Author: sHq_LoGiNz

ST. PAUL, Minn., May 21, 2026 /3BL/ – Antea Group is proud to announce sponsorship of the 11th annual Global Water Stewardship Forum with the Alliance for Water Stewardship (AWS) for the fourth consecutive year. The 2026 forum will take place June 23-24 in Edinburgh, Scotland.

Antea Group USA will co-sponsor the forum alongside Antea Group Brazil, Antea Group France, Antea Group UK, as well as Inogen Alliance associates, Baden Consulting, Brown & Green, CDG Environmental, Chola MS Risk Services Limited (CMSRS), HPC France, HPC Italy, Mediterra , and Sustainera Solutions, and Tonkin + Taylor.

The AWS Global Water Stewardship Forum has established itself as a leading industry event. It serves as a platform for advancing strategic dialogue on the future of water stewardship.

“Participating in the AWS Global Water Stewardship Forum allows us to engage with international peers and stay aligned with leading practices,” said Francisco Cordero, Climate Risk & Water Stewardship Service Line Leader at Antea Group USA. “Through the Inogen Alliance Water Working Group, including more than 30 AWS‑credentialed professionals across 16 countries, we actively support organizations in applying the AWS Standard to achieve meaningful water outcomes.”

To learn more about the AWS Forum 2026, visit their website.

About Inogen Alliance

Inogen Alliance is a global network made up of over 70 independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn. 

About Antea Group

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com.

Originally published on CVS Health Company Newsroom

Key points

• Women make about 80% of health and wellness decisions for their families—while managing their own care across life stages that present distinct challenges
• They face unique physical and behavioral health risks shaped by hormonal transitions, caregiving demands, and access barriers—yet mental health is still too often treated separately from routine care
• Mental health conditions affect women disproportionately: 1 in 5 women experience a mental health condition each year
• Maternal mental health represents one of the most critical—and preventable—gaps in women’s health today, with consequences for mothers, babies, and families, often due to postpartum depression

Women are the backbone of family health

Women play a central role in keeping families healthy, and when their own health – both physical and mental – is cared for, it creates time and space to care for others. In the U.S., women are responsible for roughly 80% of household health and wellness decisions—from choosing doctors and managing preventive care to coordinating treatment for children, partners, and aging parents.

That responsibility spans decades of life and multiple health transitions: reproductive health, pregnancy, postpartum recovery, menopause, and beyond. In many cases it create a mental toll that causes added stress, anxiety or depression, in addition to delaying their own routine care.

For these and other reasons, women experience higher rates of mental health conditions than men overall, with risk increasing during periods of hormonal and life changes—including pregnancy, postpartum, and menopause. About 1 in 5 women experience a mental health condition each year.

“Women are an incredible part of how families stay healthy and well. Despite their importance to the overall health care ecosystem, their own unique challenges in access, affordability, and timeliness of care are often overlooked,” said Dr. Joanne Armstrong, Vice President & Chief Medical Officer, Women’s Health at CVS Health.

Maternal mental health issues are common—and not to be ignored

Maternal mental health conditions such as postpartum depression, anxiety and PTSD are among the most common complications of pregnancy and the year following delivery. Postpartum depression alone affects about 1 in 5 women, and mental health conditions are a leading underlying cause of pregnancy-related deaths. Many of these maternal deaths are preventable with timely identification and care.

Despite more frequent interaction with the health care system during a typical pregnancy, there are still missed opportunities to screen pregnant and postpartum patients for depression and anxiety in clinical and non-clinical settings. National data shows about 1 in 10 women are not asked about these feelings during a postpartum visit.

“When mental health needs are overlooked during pregnancy and after birth, the consequences can ripple far beyond the mother,” Armstrong said. “Untreated anxiety or depression can affect bonding, breastfeeding, and a mother’s ability to care for herself and her baby.”

Why maternal mental health requires care that meet women where they are

Maternal mental health sits at the intersection of biology, caregiving, access, and engagement for all. If women are carrying responsibility for family health across every stage of life, the health care system must meet them there—with access, dignity, and support that doesn’t require navigating it alone.

Improving maternal mental health outcomes require an approach that integrates mental health into routine women’s health care—especially during high-risk transitions. This includes routine screening, expanded access points, clear referral pathways, and evidence-based clinician training.

Addressing mental health early isn’t optional,” Armstrong said. “It’s foundational to healthy outcomes for families.”

May 21, 2026 /3BL/ – For 20 years, the Beverage Industry Environmental Roundtable (BIER) has brought leading global beverage companies together to advance environmental sustainability through technical collaboration, shared expertise, and pre-competitive action.

Founded in 2006, BIER began with a shared focus on water stewardship, recognizing water as the core ingredient in every beverage product and a critical resource across the global beverage value chain. As environmental challenges and industry expectations evolved over the past two decades, BIER’s work expanded to address increasingly interconnected issues, including climate action, sustainable agriculture, circular packaging, sustainability reporting, and supply chain resilience.

Throughout this evolution, BIER has created a trusted, pre-competitive environment where beverage companies can collaborate on practical, science-based approaches to shared environmental challenges. From contributing to broader sustainability policy discussions and technical frameworks to advancing benchmarking initiatives, technical guidance, and collective action projects, BIER continues to support members as they navigate an increasingly complex global sustainability landscape.

“Over the past 20 years, the beverage industry’s environmental challenges have evolved significantly, requiring deeper collaboration, greater technical rigor, and increasingly practical solutions,” said Erica Pann, BIER Executive Director. “BIER was founded on the belief that meaningful progress happens when companies come together to address shared challenges collectively. As we look ahead, that collaborative approach remains more important than ever.”

BIER’s key milestones and initiatives include:

• Industry Benchmarking: BIER’s benchmarking helps members measure and improve water, energy, and emissions efficiency across beverage operations while supporting greater understanding of performance drivers, operational trends, and collective industry progress.
• Technical Guidance & Resources: Through resources such as greenhouse gas emissions guidance, water circularity tools, and sector-focused environmental sustainability publications, BIER’s resources help members and industry alike translate complex environmental challenges into practical, actionable strategies.
• Regulatory Roundups: As Environment, Social, and Governance (ESG) and sustainability reporting requirements continue to evolve globally, BIER’s quarterly Regulatory Roundups help members cut through complexity by providing curated insights into emerging regulations, reporting expectations, implementation considerations, and evolving industry trends relevant to the beverage sector.
• Collective Action Initiatives: BIER continues to advance collaborative environmental initiatives designed to drive measurable environmental and social impact, including the Charco Bendito watershed initiative, Sustainable Coolers Coolition, and emerging watershed collaboration efforts in India.

These milestone initiatives are a testament to the hard work and dedication of BIER’s members over the decades, and they demonstrate what’s possible through collective action. Throughout its history, BIER has combined technical expertise with collaborative engagement to help advance practical, science-based sustainability solutions across the beverage sector while contributing to broader industry dialogue with NGOs, technical frameworks, and global stakeholders.

As BIER looks ahead to its next chapter, the organization remains focused on strengthening collaboration, expanding industry engagement, and supporting scalable environmental solutions that help beverage companies respond to evolving global sustainability challenges.

To learn more about BIER’s work, initiatives, and publications, visit https://www.bieroundtable.com/

 

About BIER
BIER is a technical coalition of leading global beverage companies working together to advance environmental sustainability within the beverage sector. Formed in 2006, BIER is a common voice across the beverage sector, speaking to influence global standards on environmental sustainability aspects most relevant to the sector, affect change both up and down the supply chain, and share best practices that raise the bar for environmental performance of the industry. By doing so, BIER is able to monitor data and trends, engage with key stakeholders, develop best practices, and guide a course of action for the future. BIER members include Anheuser-Busch InBev, Asahi Group Holdings, Bacardi, Brown-Forman, Carlsberg Group, The Coca-Cola Company, Constellation Brands, Diageo, Heaven Hill Brands, Heineken, Keurig Dr Pepper, Kirin Holdings Company, Limited, Molson Coors, Monster Energy, Ocean Spray Cranberries, PepsiCo, Pernod Ricard, and Suntory Global Spirits. For more information, visit www.bieroundtable.com.

Verizon

A cognitive specialist and parenting coach explains how screen habits can shape kids’ motivation and emotions—and shares simple ways to reset the pattern.

At a glance

• Yes, earning screen time as a reward can affect a child’s behavior, but it can inadvertently encourage them to prioritize screens.
• Over time, giving screen time as a reward can make homework, chores and offline activities feel like barriers to the thing they really want: the screen.
• Instead of using screen time as a reward, try building predictable routines, smoother transitions and rewards that don’t revolve around devices.

Here’s where it often starts: “Do this, and then you can have screen time.” That can work well in the moment. But over time, using screens as the reward can change the role screens play in your child’s day. If screens become the payoff, everything else — homework, chores, family routines — becomes an obstacle to the thing they really want.

That’s when behavior can start to shift. It doesn’t mean your child is being difficult on purpose. Instead, it may mean that the reward system is doing exactly what it’s designed to do: teaching the brain what feels most worth asking for.

So if you’ve been using screens as a motivator, the question might not be “How do I dial it back?” It’s “What is my child learning to work for?”

Why using screen time as a reward can backfire

Kids don’t just follow rules; they follow what feels good. Over time, their brain learns exactly what’s worth working for. At the center of this is dopamine, a neurotransmitter associated with motivation, pleasure and reinforcement.

Highly stimulating screen activities, like fast-paced games, social media or short videos, trigger the release of dopamine. That’s not a bad thing on its own, but when screen time becomes the main thing that kids are working toward, other activities and everyday responsibilities can start to feel less meaningful. Over time, parents may notice a pattern:

• Screen time can become the prize.
• Homework, chores or family time start to feel like barriers to the reward.
• Motivation becomes transactional: “What do I get for this?”
• Cooperation can turn into negotiation, resistance or frustration.

Signs screen time may be affecting your child’s behavior

• If screen time has become tied to rewards or daily negotiations, you might notice:
• Frequent bargaining or pushback around screen time
• Less interest in offline activities they used to enjoy
• Trouble focusing on homework or sticking with tasks
• Big emotions when it’s time to turn off a device: They’re irritable or frustrated

How do I set screen time boundaries without a power struggle?

The goal is to change the relationship children have with screens. To do that, make screen time a predictable thing — with clear limits, smoother transitions and other rewards that don’t involve devices.

1. Phase out screen time as a behavior-based reward

Take this out of your parenting vocabulary: “Do this and you get more screen time.” This change will stop reinforcing screen time as the ultimate prize. Over time, it makes everyday activities feel more doable again.

2. Create transition rituals

One of the biggest behavioral issues isn’t screen time; it’s coming off screen time.

Try one of these:

• A 5-minute warning: “Okay, I’ll set a timer for 5 minutes. Start wrapping up.”
• A physical reset: “Okay, time’s up. Grab a snack (stretch, walk).”
• A consistent next step: Move from screens to a similar next activity each day, like dinner, reading, crafts or outdoor time.

Transitions can help the brain shift from high stimulation to lower stimulation without as much frustration or resistance.

3. Make screen time predictable

Kids often handle limits better when they know what to expect. So make a consistent screen routine.

A few ways to make it work:

• Set clear start and stop times (for example, 30 to 60 minutes after school).
• Allow flexibility on weekends — with clear boundaries. After a certain time in the morning, for example, 9:30 am, screens just go off.
• Avoid tying access to grades, chores or behavior.

4. Avoid using screens as emotional regulation tools

It’s tempting to hand over a device when a child is bored, upset or overwhelmed. But when screens become the main way kids calm down, they may have fewer chances to practice other coping skills.

Instead, teach kids how to:

• Name their emotions
• Take a break
• Find new ways to solve problems beyond looking online for answers

5. Model the behavior you want to see

Children don’t just follow rules. They notice screen habits.

Try this as a family:

• Sign up for a family digital wellness class together.
• Schedule screen-free family time.
• Call out your own boundaries or say what you’re doing: “I’m putting my phone away.”
• Use tools like the Verizon Family Tech Agreement to set healthy habits together.

Build self-motivation instead of screen time

When screen time is always the reward, it can unintentionally become the thing they want most. But when screen time is part of a predictable routine, it becomes less central — just another tool, not the main event.

Children don’t need perfect screen rules. They need consistent screen time boundaries, smoother transitions and chances to build motivation that don’t depend on a device.

The goal isn’t to raise kids who can earn screen time. It’s to help them manage screen time — and themselves — with more confidence.

We’ve got you: You’re there for them with Verizon Family Plus. Verizon’s there for you — including our 3-year price lock*.

*Learn more about our 3-year price lock guarantee.

FAQ

How does screen time affect child behavior?

Screen time can influence behavior when it becomes the main thing kids are motivated by. Highly stimulating content (like games or short videos) can make screens feel more rewarding than everyday activities. Over time, this may lead to more bargaining, trouble focusing on tasks like homework and frustration when it’s time to turn devices off. Kids may also lose interest in offline activities and show bigger emotional reactions during transitions.

What are healthy screen time boundaries for kids?

Healthy screen time boundaries are consistent and predictable, not something kids have to earn. Setting clear daily time windows, using simple transition cues (like a 5-minute warning) and building screen use into a routine can reduce power struggles. When kids know what to expect, they’re more likely to cooperate and manage screen time without constant reminders. Tools like Verizon Family Plus can help parents set schedules, limit usage and keep boundaries consistent.

Should kids be earning screen time as a reward?

Earning screen time can backfire because it teaches kids to see screens as the ultimate reward. This can make chores, homework, and family time feel like obstacles instead of normal responsibilities. A better approach is to treat screen time as part of a routine rather than something to earn. This helps kids build internal motivation and develop a healthier relationship with screens instead of always working toward more time on a device.

For more tips and guidance from the experts, visit Parenting in a Digital World.  

About the author:

Beatrice (Bea) Moise, M.S., BCCS., is a Board-Certified Cognitive Specialist, parenting coach, national speaker, and author of Our Neurodivergent Journey. Her UNIQUE parenting channel on YouTube is dedicated to educating individuals on neurodiversity.

The author has been compensated by Verizon for this article. 

MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, has launched its Sustainability Toolkits, making four practical resources available to all around the world.

Designed to help strengthen sustainability efforts, the toolkits translate MilliporeSigma’s proven sustainability strategies into actionable guidance that can support measurable environmental progress across the life science supply chain.

Translating Success into Scalable Solutions

The four toolkits—Environmental Accounting, Packaging Improvement, Energy & Water Efficiency, and Renewable Electricity—represent nearly two decades of refined sustainability expertise.

The Packaging Improvement toolkit draws directly from MilliporeSigma’s SMASH Packaging program, which, as of 2025, has avoided over 1,764 metric tons of packaging annually compared to a 2020 baseline.

The Energy & Water Efficiency toolkit leverages methodologies from the company’s EDISON program, which achieved over 31,000 MWh of energy savings and more than 38,000 cubic meters of water conservation in 2025 alone.

“We’ve proven these strategies work within our own operations, delivering measurable results that directly impact our bottom line and environmental footprint,” said Kevin Reyer, Program Manager, Sustainable Value Chains at MilliporeSigma. “Now we’re taking that success and scaling it across our entire supply chain, creating a multiplier effect that extends our impact beyond our own facilities. This is about giving others access to the same tools that have made us industry leaders.”

Supporting Continued Progress

The toolkits are part of MilliporeSigma’s broader work to engage and support more sustainable practices across its value chain. Additional toolkits are already in development and will address topics such as logistics decarbonization and product carbon footprinting.

Authored by Baker Tilly’s Rob Bellile

Energy tax credits continue to reshape the U.S. manufacturing landscape, with one requirement emerging as a defining factor in eligibility: foreign entity of concern (FEOC) compliance. FEOCs had their beginnings in the Inflation Reduction Act (IRA), specifically with the electric vehicle tax credit. FEOC rules expanded under the One Big Beautiful Bill Act (OBBBA) and the impact on manufacturers in the U.S. is only beginning to unfold.

FEOC basics and why it matters for manufacturers

The basics

The requirements for FEOC compliance were first introduced in the IRA’s 30D electric vehicle credit, restricting the use of battery minerals or components sourced from China, Iran, North Korea or Russia. The passage of the One Big Beautiful Bill Act (OBBBA) expanded these rules to include:

• Additional definitions of disallowed entities
• Restrictions on licensing agreements, royalty payments and other structured payments
• Guardrails on debt or financial arrangements that could create foreign influence

The goal of these requirements is clear — ensure that U.S. tax credits support domestic or allied-nation supply chains and not companies tied to FEOCs.

While there is no comprehensive list of required documents necessary to submit to be compliant, there is a certification letter that companies must sign stating that they are not a prohibited foreign entity, which includes two new terms introduced in OBBBA: Specified foreign entity and foreign influenced entity.

Why FEOC matters for manufacturers

Under the clean energy tax credit framework, FEOC is not a bonus credit, but rather a baseline requirement. This means that if you fail the FEOC certification process, the entire credit disappears. When you take into consideration that these credits can offset nearly half of project costs, compliance isn’t just a nice-to-have box checked off on a to-do list. It is instead a critical factor in a manufacturer’s strategy.

What FEOC compliance looks like today

The IRS has yet to publish a list of required documents for certification, but there is a certification that needs to be signed that declares the manufacturer is not a prohibited foreign entity. To support the certification, manufacturers must evaluate the following:

1. Ownership structure. No more than 25% of manufacturer voting rights, board seats or equity interests can be from FEOC countries, and the direct and indirect ownership of the company matter.
2. Debt and financial influence. The manufacturer’s lending arrangements cannot have more than 15% ownership of debt by entities with ties to a FEOC.
3. Licensing and royalty agreements. Intellectual property, technology licenses or other rights related to products eligible for credits cannot be owned by prohibited foreign entities.
4. Significant payments. This requirement is very loosely defined currently, but could include service, software or technology payments if they create a material influence.

Impacts on the supply chain

FEOC compliance doesn’t stop at the manufacturers’ ownership, either – the implications extend deep into the supply chain. This is where the material assistance cost ratio comes into play. The material assistance cost ratio stipulates the percentage of component cost within a product or project that must be FEOC compliant.

For manufacturers providing products that claim credits under Sections 48E or 45Y, that product and all other products provided on the project must meet the material assistance cost ratio. This requires:

• Reviewing the Level 1 Bill of Materials for direct components
• Assessing whether each component came from a FEOC source
• Looking at not only the manufacturing location of the component, but also the supplier ownership structure

For example, if a project component is made in Vietnam, a country not on the FEOC list, but their ownership structure demonstrates being Chinese-owned, that still counts as a FEOC noncompliant component and thus failing to increase the material assistance cost ratio.

As a result of this, many companies are requesting supplier certification statements confirming their FEOC status, independently verifying global ownership structures of their supply chain, and reassessing their supplier relationships to avoid risking noncompliance.

FEOC versus domestic content: Similar frameworks, different impacts

FEOC and domestic content both involve taking a deeper look at the supply chain, their purpose and consequences of noncompliance differ.

Focus

Domestic content is focused on where components are manufactured, while FEOC dives deeper into who owns or influences the manufacturer.

Credit impact

Domestic content compliance means a bonus credit of 10% in most cases. Failing to comply with FEOC means no credit at all for most activities in 2026 and beyond.

Analysis method

Domestic content takes a look at bill of materials and cost percentages. FEOC looks at the bill of materials, ownership structure, licensing, and other areas of influence on a manufacturer.

In short, FEOC requirements introduce a new lens — economic influence, not just geography.

What manufacturers can do now for future compliance

Additional guidance is forthcoming, but in the meantime, it can be prudent for manufacturers to start evaluating things that are in their control such as:

1. Evaluate ownership structures and debt structures to understand the influence and control behind all major investors and lenders in your capital structure.
2. Review licensing or royalty agreements for any payments that may flow to a prohibited foreign entity.
3. Map and assess the supply chain by documenting component suppliers and evaluate for any potential ties to prohibited foreign entities.
4. Start seeking supplier certifications from partners willing and able to attest to their FEOC compliance status.
5. Prepare strategically for the long-term as many companies are already restructuring to present themselves as FEOC-compliant, which is a potential competitive advantage in the long run.

How Baker Tilly can help

Baker Tilly offers manufacturers and their suppliers a structured risk assessment process, designed to help manufacturers navigate these new requirements.

• Detailed information gathering on ownership, licensing, financing and supply chains
• FEOC risk identification and mitigation planning
• FEOC status memo outlining findings, risks and next steps
• Support for evaluating domestic content without exposing sensitive supply chain data

Connect with a Baker Tilly specialist to learn more

Nurses are the heart of healthcare, combining clinical expertise with a deep sense of empathy and dedication. This year, DaVita announces 57 exceptional nephrology nurses have been honored with the 2026 DAISY Award® for Extraordinary Nurses, celebrating the profound impact they make on the lives of our patients and their families.

The DAISY Award is an international recognition program established by the DAISY Foundation to honor nurses who provide outstanding, compassionate care.

Empowering Nursing Excellence

DaVita’s commitment to building supportive career paths is built on recognizing that caring for caregivers is the foundation of outstanding patient care. Through intentional investments in nursing education, comprehensive training programs and established pathways for advancement, DaVita empowers nurses and other clinical teammates to thrive. Meaningful recognition, like the DAISY Award, is a cornerstone of this commitment, expressing gratitude for the dedication of DaVita’s nursing team.

Congratulations to the 2026 Honorees

These award recipients were nominated by their fellow teammates and patients for helping to drive outstanding clinical outcomes and consistently demonstrating DaVita’s Caring Behaviors. Their stories are a powerful reminder that nursing is a calling.

Please join DaVita in congratulating the following 2026 DAISY Award recipients:

Aleksandra Drapacz

Amanda Keown

Amy Piasecki

Ana Coronel

Angie Bragg

Ashley Drew

Bailey Roark

Becky Crowe

Brandy McDonald

Bridgette Donaldson

Carrie Gabel

Claudio Velloso

Cynthia Flowers

Dawn Bloom

Dhruva Patel

Eliver Tumbaga

Elizabeth Hawman

Erika Cohen

Gladys Ayure

Jessica Smith

Jhimbo Feliciano

Joanne Allred

Karen Kratzer

Katherine Lovinger

Katherine Blevins

Kelli Zukowitz

Kyung soon Lee

Lauren L. Jones

LeShandon Hill

Leslie Thompson

Lowell Edio

Madison Pflipsen

Malory Moles

Marjorie Ferrer

Mary Aniciete

Melissa Carter

Nick Faul

Osmar Ramirez

Paige Velarde

Pat Patton

Pauline Anne Cruz

Rachel McGee

Rebecca Gray

Renee Goddard

Rowanne Parojinog

Roxanna DeJesus

Ryan Santos

Sally Antonio

Sally Kim

Sarah Gramstorff

Sarah Leeper

Sarah Vallejos

Sharon Segovia

Sheri Steele

Sonya Ogunbanjo

Stephany Hill

Virginia Quinn

DaVita is immensely proud of these remarkable nurses and grateful for the standard of excellence they set for kidney care.

To learn more about how DaVita supports nurses throughout their careers, visit Careers.DaVita.com.

RESTON, Va. /3BL/ – More than 4.7 million Department of War service members and family members will continue to receive comprehensive well-being services through Military OneSource, supported by Leidos (NYSE: LDOS) through a $456 million contract from the General Services Administration to manage the program over four years.

Military OneSource provides confidential counseling, resources for parents and caregivers, tax services, spouse employment support, relocation and deployment tools, and more to service members and their families via phone and live chat 24/7.

“As a military spouse, I know how important it is to have straightforward access to these services,” said Liz Porter, Leidos Health president. “Leidos has been supporting active duty and retired military personnel, and their families, for many years now. Strengthening the health and readiness of those in uniform is a responsibility we feel deeply across our company.”

Leidos delivers a broad range of health services, including 2.8 million exams each year for active-duty service members, veterans, government employees, and civilians across the United States and in 44 countries. The company also provides non-medical counseling through a network of more than 1,200 counselors at over 135 military installations worldwide and has deployed the world’s largest electronic health record system, serving nearly 10 million people across the Department of War and other federal agencies.

Leidos’s work on Military OneSource aligns with the managed health services priority of the company’s NorthStar 2030 growth strategy.

About Leidos

Leidos is an industry and technology leader serving government and commercial customers with smarter, more efficient digital and mission innovations. Headquartered in Reston, Virginia, with approximately 50,000 global employees, Leidos reported annual revenues of approximately $17.2 billion for the fiscal year ended January 2, 2026. For more information, visit www.leidos.com.

Certain statements in this announcement constitute “forward-looking statements” within the meaning of the rules and regulations of the U.S. Securities and Exchange Commission (SEC). These statements are based on management’s current beliefs and expectations and are subject to significant risks and uncertainties. These statements are not guarantees of future results or occurrences. A number of factors could cause our actual results, performance, achievements, or industry results to be different from the results, performance, or achievements expressed or implied by such forward-looking statements. These factors include, but are not limited to, the “Risk Factors” set forth in Leidos’ Annual Report on Form 10-K for the fiscal year ended January 2, 2026, and other such filings that Leidos makes with the SEC from time to time. Readers are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. Leidos does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forward-looking statements were made.

Media Relations

Brandon Ver Velde
Senior Media Relations Manager
(571) 526-6257 | brandon.p.vervelde@leidos.com

RESTON, Va. /3BL/ – More than 4.7 million Department of War service members and family members will continue to receive comprehensive well-being services through Military OneSource, supported by Leidos (NYSE: LDOS) through a $456 million contract from the General Services Administration to manage the program over four years.

Military OneSource provides confidential counseling, resources for parents and caregivers, tax services, spouse employment support, relocation and deployment tools, and more to service members and their families via phone and live chat 24/7.

“As a military spouse, I know how important it is to have straightforward access to these services,” said Liz Porter, Leidos Health president. “Leidos has been supporting active duty and retired military personnel, and their families, for many years now. Strengthening the health and readiness of those in uniform is a responsibility we feel deeply across our company.”

Leidos delivers a broad range of health services, including 2.8 million exams each year for active-duty service members, veterans, government employees, and civilians across the United States and in 44 countries. The company also provides non-medical counseling through a network of more than 1,200 counselors at over 135 military installations worldwide and has deployed the world’s largest electronic health record system, serving nearly 10 million people across the Department of War and other federal agencies.

Leidos’s work on Military OneSource aligns with the managed health services priority of the company’s NorthStar 2030 growth strategy.

About Leidos

Leidos is an industry and technology leader serving government and commercial customers with smarter, more efficient digital and mission innovations. Headquartered in Reston, Virginia, with approximately 50,000 global employees, Leidos reported annual revenues of approximately $17.2 billion for the fiscal year ended January 2, 2026. For more information, visit www.leidos.com.

Certain statements in this announcement constitute “forward-looking statements” within the meaning of the rules and regulations of the U.S. Securities and Exchange Commission (SEC). These statements are based on management’s current beliefs and expectations and are subject to significant risks and uncertainties. These statements are not guarantees of future results or occurrences. A number of factors could cause our actual results, performance, achievements, or industry results to be different from the results, performance, or achievements expressed or implied by such forward-looking statements. These factors include, but are not limited to, the “Risk Factors” set forth in Leidos’ Annual Report on Form 10-K for the fiscal year ended January 2, 2026, and other such filings that Leidos makes with the SEC from time to time. Readers are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. Leidos does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forward-looking statements were made.

Media Relations

Brandon Ver Velde
Senior Media Relations Manager
(571) 526-6257 | brandon.p.vervelde@leidos.com

Originally published by Make-A-Wish America

For the 15th consecutive year, Subaru of America selected Make-A-Wish as one of the four national charity beneficiaries of the 2025 Subaru Share the Love® Event. Last year’s event raised more than $2.5 million for the organization, for a total of more than $40 million since the partnership started, underscoring Subaru’s ongoing commitment to bringing hope and joy to children when they need it most.

As part of the Subaru Share the Love Event, Subaru and its retailers donated a minimum of $300 for every new Subaru vehicle purchased or leased. In addition to supporting the four national charity beneficiaries, Subaru retailers were able to select hometown charities in their communities for donation consideration. Across the country, Subaru retailers again chose to support Make-A-Wish chapters as their hometown charities, enabling customers to direct contributions toward helping fulfill wishes for children within their local communities.

“A wish delivers joy that can become a powerful turning point for a child facing a critical illness,” said Leslie Motter, president and CEO of Make‑A‑Wish America. “Through the Subaru Share the Love Event, the $2.5 million raised reflects a powerful community of WishMakers coming together to deliver hope, strength, and renewed possibility to children and families when they need it most.”

This initiative underscores the strength of the collaboration between Subaru, its retailers, and Make-A-Wish, as well as their shared focus on delivering measurable community benefit. Through coordinated national efforts and localized retailer participation, the Subaru Share the Love Event continues to support Make-A-Wish’s mission while engaging customers in giving back to causes that matter in their communities.

To learn more visit wish.org/Subaru.

About Make-A-Wish®
Make-A-Wish creates life-changing wishes for children with critical illnesses. Founded in Phoenix, Arizona, Make-A-Wish is the #1 most trusted nonprofit operating locally in all 50 states throughout the U.S. Together with generous donors, supporters, staff and more than 20,000 volunteers across the country, Make-A-Wish delivers hope and joy to children and their families when they need it most. Make-A-Wish aims to bring the power of wishing to every child with a critical illness because wish experiences can help improve emotional and physical health. Since 1980, Make-A-Wish has granted more than 650,000 wishes in 50 countries worldwide; more than 400,000 wishes in the U.S. and its territories alone. For more information about Make-A-Wish America, visit wish.org.