ranked bank. Now for a word from our consumer customers. This week, Atlantic Union Bank was awarded 1st place. Yes, that's true, 1st place in customer satisfaction for retail banking in the Mid-Atlantic region, surpassing our closest competitor by 22 points and the regional average by 40. This is truly an honor for all of us here at Atlantic Union Bank, and it's the 2nd time in three years we have won this award. In addition, we have received recognition from Forbes, Richmond Magazine, and the Richmond Times-Dispatch, and also a joint technology award with our digital partners, Temenos, for our work with PPP. There is more to come. The AUB team has wind at our back from a challenging but successful year, and we will emerge from the pandemic better, stronger, and more capable as a result. We will continue to execute against our strategic plan by focusing on our customers, our teammates, credit discipline, and product capabilities. We'll double down our efforts in small business banking, where we excelled with PPP, and build new products and grow our digital capabilities to meet the ever-changing customer behaviors and changing marketplace. It's my honor to serve as the president of Atlantic Union Bank. Let me close by thanking you for your support in our company during this most challenging of years. We're very fortunate to have what I have often referred to as the strongest CFO leader I have ever had the pleasure to work with. I'd like to turn it over now to Rob Gorman, Chief Financial Officer. Well, thank you for those kind words, Maria. Good morning, everyone. Thanks for joining us today. Let me start off my comments by briefly reviewing Atlantic Union's financial results for 2020 and the 1st quarter of 2021. Obviously, the COVID-19 pandemic had a dampening effect on the company's financial results in 2020. As noted, we believe that we have been effectively managing through the business and economic disruption of the pandemic by being laser-focused on the safety, soundness, and profitability of the company. As a result, we have become a stronger, more agile company that is well-positioned to take advantage of growth opportunities as economic activity normalizes. For the year ended 2020, reported net income available to common shareholders was $153 million, and earnings per common share was $1.93. This was down approximately $41 million, or $0.48 per common share from 2019, primarily due to the economic disruption from the COVID-19 pandemic. Excluding after-tax balance sheet restructuring costs and after-tax gains on the sale of securities, 2020 non-GAAP adjusted operating earnings available to common shareholders were $169 million, or $2.14 per common share, down $59 million, or $0.70 per common share from 2019 levels, primarily due to an increase in the provision for credit losses of $66 million. The increase in the provision for credit losses was primarily driven by the expected credit quality weakness as a result of the negative economic impact related to COVID-19, which required the company to materially increase its allowance for credit losses during 2020. Inclusive of $1.2 billion in Round One PPP loans, loan balances increased by $1.4 billion, or 11.2% in 2020 from the end of 2019. Excluding the effects of PPP loans, loan balances grew 1.8% from the prior year. Our deposit balances increased $2.4 billion, or 18% in 2020, primarily due to the impact of PPP loan-related deposits, as well as the impact from the stimulus actions taken by the government to shore up the economy in 2020. As recently reported, in the 1st quarter of 2021, net income available to common shareholders was $53 million, or $0.67 per common share, down $3.2 million, or $0.05 per common share from the prior quarter. Non-GAAP adjusted operating earnings available to common shareholders for the 1st quarter was $65 million, or $0.82 per common share. That was down $8 million, or $0.11 per common share from the prior quarter, primarily due to the lower interest rate income between quarters, driven by the lower day count in the 1st quarter and the $7.2 million decline in PPP loan fee accretion interest income due to lower levels of PPP loans processed for forgiveness during the current quarter versus the prior quarter. At the end of the 1st quarter of 2021, loan balances were $14.3 billion, including $1.5 billion in Round 1 and now Round 2 PPP loans, an increase of 7.3% annualized from December 31st, 2020. Excluding the effects of PPP loans, loan balances declined by $82 million, or approximately 2.6% annualized from the prior quarter, primarily driven by runoff in our consumer loan portfolio. At March 31st, total deposits were $16.3 billion, which is an increase of approximately 15% annualized from the prior quarter, primarily due to the impact of Round 2 PPP loan-related deposits and recent government stimulus actions in December and March. The company's adoption of the current expected credit losses accounting standard, which is better known as CECL, on January 1st of 2020, and subsequent impact of the worsening economic forecast related to COVID-19, resulted in a material increase in the allowance for credit losses since the end of 2019. At the end of the 1st quarter of 2021, the allowance for credit losses was $156 million, or 1.22% of total loans excluding PPP loans. The allowance for credit losses as of March 31st increased by $113 million from the end of 2019. Of which $52 million was due to the adoption of the CECL accounting standard on January 1st of 2020. The remaining net increase of $61 million in the allowance balance since year-end 2019 was driven by the significant increase in the company's estimated lifetime credit losses due to COVID-19 that required the company to record an $87 million provision for credit losses in 2020, partially offset by a negative provision for credit losses recorded in the 1st quarter of 2021, primarily due to lower expected losses than previously estimated as a result of improvements in Virginia's unemployment rate, benign credit quality metrics to date, and an improved economic outlook over the forecast period due to the rollout of COVID-19 vaccines and additional government stimulus inclusive of more PPP loan funding. From a capital perspective, the company continues to be well-positioned as it continues to manage through the uncertainties of the pandemic and its potential impact on the company's financial results. At the end of the 1st quarter, Atlantic Union Bankshares and Atlantic Union Bank's capital ratios were well above regulatory well-capitalized levels. From a shareholder stewardship and capital management perspective, we remain committed to managing our capital resources prudently as the deployment of capital for the enhancement of long-term shareholder value remains one of our highest priorities. During 2020, the company took the following capital management actions. We maintained the company's quarterly dividend of $0.25 per common share. We repurchased approximately 1.5 million common shares in the 1st quarter of 2020. Subsequently, we suspended our share repurchase program in March 2020, with approximately $20 million remaining under the $150 million authorized share repurchase program due to the COVID-19 pandemic. We also took action to fortify the company's capital base for the uncertainties of COVID-19 through the issuance of preferred stock, which increased Tier 1 and total risk-based capital levels by $166 million net of issuance costs. Regarding the company's capital management strategy, we established capital targets based on the following objectives. We want to maintain designation as a well-capitalized institution under fully phased-in Basel III regulatory definitions, and we also want to ensure that capital levels are commensurate with the company's risk profile, capital stress test projections, and of course, strategic plan growth objectives. Our capital management priorities are 1st, to support the organic growth of the company, and secondly, to maintain a dividend payout ratio targeted at 35%-40%. Additionally, excess capital can be deployed to repurchase shares and/or for merger and acquisitions activity, assuming such capital deployment creates shareholder value. Regarding the calculation of excess capital levels above the company's 8.5% tangible common equity ratio target is considered excess capital, assuming well-capitalized regulatory capital ratios are maintained. As noted, excess capital can be deployed for share repurchases, acquisitions, or in the form of our shareholder dividends. From a shareholder stewardship perspective, we remain committed to building long-term value for our shareholders. From that perspective, the company has generated total shareholder returns of approximately 83%, 74%, and 316% over the last one, five, and 10-year time periods respectively, while common shareholder dividends have increased at a compound annual growth rate of approximately 9% since 2013. In addition, during 2020, the company returned approximately $129 million to common shareholders through dividend payments of $79 million, or $1 per common share, and the repurchase of approximately 1.5 million common shares for $50 million. In summary, despite the business disruption associated with COVID-19 and the headwinds of the protracted lower interest rate environment, Atlantic Union delivered solid financial results in 2020 and in the 1st quarter of 2021. As a result of the decisive actions that the company has taken to date to effectively manage through the uncertainties of COVID-19, it is now well-positioned for stronger profitability and growth as we progress through 2021 and the pandemic's impact on the economy subsides. Lastly, please note that we remain focused on leveraging the Atlantic Union franchise to generate sustainable, profitable growth and are committed to building long-term value for our shareholders. Thank you for your continued support and your investment in Atlantic Union Bankshares. With that, let me turn it back over to John to take questions from any of the shareholders. Thanks. Appreciate it. This is Ron Tillett again. Rob, appreciate the update on the financials for 2020 and 2021, and Maria, for your overview of the activities for this past year. If there's any questions that you might have for John on strategic objectives or anything related to the bank, or Maria, relative to activities that took place this past year within the branches, or either from Rob in terms of the financial issues associated with the company, you can request those questions or submit those questions online by clicking on the dialogue icon in the upper right corner of the meeting center screen. I'd like to ask Bill Cimino, the company's Director of Investor Relations, to present any additional shareholder questions regarding the company. Thank you, Mr. Chairman. At this time, we have no questions from shareholders. Okay. Well, thank you, Bill. If you have any other questions about the company not answered here today, or you think of another question that you didn't ask today, please feel free to reach out to our Director of Investor Relations, Bill Cimino, using the Investor Relations contact information listed on the company's website. Thank you for taking the time to attend our shareholder meeting. On behalf of the company's directors and employees, I thank you for your loyal support, your business, and your attendance at today's meeting. That concludes our meeting, and the meeting is hereby adjourned. This concludes the meeting. You may now disconnect.