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.
−Removed: 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.
−Removed: 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.
−Removed: 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.
+Added: Omnicell is focused on helping its customers to define and deliver a cost effective medication management strategy that is designed to equip and empower pharmacists and nurses to focus on patient care rather than administrative tasks, and to drive improved clinical, operational, and financial outcomes across all care settings.
+Added: We are doing this with an industry-leading medication management infrastructure which includes robotics, smart devices, intelligent software, and expert services.
+Added: This comprehensive set of solutions 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: 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.
−Removed: 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.
−Removed: Each of these challenges can translate into a major economic impact for hospitals and health systems.
−Removed: 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.
−Removed: 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.
−Removed: 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:
+Added: spent a tota l of $634 bil lion on prescription drugs in 2022, an increase of 9% compared to 2021, and pr escription 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, budget constraints, increased healthcare worker turnover rates, labor shortages, drug shortages, drug diversion, manual and error-prone processes, complex compliance requirements, and limited inventory visibility.
+Added: Each of these challenges may lead to poor medication management outcomes including, but not limited to, medication errors, adverse drug events, lack of patient adherence, and medication waste.
+Added: We also recognize that these challenges may impact the timing of contracting for, or implementing, our products, solutions, or services.
+Added: However, we believe that over time these significant challenges to the practice of pharmacy will drive demand for increased automation, visibility, insights, and improved medication management outcomes that our solutions are designed to enable.
+Added: Because of this, we believe that our solutions are well-positioned to address the evolving needs of healthcare institutions and therefore present opportunities for long-term growth.
+Added: In an effort to address these challenges and deliver solutions to help drive positive medication management outcomes, we continue to make significant investments in our research and development efforts to further advance the industry vision of the Autonomous Pharmacy.
+Added: Furthermore, we believe a combination of robotics, smart devices, intelligent software, and expert services is needed in every care setting where medications are managed.
+Added: We are focused on delivering solutions to help our customers realize the industry vision of the Autonomous Pharmacy and drive positive 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 into this product market as customers increase use of our dispensing systems in more areas within their hospitals.
−Removed: 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.
−Removed: 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.
−Removed: We have been successful in market expansion through competitive conversions and we expect this success to continue.
−Removed: We also believe there is an opportunity for us to expand the offering and define a new standard for dispensing systems in perioperative settings.
−Removed: 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: As a market leader, we expect to continue expansion into this product market as customers increase the use of our dispensing systems in more areas within their hospitals and increasingly in ambulatory care settings.
+Added: However, we recognize that the current macroeconomic environment, with significant labor constraints, may impact our customers’ considerations in the near term when they are determining whether to implement new workflows that may affect those same stressed labor pools.
+Added: As we are largely through the replacement cycle of our previous generation of automated dispensing systems, we are seeing demand moderate.
+Added: We continue to invest in next-generation point of care enhancements and solutions and believe that customers will upgrade their current installed base over time as we deliver these new solutions to market.
+Added: We also believe there is an opportunity for us to expand this offering and define a new standard for dispensing systems in ambulatory 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 clinical and financial outcomes.
• Central Pharmacy and IV Compounding.
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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.
−Removed: 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: 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 and lack of access to needed medications as a result of being unable to source medications when they are required.
As a result, we believe IV automation provides a significant opportunity to enhance patient safety and reduce costs.
−Removed: 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.
−Removed: 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.
+Added: We anticipate that these technology-enabled services 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 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
−Removed: organizations.
+Added: We believe that health systems will continue to invest in programs that are intended to improve patient outcomes and drive cost savings by utilizing specialty pharmacies and the federal 340B Drug Pricing Program (the “340B Program”).
+Added: The 340B Program allows qualifying 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 eligible healthcare organizations and covered entities.
Specialty drugs are used for treatment of complex conditions and often require intensive patient management and specialized workflows for dispensing and care coordination.
−Removed: Specialty medications are projected to account for 60% of U.S.
+Added: Specialty medications are projected to account for nearly 60% of U.S.
total spending on medications, with total spending projected to be approximately $420 billion in 2025.
−Removed: Specialty pharm acies serve as the connection between patients, prescribing physicians, and payers and work to streamline access and adherence to these specialty drugs.
−Removed: 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: Specialty pharmacies 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 is designed to help health systems start or 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.
We believe that a fully optimized specialty pharmacy operation represents one of the largest economic opportunities for hospitals and health systems.
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We believe the Retail, Institutional, and Payer market represents a significant opportunity as healthcare evolves.
−Removed: A majority of all prescription drugs are distributed in the non-acute sector.
−Removed: 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).
−Removed: 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.
−Removed: 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.
+Added: Retail drug prescriptions represent 85% of all prescription drugs dispensed in the U.S., growing at a rate of 1.7% annually through 2022.
+Added: Additionally, the COVID-19 pandemic accelerated the shift of outpatient 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 increased scope of practice for pharmacists appear to be spurring innovation and expansion of the provision of clinical services by retail pharmacies, which, combined with the move to value-based care, we believe will drive the adoption of our patient engagement solutions, that are intended to help providers (including pharmacists) and payers engage patients in new ways that are expected to improve outcomes, 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 continue to be important.
Products and Services
−Removed: Our products and services span the evolving continuum of care, including across inpatient, outpatient, and retail settings.
−Removed: 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, as well as medication and supply dispensing systems at the point of care.
+Added: Our products and services span the evolving continuum of care, including inpatient, outpatient, and retail settings.
+Added: We provide a range of point of care medication and supply dispensing systems, including automated systems.
+Added: We also offer advanced automation solutions including robotics designed to automate work, streamline workflows, and reduce human error.
+Added: Across these settings, we provide central pharmacy automation solutions for both medication dispensing and IV compounding.
We also provide patient engagement solutions to help improve adherence to prescriptions.
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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.
+Added: Our Point of Care Service combines market-leading automation with expert services in an effort to improve solution adoption and optimization, enhance data-driven performance, and drive nursing and pharmacy efficiency.
For the operating room, we also offer specialized automated dispensing systems.
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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.
−Removed: 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 offers a comprehensive service that is intended to help optimize IV robotic compounding operations, which combines advanced IV robotics, clinical data that may be used to support extended expiration dates and reduce medication waste, and remote and onsite experts to operate the IV robotic equipment.
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.
Specialty Pharmacy and 340B
−Removed: 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.
−Removed: 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.
−Removed: 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.
−Removed: 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: Our 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 Program administration, and to assist with obtaining access to specialty medication and limited distribution drugs.
+Added: This offering is designed to increase specialty growth and improve cost savings, improve access to limited distribution drugs, and increase physician utilization for targeted disease states.
Inventory Optimization
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Our Inventory Optimization Service is designed to provide greater medication inventory visibility as well as reduce medication waste and expirations, stockouts and shortages.
−Removed: Patient Engagement
−Removed: Our EnlivenHealth brand 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, mobile and web-based technology and patient engagement solutions 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 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.
−Removed: Our EnlivenHealth brand also offers financial management, analytics, and population health solutions.
−Removed: 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.
+Added: Patient Engagement, Clinical and Financial Solutions
+Added: Our EnlivenHealth brand offers a portfolio of products that are designed to digitally enable pharmacies with connected patient engagement, clinical, and financial workflows that are intended to result in an elevated patient-pharmacy experience, exceptional patient care, and enhanced financial performance.
+Added: Our patient engagement solutions are designed to better educate, inform, and enrich patients’ lives with our personalized interactive voice response, outbound communications, and mobile app offerings.
+Added: We also enable digital delivery of medication information (medication guides, vaccine information sheets, and drug monographs) in an effort to unlock patient preferences, staff efficiency, and environmental value.
+Added: Additionally, our clinical workflows help to enable pharmacies to accelerate health and wellness in their community through our targeted patient interventions, appointment scheduling, immunization, medication therapy management, medication synchronization, and Medicare plan comparison capabilities.
+Added: Furthermore, our financial workflows are designed to streamline payments, cashflow and claims for durable medical equipment, vaccination, clinical care, and specialty drugs through our medical billing and reconciliation solutions.
+Added: By leveraging these digitally enabled services, we strive to provide data-driven intelligence to optimize pharmacy operations continuously, driving operational and execution excellence, as well as patient adherence and outcomes.
+Added: We advocate for a world where pharmacy teams stand at the forefront of healthcare, seeking to empower them to practice at the top of their license, and aiding them with their commitment to patient care, collaboration, and continuous learning.
Medication Adherence
−Removed: 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 medication adherence solutions, which include our consumables and medication packaging systems, are used by institutional pharmacies serving long-term care and other sites outside the acute care hospital, as well as retail, community, and outpatient pharmacies, and are designed to improve pharmacy operations and patient adherence to prescriptions.
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.
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Professional, Technical, and Customer Success Services
−Removed: 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: 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 installation, program management, customer education and
+Added: training, and change management services.
We view our customers as partners in the pursuit of better health outcomes for patients and improved satisfaction for the clinicians who serve them.
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.
−Removed: 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.
+Added: After Omnicell solutions are implemented, our Customer Success team provides support through remote and onsite experts who help customers fully adopt and optimize utilization of our solutions.
+Added: Our technical services include 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.
Product support is available through fixed-period service contracts and on a time-and-materials basis.
On-site service is provided by our field service team.
−Removed: 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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Advancing Our Solutions
−Removed: 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.
−Removed: 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: With more than 30 years of experience delivering medication management solutions, Omnicell believes a combination of robotics, smart devices, intelligent software, and expert services, which we refer to as Advanced Services, will help deliver improved medication management outcomes.
+Added: Advanced Services include services such as Central Pharmacy Dispensing Service, IV Compounding Service, Point of Care Service, EnlivenHealth solutions, Specialty Pharmacy Services, 340B solutions, Inventory Optimization Service, and other software solutions and licensing support.
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.
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The healthcare industry continues to experience a significant degree of consolidation, with healthcare providers combining to create larger healthcare delivery organizations.
−Removed: 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.
+Added: We believe this trend has increased the market’s need for integrated medication management solutions on a single platform to help improve clinical and financial outcomes for both inpatient and outpatient settings.
Our portfolio of hardware, which we may refer to as connected devices;
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and experts, combined with innovation, is designed with this objective in mind.
−Removed: In addition, healthcare providers and facilities are affected by significant economic pressures.
+Added: In addition, healthcare providers and facilities continue to be affected by significant economic and other pressures.
Annual prescription drug expenditures in the United States were approximately $634 billion in 2022, according to the IQVIA National Sales Perspective database.
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These factors contribute to medical errors and unnecessary process costs across the healthcare sector including in medication management.
−Removed: Legislation and industry guidelines, such as those issued by the U.S.
+Added: Regulation and industry guidelines, such as those issued by the U.S.
Food and Drug Administration (“FDA”), the U.S.
−Removed: Drug Enforcement Administration (“DEA”), The Joint Commission, the U.S.
−Removed: Pharmacopeial Convention, the Institute for Safe
−Removed: 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: Drug Enforcement Administration (“DEA”), The Joint Commission (an organization that accredits U.S.
+Added: health care organizations and programs), the U.S.
+Added: 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.
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.
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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 and improve patient health by increasing medication adherence.
−Removed: According to the U.S.
−Removed: 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.
−Removed: 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: We believe our EnlivenHealth portfolio has the potential to reduce admissions and emergency department visits and improve patient health by increasing medication adherence.
+Added: 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.
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.
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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.
−Removed: Healthcare workforce labor constraints have come at a time when hospitalizations continue to fluctuate dramatically.
+Added: Healthcare workforce labor constraints have come at a time when admissions continue to fluctuate dramatically.
In addition, even apart from the impact of the COVID-19 pandemic, patient volume is projected to rebound and exceed pre-pandemic levels.
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 were projected to increase by 4% in 2022 relative to 2019.
−Removed: Omnicell’s intelligent infrastructure—incorporating technologies such as automation, robotics, and data intelligence—is designed to automate many labor-intensive medication management tasks.
+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.
+Added: Furthermore, according to McKinsey, in 2024 health systems are expected to look to technology to gain end-to-end process improvement to drive value for patients and for their business, selectively employing technologies to promote efficiency and patient experience.
+Added: Omnicell’s medication management infrastructure—incorporating technologies such as robotics, smart devices, intelligent software, and expert services—is designed to automate many labor-intensive medication management tasks.
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
−Removed: Our global operations are affected by complex state, federal, and international laws and regulations.
+Added: Our global operations may be affected by complex state, federal, and international laws and regulations.
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.
We receive, store, and process personal information and other data from our customers, employees, and service providers.
−Removed: Our customers also use our solutions to obtain and store personal information, including personal health information, from their patients and customers.
−Removed: 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
−Removed: protection laws, and state laws addressing privacy and security.
−Removed: 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 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.
−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 that required FDA 510(k) review and clearance prior to marketing and distribution.
−Removed: 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: Our customers also use our products or services to obtain and store personal information, including personal health information, from their patients and customers.
+Added: As a result, we or our customers are subject to various laws and regulations related to privacy, data protection, and information security.
+Added: In the United States, these include federal health information privacy and security 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: Internationally, various foreign jurisdictions in which we operate, including the European Union (the “EU”), have established, or are developing, their own data privacy and security legal frameworks with which we or our customers are subject to including, for example, the UK and the EU’s General Data Protection Regulation (together, the “GDPR”).
+Added: The GDPR imposes accountability and transparency requirements, data protection requirements, reporting obligations, and transfer restrictions.
+Added: Additionally, data and digital services regulation continues to expand, particularly with respect to the artificial intelligence (“AI”) and automated decision making, which may further impact our or our customer’s business and regulatory compliance strategies.
+Added: For example, AI regulation or regulatory guidance continues to emerge in response to President Biden’s Executive Order on Safe, Secure, and Trustworthy Artificial Intelligence issued on October 30, 2023.
+Added: In the EU, a number of new laws related to digital data and AI have recently entered into force or have been proposed.
+Added: For example, on December 8, 2023, EU legislators reached agreement on the AI Act, which imposes regulatory requirements onto AI system providers, importers, distributors, and users of AI systems, in accordance with the level of risk involved with the AI system.
+Added: The UK has not adopted formal legislation to regulate AI but has adopted guidelines in the form of a White Paper.
+Added: The manufacture and sale of most of our current medication management solutions are not directly regulated by the FDA or the DEA.
+Added: However, the pharmacy, dispensing, and compounding activities of other persons (our customers) that use our current medication management solutions may be subject to regulation by those agencies and by state boards of pharmacy.
+Added: With respect to our products and solutions, 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.
+Added: We also offer a sterile disposable product that required FDA 510(k) review and clearance prior to marketing and distribution.
+Added: Products designated as medical devices are also subject to various other regulatory requirements, including as applicable, premarket clearance or approval, establishment registration and device listing, complaint handling, notification and repair, replace, refund, mandatory recalls, unique device identifier requirements, reports of removals and corrections, cybersecurity requirements, and post-marketing surveillance.
We also provide services and solutions to independent and health system specialty pharmacies that may require us to observe U.S.
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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”).
−Removed: 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.
−Removed: 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.
−Removed: The healthcare fraud and abuse laws and regulations that may impact our operations include but are not limited to:
−Removed: • 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: 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, including those, as applicable, 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 or our customers 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 or our customers’ 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
+Added: 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.
A person or entity can be found guilty of violating the statute without actual knowledge of the statute or specific intent to violate it.
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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.
−Removed: Our practices may not in all cases meet all of the criteria for safe harbor protection from anti-kickback liability.
+Added: Our or our customers’ practices may not in all cases meet all of the criteria for safe harbor protection from anti-kickback liability.
• The federal civil and criminal false claims laws, including the civil False Claims Act (“FCA”), which prohibits, among other things:
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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.
−Removed: Moreover, entities can be held liable under the FCA even when they do not submit claims directly to
−Removed: government payers if they are deemed to “cause” the submission of false or fraudulent claims.
+Added: Moreover, entities can be held liable under the FCA even when they do not submit claims directly to government payers if they are deemed to “cause” the submission of false or fraudulent claims.
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.
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• 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”).
−Removed: • 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: • The 340B Program, which 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:
sole community hospitals, critical access hospitals, rural referral centers, and certain disproportionate share hospitals serving low-income and indigent patients.
−Removed: 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: 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
+Added: records regarding their compliance with the 340B Program.
340B covered entities may be audited with respect to their 340B Program compliance.
−Removed: • 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 federal Stark Law (“Stark Law”), also known as the physician self-referral law, which 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.
The law further prohibits the entity from billing for any services that arise out of such prohibited referrals.
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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.
+Added: • The federal payment transparency tracking and reporting requirements known as the Physician Payments Sunshine Act, implemented as the Open Payments Program, which requires certain manufacturers of drugs, devices, biologics and medical supplies, among others, to report annually to CMS information related to payments and other transfers of value made by that entity to U.S.-licensed physicians (defined to include doctors, dentists, optometrists, podiatrists and chiropractors), physician assistants, nurse practitioners, clinical nurse specialists, anesthesiologist assistants, certified registered nurse anesthetists, certified nurse midwives, and teaching hospitals, as well as ownership and investment interests held by physicians and their immediate family members.
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, waste, and abuse, including state and federal anti-kickback and false claims laws in the United States.
+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, as applicable, state and federal anti-kickback and false claims laws in the United States.
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.
−Removed: Additional risks are inherent to conducting business outside the United States, including more robust information governance and environmental regulations in
−Removed: the European Union, expropriation, nationalization, and other governmental actions.
+Added: 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 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.
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.
−Removed: 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.
−Removed: 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: 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, privacy, information governance and security, and environmental, health and safety.
+Added: We expect that there will continue to be U.S.
+Added: federal and state laws and regulations and international laws and regulations that are adopted that could impact our operations and business.
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.
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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.
−Removed: 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 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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health systems and health system executives focused on generating new business.
−Removed: 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 have direct sales employees in the United Kingdom, France, Germany, the United Arab Emirates, Belgium, and Australia.
+Added: Our sales in the United States and Canada are primarily made direct to end-user customers with the exception of some distribution of medication adherence consumables in parts of Canada.
+Added: Outside of the
+Added: 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.
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.
−Removed: Our combined direct, corporate, and international distribution sales teams consisted of approximately 570 staff members as of December 31, 2022.
+Added: Our combined direct, corporate sales support, and international distribution sales teams consisted of approximately 450 staff members as of December 31, 2023.
Nearly all of our direct sales team members have hospital capital equipment, services, or clinical systems experience.
−Removed: As of December 31, 2022, we have 151 long-term, sole-source agreements with the top 300 U.S.
−Removed: health systems.
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.
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.
−Removed: 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.
+Added: To initiate the selling process, the sales representative generally contacts the chief financial officer, chief pharmacy officer, chief information officer, chief nursing 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.
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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, 2022, sales to members of the ten
−Removed: largest GPOs and Federal agencies that purchase under the GSA Contract accounted for approximately 68% of our total consolidated revenues.
−Removed: 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.
+Added: During our fiscal year ended December 31, 2023, sales to members of the ten largest GPOs and federal agencies that purchase under the GSA Contract accounted for approximately 64% of our total consolidated revenues.
+Added: 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 lease structure.
We sell a portion of our multi-year lease receivables to third-party leasing finance companies.
−Removed: 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.
−Removed: 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.
−Removed: 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.
+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 outcomes.
+Added: Our Professional Services team assists customers with the technology installations 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 provides remote and onsite experts who help our customers fully adopt and optimize utilization of our 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.
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We and our partners test these sub-assemblies and perform inspections to assure the quality and reliability of our products.
−Removed: While many components of our systems are standardized and available through multiple sources, certain components or subsystems are fabricated by a sole supplier according to our specifications, schedules, and customer requirements, or are only available from limited sources.
+Added: While many components of our systems are standardized and available through multiple sources, certain
+Added: components or subsystems are fabricated by a sole supplier according to our specifications, schedules, and customer requirements, or are only available from limited sources.
Our medication adherence product manufacturing process consists of fabrication and assembly of equipment and mechanized process manufacturing of consumables.
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Our manufacturing organization procures components and schedules production based on the backlog of customer orders.
−Removed: 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.
+Added: Installation of equipment and software typically occurs anywhere between three weeks to 12 months after the initial order is received.
+Added: Larger or more complex implementations such as software-enabled connected devices for Central Pharmacy, including, but not limited to, our Central Pharmacy Dispensing Service and IV Compounding Service, are often installed between 12 and 24 months after the initial order is received.
We utilize our backlog to manage our installation, procurement, and production activities to help improve inventory turns, reduce inventory scrap, and manage shipping costs.
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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, 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 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, return on investment, cost of operation, innovation, product features and capabilities, installation and service, reputation and brand recognition, size of installed base, range of services and solutions, distribution, and promotion.
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.
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Similarly, healthcare providers have consolidated to create larger healthcare delivery organizations.
−Removed: As market demands, government regulations, and societal pressures continue to cause
−Removed: the healthcare industry to evolve, it could result in further business consolidations and alliances among the industry participants with whom we engage and compete.
−Removed: 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.
+Added: 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: We believe our industry-leading medication management infrastructure products and services compare favorably with the offerings of our competitors, particularly with respect to the medication management outcomes that we have helped enable our customers to achieve across the continuum of care, from inpatient to outpatient, in each setting of care where medications are managed.
+Added: We believe we have a strongly differentiated outcome-centric approach to medication management that combines robotics, smart devices, software, and expert services.
Intellectual Property and Proprietary Technology
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The insight that we gain through this collaboration helps us to develop solutions to address the unmet needs and challenges faced by our customers.
−Removed: We continue to make significant investments in the industry vision of the Autonomous Pharmacy, in particular, on our cloud-based platform and in the migration of our customers from an on-premise infrastructure to our cloud-based platform.
−Removed: We are also investing in the further development of technology-enabled software and services including further enhancements to our Advanced Services offerings, as well as continuing to build software that is designed to enable scaling of our current service offerings.
+Added: We continue to make significant investments in enhancing the value of our XT Series automated dispensing systems through both hardware and software upgrades.
+Added: We are also making significant investments in helping our customers in the realization of the industry vision of the Autonomous Pharmacy, in particular, on our cloud-based platform and in the migration of our customers from an on-premise infrastructure to our cloud-based platform.
+Added: We are also investing in the further development of technology-enabled
+Added: software and services including further enhancements to our Advanced Services offerings, as well as continuing to build software that is designed to enable scaling of our current service offerings.
In addition, our robotic automation capabilities continue to evolve, while we work to further enhance new-to-market solutions, as well as new solutions currently in development.
We have also begun work on longer-term solutions that we believe will benefit our cloud platform offerings.
−Removed: We also continue to enhance the other elements of our product and service portfolio.
−Removed: The results of our research and development efforts will further drive the advancement of our cloud-based offerings and amplify the industry vision of the Autonomous Pharmacy.
+Added: The results of our research and development efforts will further drive the advancement of our cloud-based offerings and accelerate the realization of the industry vision of the Autonomous Pharmacy.
Business under Government Contracts
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Effective September 2021, the U.S.
−Removed: government mandated changes in its Federal Supply Services contract that resulted in our determination not to enter into future leases with U.S.
+Added: government mandated changes in its Federal Supply Schedule contract that resulted in our determination not to enter into future leases with U.S.
government customers.
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government customer leases has declined over time and will likely cease in the future.
+Added: In addition, under the terms of the Federal Supply Schedule contract, certain of our U.S.
+Added: government customer contracts are terminable at the convenience of the applicable U.S.
+Added: government customer.
+Added: If any of our government-owned or government-run hospital customers decide to terminate their agreements early for any reason, we would not derive the expected financial benefits from any such customer.
For additional information regarding these leases, see the risk factor captioned “ Our U.S.
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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.
−Removed: 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: As part of our Advanced Services offering, we provide equipment and software at the inception of the contract period, which is accounted for as a multi-year sales-type lease.
These agreements are generally multi-year and non-cancellable.
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Bookings for those Advanced Services contracts without a minimum commitment are not included in backlog.
−Removed: 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: In addition, dependent upon counterparty or credit risk, which is evaluated at the time of contract signing, for a given multi-year subscription contract we may reduce the portion of the contractual commitment booked at a given time, and these excluded amounts 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.
+Added: Larger or more complex implementations such as software-enabled connected devices for Central Pharmacy, including, but not limited to, our Central Pharmacy Dispensing Service and IV Compounding Service, are often installed and recognized as revenue between 12 and 24 months after booking.
+Added: Service revenues from Advanced Services are recorded over the contractual term.
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.
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We believe a majority of long-term product backlog will be convertible into revenues in 12-24 months.
−Removed: 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: 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 over the contractual term.
The chart below further summarizes our backlog:
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Our goal of fundamentally transforming the pharmacy care delivery model is designed to dramatically improve health outcomes and lower healthcare costs for everyone.
−Removed: 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.
+Added: Our teams are motivated by knowing that our work to improve medication management across the continuum of care has a tangible, real-world impact on healthcare workers, patients, and communities.
We recognize that we are accountable not only to our customers and stockholders, but also to the global community.
−Removed: In April 2022, we published our 2021 Corporate Responsibility Report, which outlines our approach to corporate responsibility.
−Removed: This report describes and updates our contributions to how we plan on achieving a more sustainable future.
+Added: In April 2023, we published our 2022 ESG Report, which highlights our approach to being responsible corporate citizens and describes and updates our contributions and work towards achieving a more sustainable future.
We define corporate responsibility through four strategic pillars – Environmental, Social, Governance, and Innovation.
−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, equity, inclusion, and belonging (“DEIB”) initiatives, and creating a culture of inclusivity, engagement, and well-being.
−Removed: 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.
−Removed: 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.
−Removed: 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.
−Removed: As an organization, we have adopted a risk-management approach using the Committee of Sponsoring Organizations of the Treadway Commission
−Removed: (“COSO”) framework to assess and reduce the impact of climate change on our business strategy and operations.
−Removed: 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.”
−Removed: 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 adhere to internationally-recognized Organisation for Economic Co-operation and Development guidance for the responsible sourcing of raw materials and continually work to enhance the sustainability attributes of our products and improve the sustainability of our designs.
+Added: In addition, we seek to ensure access to high-quality, equitable, and integrated care for all patients worldwide.
+Added: Furthermore, we are focused on elevating our diversity, equity, inclusion, and belonging initiatives at the Company, and creating a culture of inclusivity, engagement, and well-being for our employees.
+Added: There continues to be 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 finalized, 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 and develop product end-of-life solutions, 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 (“COSO”) framework to assess and reduce the impact of climate change on our business strategy and operations.
+Added: We continually seek to innovate and improve our business practices as we strive to build “A Better Way.”
+Added: More information on our ESG initiatives and a copy of our 2022 ESG Report are available on our corporate website, www.omnicell.com, under the “About Us―Corporate Responsibility” tab.
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, 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.
−Removed: In November 2022, we announced a restructuring plan intended to reduce our global workforce across a majority of our functions affecting approximately 350 employees.
−Removed: 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.
−Removed: 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 75, which is above the benchmark average score of similarly-sized global companies identified by Glint that use the Glint platform.
−Removed: We believe this reflects our positive employee relations and that Omnicell is viewed by our employees as a good place to work.
+Added: As of December 31, 2023, we had approximately 3,650 employees worldwide (with approximately 3,040 located in either the United States or Canada), excluding individuals who are classified as temporary or contractors, which is a decrease of approximately 580 employees since December 31, 2022.
+Added: The decrease in employee headcount reflects the impact of restructuring initiatives the Company announced in November 2022 and November 2023.
+Added: We currently conduct our employee engagement survey (the “Employee Engagement Survey”) twice annually, and starting in 2024, we will move to conducting the Employee Engagement Survey once annually.
+Added: We most recently completed the Employee Engagement Survey via the Glint platform in September 2023 and achieved an overall employee satisfaction score of 68, which is below the benchmark average score of similarly-sized global companies identified by Glint that use the Glint platform.
+Added: While our score is below the benchmark, we believe that through our continued investment in talent, processes and acting on employee feedback we were able to increase our employee satisfaction score by three points from the score we achieved at the beginning of 2023.
+Added: We believe this intra-year increase reflects improved employee relations and that Omnicell is generally viewed by our employees as a good place to work.
Compensation and Benefits
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• Our quarterly bonus program is designed to incentivize our employees to focus on work that will further our strategic priorities.
−Removed: • 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 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.
+Added: • We offer reward and recognition programs that embed our guiding principles into our culture and everything we do, allowing for peer-to-peer recognition and motivating our employees to continually work to advance our promise, our purpose, and our guiding principles.
+Added: • Our quarterly performance review process is designed to enable 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
−Removed: • We offer a comprehensive wellness program designed to promote a healthy lifestyle, including exercise challenges, on-site gym facilities, virtual workouts, and health coaching.
+Added: • We offer a comprehensive wellness program designed to promote a healthy lifestyle, including on-site gym facilities, on-site bio-metric screening, and health coaching.
In addition to making physical health a priority, we offer mental health counseling and resources, financial coaching, and Teladoc Health services (i.e., telephone health services).
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We strive to develop career growth opportunities while delivering consistent learning and development experiences across all roles, functions, and locations.
−Removed: 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.
−Removed: • 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.
+Added: Our engagement survey scores in employee growth opportunities and career path, both landing above industry benchmarks, as measured by the Employee Engagement 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 Guiding Principles in Action training series, Change Leadership Enablement series, New Manager Lead Program, and coaching engagements.
All employees also have access to LinkedIn Learning for their “on-demand” learning needs.
−Removed: We are refreshing our curriculums for 2023 with an emphasis on key capabilities needed for Omnicell’s future success.
+Added: In 2023 we created self-paced learning journeys with an emphasis on key capabilities needed for Omnicell’s future success.
• Our approach to talent development is designed to enable our organizational transformation by aligning how we lead across all levels.
−Removed: 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: Most recently, we launched The Lead Program, prioritizing early managers and new managers in our revenue-generating organizations with the intention to scale across multiple leader levels in 2024.
• We have also launched a Change Leadership Enablement curriculum to better equip our leaders as they navigate high levels of organizational change.
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• 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.
−Removed: • 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.
−Removed: • 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.
−Removed: Recruiting & Retention
−Removed: • 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: • We are in the process of implementing a new applicant tracking system and best-in-class talent experience platform to enhance recruiting efforts.
−Removed: 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: • In order to further develop our leaders, we launched a consistent 360 feedback methodology for all people leaders in the organization and complemented it with development planning cohorts who complete individual development planning activities with peer coaching support.
+Added: • In 2023, we automated Talent Management activities by implementing Oracle, a cloud-based human resources management software program, which includes Talent Profiles to capture employees’ internal mobility interests and facilitates internal job searches.
+Added: Recruiting and Retention
+Added: • We are expanding the role of our talent acquisition team into the role of talent advisor.
+Added: This transformation goes beyond traditional recruitment, as we integrate ourselves deeply within the business framework.
+Added: By partnering closely with different departments, we gain an in-depth understanding of their unique challenges and goals.
+Added: This collaboration enhances our ability to not only align our talent acquisition strategies with Omnicell’s overarching business objectives, but also to proactively address future talent needs.
+Added: Leveraging digital recruiting platforms, social media engagement, and university partnerships, we’re not just expanding our employer brand but also ensuring a talent pipeline that is both diverse and attuned to the evolving dynamics of our industry.
+Added: Our commitment is to deliver strategic counsel and insights that support business leaders in making informed decisions about workforce planning and development, ultimately driving organizational growth and innovation through the power of talent.
+Added: • We implemented a new applicant tracking module to enhance recruiting efforts and better leverage the existing capital system investment.
+Added: This enhancement is intended to enable faster and better decisions, save time for value-added work, improve ease of job posting, and more efficiently manage the talent acquisition experience.
Diversity, Equity, Inclusion, and Belonging (“DEIB”)
−Removed: • At Omnicell, we continually strive to develop and maintain a positive, supportive, inclusive, and diverse work environment.
−Removed: 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.
−Removed: This same trend appeared in our Inclusiveness score.
−Removed: • In 2022, we developed a long-term comprehensive DEIB future data strategy as part of our three year plan.
−Removed: 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.
−Removed: 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: • At Omnicell, our ongoing commitment is to foster a positive, supportive, inclusive, and diverse work environment.
+Added: This involves valuing each individual for their differences and recognizing the entirety of the person beyond just their work identity.
+Added: • In 2022, we developed a long-term DEIB data strategy as an integral component of our three-year plan.
+Added: In 2023, we took a significant step forward by launching an internal self-identification campaign, with broadened gender options to elevate inclusivity within our organization.
+Added: By anchoring our DEIB strategy in data, we anticipate gaining insights into areas for enhancement and achieving a more precise measurement of the effectiveness of our human resources processes and diversity programs.
• 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.
We also believe we have a role in advocating for health equity and fair and equal access to medication and medication management support.
−Removed: • 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.
−Removed: 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.
+Added: • In 2023, we introduced four Employee Impact Groups (“EIGs”)—based on diverse employee characteristics—Black Inclusion B.R.A.I.N., The Proud Collective (LGBTQ+), BREATHE (Mental Health & Disability Inclusion), and Women in Technology (WIT).
+Added: These groups empower our employees to advocate for marginalized communities and serve as thought leaders, contributing valuable insights to shape our DEIB vision and strategy.
+Added: We believe that the EIG model generates sustained momentum and, coupled with our comprehensive DEIB strategy, reflects our unwavering commitment to employee diversity, equity, and inclusion.
+Added: Our EIG Advisory Council comprises Executive Sponsors for each EIG, with program support from our people organization.
Available Information
7 unchanged sentences
Lipps 66 President, Chief Executive Officer, and Chairman of the Board of Directors
−Removed: Kuipers 51 Executive Vice President and Chief Financial Officer
−Removed: Manley 45 Senior Vice President and Chief Legal Officer
−Removed: Mellon 60 Executive Vice President and Chief Administrative and People Officer
−Removed: Seidelmann 47 Executive Vice President and Chief Commercial Officer
+Added: Etta 53 Executive Vice President and Chief Financial Officer
+Added: Manley 46 Executive Vice President and Chief Legal and Administrative Officer
Lipps was named Chief Executive Officer and President of Omnicell in October 2002.
3 unchanged sentences
from Southern Methodist University.
−Removed: Kuipers joined Omnicell in August 2015 as Executive Vice President and Chief Financial Officer.
−Removed: Prior to Omnicell, Mr.
−Removed: Kuipers served as Senior Vice President and Chief Financial Officer of Quantcast Corp., a global technology company that specializes in digital audience measurement and real-time advertising.
−Removed: From May 2013 to December 2014, Mr.
−Removed: Kuipers served as Executive Vice President and Chief Financial Officer of The Weather Company, a media and global technology leader operating The Weather Channel, weather.com, wunderground.com and its professional services division WSI.
−Removed: From September 2009 to April 2013, Mr.
−Removed: Kuipers served in various financial management positions at Yahoo!
−Removed: Inc., a global internet technology company, most recently as Vice President, Finance for the Americas region.
−Removed: Prior to Yahoo!
−Removed: Kuipers held financial leadership roles at Altera Corporation, General Electric Company, and Akzo Nobel.
−Removed: He started his career with Ernst & Young and worked in both the Netherlands and Seattle, Washington.
−Removed: Kuipers received a Master’s Degree in Economics and Business Administration from Maastricht University and is a Chartered Accountant in the Netherlands.
+Added: Etta joined Omnicell in June 2023 as Executive Vice President and Chief Financial Officer.
+Added: Prior to joining Omnicell, Mr.
+Added: Etta served as Senior Vice President and Chief Financial Officer of Essilor of America, Inc., a subsidiary of EssilorLuxottica SA, a global leader in ophthalmic medical devices and products, from May 2019 to March 2022.
+Added: From June 2015 to May 2019, Mr.
+Added: Etta served as Worldwide Vice President and Chief Financial Officer of Johnson & Johnson Vision, an operating company of Johnson & Johnson, a global healthcare company.
+Added: From February 2006 to June 2015, Mr.
+Added: Etta held senior finance roles at The Coca-Cola Company, a total beverage company.
+Added: Prior to The Coca-Cola Company, Mr.
+Added: Etta served in financial roles of increasing responsibility at Microsoft Corporation, Eli Lilly & Company, and the Carlyle Group.
+Added: He started his career with Orano Cycle (previously Cogema) in Bethesda, MD.
+Added: Etta received a B.S.
+Added: in accounting from George Mason University and an MBA in finance from Howard University.
Manley joined Omnicell in April 2021 as Vice President and General Counsel.
1 unchanged sentence
Manley was named Senior Vice President and Chief Legal Officer.
+Added: Subsequently, in June 2023, Mr.
+Added: Manley was named Executive Vice President and Chief Legal and Administrative Officer.
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.
4 unchanged sentences
in mechanical engineering from Purdue University.
−Removed: Mellon joined Omnicell in February 2021 as Executive Vice President and Chief Administrative and People Officer.
−Removed: Prior to joining Omnicell she was Chief Human Resources Officer of CSG International, Inc., a software company, from July 2016 to January 2021.
−Removed: From June 2013 to June 2016, Ms.
−Removed: Mellon served as Vice President, Human Capital Management with Oracle Corporation, a leading global information technology company.
−Removed: Prior to Oracle Corporation, Ms.
−Removed: Mellon served in HR leadership roles for EchoStar Corporation, Aepona Limited, and Cigna Corporation.
−Removed: Mellon received a B.A.
−Removed: in Psychology from Villanova University.
−Removed: Seidelmann joined Omnicell in April 2018 as Executive Vice President and Chief Commercial Officer.
−Removed: Prior to joining Omnicell, from January 2015 to August 2017, Mr.
−Removed: Seidelmann served as founder and Chief Executive Officer of Candescent Health, Inc., a cloud-based radiology workflow and analytics provider.
−Removed: 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 Healthcare.
−Removed: Earlier in his career, Mr.
−Removed: Seidelmann held positions with Merrill Lynch and Ericsson Venture Partners.
−Removed: Seidelmann received a B.A.
−Removed: from Cornell University.
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.