−Removed: Omnicell, a leader in transforming the pharmacy care delivery model, is committed to elevating the role of pharmacy within healthcare and transforming medication management as an essential component of care delivery.
−Removed: We are doing so with an industry-leading comprehensive intelligent infrastructure, bringing together technology, analytics, and expert services to equip and empower pharmacists and pharmacies to focus on clinical care rather than administrative tasks.
−Removed: This intelligent infrastructure provides the critical foundation for realizing the industry vision of the Autonomous Pharmacy, a vision defined by pharmacy leaders for improving operational efficiencies and ultimately targeting zero-error medication management.
−Removed: Medication management solutions are some of the most utilized solutions in healthcare.
−Removed: According to a 2018 survey conducted by the Centers for Disease Control and Prevention, drugs are prescribed in approximately 69% of physician appointments and approximately 80% of hospital emergency room visits.
−Removed: With close to 160,000 of our devices installed in hospitals around the globe, dispensing close to 5 million doses daily, and over 2 million users, we believe we play a critical role in day-to-day pharmacy operations.
−Removed: Many pharmacy leaders utilize our intelligent infrastructure to harness the power of data and analytics, as well as leverage our expertise in medication management to deliver improved patient outcomes.
−Removed: In 2019, a group of pharmacy leaders published a definition of the autonomous pharmacy, articulating specific objectives and targeted outcomes to progress towards the fully autonomous pharmacy, along with a framework outlining the path to achieving it through defined levels of automation.
−Removed: This vision, along with its supporting framework, has become the industry’s North Star for elevating the role of pharmacy within healthcare.
−Removed: Through our medication management platform that spans the continuum of care, we believe Omnicell provides the intelligent infrastructure necessary to advance the Autonomous Pharmacy and reach the industry vision.
−Removed: By developing and delivering a combination of technology, analytics, and expert services utilizing a single, cloud-based platform, we believe we will empower healthcare and pharmacy providers to increase healthcare value and improve patient outcomes.
−Removed: We believe our robust customer base and channel within the pharmacy care market creates a network of insights and understandings that enable us to bring new solutions and innovations to market.
−Removed: Facilities worldwide use our automation and analytics solutions to increase operational efficiency, reduce medication errors, deliver actionable intelligence, and improve patient safety.
−Removed: Institutional and retail pharmacies across North America, the United Kingdom, Germany, and Australia leverage our innovative medication adherence and population health solutions to improve patient engagement and adherence to prescriptions, helping to reduce costly hospital readmissions.
−Removed: We believe our committed customer base and strategic planning, along with a broad portfolio of products and services, combined with innovation, aligns us with the long-term trends of the healthcare market to manage patients across the continuum of care while helping to control costs and improve patient outcomes.
+Added: Omnicell, a leader in transforming the pharmacy care delivery model, is committed to solving the critical challenges inherent in medication management and elevating the role of clinicians within healthcare as an essential component of care delivery.
+Added: Omnicell is focused on not only helping its customers optimize medication management in each setting of care, but also placing the patient at the center and helping its customers optimize medication management across all care settings from inpatient to outpatient.
+Added: We are doing so with an industry-leading medication management intelligent infrastructure to equip and empower pharmacists and pharmacies with the ability to focus on clinical care rather than administrative tasks.
+Added: This intelligent infrastructure provides the critical foundation for customers to realize the industry vision of the Autonomous Pharmacy, a vision defined by pharmacy leaders for improving operational efficiencies and ultimately targeting zero-error medication management.
Business Strategy
−Removed: We are committed to being the care providers’ and retail pharmacies’ most trusted partner and executing on the industry vision of the Autonomous Pharmacy by developing and delivering an intelligent medication management infrastructure composed of devices, digital workflows, analytics, and experts, all powered by the cloud.
−Removed: We believe there are significant challenges facing the pharmacy practice today including, but not limited to, labor shortages, medication errors, drug shortages, medication loss due to drug diversion, significant medication waste and expiration costs, a high level of manual steps in the medication management process, complexity around compliance requirements, high pharmacy employee turnover rates affecting tenure and expertise, hospitalizations from adverse drug events in outpatient settings, high variability in outcomes, and limited inventory visibility.
−Removed: We believe that these significant challenges to the pharmacy practice drive the demand for increased digitization, visibility, and insights that our solutions enable, and represent large opportunities in four market categories:
+Added: spent a total of $577 billion on prescription drugs that accounted for 14% of National Health Expenditures in 2021, and prescription drugs impact the vast majority of patients in virtually all settings of care.
+Added: We believe there are significant challenges facing the practice of pharmacy today including, but not limited to, labor shortages, medication errors, drug shortages, medication loss due to drug diversion, significant medication waste and expiration costs, a high level of manual processes, complexity around compliance requirements, high healthcare worker turnover rates affecting tenure and expertise, hospitalizations from adverse drug events in outpatient settings, high variability in outcomes, and limited inventory visibility.
+Added: Each of these challenges can translate into a major economic impact for hospitals and health systems.
+Added: We believe that these significant challenges to the practice of pharmacy drive demand for increased digitization, visibility, and insights that our solutions enable, and that our solutions therefore present large opportunities.
+Added: In an effort to address these challenges and deliver solutions to help drive positive medication management outcomes, we believe a combination of technology, expertise and intelligence is needed in each care setting and across the entire continuum of care.
+Added: We are focused on delivering solutions to help drive these medication management outcomes with outstanding customer experience through a mature channel in four market categories:
• Point of Care.
−Removed: As a market leader, we expect to continue expansion of this product category as customers increase use of our dispensing systems in more areas within their hospitals.
−Removed: We are more than halfway through the replacement, upgrade, and expansion cycle of older models of automated dispensing systems with our XT Series automated dispensing systems within our own customer base, which we believe is a significant market opportunity.
−Removed: We have been successful penetrating markets through competitive conversions and expect this success to continue.
−Removed: We also believe there is an opportunity for us to define a new standard of care for dispensing systems in perioperative settings.
−Removed: We believe our current portfolio within the Point of Care market and new innovation and services will continue to drive improved outcomes and lower costs for our customers.
−Removed: • Central Pharmacy.
−Removed: This market represents the beginning of the medication management process in acute care settings, and, we believe, the next big automation opportunity to replace high volumes of manual and repetitive processes that are common in pharmacies today.
−Removed: Manual processes are prone to significant errors, and products such as IVX Workflow, our IV Sterile Compounding Service (including IV robotics), and our Central Pharmacy Dispensing Service (including the XR2 Automated Central Pharmacy System), automate these manual processes and are designed to reduce the risk of error for our healthcare partners.
−Removed: Because automation adoption in the Central Pharmacy is still nascent, we believe that the adoption of solutions will be accelerated by bundling those solutions with technology-enabled services that are designed to deliver specific outcomes and leverage intelligence across the enterprise for more actionable insights, and are expected to reduce administrative burden, allowing clinicians to operate at the top of their license.
−Removed: We think that these bundled solutions are becoming more critical than ever as health systems appear to face increasing labor shortages and supply chain disruption following the COVID-19 pandemic.
−Removed: Additionally, we believe new products, innovations and our expertise in the Central Pharmacy market create opportunities to replace prior generation Central Pharmacy robotics, especially when combining those robotics with carousels and technology-enabled services to increase the percentage of medication managed through the intelligent infrastructure.
+Added: As a market leader, we expect to continue expansion into this product market as customers increase use of our dispensing systems in more areas within their hospitals.
+Added: Should labor shortages continue to challenge the delivery of healthcare services, we believe that deploying solutions and workflows that are intended to save nursing time is essential.
+Added: We are more than halfway through the replacement, upgrade, and expansion cycle of older models of automated dispensing systems with our XT Series within our customer base, which we believe remains a significant market opportunity.
+Added: We have been successful in market expansion through competitive conversions and we expect this success to continue.
+Added: We also believe there is an opportunity for us to expand the offering and define a new standard for dispensing systems in perioperative settings.
+Added: We believe our current solutions within the Point of Care market and new innovation and services will continue to help customers drive improved outcomes.
+Added: • Central Pharmacy and IV Compounding.
+Added: This market represents the beginning of the medication management process in acute care settings, and, we believe, it is a significant automation opportunity for high volumes of manual, repetitive, and error-prone processes that are often common in pharmacies today.
+Added: Manual medication dispensing processes are usually labor intensive, error-prone, and may lead to excess medication waste and expirations for our healthcare partners.
+Added: Automating the central pharmacy dispensing process should enable customers to reallocate pharmacy labor, enhance dispensing accuracy and patient safety, and reduce medication waste and expirations.
+Added: Likewise, the manual compounding of sterile IV preparations can be error-prone and create significant patient safety risks, and outsourcing sterile IV compounding could lead to increased medication costs.
+Added: As a result, we believe IV automation provides a significant opportunity to enhance patient safety and reduce costs.
+Added: Because adoption of our Central Pharmacy and IV automation solution is still nascent, we believe that the implementation of new solutions (as well as upgrading older technology) will be accelerated by combining technology, expertise, and intelligence into a comprehensive offering that is designed to deliver improved outcomes.
+Added: We anticipate that these bundled solutions will become more critical as health systems continue to face labor shortages, increased financial pressure, and supply chain disruptions.
• Specialty Pharmacy and 340B Program.
−Removed: We believe that health systems will invest in more revenue generating activities that improve patient outcomes, and pharmacy will be at the center with specialty pharmacies and the 340B Drug Pricing Program.
−Removed: Studies have shown that specialty medications represent over 50% of the country’s total spending on retail, mail-order, and provider-administered drugs.
−Removed: Used for treatment of complex conditions, these medications often require intensive patient management and specialized workflows for dispensing and care coordination.
−Removed: Specialty pharmacies serve as the connection between patients, prescribing physicians, and payors to ensure streamlined access and adherence to these specialty drugs, helping to maintain continuity of care throughout the process, and are expected to improve margin and profitability for the health system.
−Removed: The newly acquired ReCept Holdings, Inc.
−Removed: (“ReCept”) solution provides implementation and managed services for health systems and other provider organizations to optimize their specialty pharmacy programs and the related pharmaceutical aspects of patient care.
−Removed: The 340B market is targeted to covered entities participating in Section 340B of the Public Health Services Act.
−Removed: The Public Health Services Act requires pharmaceutical manufacturers participating in Medicaid to sell outpatient drugs at discounted prices to healthcare organizations that care for many uninsured and low-income patients and creates a complex compliance environment.
−Removed: According to the Health Resources and Services Administration, which is responsible for administering the 340B program, enrolled hospitals and other covered entities can achieve an average savings of 25% to 50% in pharmaceutical purchases.
−Removed: Due to the complexities of adhering to the administrative process of the 340B program, we believe that there are significant opportunities for health systems to improve participation benefits and maximize program savings through our 340B technology-enabled services.
+Added: We believe that health systems will invest in more revenue-generating activities that are intended to improve patient outcomes by utilizing specialty pharmacies and the 340B Drug Pricing Program, which allow hospitals and health systems to stretch federal resources and expand patient access to healthcare by requiring manufacturers participating in Medicaid to sell outpatient drugs at discounted prices to healthcare
+Added: organizations.
+Added: Specialty drugs are used for treatment of complex conditions and often require intensive patient management and specialized workflows for dispensing and care coordination.
+Added: Specialty medications are projected to account for 60% of U.S.
+Added: total spending on medications, with total spending projected to be approximately $420 billion in 2025.
+Added: Specialty pharm acies serve as the connection between patients, prescribing physicians, and payers and work to streamline access and adherence to these specialty drugs.
+Added: We believe a solution that addresses start-up and managed services for health systems that is designed to optimize their specialty pharmacy programs and the related pharmaceutical aspects of patient care will help ensure continuity of care and should contribute to the revenue and profitability of those organizations.
+Added: We believe that a fully optimized specialty pharmacy operation represents one of the largest economic opportunities for hospitals and health systems.
• Retail, Institutional, and Payer.
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A majority of all prescription drugs are distributed in the non-acute sector.
−Removed: The COVID-19 pandemic accelerated the shift of primary healthcare settings from hospitals and doctors’ offices to other convenient channels like the home, digital, and retail pharmacies.
−Removed: New technology and updated state board regulations are leading to innovation at traditional retail providers, which, combined with the move to value-based care, we believe will incentivize the market to adopt solutions to help providers and payers engage patients in new ways that improve patient care and reduce the total cost of care.
−Removed: We believe adoption of our EnlivenHealth ® portfolio of software products and services, along with medication adherence packaging, will increase adherence performance rates, increase prescription volume for our customers, and reduce hospital and emergency room visits due to improved adherence.
−Removed: Our EnlivenHealth portfolio has been expanded with two recent acquisitions that will assist in adoption and drive innovation.
−Removed: RxInnovation Inc., operating as FDS Amplicare (“FDS Amplicare”), is a leading provider of financial management, analytics, and population health solutions to the retail pharmacy industry, including independent pharmacies.
−Removed: MarkeTouch Media, LLC (“MarkeTouch Media”) has longstanding pharmacy chain relationships that further broaden EnlivenHealth’s national pharmacy network.
−Removed: We believe our technology, services, and solutions within these market categories position us well to address the needs of acute, post-acute, ambulatory, and retail pharmacy providers and health plans.
+Added: The COVID-19 pandemic accelerated the shift of certain primary care from hospitals and physician offices to other, more convenient settings, such as retail pharmacies and the home (including through telehealth technologies).
+Added: New technologies and updated state board regulations appear to be spurring innovation by retail pharmacies, which, combined with the move to value-based care, we believe will drive the adoption of solutions that are intended to help providers and payers engage patients in new ways that improve patient care, reduce the total cost of care, and lead to more profitable operations.
+Added: Because of the complexity of relationships between payers and providers, as well as the large number of retail pharmacies, including a significant number of independent pharmacies, we believe a network of established relationships between payers, providers and pharmacies will also be important.
Products and Services
−Removed: As we continue to execute on the industry vision of the Autonomous Pharmacy, we are enabling our current offerings to operate on a cloud-based platform in an effort to build out an intelligent medication management infrastructure.
−Removed: We have invested in broadening our solutions across two key areas:
−Removed: automation and advanced services, as explained below.
−Removed: Our automation products and technology-enabled services span the evolving continuum of care, including acute, post-acute, ambulatory, and retail pharmacies.
+Added: Our products and services span the evolving continuum of care, including across inpatient, outpatient, and retail settings.
We provide a range of advanced automation, including robotics designed to automate work, streamline workflows, and reduce human error.
−Removed: Across these settings, we provide central pharmacy automation solutions for both medication dispensing and IV compounding systems, as well as medication and supply dispensing systems at the point of care.
+Added: Across these settings, we provide central pharmacy automation solutions for both medication dispensing and IV compounding, as well as medication and supply dispensing systems at the point of care.
We also provide patient engagement solutions to help improve adherence to prescriptions.
−Removed: With certain automation and technology-enabled service offerings, we provide expert services to optimize utilization through subscription agreements, inclusive of personnel to operate the equipment.
−Removed: Our automation offerings include:
+Added: With certain automation and technology-enabled service offerings, we provide expert services designed to help optimize utilization through subscription agreements, inclusive of expert personnel to operate the equipment.
+Added: Our offerings include:
Point of Care
Our point of care automation solutions are designed to improve clinician workflows in patient care areas of the healthcare system, such as nursing units, patient wards, operating rooms, and emergency departments.
−Removed: Automated dispensing systems are an essential part of medication management because they safeguard medications—including controlled substances—and automatically track inventory.
−Removed: We strive to continually innovate our automated dispensing systems to close gaps in safety and enable clinicians to spend less time managing medications and more time caring for patients.
+Added: Automated dispensing systems are an essential part of medication management because they are designed to safeguard medications, including controlled substances, and provide automation to track inventory.
+Added: We strive to continually innovate our automated dispensing systems by designing features that are intended to help our customers close gaps in safety and enable clinicians to spend less time managing medications and more time caring for patients.
Our XT Series automated dispensing systems for medications and supplies, which are used in nursing units and other clinical areas of the hospital, are designed to support workflows specific to each area of the hospital, with various software and hardware options.
For the operating room, we also offer specialized automated dispensing systems.
−Removed: Our interoperability solutions integrate all of our automated dispensing systems with key electronic health record systems to streamline workflow and increase accuracy.
−Removed: Central Pharmacy
−Removed: An efficient central pharmacy operation is vital to delivering exceptional patient care.
−Removed: With pharmacist and technician labor requirements increasing and resource shortages escalating over the years, it is critical for pharmacies to find new ways to increase productivity.
−Removed: Our medication management platform offers a broad range of automated hardware and software solutions.
−Removed: Our central pharmacy automation solutions are designed to empower healthcare providers to increase staff efficiency, reduce inventory costs, prevent medication errors, improve compliance, and strengthen security surrounding controlled substances.
−Removed: By automating manual, error-prone processes, we believe our technology and advanced services directly contribute to clinical care by enabling pharmacy staff to work more efficiently.
−Removed: Our central pharmacy automation solutions include:
−Removed: automated storage and retrieval systems, including our XR2 Automated Central Pharmacy System – an important building block to the industry vision of the Autonomous Pharmacy;
−Removed: IV compounding robots and workflow management systems;
−Removed: inventory management software;
−Removed: and controlled substance management systems.
+Added: Our interoperability solutions enable integration of our automated dispensing systems with key electronic health record systems to streamline workflow and increase accuracy.
+Added: Central Pharmacy and IV Compounding
+Added: Our Central Pharmacy Dispensing Service offers a comprehensive service that is meant to help optimize medication dispensing, which combines advanced central pharmacy robotics, dispensing optimization tools, and remote and onsite experts to operate our equipment.
+Added: Our Central Pharmacy Dispensing Service is designed to assist the customer in their goals of enhanced patient safety and dispensing accuracy, reduced medication waste and expirations, and optimized pharmacy labor and workflows.
+Added: Our IV Compounding Service offers a comprehensive service that is intended to help optimize IV robotic compounding operations, which combines advanced IV robotics, clinical data regarding extended dating, and remote and onsite experts to operate our IV robotic equipment.
+Added: Our IV Compounding Service is designed to assist customers in their goals of enhanced patient safety, reduced medication expense from outsourcing facilities and operating room medication waste, and improved supply chain control.
+Added: Specialty Pharmacy and 340B
+Added: Our new Specialty Pharmacy Services offering includes a comprehensive set of technology, services, and expertise to provide a fully managed in-house specialty pharmacy delivered through a value-based commercial model.
+Added: This solution is intended for health systems, federally qualified health centers, and provider groups to support on-site management of specialty pharmacy services, including payer contracting, staffing, assistance with licensing, 340B Drug Pricing Program administration, and to assist with obtaining preferred pricing for certain medications.
+Added: This offering is designed to improve margin and profitability, while keeping the patient at the center of care and to maximize revenue opportunity and specialty script capture by filling prescriptions that are generated by the entity-owned hospital or health system.
+Added: Our new Specialty Pharmacy Services offering is also intended to increase patient compliance and adherence, improve outcomes, optimize 340B Drug Pricing Program operations, and improve patient access to specialty medications.
+Added: Inventory Optimization
+Added: Our Inventory Optimization Service (formerly known as Omnicell One TM ), offers a comprehensive service that includes advanced software, robust benchmarking, predictive and prescriptive analytics, and clinical experts meant to help identify and execute on inventory optimization opportunities.
+Added: Our Inventory Optimization Service is designed to provide greater medication inventory visibility as well as reduce medication waste and expirations, stockouts and shortages.
+Added: Patient Engagement
+Added: Our EnlivenHealth brand offers a portfolio of patient engagement and medication management tools designed to help improve health outcomes.
+Added: EnlivenHealth patient engagement is a web-based nexus of solutions designed to comprehensively support improvement in health outcomes related to medication use.
+Added: EnlivenHealth patient engagement includes clinical solutions such as CareScheduler, Medication Synchronization, Immunization and Scheduling, Targeted Patient Interventions, Medication Therapy Management, Opioid Mitigation Solution, and an omnichannel communications platform, which enables tailoring of patient contact to individual preferences.
+Added: Additionally, mobile and web-based technology and patient engagement solutions strengthen the EnlivenHealth suite of industry-leading software-as-a-service (“SaaS”) based solutions.
+Added: Combined with advanced analytics to stratify populations and prioritize patient interventions, we believe these solutions will support improved performance for both pharmacies and health plans, which should help them to improve their ability to provide value-based healthcare by driving health outcomes - better care, better health, and lower costs.
+Added: Our EnlivenHealth brand also offers financial management, analytics, and population health solutions.
+Added: As retail pharmacies continue to play an increasingly vital role in population health, the EnlivenHealth brand has added solutions to assist with vaccination programs, testing protocols, patient engagement, and Medicare health plan selection support for patients.
Medication Adherence
−Removed: Our medication adherence solutions are used by retail, community, and outpatient pharmacies, as well as by institutional pharmacies serving long-term care and other sites outside the acute care hospital, and are designed to improve pharmacy operations and patient adherence to prescriptions.
−Removed: Our single-dose automation solutions fill and label a variety of patient-specific, single-dose medication blister packaging based on incoming prescriptions.
+Added: Our medication adherence solutions, which include our consumables and medication packaging systems, are used by retail, community, and outpatient pharmacies, as well as by institutional pharmacies serving long-term care and other sites outside the acute care hospital, and are designed to improve pharmacy operations and patient adherence to prescriptions.
+Added: Our single-dose automation solutions allow customers to fill and label a variety of patient-specific, single-dose medication blister packaging based on incoming prescriptions.
Our fully automated and semi-automated filling equipment is designed specifically for institutional pharmacies with enough order volume to warrant automated packaging of medications.
Our automated solutions interface with pharmacy information systems to obtain prescription information.
−Removed: For multi-medication prescriptions, we offer software that guides users through the manual filling process to streamline workflow and increase packaging accuracy.
+Added: For multi-medication prescriptions, we offer software that guides users through the manual filling process to help streamline workflow with a goal of increased packaging accuracy.
In addition, we also offer a wide range of medication blister card packaging and packaging supplies designed to enhance medication adherence in a variety of non-acute care settings.
−Removed: These products include multimed blister cards (adherence packaging) distributed by retail, community, and outpatient pharmacies to help patients manage their medication regimens at home.
−Removed: These cards organize multiple drugs into a single blister cavity for each dosing time, making it easier for patients on complex regimens to comply with their therapy.
−Removed: For environments where a
−Removed: caregiver is present, institutional and retail pharmacies use our single-dose blister cards, which provide up to 90 daily doses of a specific single medication.
−Removed: Other Automation Products and Services
−Removed: Omnicell Interface Software provides interface and integration between our medication-use products or our supply products and healthcare facilities' in-house information management systems.
+Added: Professional, Technical, and Customer Success Services
+Added: As the complexity of the introduction and implementation of new innovations increases for our health system customers, we also offer Professional Services, such as technology and service implementations, as well as change management services.
+Added: We view our customers as partners in the pursuit of better health outcomes for patients and improved satisfaction for the clinicians who serve them.
+Added: We find that every engagement is an opportunity for us to help our customers reach their clinical and business objectives while we work with our customers to accelerate the recognition of value for their initiatives.
Our technical services include customer education, training, and post-installation technical support with phone and web-based support through our U.S.-based technical support centers, on-site service, parts, and access to software upgrades.
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On-site service is provided by our field service team.
+Added: As customers adopt more Omnicell solutions, our Customer Success Services provides remote and onsite experts who assist with implementation and ongoing services to assist customers in optimizing the use of our solutions.
Retail Pharmacy and Hospital Automation Outside the United States
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For management of medical supplies, a specialized cabinet that uses radio frequency identification is also available, which is designed to improve the accuracy of inventory management.
−Removed: Advanced Services
−Removed: With nearly 30 years of experience delivering automation solutions, Omnicell believes that supporting the industry vision of the Autonomous Pharmacy requires the addition of digital workflows, analytics, and experts to achieve more sophisticated outcomes.
−Removed: Leveraging data through predictive and prescriptive analytics, sourced from operational data generated by thousands of facilities utilizing our solutions, we believe we are able to provide actionable insights to help customers better understand their medication usage and improve pharmacy supply chain management.
+Added: Advancing Our Solutions
+Added: With 30 years of experience delivering medication management solutions, Omnicell believes a combination of technology, expertise, and connected intelligence, which we refer to as Advanced Services, will optimize medication management outcomes.
+Added: Advanced Services include services such as Central Pharmacy Dispensing Service, IV Compounding Service, EnlivenHealth solutions, Specialty Pharmacy Services, 340B solutions, Inventory Optimization Service, and other software solutions.
+Added: Because thousands of facilities utilize our solutions, we believe we can provide actionable insights to help customers better understand their medication usage and improve pharmacy supply chain management.
We offer specialized services and analytics software designed to help healthcare facilities improve their bottom line and patient care by harnessing data from automation and other systems.
−Removed: Our Omnicell One TM solution, a technology-enabled service, combines cloud-based predictive analytics with expert services designed to drive enterprise improvements in medication inventory optimization, medication waste reduction, and drug diversion monitoring.
−Removed: Our Central Pharmacy IV Compounding Service offers a comprehensive service model inclusive of IV robotic technology, data analytic tools, and clinical support for insourced sterile compounding programs that is intended to reduce medication costs while improving safety and supply chain dependability.
−Removed: Our Central Pharmacy Dispensing Service, inclusive of the XR2 automated central pharmacy system, is a full-service central pharmacy automation solution designed to improve inventory control, compliance, safety, and efficiency through automation, supported by operational staff, maintenance, and optimization services.
−Removed: Our 340B solution provides a combination of software, deep knowledge of the 340B program, and technology-enabled services, to help deliver superior outcomes in both savings and compliance, optimizing the 340B program for eligible entities.
−Removed: The suite of offerings includes split billing software, contract pharmacy administration, specialty contract pharmacy administration, and drug discount access solutions.
−Removed: The newly acquired ReCept solution is focused on specialty pharmacy management services, including specialty pharmacy expertise and operational capabilities, human resources, technology and integration, workflow management, payor access assistance, and other aspects of managing a specialty pharmacy.
−Removed: This total solution for provider groups, federally qualified health centers, and health systems supports on-site management of specialty pharmacy services, including payor contracting, staffing, licensing, quality assurance, 340B administration, and preferred pricing agreements designed to improve margin and profitability, while keeping the patient at the center of care.
−Removed: EnlivenHealth offers a portfolio of patient engagement and medication management tools designed to help improve health outcomes.
−Removed: EnlivenHealth Patient Engagement is a web-based nexus of solutions designed to comprehensively support improvement in health outcomes related to medication use.
−Removed: EnlivenHealth Patient Engagement includes clinical solutions such as CareScheduler, Medication Synchronization, Immunization and Scheduling, Targeted Patient Interventions, Medication Therapy Management, Opioid Mitigation Solution, and an Omnichannel communications platform, which enables tailoring of patient contact to individual preferences.
−Removed: Additionally, we believe our recent acquisition of MarkeTouch Media’s mobile and web-based technology and patient engagement solutions will strengthen the EnlivenHealth suite of industry-leading software-as-a-service (“SaaS”) based solutions.
−Removed: Combined with advanced analytics to stratify populations and prioritize patient interventions, we believe these solutions support improved performance for both pharmacies and health plans, helping them to succeed in value-based healthcare by driving health outcomes - better care, better health, and lower costs.
−Removed: The recent acquisition of FDS Amplicare ® adds financial management, analytics, and population health solutions to the EnlivenHealth solution.
−Removed: As retail pharmacies continue to play an increasingly vital role in population health following the onset of the COVID-19 pandemic, EnlivenHealth and FDS Amplicare have extended solutions to assist with vaccination programs, testing protocols, patient engagement, and Medicare health plan selection support for patients.
−Removed: As the introduction of new innovations within our health system customers has become increasingly complex, we also offer Professional Services, such as technology and service implementations, as well as change management services.
−Removed: We view our customers as partners in the pursuit of better health outcomes for patients and improved satisfaction for the clinicians who serve them.
−Removed: Every engagement is an opportunity for us to help our customers reach their clinical and business objectives while we accelerate the time to value for any initiative.
−Removed: Through our Customer Success service, we provide technology-enabled services that serve as an extension of pharmacy operations to support improved efficiency, regulatory compliance, and patient outcomes.
−Removed: Our technology-enabled services provide customer-centric, outcome-based adoption services designed to ensure the successful adoption of our technology.
Operating Segments
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We believe our solutions support the industry vision of the Autonomous Pharmacy, are strongly aligned with trends in the healthcare market, and are well positioned to address the evolving needs of healthcare institutions.
−Removed: The healthcare industry continues to experience a significant degree of consolidation, with healthcare providers combining to create larger healthcare delivery organizations to achieve greater market power.
+Added: The healthcare industry continues to experience a significant degree of consolidation, with healthcare providers combining to create larger healthcare delivery organizations.
We believe this trend has increased the market’s need for integrated medication management solutions on a single platform to help improve patient and financial outcomes for both inpatient and outpatient settings.
−Removed: Our portfolio of connected devices, digital workflows, analytics, and experts, combined with innovation, is designed with this objective in mind.
+Added: Our portfolio of hardware, which we may refer to as connected devices;
+Added: digital workflows;
+Added: and experts, combined with innovation, is designed with this objective in mind.
In addition, healthcare providers and facilities are affected by significant economic pressures.
Annual prescription drug expenditures in the United States were approximately $577 billion in 2021, according to the IQVIA National Sales Perspective database.
−Removed: Based on a 2018 report by the Health Care Cost Institute, the largest growth in spending for professional services—defined as payments to physicians and other clinical care team members for services provided in physician offices and hospitals—occurred among administered drugs, which accounted for the biggest share, at 39% of the total increase in professional services spending from 2014 to 2018.
+Added: Based on a 2020 report by the Health Care Cost Institute, the rise in prescription drug spending accounted for 49% of the total increase in annual spending per person from 2016 to 2020.
+Added: In addition, the largest growth in spending for professional services—defined as payments to physicians and other clinical care team members for services provided in physician offices and hospitals—occurred among administered drugs, which accounted for the biggest share, at 76% of the total net cumulative increase in professional services spending from 2016 to 2020.
Rising costs of labor, prescription drugs, and new medical technology all contribute to increased spending.
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Legislation and industry guidelines, such as those issued by the U.S.
−Removed: Food and Drug Administration (the “FDA”), the U.S.
−Removed: Drug Enforcement Administration (the “DEA”), The Joint Commission, the U.S.
−Removed: Pharmacopeial Convention, the Institute for Safe Medication Practices, and state boards of pharmacy in the areas of medication management—including storage, security, and labeling—have created an environment of increased patient safety, awareness, and regulatory control.
+Added: Food and Drug Administration (“FDA”), the U.S.
+Added: Drug Enforcement Administration (“DEA”), The Joint Commission, the U.S.
+Added: Pharmacopeial Convention, the Institute for Safe
+Added: Medication Practices, and state boards of pharmacy in the areas of medication management—including storage, security, and labeling—have created an environment of increased patient safety, awareness, and regulatory control.
Against this backdrop, healthcare organizations, desiring to improve quality and avoid liability, are driven to prioritize investments in capital equipment, including pharmacy automation, which is a standard of care, to improve patient safety.
While the overall storage and security of medications in hospitals have improved, there has been an increased focus on controlled substance management in recent years, particularly in light of the opioid crisis in the United States.
−Removed: According to a research report published by the
−Removed: Butler Center for Research in 2015, studies in the United States have shown that 10% to 15% of healthcare professionals misuse substances during their lifetime, with significantly higher levels of opioid abuse in particular.
+Added: According to a research report published by the Butler Center for Research in 2015, studies in the United States have shown that 10% to 15% of healthcare professionals misuse substances during their lifetime, with significantly higher levels of opioid abuse in particular.
Joint Commission surveyors are seeking more documentation from hospitals demonstrating that their medication policies and procedures are adequate to prevent illicit use of controlled substances.
3 unchanged sentences
In addition, a 2017 study published in the Journal of the American Pharmacists Association found that medication issues are responsible for 26% of hospital readmissions.
−Removed: With more than 40 million Americans taking five or more maintenance medications routinely (based on statistics published by the National Center for Health Statistics in 2018), we believe pharmacists need ways to support the arduous task of maintaining patient compliance.
+Added: With approximately 74 million Americans taking five or more medications routinely (based on statistics published by the Center for Health Care Strategies and the U.S.
+Added: Census Bureau in 2019), we believe pharmacists need ways to support the arduous task of maintaining patient compliance.
Medication adherence can be improved through attitudinal and behavioral changes, which pharmacists can encourage and help facilitate by providing interventional support, including adherence tools such as blister cards, reminders, prescription synchronization, and patient engagement tools.
−Removed: We believe our EnlivenHealth portfolio has the potential to reduce hospitalizations and emergency department visits, improving patient health by increasing medication adherence.
−Removed: Furthermore, according to the U.S.
−Removed: Bureau of Labor Statistics, from February 2020 to September 2021 the healthcare industry lost 524,000 workers.
−Removed: Discussions about the healthcare labor crisis tend to highlight the shortfall of nurses.
−Removed: However, the shortage of pharmacy technicians, who are critical to clinical care in inpatient, outpatient and retail settings, is also acute.
−Removed: A nationwide survey conducted in May 2021 by the National Community Pharmacists Association found that nearly 90% of the survey’s 278 independent pharmacy owner/manager respondents said they couldn’t find pharmacy technicians to staff their pharmacies at ideal capacity.
+Added: We believe our EnlivenHealth portfolio has the potential to reduce hospitalizations and emergency department visits and improve patient health by increasing medication adherence.
+Added: According to the U.S.
+Added: Bureau of Labor Statistics, from February 2020 to September 2021 the healthcare industry lost 524,000 workers, although healthcare added an average of 47,000 jobs per month in 2022.
+Added: Nevertheless, the 2022 American College of Healthcare Executives survey of hospital CEOs found that workforce challenges were their top concern, with 90% of survey respondents mentioning shortages of nurses and 83% citing shortages of technicians.
+Added: As of the summer of 2022 there were more than 203,000 open registered nurse positions nationwide, more than twice the number just before the COVID-19 pandemic in January 2020, according to staffing firm Aya Healthcare.
+Added: In addition, the shortage of pharmacy technicians, who are critical to clinical care in inpatient, outpatient and retail settings, is also acute.
+Added: A nationwide survey conducted in May 2021 by the National Community Pharmacists Association found that nearly 90% of the survey’s 278 independent pharmacy owner/manager respondents said they couldn’t find pharmacy technicians to staff their pharmacies at an ideal capacity.
+Added: In addition, a survey conducted by the American Society of Health-System Pharmacists found that vacancy rates for pharmacy technician positions averaged from 20% to 30%, and one in ten health systems surveyed reported pharmacy technician shortages of 41% or more in 2021.
Healthcare workforce labor constraints have come at a time when hospitalizations continue to fluctuate dramatically.
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A 2021 McKinsey & Co.
−Removed: survey of the leaders of 100 large private-sector hospitals in the United States—which was conducted several months prior to the emergence of the COVID-19 Omicron variant—concluded that on average hospitals’ inpatient admissions have returned to 2019 levels, and inpatient admissions are projected to increase by 4% in 2022 relative to 2019.
+Added: survey of the leaders of 100 large private-sector hospitals in the United States—which was conducted several months prior to the emergence of the COVID-19 Omicron variant—concluded that on average hospitals’ inpatient admissions have returned to 2019 levels, and inpatient admissions were projected to increase by 4% in 2022 relative to 2019.
Omnicell’s intelligent infrastructure—incorporating technologies such as automation, robotics, and data intelligence—is designed to automate many labor-intensive medication management tasks.
−Removed: We believe this will help optimize the use of existing pharmacy staff, which is expected to free up clinicians’ time for higher-value, patient-engaging activities, such as medication therapy management, immunizations, point-of-care testing, and disease state management.
+Added: We believe this will help healthcare providers optimize the use of existing pharmacy staff, which is expected to free up clinicians’ time for higher-value, patient-engaging activities, such as medication therapy management, immunizations, point-of-care testing, and disease state management.
Government Regulation
Our global operations are affected by complex state, federal, and international laws and regulations.
−Removed: These laws and regulations relate to healthcare, privacy and security, product compliance, import, export, trade, healthcare fraud and abuse (including anti-kickback and false claims laws), environmental standards, anti-corruption, anti-bribery, labor and employment, as well as other areas of focus.
−Removed: We receive, store, and process personal information and other data from and about our customers, in addition to our employees and service providers, and our customers use our solutions to obtain and store personal information, including personal health information.
+Added: These laws and regulations relate to healthcare (including medical devices and pharmaceuticals), privacy, data protection and information security, compliance, import and export, trade, healthcare fraud, waste and abuse (including anti-kickback and false claims laws), environmental standards, anti-corruption, anti-bribery, labor and employment, as well as other areas of focus.
+Added: We receive, store, and process personal information and other data from our customers, employees, and service providers.
+Added: Our customers also use our solutions to obtain and store personal information, including personal health information, from their patients and customers.
As a result, we are subject to various laws and regulations related to privacy, data protection, and information security.
−Removed: In the United States, these include federal health information privacy laws (such as the Health Information Portability and Accountability Act of 1996, various state and federal security breach notification laws, consumer protection laws, and state laws addressing privacy and security.
+Added: In the United States, these include federal health information privacy laws (such as the Health Information Portability and Accountability Act of 1996), various state and federal security breach notification laws, consumer
+Added: protection laws, and state laws addressing privacy and security.
Internationally, various foreign jurisdictions in which we operate have established, or are developing, their own data privacy and security legal frameworks with which we or our customers must comply including, for example, the European Union’s General Data Protection Regulation.
−Removed: The manufacture and sale of most of our current medication and management solutions products are not regulated by the FDA or the DEA, although they are used by other persons (our customers) whose pharmacy, dispensing, and compounding activities may be subject to regulation by those agencies and by state boards of pharmacy.
−Removed: However, we manufacture and develop specifications for products classified as Class I and Class II medical devices, which are subject to FDA regulation and require compliance with the FDA Quality System Regulation as well as medical device reporting, including a sterile disposable product requiring FDA 510(k) review and clearance prior to market and distribution.
−Removed: Medical devices may also be subject to various other regulatory requirements, including as applicable, premarket clearance or approval, clinical trial requirements,
−Removed: establishment registration and device listing, complaint handling, notification and repair, replace, refund, mandatory recalls, unique device identifier requirements, reports of removals and corrections, postmarketing surveillance, and device tracking.
+Added: The manufacture and sale of most of our current medication management solutions are not directly regulated by the FDA or the DEA, although they are used by other persons (our customers) whose pharmacy, dispensing, and compounding activities may be subject to regulation by those agencies and by state boards of pharmacy.
+Added: However, we manufacture and develop specifications for products classified as Class I and Class II medical devices, which are subject to FDA regulation and require compliance with the FDA Quality System Regulation as well as medical device reporting, including a sterile disposable product that required FDA 510(k) review and clearance prior to marketing and distribution.
+Added: Medical devices are also subject to various other regulatory requirements, including as applicable, premarket clearance or approval, clinical trial requirements, establishment registration and device listing, complaint handling, notification and repair, replace, refund, mandatory recalls, unique device identifier requirements, reports of removals and corrections, post-marketing surveillance, and device tracking.
+Added: We also provide services and solutions to independent and health system specialty pharmacies that may require us to observe U.S.
+Added: Department of Health and Human Services regulations for credentialing of providers (pharmacists).
+Added: These services and solutions may also be subject to DEA regulations concerning the management, storing, dispensing, and disposal of, and accounting for, controlled substances.
Similarly, certain provisions of the Federal Food, Drug, and Cosmetic Act (“FDCA”) govern the approval, manufacture, handling, distribution, and tracking and tracing of pharmaceuticals.
The FDCA also regulates which medications may be compounded, and how certain compounded medications may be manufactured, distributed, and dispensed.
−Removed: Companies engaged in distributing or dispensing compounded pharmaceuticals may be required to register their facilities with the FDA or operate their businesses according to appropriate quality standards.
−Removed: The law applies to all parts of the drug distribution chain, but generally exempts dispensing pharmaceuticals as long as no drugs are adulterated or misbranded and all are dispensed in accordance with and pursuant to a valid prescription or subject to certain other limitations and controls, as applicable.
+Added: Companies engaged in distributing or dispensing compounded pharmaceuticals may be subject to a number of requirements enforced by the FDA or other regulators.
+Added: These requirements may include compliance with United States Pharmacopoeia (“USP”) or National Formulary standards, certificates of analysis, facility registration, and compliance with current good manufacturing practice (“cGMP”).
+Added: Furthermore, our customers may also be subject to other laws, rules, or regulations that apply to dispensers and licensing and other requirements under laws governing, and regulations promulgated by, state boards of pharmacy, that apply to compounding facilities.
+Added: In the United States, even though we do not bill Medicare, Medicaid, or other government or commercial third-party payers, our relationships with pharmacies, healthcare providers, physicians, pharmaceutical manufacturers, and third-party payers can subject us to healthcare fraud and abuse regulation and enforcement by both the federal government and the states in which we conduct our business.
+Added: The healthcare fraud and abuse laws and regulations that may impact our operations include but are not limited to:
+Added: • The federal Anti-Kickback Statute, which prohibits, among other things, knowingly and willfully soliciting, receiving, offering, or paying any remuneration (including any kickback or bribe), directly or indirectly, overtly or covertly, in cash or in kind, to induce, or in return for, either the referral of an individual, or the purchase, lease, order, arranging for, or recommending the purchase, lease, or order of any item or service for which payment may be made, in whole or in part, under federal healthcare programs like Medicare or Medicaid.
+Added: A person or entity can be found guilty of violating the statute without actual knowledge of the statute or specific intent to violate it.
+Added: A conviction for violation of the federal Anti-Kickback Statute can result in criminal fines and/or imprisonment and requires mandatory exclusion from participation in federal healthcare programs.
+Added: Exclusion from the federal healthcare programs may also be imposed if the government determines that an entity has committed acts that are prohibited by the federal Anti-Kickback Statute.
+Added: Although there are a number of statutory exceptions and regulatory safe harbors to the federal Anti-Kickback Statute protecting certain common business arrangements and activities from prosecution or regulatory sanctions, the exceptions and safe harbors are drawn narrowly, and practices that involve remuneration to those who prescribe, purchase, or recommend pharmaceutical and biological products, may be subject to scrutiny if they do not fit squarely within an exception or safe harbor.
+Added: Our practices may not in all cases meet all of the criteria for safe harbor protection from anti-kickback liability.
+Added: • The federal civil and criminal false claims laws, including the civil False Claims Act (“FCA”), which prohibits, among other things:
+Added: (i) knowingly presenting, or causing to be presented, claims for payment of government funds that are false or fraudulent;
+Added: (ii) knowingly making, or using or causing to be made or used, a false record or statement material to a false or fraudulent claim;
+Added: (iii) knowingly making, using or causing to made or used a false record or statement material to an obligation to pay money to the government;
+Added: or (iv) knowingly concealing or knowingly and improperly avoiding, decreasing, or concealing an obligation to pay money to the federal government.
+Added: Private individuals, commonly known as “whistleblowers,” can bring FCA qui tam actions, on behalf of the government and may share in amounts paid by the entity to the government in recovery or settlement.
+Added: In addition, a claim including items or services resulting from a violation of the federal Anti-Kickback Statute constitutes a false or fraudulent claim for purposes of the FCA.
+Added: Moreover, entities can be held liable under the FCA even when they do not submit claims directly to
+Added: government payers if they are deemed to “cause” the submission of false or fraudulent claims.
+Added: FCA liability is potentially significant in the healthcare industry because the statute provides for treble damages and significant mandatory penalties per false or fraudulent claim or statement for violations.
+Added: Such per-claim penalties are currently set at $13,508 to $27,018 per false claim or statement for penalties assessed after January 30, 2023, with respect to violations occurring after November 2, 2015.
+Added: Criminal penalties, including imprisonment and criminal fines, are also possible for making or presenting a false, fictitious or fraudulent claim to the federal government.
+Added: • The federal Health Insurance Portability and Accountability Act of 1996 (“HIPAA”), which, among other things, prohibits knowingly and willfully executing, or attempting to execute, a scheme to defraud any healthcare benefit program, including private third-party payers, and prohibits (i) knowingly and willfully falsifying, concealing, or covering up a material fact or making any materially false, fictitious, or fraudulent statement or representation and (ii) making or using any false writing or document knowing the same to contain any materially false, fictitious, or fraudulent statement or entry in connection with the delivery of or payment for healthcare benefits, items, or services.
+Added: Similar to the federal Anti-Kickback Statute, a person or entity can be found guilty of violating the HIPAA fraud provisions without actual knowledge of the statute or specific intent to violate it.
+Added: • The Federal Civil Monetary Penalties Law, which authorizes the imposition of substantial civil monetary penalties against an entity that engages in activities including, among others (i) knowingly presenting, or causing to be presented, a claim for services not provided as claimed or that is otherwise false or fraudulent in any way;
+Added: (ii) arranging for or contracting with an individual or entity that is excluded from participation in federal healthcare programs to provide items or services reimbursable by a federal healthcare program;
+Added: (iii) violations of the federal Anti-Kickback Statute;
+Added: or (iv) failing to report and return a known overpayment.
+Added: • Analogous U.S.
+Added: state and local laws and regulations, such as state anti-kickback and false claims laws, which may apply to sales or marketing arrangements and claims involving healthcare items or services reimbursed by non-governmental third-party payers, including private insurers.
+Added: • Federal laws, regulations, and guidance that govern communications and marketing to Medicare enrollees and establish limits on compensation paid for lead generation activities, including the Centers for Medicare and Medicaid Services (“CMS”) Medicare Communications and Marketing Guidelines (“MCMG”).
+Added: • The 340B Program requires pharmaceutical manufacturers participating in Medicaid to sell covered outpatient drugs at discounted prices to specified health care organizations (called 340B covered entities), including, but not limited to:
+Added: sole community hospitals, critical access hospitals, rural referral centers, and certain disproportionate share hospitals serving low-income and indigent patients.
+Added: These 340B covered entities are responsible for certain statutory obligations, such as a prohibition on duplicate discounts and on diversion, and are required to have certain policies and records regarding their compliance with the 340B Program.
+Added: 340B covered entities may be audited with respect to their 340B Program compliance.
+Added: • The federal Stark Law (“Stark Law”), also known as the physician self-referral law, prohibits a physician from referring Medicare patients to an entity (including pharmacies) for the furnishing of “designated health services,” if the physician or a member of the physician’s immediate family has a direct or indirect “financial relationship” with the entity, unless a specific exception applies.
+Added: The law further prohibits the entity from billing for any services that arise out of such prohibited referrals.
+Added: Certain of these provisions are applicable to the referral of Medicaid patients as well.
+Added: Designated health services include outpatient prescription drug services.
+Added: The prohibition applies regardless of the rationale for the financial relationship and the reason for ordering the service.
+Added: Therefore, intent to commit an illegal act is not required in order for the government to prove that a physician has violated the Stark Law.
+Added: Additionally, some states have enacted statutes and regulations similar to the Stark Law, but which may be applicable to the referral of patients regardless of their payer source and which may apply to different types of services.
+Added: These state laws may contain statutory and regulatory exceptions that are different from those of the federal law and that may vary from state to state.
Furthermore, our operations are impacted by trade regulations in many countries that govern the import of raw materials and finished products, and we are also subject to laws and regulations that seek to prevent corruption and bribery in the marketplace (including the U.S.
−Removed: Foreign Corrupt Practices Act and the United Kingdom Bribery Act) as well as laws and regulations pertaining to healthcare fraud and abuse, including state and federal anti-kickback and false claims laws in the United States.
−Removed: Since we manufacture and sell our products outside of the United States, certain products of a local nature and variations of product lines must also meet other local regulatory requirements.
−Removed: Additional risks are inherent to conducting business outside the United States, including more robust information governance and environmental regulations in the European Union, expropriation, nationalization, and other governmental action.
+Added: Foreign Corrupt Practices Act and the United Kingdom Bribery Act) as well as laws and regulations pertaining to healthcare fraud, waste, and abuse, including state and federal anti-kickback and false claims laws in the United States.
+Added: Since we manufacture and sell our products outside of the United States, certain products of a local nature and variations of product lines must also meet other state and local regulatory requirements.
+Added: Additional risks are inherent to conducting business outside the United States, including more robust information governance and environmental regulations in
+Added: the European Union, expropriation, nationalization, and other governmental actions.
Demand for many of our existing and new products is, and will continue to be, affected by the extent to which local regulatory requirements increase our risk and/or expense to do business in those countries.
−Removed: Compliance with the laws and regulations applicable to our global operations is costly and requires sufficient resources to actively maintain various governance, risk, and compliance systems in several areas, including the FDCA and FDA regulations Controlled Substances Act and DEA regulations, state board of pharmacy regulations, quality, information governance and security, and environmental, health and safety, to enable Omnicell to keep abreast of the constantly evolving regulatory landscape both in the United States and abroad.
−Removed: Any failure to comply with these laws and regulations could result in a range of fines, penalties, and/or other sanctions.
−Removed: Recent Acquisitions
−Removed: In addition to our own organic development, we have, from time to time, acquired businesses and technologies that expand our product lines and are strategic fits for our business, and we expect to continue to seek to acquire business, technologies, or products in the future.
−Removed: The following highlights describe our acquisitions over the past fiscal year.
+Added: Compliance with the laws and regulations applicable to our global operations is costly and requires sufficient resources to actively maintain various governance, risk, and compliance systems in several areas to enable us to keep abreast of the constantly evolving legal and regulatory landscape both in the United States and abroad.
+Added: These areas include, without limitation, FDCA and FDA, Controlled Substances Act and DEA regulations, state board of pharmacy regulations, and laws and regulations regarding quality, information governance and security, and environmental, health and safety.
+Added: We expect that there will continue to be federal and state laws and regulations, proposed and implemented, that could impact our operations and business.
+Added: Any failure to comply with these laws and regulations could result in a range of fines, penalties, damages, individual imprisonment, exclusion from government funded healthcare programs, such as Medicare and Medicaid, additional reporting obligations and oversight if we become subject to a corporate integrity agreement or other agreement to resolve allegations of non-compliance with these laws, and/or other sanctions.
+Added: Recent Acquisition s
+Added: In addition to our own organic development, we have, from time to time, acquired businesses and technologies that expand our product lines and are strategic fits for our business, and we expect to continue to seek to acquire businesses, technologies, or products in the future.
+Added: The following highlights describe our acquisition activity over the past fiscal year.
For more information, refer to Item 7, Management’s Discussion of Analysis and Financial Condition and Results of Operations , under the heading “Acquisitions.”
−Removed: On December 31, 2021, we completed the acquisition of MarkeTouch Media, a pharmacy software solutions provider.
−Removed: The MarkeTouch Media acquisition adds mobile and web-based technology and patient engagement solutions, which is expected to expand the footprint of EnlivenHealth across the retail pharmacy sector, while enhancing potential growth opportunities in new market segments like specialty pharmacy and pharmacy benefits management.
−Removed: On December 29, 2021, we completed the acquisition of ReCept, a provider of specialty pharmacy management services.
−Removed: The addition of ReCept’s specialty pharmacy management services for health systems, provider groups, and federally qualified health centers expands Omnicell’s Advanced Services portfolio in an effort to address the growing and complex specialty pharmacy market.
−Removed: On September 9, 2021, we completed the acquisition of FDS Amplicare, a pharmacy technology provider.
−Removed: The FDS Amplicare acquisition adds a comprehensive and complementary suite of SaaS financial management, analytics, and population health solutions to our EnlivenHealth offering.
+Added: On January 10, 2022, we completed the acquisition of Hub and Spoke Innovations Limited (“Hub and Spoke Innovations”), which is expected to complement Omnicell’s total solution technology portfolio for retail pharmacy in the United Kingdom to help pharmacies improve workflows, offer patients 24/7 access to their medications, and provide enhanced patient care.
Sales and Distribution
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Approximately 90% of our revenue was generated in this market for the year ended December 31, 2022.
−Removed: Our sales force is organized by geographic region in the United States and Canada, with dedicated account management executives for our top 300 existing customers and dedicated health system executives focused on generating new business.
+Added: Our sales force is organized by geographic region in the United States and Canada, with account management executives dedicated to our customers in the top 300 U.S.
+Added: health systems and health system executives focused on generating new business.
Our sales are primarily made direct to end-user customers with the exception of some distribution of medication adherence consumables.
−Removed: Outside of the United States and Canada, we field direct sales employees in the United Kingdom, France, Germany, the United Arab Emirates, Belgium, and Australia.
+Added: Outside of the United States and Canada, we have direct sales employees in the United Kingdom, France, Germany, the United Arab Emirates, Belgium, and Australia.
For other geographies, we generally sell through distributors and resellers.
−Removed: Our foreign operations are discussed in Note 3, Revenues, and Note 7,
−Removed: Property and Equipment , of the Notes to Consolidated Financial Statements and Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations , of this Annual Report on Form 10-K.
+Added: Our foreign operations are discussed in Note 3, Revenues, and Note 7, Property and Equipment , of the Notes to Consolidated Financial Statements and Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations , of this Annual Report on Form 10-K.
Our combined direct, corporate, and international distribution sales teams consisted of approximately 570 staff members as of December 31, 2022.
3 unchanged sentences
The sales cycle for our automation systems, from the initial sales meeting to completion of installation, can take in excess of 12 to 24 months.
−Removed: This is due in part to the relative cost of our systems and the number of people within each healthcare facility involved in the purchasing decision and installation process.
−Removed: To initiate the selling process, the sales representative generally targets the chief pharmacy officer, chief information officer, director of pharmacy, director of nursing, director of information technology, director of materials management, or other decision makers, and actively engages with each group within the healthcare facility about the economic, safety, efficiency, and compliance benefits of our solutions relative to competing methods of managing medications or medical and surgical supplies.
+Added: This is due in part to the cost of our systems and the number of people within each healthcare facility involved in the purchasing decision and installation process.
+Added: To initiate the selling process, the sales representative generally contacts the chief pharmacy officer, chief information officer, chief nursing officer, chief financial officer, director of pharmacy, director of nursing, director of information technology, director of materials management, or other decision makers, and actively engages with each group within the healthcare facility about the economic, safety, efficiency, and compliance benefits of our solutions relative to competing methods of managing medications or medical and surgical supplies.
We contract with Group Purchasing Organizations (“GPOs”), each of which functions as a purchasing agent on behalf of member hospitals and other healthcare providers.
5 unchanged sentences
The accounts receivable balances are with individual members of the GPOs and Federal agencies that purchase under the GSA Contract, and therefore no significant concentration of credit risk exists.
−Removed: During our fiscal year ended December 31, 2021, sales to members of the ten largest GPOs and Federal agencies that purchase under the GSA Contract accounted for approximately 67% of our total consolidated revenues.
+Added: During our fiscal year ended December 31, 2022, sales to members of the ten
+Added: largest GPOs and Federal agencies that purchase under the GSA Contract accounted for approximately 68% of our total consolidated revenues.
We offer multi-year, non-cancelable lease payment terms to assist healthcare organizations in purchasing our systems by reducing their cash flow requirements in a capital lease structure.
−Removed: We sell the majority of our multi-year lease receivables to third-party leasing finance companies.
−Removed: Our clinical and technical consulting representatives support our sales force by providing operational and clinical expertise prior to the close of a sale and during the installation of our automation systems.
−Removed: Along with professional services, this group assists customers with the technical implementation of our automation systems, including configuring our systems to address the specific needs of each individual customer.
−Removed: After the systems are installed, customer success representatives provide support to our customers with a focus on adoption and optimization of our solutions.
+Added: We sell a portion of our multi-year lease receivables to third-party leasing finance companies.
+Added: Our clinical and technical consulting team supports our sales force by working with our customers to identify potential solutions intended to help them achieve their desired outcome.
+Added: Our Professional Services team assists customers with the technical implementation of our solutions, including configuring our systems to address the specific needs of each individual customer.
+Added: After the solutions are implemented, our Customer Success team helps our customers adopt and optimize their solutions in an effort to achieve their desired clinical and business outcomes.
We offer telephone and web-based technical support through our U.S.-based technical support centers.
1 unchanged sentence
We have found that a majority of our customers’ service issues can be addressed by our support engineers either by phone or with remote diagnostic tools.
−Removed: In addition, our customers can enable access to allow us to remotely monitor system performance.
−Removed: This suite of support tools proactively monitors system status and is designed to alert service personnel to potential problems to preempt system failure.
+Added: In addition, our customers can enable access to allow us to remotely monitor system performance of certain products.
+Added: Where applicable, this suite of support tools is designed to proactively monitor certain system status and can alert service personnel to potential problems to preempt system failure.
In addition, our international team handles direct sales, installation, and service for healthcare facilities in the United Kingdom, France, and Germany, and for non-acute customers in Australia.
13 unchanged sentences
Installation of equipment and software typically occurs anywhere between two weeks and twelve months after the initial order is received, depending upon the customer’s particular needs.
−Removed: We utilize our backlog to efficiently manage our installation, procurement, and production activities that helps to improve inventory turns, reduce inventory scrap, and manage shipping costs.
+Added: We utilize our backlog to manage our installation, procurement, and production activities to help improve inventory turns, reduce inventory scrap, and manage shipping costs.
Shipment of consumables typically occurs between one and four weeks after an order is received.
The markets in which we operate are intensely competitive.
−Removed: We compete directly with a number of companies in the medication management automation solutions market, as well as the medication adherence solutions market, on the basis of many factors, including price, quality, customer outcome and cost of operation, innovation, product features and capabilities, installation and service, reputation and brand recognition, size of installed base, range of solutions, distribution, and promotion.
−Removed: We expect continued and increased competition from current and future competitors in the markets in which we operate, and are affected by evolving and new technologies, changes in industry standards, and dynamic customer requirements.
+Added: We compete directly with a number of companies in the medication management automation solutions market, as well as the medication adherence solutions market, on the basis of many factors, including price, quality, customer outcome, cost of operation, innovation, product features and capabilities, installation and service, reputation and brand recognition, size of installed base, range of solutions, distribution, and promotion.
+Added: We expect continued and increased competition from current and future competitors in the markets in which we operate, and are affected by evolving and new technologies, changes in industry standards (including standards of care), and dynamic customer requirements.
Furthermore, the healthcare industry has experienced a significant degree of consolidation.
This consolidation may require us to adapt how we market, sell, or distribute our products.
−Removed: Similarly, healthcare providers have consolidated to create larger healthcare delivery organizations in order to achieve economies of scale and/or greater market power.
−Removed: As market demands, government regulations, and societal pressures continue to cause the healthcare industry to evolve, it could result in further business consolidations and alliances among the industry participants with whom we engage and compete.
+Added: Similarly, healthcare providers have consolidated to create larger healthcare delivery organizations.
+Added: As market demands, government regulations, and societal pressures continue to cause
+Added: the healthcare industry to evolve, it could result in further business consolidations and alliances among the industry participants with whom we engage and compete.
We believe our products and services compare favorably with the offerings of our competitors, particularly with respect to proprietary technological advancements, system performance, system reliability, installation, applications training, service response time, and service repair quality.
1 unchanged sentence
We rely on a combination of patents, trademarks, copyright and trade secret laws, confidentiality procedures, contractual restrictions, and licensing arrangements to protect our intellectual property rights.
−Removed: We pursue patent protection in the United States and foreign jurisdictions for technology that we believe to be proprietary and that offers a potential competitive advantage for our products.
+Added: We pursue patent protection in the United States and foreign jurisdictions for technology that we believe to be proprietary and that may offer a potential competitive advantage for our products.
Our issued patents expire on various dates between 2023 and 2040.
We intend to seek and obtain additional United States and foreign patents on our technology.
−Removed: All of our product software is subject to copyright protection under applicable United States and foreign copyright laws.
−Removed: We have also obtained United States and, for certain trademarks, foreign registrations of various trademarks, and we intend to seek and obtain additional registrations of our trademarks in the United States and foreign jurisdictions.
+Added: Our product software is generally subject to copyright protection under applicable United States and foreign copyright laws.
+Added: We have also obtained United States and certain foreign registrations of various trademarks, and we intend to seek and obtain additional registrations of our trademarks in the United States and foreign jurisdictions.
Trade secrets and other confidential information are also important to our business.
1 unchanged sentence
Research and Development
−Removed: Our research and development efforts begin with customer collaboration.
+Added: Our research and development efforts generally begin with customer collaboration.
The insight that we gain through this collaboration helps us to develop solutions to address the unmet needs and challenges faced by our customers.
9 unchanged sentences
Failure of any of our U.S.
−Removed: government customers
−Removed: to receive their annual funding could impair our ability to sell to these customers, or to collect payments on our existing unsold leases.
+Added: government customers to receive their annual funding could impair our ability to sell to these customers, or to collect payments on our existing unsold leases.
Effective September 2021, the U.S.
−Removed: government mandated changes in its Federal Supply Services contract that has resulted in our determination not to enter into future leases with U.S.
+Added: government mandated changes in its Federal Supply Services contract that resulted in our determination not to enter into future leases with U.S.
government customers.
2 unchanged sentences
As such, our volume of U.S.
−Removed: government customer leases will likely decline over time and cease in the future.
+Added: government customer leases has declined over time and will likely cease in the future.
For additional information regarding these leases, see the risk factor captioned “ Our U.S.
−Removed: government lease agreements are subject to annual budget funding cycles and mandated changes, which may affect our ability to enter into such leases or to recognize revenues, and sell receivables based on these leases, ” under Item 1A “Risk Factors ”.
+Added: government lease agreements are subject to annual budget funding cycles and mandated changes, which may affect our ability to recognize revenues and sell receivables based on such leases , ” under Item 1A “Risk Factors ”.
Financing Practices Relating to Working Capital
−Removed: We assist healthcare facilities in financing their cash outlay requirements for the purchase of our systems by offering multi-year, non-cancelable lease payment terms.
−Removed: We typically sell the majority of our multi-year lease receivables to third-party leasing finance companies, although our ability to sell these receivables may be influenced by the perception of our customers’ ability to pay, or other restrictions, which may be influenced by factors outside of our control.
+Added: We assist healthcare facilities in financing their purchases of our systems by offering multi-year, non-cancelable lease payment terms.
+Added: We typically sell the majority of the multi-year lease receivables (other than those associated with our Advanced Services, as described further below) to third-party leasing finance companies, although our ability to sell these receivables may be influenced by the perception of our customers’ ability to pay, or other restrictions, which may be influenced by factors outside of our control.
+Added: As part of our Advanced Services offering, we provide equipment at the inception of the contract period, which is accounted for as a multi-year sales-type lease.
+Added: These agreements are generally multi-year and non-cancellable.
+Added: We typically retain these lease receivables for such Advanced Services in-house and service them for the duration of the associated service term.
For additional information regarding these financing activities, refer to Note 1, Organization and Summary of Significant Accounting Policies , of the Notes to Consolidated Financial Statements in this Annual Report on Form 10-K.
−Removed: Product Backlog
−Removed: Product backlog is the dollar amount of medication management solutions and adherence tools for which we have product bookings from our customers and have not yet recognized as revenue.
−Removed: A majority of our connected devices and software license products are installable and recognized as revenues within twelve months of booking, while revenues from SaaS solutions are recorded over the contractual term.
−Removed: Due to industry practice that allows customers to change order configurations with limited advance notice prior to shipment and occasional customer changes in installation schedules, we do not believe that backlog as of any particular date is necessarily indicative of future sales.
−Removed: However, we do believe that backlog is an indication of a customer’s willingness to install our solutions.
−Removed: Our product backlog was $1.25 billion and $924 million as of December 31, 2021 and 2020, respectively.
+Added: Backlog is the dollar amount of bookings that have not yet been recognized as revenue.
+Added: Bookings for those Advanced Services contracts without a minimum commitment are not included in backlog.
+Added: A majority of our connected devices and software license products are installable and recognized as revenues within twelve months of booking, while service revenues from Advanced Services are recorded over the contractual term.
+Added: Due to industry practice that allows customers to change order configurations with limited advance notice prior to shipment and as customer installation schedules may change, backlog as of any particular date may not necessarily indicate the timing of future revenue.
+Added: However, we do believe that backlog is an indication of a customer’s willingness to install our solutions and revenue we expect to generate over time.
We consider backlog that is expected to be converted to revenues in more than twelve months to be long-term backlog.
−Removed: The long-term portion of the product backlog was $439 million and $307 million as of December 31, 2021 and 2020, respectively.
+Added: We believe a majority of long-term product backlog will be convertible into revenues in 12-24 months.
+Added: Long-term Advanced Services backlog typically represents multi-year subscription agreements (usually with contractual terms of 2-7 years, some of which have not yet been implemented) that will be converted to revenue ratably over the contractual term.
+Added: The chart below further summarizes our backlog:
+Added: (In thousands)
+Added: Total backlog $ 1,215,462 $ 1,253,801
+Added: Product backlog $ 796,967 $ 976,734
+Added: Advanced Services backlog (1)
+Added: 418,495 277,067
+Added: By duration and type:
+Added: Short-term product backlog $ 503,303 $ 744,303
+Added: Long-term product backlog 293,664 232,431
+Added: Short-term Advanced Services backlog (1)
+Added: $ 49,567 $ 36,925
+Added: Long-term Advanced Services backlog (1)
+Added: 368,928 240,142
+Added: _________________________________________________
+Added: (1) Includes only the value of Advanced Services non-cancelable contracts with minimum commitments.
Environmental, Social, and Governance (“ESG”) Initiatives
−Removed: We view Omnicell as a company with a social mission:
−Removed: Our focus on reinventing the pharmacy care delivery model is designed to dramatically improve health outcomes and lower healthcare costs.
+Added: We view Omnicell as a purpose-driven company with a social mission:
+Added: Our goal of fundamentally transforming the pharmacy care delivery model is designed to dramatically improve health outcomes and lower healthcare costs for everyone.
Our teams are motivated by knowing that our work to improve medication management has a tangible, real-world impact on healthcare workers, patients, and communities.
−Removed: We recognize that we are accountable not only to our customers and shareholders, but also to the global community.
−Removed: In April 2021, we published our Corporate Responsibility Report, which outlines our approach to corporate responsibility and describes our contributions to achieve a more sustainable future.
−Removed: We define corporate responsibility through four strategic pillars – Innovation, Environmental, Social, and Governance.
−Removed: We are focused on innovating to drive sustainability across our business by adhering to internationally-recognized Organisation for Economic Co-operation and Development guidance for the responsible sourcing of raw materials, and through elevating our diversity and inclusion initiatives.
−Removed: Furthermore, there are evolving and increasing expectations from regulators, customers, investors, and employees with respect to reducing and limiting greenhouse gas (“GHG”) emissions, without a clear and consistent framework in which to operate globally.
−Removed: The enhanced stakeholder focus on matters relating to ESG activities requires deliberate, conscientious efforts to affect change while the reporting frameworks are still being developed.
−Removed: We are carefully studying ways we can contribute to the reduction in GHG emissions, as well as enhance our Social and Governance initiatives, taking cues from our stakeholders and internal assessments and direction from the Governance Committee of Omnicell’s Board of Directors.
−Removed: As an organization, we have adopted a risk-management approach to assessing and reducing the impact of climate change on our operations.
−Removed: We continually work to innovate and improve our business practices in an effort to ensure the greatest positive impact as we continue to do things in “A Better Way.”
+Added: We recognize that we are accountable not only to our customers and stockholders, but also to the global community.
+Added: In April 2022, we published our 2021 Corporate Responsibility Report, which outlines our approach to corporate responsibility.
+Added: This report describes and updates our contributions to how we plan on achieving a more sustainable future.
+Added: We define corporate responsibility through four strategic pillars – Environmental, Social, Governance, and Innovation.
+Added: We are focused on innovating to drive sustainability across our business by adhering to internationally-recognized Organisation for Economic Co-operation and Development guidance for the responsible sourcing of raw materials, and through elevating our diversity, equity, inclusion, and belonging (“DEIB”) initiatives, and creating a culture of inclusivity, engagement, and well-being.
+Added: Furthermore, there are evolving and increasing expectations from regulators, customers, investors, and employees with respect to reducing and limiting greenhouse gas emissions, without a consistent framework in which to operate globally.
+Added: The enhanced stakeholder focus on matters relating to ESG activities requires deliberate, conscientious efforts to effect change while the reporting frameworks are still being considered, both in the United States and abroad.
+Added: We are carefully studying ways we can contribute to realize a 1.5° Celsius future by 2030, reduce waste in our product design and manufacturing processes, as well as enhance our Social and Governance initiatives, taking cues from our internal and external stakeholders, internal assessments and direction from the Corporate Governance Committee of Omnicell’s Board of Directors.
+Added: As an organization, we have adopted a risk-management approach using the Committee of Sponsoring Organizations of the Treadway Commission
+Added: (“COSO”) framework to assess and reduce the impact of climate change on our business strategy and operations.
+Added: We continually work to innovate and improve our business practices in an effort to ensure the greatest positive impact as we strive to continue to do things in “A Better Way.”
More information on our ESG initiatives and a copy of our 2021 Corporate Responsibility Report are available on our corporate website, www.omnicell.com, under the “About Us―Corporate Responsibility” tab.
+Added: We are not including the information contained on, or that can be accessed through, this website as part of, or incorporating it by reference into, this Annual Report on Form 10-K.
Human Capital Management
−Removed: As of December 31, 2021, we had approximately 3,800 employees worldwide (with approximately 3,351 located in either the United States or Canada), excluding individuals who are classified as temporary or contractors, an increase of approximately 940 employees since December 31, 2020.
−Removed: This increase reflects our efforts to grow Omnicell’s operations,
−Removed: including through the impact of incremental headcount in connection with recent acquisitions, while continuing to drive profitability and optimizing resource allocation.
+Added: As of December 31, 2022, we had approximately 4,230 employees worldwide (with approximately 3,660 located in either the United States or Canada), excluding individuals who are classified as temporary or contractors, which is an increase of approximately 430 employees since December 31, 2021.
+Added: In November 2022, we announced a restructuring plan intended to reduce our global workforce across a majority of our functions affecting approximately 350 employees.
+Added: The majority of employees impacted by this restructuring event were included in our headcount as of December 31, 2022 with termination dates in early 2023.
We regularly conduct employee engagement surveys, most recently via the Glint platform.
−Removed: Through continued investment in talent processes and acting on employee feedback, we have achieved an overall employee satisfaction score of 74, which is consistent with the average score of similarly-sized companies identified by Glint that use the Glint platform.
+Added: Through continued investment in talent processes and acting on employee feedback, we have achieved an overall employee satisfaction score of 75, which is above the benchmark average score of similarly-sized global companies identified by Glint that use the Glint platform.
We believe this reflects our positive employee relations and that Omnicell is viewed by our employees as a good place to work.
4 unchanged sentences
• We offer reward and recognition programs that embed our core values into our culture and everything we do, allowing for peer-to-peer recognition and motivating our employees to continually work to advance our mission, vision, and values.
−Removed: • Our performance review process enables our talent to reach their optimum levels of contribution to Omnicell’s business strategies and supports our pay-for-performance philosophy.
+Added: • Our ASPIRE quarterly performance review process launched on April 1, 2022 and enables our talent to reach their optimum levels of contribution to Omnicell’s business strategies, facilitates regular employee feedback, and supports our pay-for-performance philosophy.
Health and Wellness
2 unchanged sentences
Employee Development
−Removed: • Our Employee & Organizational Development function plays a strategic role in helping us attract, develop, and retain talent.
−Removed: We strive to develop career growth opportunities while delivering consistent learning experiences irrespective of role, function, or location.
−Removed: • We invest in our employees’ learning through robust training programs including Omnicell University, which provides our Core Values in Action training series, our Leadership in Action training series, and our New Employee Orientation program.
+Added: • Our Organizational Development function plays a strategic role in helping us develop and retain talent through an array of developmental experiences for employees to enable them to reach their highest level of performance and potential at Omnicell.
+Added: We strive to develop career growth opportunities while delivering consistent learning and development experiences across all roles, functions, and locations.
+Added: Our engagement survey scores in employee growth opportunities and career path, both landing above industry benchmarks, as measured by the Glint survey platform, reflect our commitment to employee development.
+Added: • We invest in our employees’ learning through robust training programs via Omnicell University and leadership development curriculums, including our Core Values in Action training series, Leadership in Action training series, New Manager Masterclass, and Change Leadership Enablement initiative.
All employees also have access to LinkedIn Learning for their “on-demand” learning needs.
−Removed: • Our People Manager Leadership in Action series creates one unique global Omnicell approach to talent development.
−Removed: It is designed to enable our organizational transformation by aligning how we lead across all levels.
+Added: We are refreshing our curriculums for 2023 with an emphasis on key capabilities needed for Omnicell’s future success.
+Added: • Our approach to talent development is designed to enable our organizational transformation by aligning how we lead across all levels.
+Added: Most recently, we launched the New Manager Masterclass, prioritizing early managers and new managers in our revenue-generating organizations with the intention to scale across the organization in 2023.
+Added: • We have also launched a Change Leadership Enablement curriculum to better equip our leaders as they navigate high levels of organizational change.
+Added: This includes live instructor-led workshops by level, toolkits, and self-guided resources to help leaders engage their employees and teams, practice resilience, and lead our organizations into the future.
+Added: • We also launched our THRIVE Senior Leadership Talent Review and Succession Process, which facilitates dialogue to identify top and high potential talent, align aspirations, bolster our leadership pipeline through succession planning, and support readiness via individual development plans.
+Added: • In order to further develop our leaders, we launched a consistent 360 feedback methodology for senior leaders in the organization and are launching a self-service option for other people leaders in early 2023.
+Added: • We are in the process of implementing Oracle Talent Management, a cloud-based human resources management software program, which includes Talent Profiles to capture employees’ internal mobility interests and facilitates internal job searches.
Recruiting & Retention
• Our Talent Acquisition team has recently increased its focus on digital recruiting, social media outlets, and university partnerships to expand Omnicell’s employer brand and reach the evolving talent pool to enhance our ability to hire the right talent to drive the organization forward.
−Removed: • In 2022, we plan to add a new applicant tracking system and best-in-class talent experience platform to enhance recruiting efforts.
−Removed: The combination of the two are intended increase recruiter efficiency, enable faster and better decisions, save time for value-added work, improve ease of job posting, and in turn, reduce cost per hire and increase quality of hire.
−Removed: Diversity, Equity, and Inclusion
−Removed: “Relationships Matter” is one of our core values and that means we are people who care.
−Removed: We value the whole person, not just the work person.
−Removed: At Omnicell, we have always prohibited discrimination on the basis of any protected characteristic and make employment decisions on the basis of merit.
−Removed: We strive to create and maintain a positive, supportive, inclusive, and diverse work environment.
−Removed: Our different backgrounds, education, cultures, and experiences all contribute to the advancement of our business.
−Removed: We realize we have an opportunity to take more action and that our journey to improve diversity, equity, and inclusion (“DEI”) at Omnicell will continue to evolve.
−Removed: With a continued commitment to DEI, we plan to hire a leader of Inclusion and Belonging with responsibility to design, support, and implement Omnicell’s DEI strategy.
−Removed: We remain focused on understanding
−Removed: how our related data is critical to our success and committed to identifying DEI gaps within the organization and intend to create additional goals that drive and improve overall outcomes.
+Added: • We are in the process of implementing a new applicant tracking system and best-in-class talent experience platform to enhance recruiting efforts.
+Added: The combination of the two are intended to increase recruiter efficiency, enable faster and better decisions, save time for value-added work, improve ease of job posting, and in turn, reduce cost per hire and increase quality of hire.
+Added: Diversity, Equity, Inclusion, and Belonging (DEIB)
+Added: • At Omnicell, we continually strive to develop and maintain a positive, supportive, inclusive, and diverse work environment.
+Added: This includes valuing our differences and the whole person – not just the “work-person.” We are pleased to share that our September 2022 Employee Satisfaction Survey indicated that underrepresented employees, who chose to identify themselves, scored above the external benchmark with our highest scores being in our underrepresented racial/ethnic and female communities.
+Added: This same trend appeared in our Inclusiveness score.
+Added: • In 2022, we developed a long-term comprehensive DEIB future data strategy as part of our three year plan.
+Added: We are in the process of evolving our self-identification attributes to include more nuanced racial/ethnic and gender identity options to enhance our ability to identify strengths and opportunities going forward in 2023.
+Added: With a DEIB strategy anchored in data, we expect to be able to understand opportunities for improvement and to more accurately measure the efficacy of our human resources processes and diversity programs.
+Added: • Our external-facing aspirational long-term DEIB strategy includes supporting vendor/supplier diversity as well as strategies aimed at ensuring our products and services are inclusive and accessible.
+Added: We also believe we have a role in advocating for health equity and fair and equal access to medication and medication management support.
+Added: • Lastly, we are launching our first two Employee Resource Groups (“ERGs”) in early 2023, with several more expected in late 2023 and beyond, empowering our employees to be advocates for marginalized communities, as well as thought leaders to help inform our DEIB vision and strategy.
+Added: We believe this ERGs model creates sustained momentum and in tandem with our comprehensive and intentional DEIB strategy, conveys our commitment to employee DEIB engagement.
Available Information
7 unchanged sentences
Lipps 65 President, Chief Executive Officer, and Chairman of the Board of Directors
−Removed: Johnston 58 Executive Vice President and Chief Legal and Administrative Officer
Kuipers 51 Executive Vice President and Chief Financial Officer
−Removed: Christine Mellon 59 Executive Vice President and Chief People Officer
+Added: Manley 45 Senior Vice President and Chief Legal Officer
+Added: Mellon 60 Executive Vice President and Chief Administrative and People Officer
Seidelmann 47 Executive Vice President and Chief Commercial Officer
4 unchanged sentences
from Southern Methodist University.
−Removed: Johnston joined Omnicell in November 2003 as Vice President and General Counsel.
−Removed: In March 2012, Mr.
−Removed: Johnston was named Executive Vice President and General Counsel.
−Removed: In February 2015, Mr.
−Removed: Johnston was named Executive Vice President and Chief Legal and Administrative Officer.
−Removed: From April 1999 to November 2003, Mr.
−Removed: Johnston was Vice President and General Counsel at Be, Inc., a software company.
−Removed: From September 1994 to March 1999, Mr.
−Removed: Johnston was an attorney with the law firm Cooley LLP.
−Removed: Johnston received a B.S.
−Removed: in computer information systems from Humboldt State University and a J.D.
−Removed: from the Santa Clara University School of Law.
Kuipers joined Omnicell in August 2015 as Executive Vice President and Chief Financial Officer.
10 unchanged sentences
Kuipers received a Master’s Degree in Economics and Business Administration from Maastricht University and is a Chartered Accountant in the Netherlands.
−Removed: Christine Mellon joined Omnicell in February 2021 as Executive Vice President and Chief People Officer.
+Added: Manley joined Omnicell in April 2021 as Vice President and General Counsel.
+Added: In May 2022, Mr.
+Added: Manley was named Senior Vice President and Chief Legal Officer.
+Added: Prior to joining Omnicell, he was Chief Legal Officer, Corporate Secretary, and Chief Compliance Officer with BFS Capital, Inc., a global fintech company, from April 2018 to April 2021.
+Added: From August 2014 until April 2018, Mr.
+Added: Manley was a partner in the law firm of Duane Morris LLP and prior to that he was a partner in the law firm of Kirkland & Ellis LLP from November 2009 until August 2014.
+Added: Manley holds a J.D.
+Added: from the University of Notre Dame Law School and a B.S.
+Added: in Mechanical Engineering from Purdue University.
+Added: Mellon joined Omnicell in February 2021 as Executive Vice President and Chief Administrative and People Officer.
Prior to joining Omnicell she was Chief Human Resources Officer of CSG International, Inc., a software company, from July 2016 to January 2021.
9 unchanged sentences
From 2005 to 2014, Mr.
−Removed: Seidelmann served as co-founder and Chief Executive Officer of Radisphere, Inc., a national radiology practice, prior to its acquisition by Sheridan
+Added: Seidelmann served as co-founder and Chief Executive Officer of Radisphere, Inc., a national radiology practice, prior to its acquisition by Sheridan Healthcare.
Earlier in his career, Mr.
3 unchanged sentences
Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.