Beruflich Dokumente
Kultur Dokumente
Management 67
Our Materiality Assessment 13
Environmental Responsibility 33 Human Rights 73
Report Profile & Assurance
Statement 95 Product Stewardship 35 Labor Practices & Workforce 75 Asia-Pacific
2015 Data Summary 98 Our Ingredients & Raw Materials 41 Employee Recruitment, About the GRI Indicators
Development & Retention 79 In addition to a GRI index at the back of this report,
United Nations Global Compact Sourcing of Raw Materials 42
Statement 102 Workplace Health & Safety 81 we have provided indications throughout to denote
Climate 45 where content related to specific GRI indicators can
Global Reporting Initiative (GRI) Health-Conscious, be found. The following key presents two-letter
Index 105 Water 52 Safe Employees 85 abbreviations for the standard disclosure areas
outlined by the Global Reporting Initiative. These
Waste 56 Employee Diversity & Inclusion 89
abbreviations, along with numbers that correspond
Transparency 90 with performance indicators, appear throughout this
report near the respective entries.
Stakeholder Engagement 91
EN Environmental
Financial Performance 94
HR Human Rights
LA Labor Practices and Decent Work
SO Society
PR Product Responsibility
EC Economic
We believe our first responsibility is to the doctors, We are responsible to the communities in which
Contents nurses and patients, to mothers and fathers and we live and work and to the world community as
Our Credo all others who use our products and services. In well. We must be good citizenssupport good
Letter from meeting their needs everything we do must be of works and charities and bear our fair share of
Our Chairman & CEO high quality. We must constantly strive to reduce taxes. We must encourage civic improvements and
Successes & Opportunities our costs in order to maintain reasonable prices. better health and education. We must maintain in
Organizational Profile Customers orders must be serviced promptly and good order the property we are privileged to use,
Our Citizenship & accurately. Our suppliers and distributors must protecting the environment and natural resources.
Sustainability have an opportunity to make a fair profit.
2020 Goals Our final responsibility is to our stockholders.
Completion of We are responsible to our employees, the men and Business must make a sound profit. We must
Healthy Future 2015 Goals women who work with us throughout the world. experiment with new ideas. Research must
Our Materiality Assessment Everyone must be considered as an individual. be carried on, innovative programs developed
We must respect their dignity and recognize their and mistakes paid for. New equipment must
merit. They must have a sense of security in their be purchased, new facilities provided and new
People
jobs. Compensation must be fair and adequate, products launched. Reserves must be created
Places and working conditions clean, orderly and safe. to provide for adverse times. When we operate
We must be mindful of ways to help our employees according to these principles, the stockholders
Practices fulfill their family responsibilities. Employees must should realize a fair return.
feel free to make suggestions and complaints.
There must be equal opportunity for employment,
development and advancement for those qualified.
We must provide competent management, and
their actions must be just and ethical.
For 130 years Johnson & Johnson People: We will help people be healthier by upon our proven strategic principles.
providing better access and care in more places In developing our new Citizenship &
Contents has been helping people everywhere around the world. Sustainability 2020 Goals we have broadened
Our Credo
live longer, healthier and happier lives. Places:We will make the places we live, work our view to consider not just the challenges of the
Letter from
Our Chairman & CEO Written nearly 75 years ago, and play healthier by using fewer and smarter business we are in, but of the world in which we
resources. operate. Global trends that could impact our ability
Successes & Opportunities Our Credo guides everything we do to help people and the environment be healthier
Organizational Profile We will team up with partners and
Practices:
with a strong sense of responsibility, include: population growth, poverty and inequality,
Our Citizenship & employees to further advance our culture of
Sustainability inspiration and a clear measure of health and well-being.
rising global instability, climate change, water
and resource scarcity, human rights issues, and
2020 Goals accountability. Our Credo outlines our pressures to increase transparency.
Completion of We believe we can use our expertise, influence,
Healthy Future 2015 Goals commitments to the people, places global reach and partnerships to help make this These and many other global challenges are
Our Materiality Assessment and communities we touch every day world a healthier, better place. We are acutely aware recognized within the UN Sustainable Development
of the dramatically changing global healthcare Goals (SDGs) ratified in late 2015. The SDGs provide
with our products and solutions, and a comprehensive framework for governments,
market. Populations of developed nations are
People informs our strategic approach to our aging rapidly and intractable diseases are taking NGOs, private sector and other entities to consider
Places Citizenship & Sustainability efforts. hold in some developing countries, increasing in their strategic plans moving forward. Later in 2016
healthcare costs; middle classes are expanding we will provide a perspective on the role we can play
At Johnson & Johnson, we aspire to improve health in many developing nations, putting pressure on in addressing the SDGs.
Practices
in all we do, and everywhere we go. Since the existing healthcare infrastructure and capacity; and As the worlds largest, broadly based healthcare
launch of our Healthy Future 2015 goals in 2010 patients are becoming increasingly involved in their company, guided as we are by Our Credo, we are
we have worked to advance global health; steward own healthcare decisions, necessitating a holistic committed to fulfill our unique opportunity to help
a healthy environment; increase sustainability approach to meeting their needs by integrating billions of people live longer, healthier, happier lives
among our suppliers; foster the most engaged, wellness solutions, innovative new medicines and today, and for generations to come.
health-conscious and safe employees in the advanced technologies.
world; advance community wellness; enhance Sincerely,
We believe the most important contribution we
outcome measurement in philanthropy; and can make to the dynamic challenges we are facing
increase transparency and collaboration. We met is innovationinnovation in products and solutions,
most of our goals and, in so doing, helped even services, processes and practices. The promise of Alex Gorsky
more people and deepened our relationships with innovation in health care is great, but it comes with Chairman of the Board of Directors and
our stakeholders. Our performance is presented the need for forward-focused investment in R&D, Chief Executive Officer
in this report and highlighted in Successes and a holistic approach to evolving global healthcare
Opportunities. markets and bold future-facing strategies that build
Successes Opportunities
Global Health Access
We launched a new, enterprise-wide Global Public Health strategy and or- While we have strong access programs in place, our efforts must continue
ganization to leverage the full breadth and depth of Johnson&Johnson to to evolve to address challenges stemming from limitations of existing
deliver comprehensive, long-term health solutions that deliver better health healthcare infrastructure and increasing demands by people who need
outcomes for families and communities. greater access to quality health care.
Contents
Our Credo Quality & Safety of Products Water
Letter from We continually explore new ways to foster our proactive quality culture and We operate in many areas of the world where water quality and quantity are
Our Chairman & CEO use our expertise to engage in leadership roles with external stakeholders an issue. While we are not a large water user, we are undertaking additional
Successes & Opportunities to influence and shape regulations, ensuring the Company continues to efforts to evaluate water availability in the areas in which we operate and to
deliver safe and effective products to improve the lives of our patients and implement water risk mitigation efforts in those areas where water risks are
Organizational Profile
customers. the highest.
Our Citizenship &
Sustainability
2020 Goals
Procurement and Our Suppliers Human Rights
By collaborating with our partners to strengthen the social and Managing the human rights considerations in our supply base is a critical
Completion of
Healthy Future 2015 Goals environmental performance of our supply base, we are driving and complex undertaking. Efforts are ongoing to expand human rights as a
sustainability efforts beyond our four walls, while also strengthening filter for supplier risk prioritization, update our Responsibility Standards for
Our Materiality Assessment
the Company. Suppliers to reflect all relevant provisions from the UN Guiding Principles on
Human Rights, and apply our Standards to all suppliers.
People Climate
We have realized a 9.8 percent reduction in facility CO2 emissions against Transparency
Places our 2010 baseline; approximately seven percent of the Companys energy We continue to assess how we approach transparency for any identified
is currently generated by clean/renewable sources; and on-site renewable material issues and work to raise the bar of our reporting in accordance
Practices and clean technology energy capacity has increased to 54 megawatts. In with the Global Reporting Initiative (GRI) strategic framework that we and
2015, we extended our commitments with two new energy and climate hundreds of other companies use for Citizenship & Sustainability reporting.
goals based on the latest climate science.
Stakeholder Engagement
Product Stewardship Our senior leadership establishes broad parameters for stakeholder
Improving the sustainability profiles of our products and/or packaging
engagement; we do not have an overarching policy for stakeholder
has been an integral part of the Companys goal-setting efforts for many
engagement or one group that leads it. As a decentralized company, our
years. Using our Earthwards approach, we are reducing the social and
employees engage with many stakeholders on a variety of topics related to
environmental impacts of our products.
our businesses throughout the world.
Governance
We created a new office of Worldwide Corporate Governance that will
partner with the Environment, Health, Safety & Sustainability and Citizenship
teams to measure progress against the completion of our Healthy Future
2015 goals and track progress on our new Citizenship & Sustainability
2020 Goals.
North America
30.7%
employees Asia
employees
37.4%
Contents 18.8%
Our Credo
Letter from Africa
Our Chairman & CEO (included in EMEA
Successes & Opportunities total)
Organizational Profile
Our Citizenship &
Latin America
Sustainability employees
2020 Goals 13.1%
Completion of
Healthy Future 2015 Goals Total 2015 Net Sales,
Total Number Employees, Number of Operating
Our Materiality Assessment Worldwide Companies, Worldwide Worldwide
People
127,100 250 $70.1 billion
Places
17.4 18.3
Contents
13.9 14.7 14.5 13.5
Our Credo
12.8 12.3 12.1 9.5 9.4 8.3
Letter from
Our Chairman & CEO
5.2 5.1 5.2
Successes & Opportunities
2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015
Organizational Profile
Our Citizenship & Pharmaceutical Medical Devices Consumer Worldwide Total
Sustainability
2020 Goals
Completion of
Healthy Future 2015 Goals Johnson&Johnson, through its Family of Companies The Company is organized into three business segments: For more details about Our Management Approach
Our Materiality Assessment (the Company), is the largest and most diversified Pharmaceutical, Medical Devices and Consumer. and Johnson&Johnson Enterprise Risk Management
healthcare company in the world. The Management and Executive Committees of Framework, please see our Company website.
G4-3, G4-4 Johnson&Johnson are the principal management Johnson&Johnson can be found online at
People groups responsible for the strategic operations and www.jnj.com and via social media.
Our 250 operating companies employ approximately allocation of the Company resources. These committees
Places
127,100 employees in 60 countries (as of year- oversee and coordinate the activities of the Companys
end 2015), who are engaged in the research and three business segments.
Practices
development, manufacture and sale of a broad range
of products in the healthcare field. We utilize more Our worldwide headquarters are in New Brunswick, New
than 80,000 suppliers and hundreds of external Jersey, USA. We have been listed on the New York Stock
manufacturers to support the development and Exchange since 1944 under the symbol JNJ.
manufacturing of our products worldwide. The G4-5, G4-7
Companys product portfolio spans pharmaceuticals,
medical devices and consumerapproximately For changes in our business during the reporting period,
389,000 products and product variations in total that please see Note 20 (Business Combinations and
touch more than one billion people every day. Divestitures) on page 62 of our 2015 Annual Report
G4-6, G4-9, G4-12, G4-17 available on our Investor Relations website. G4-13
2020 GOALS
through design for recyclability and partnerships.
Citizenship & Reduceabsolute carbon emissions 20 percent
Sustainability by 2020, 80 percent by 2050. Produce/procure
20 percent of electricity from renewable sources
by 2020; aspire to power all facilities with clean/
renewable energy by 2050.
Conducta comprehensive water-risk assessment
at 100 percent of manufacturing/R&D locations
Contents
People therapy to a cumulative 200,000 patients, saving
148,000 lives.
and implement water-risk mitigation plans
(WRMPs) at the high-risk sites.
Our Credo Goals: Train
30,000 skilled birth attendants to assist
Letter from
Our Chairman & CEO
Developand deliver innovative, life-changing
solutions to address the worlds major health
six million births.
Supportthe delivery of six million eye care
Practices
Successes & Opportunities
challenges. Goals:
Organizational Profile screenings to underserved children, and provide
Deliver
innovative healthcare access and training corrective treatments as needed to 100,000. Collaborate
with our suppliers to accelerate
Our Citizenship &
Sustainability programs that impact a billion lives in under- Activate
environmental and social improvements across
signature partnerships for five of our
2020 Goals served areas. the value chain.
largest Consumer brands to promote the health
Completion of Collaboratewith governments, nonprofits and and well-being of people in need around the Empower and engage the Johnson&Johnson
Healthy Future 2015 Goals the private sector to foster new models of health world. family of employees to become the healthiest
Our Materiality Assessment that improve economic well-being and healthcare workforce.
Drive
policy thought leadership and strategic
in emerging markets, including Brazil, China and
engagements to expand healthcare access Targets & Metrics:
People India.
and coverage in three emerging markets
Enroll
suppliers covering 80 percent of our spend
Targets & Metrics: (Brazil, China, India) and lead three to five pilots
Places in our Sustainable Procurement Program.
to demonstrate improvements in economic,
Expand the database documenting bedaquilines
productivity and health outcomes. Consistentlyachieve benchmark spending
Practices (Sirturo) effectiveness, efficacy and safety profile with U.S. diverse suppliers and small suppliers
through collaborative efforts to further increase globally, while doubling our global supplier
access. Places diversity footprint.
Initiate
Phase 3 trials and regulatory submissions
Goals: Empower and engage at least 100,000
for rilpivirine LA, the first all-injectable depot employees toward a personal best in health
regimen for HIV. Fully
integrate sustainable design solutions into
and well-being via the principles of Energy for
our product innovation processes.
Produce and donate one billion doses of Performance, innovative digital health tools,
mebendazole (Vermox) to treat more than Reduceour impacts on climate and water and advancing a culture of healthy eating and
100 million children at risk for intestinal worms, resources. physical activity.
and reduce infections by 26 million over five years Targets & Metrics:
through integrated treatment and prevention.
Newand existing products representing
Deliver
HIV/AIDS therapy access to 130,000 20 percent of Johnson&Johnson revenue
1. Key markets include those where mature recycling
adults and 5,000 children, and tuberculosis achieve Earthwards recognition for sustainable infrastructure exists (U.S., U.K., France, Germany, Canada).
Our performance against our Advancing Global Health worldwide development and commercialization of
Contents dapivirine for HIV prevention in women. In 2015,
Our Credo
Healthy Future 2015 goals has Goal: One research partnership and three Janssen Sciences Ireland UC (Janssen), one of the
Letter from helped us advance global health; licensing agreements finalized to address diseases
of the developing world.
pharmaceutical companies of Johnson & Johnson,
Our Chairman & CEO expanded its relationship with IPM through a new
Successes & Opportunities
steward a healthy environment; Actual: Our efforts to reach this goal began agreement to help protect women against sexual
Organizational Profile increase sustainability among with commitments made in 2011 as part of the transmission of HIV. This new agreement grants
IPM an exclusive, royalty-free license to develop
Our Citizenship &
Sustainability
our suppliers; develop engaged, London Declaration to end Neglected Tropical
Diseases (NTDs) by 2020, and include working darunavir, an antiretroviral (ARV) medicine used for
2020 Goals health-conscious and safe with partners, such as Drugs for Neglected HIV-1 treatment, as a vaginal or rectal microbicide
Completion of
Healthy Future 2015 Goals
employees; advance community Diseases initiative (DNDi), to develop a chewable for HIV prevention in selected developing countries
formulation of VERMOX (mebendazole), our
at an affordable cost. 2 A
Our Materiality Assessment wellness; enhance outcomes treatment for intestinal worms in children. In
measurement in philanthropy; 2013, the Company executed a data-sharing Goal: Ninety least-developed and middle-income
countries have our HIV therapies registered and
People and increase our transparency agreement with DNDi for preclinical research
available at special-effort pricing.
on flubendazole as a potential new treatment
Places and collaborations. Progress against parasites that cause lymphatic filariasis Actual: In more than 100 countries, our HIV
is reported here and in more (elephantiasis) and onchocerciasis (river blindness); medicines are made available either at special-
Practices a licensing agreement with PATH on TMC278LA
detail within our report. pre-exposure prophylaxis; and in-licensing
effort or reduced pricing, provided local regulatory
systems allow import prior to registration. The
agreements with Wellcome Trust and Ku Leuven in 90 least-developed or middle-income countries
the field of dengue. We bolstered our portfolio of identified in our Healthy Future 2015 goal are part
treatments against NTDs in 2015 when we added of an HIV Access Territory from which we measure
the early development program for dengue to our our progress. A
Global Public Health portfolio, aiming to develop
in partnership with key research institutions
innovations that protect against dengue for people
traveling to and living in endemic areas.
In 2014, Janssen Global Public Health
expanded its collaboration with the International 2. http://www.ipmglobal.org/publications/ipm-receives-
Partnership for Microbicides (IPM) to include worldwide-rights-hiv-prevention-medicine
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions.
2020 Goals decision to stop the development of this injection Actual: 92 percent have completed a health risk
Completion of system. (See the Access section of this report for Goal: Increase on-site renewable and clean- assessment and know their key health indicators. A
Healthy Future 2015 Goals more information.) technology energy capacity to 50 megawatts.
Our Materiality Assessment Goal: 80 percent of measured employee popula-
Actual: 54 megawatts installed or in progress.3
Goal: Provide 200 million doses of VERMOX tion health risks are characterized as low risk.
(mebendazole), our treatment for intestinal worms, Actual: 73 percent of employees characterized
People to infected children in more than 30 countries.
Goal: 20 percent improvement in vehicle fleet
emissions efficiency. as low risk based on employee health results. A
Places Actual: In 2015, we provided more than 129
Actual: 20 percent improvement. A
million doses of VERMOX, our treatment for Goal: 15 percent improvement in employee safety
Practices intestinal worms, for distribution to affected vs. 2010 (Lost Workday Case rate target of 0.09).
Goal: Products and packaging evaluated for
children in 14 countries. Compared with 2014, Actual: Achieved 0.08 lost workday case rate, a
sustainability improvements, with 60 achieving
our donation decreased from 181 million doses, 27 percent improvement over 2010. A
Earthwards recognition.
primarily due to challenges stemming from
limited country capacity to fully utilize the amount Actual: 80 products have received Earthwards
Goal: 15 percent improvement in contractor safety
of committed medicines. Our donations had recognition. A
vs. 2010 (Lost Workday Case Rate target of 0.12).
consistently increased from 36 million doses in
2010, to 80 million in 2011, 116 million in 2012, Actual: Realized a lost workday case rate for
and 161 million in 2013, to 181 million in 2014. A contractors of 0.18, a 28.5 percent increase. A
Goal: Register a new triple-combination therapy Goal: 15 percent improvement in fleet safety
for HIV and finalize a generics licensing agreement. 3. Performance is lower than clean energy capacity reported vs. 2010 (Auto crashes per million miles [CPMM]
in 2014 report (55.7 MW) based on recalculations due to target of 4.7).
Actual: In 2011, a new triple-combination therapy divestitures.
Actual: Realized a CPMM rate of 6.01, a nine
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions. percent increase over 2010. A
Our Materiality 5
Show Places
Assessment E X T R E M E LY
HIGH Show Practices
Product Quality
and Safety
G4-1821, G4-23 Hide labels 1
Access to and
Affordability of
2
Health Care
3
Global Health
Ethical
In 2013, Johnson&Johnson conducted a Product Performance
VERY HIGH Pipeline
Citizenship & Sustainability materiality 8 assessment Financial Health/
4
Contents Economic Performance 7
to identify those topics of greatest interest to 4 6
Our Credo both Johnson&Johnson and our stakeholders; 5 Compliance
2020 Goals identified by the Global Reporting Initiative (GRI), 17 Product Stewardship
centers, shareholder resolutions and questionnaires 3 Public-Private Partnerships Market Access & Presence
28
22 22
from socially responsible investors. HIGH Community Engagement
People & Partnership 35
29 21 Stakeholder
14 Transparency
26 Engagement
Expanded list of issues: Interviews were conducted Job Creation 36
Places with Johnson&Johnson staff from all regions,
Diversity
27 25
23
19 Water
Employee
Recruitment/
Product & Financial Labor Practices Development/
business units, levels and functions of the enterprise,
Importance to Johnson & Johnson +
Donations 39
Practices Biodiversity
Corporate
Governance 20
Environmental Retention
asking them to consider the Companys activities, Political 31 Responsibility
40 Contributions/ Compensation/
impacts and stakeholder expectations, and to Lobbying Remuneration
38
30 Strategic Leadership/
34 Sharing of Expertise
identify those issues of the greatest interest to
Energy
Johnson&Johnson and our stakeholders. A master Use 33
32 Waste
list of over 220 topics was generated. Air Emissions
2 37
Impact assessment: Each topic was evaluated for Data Protection 15
and Privacy
boundaries (where its impact occurred). Impacts were Volunteerism Workplace Health
determined both inside and outside the organization, & Safety
41
and by business unit, region and stakeholder group.
People High P
ublic-Private Partnerships D
ata Protection and Privacy
In 2015, we grouped related issues under a common on website on website
People
Global Health
Access & Affordability
of Health Care
Innovation
Philanthropy
Places
Practices
People
Well help people be healthier,
by providing better access and care in
more places around the world.
Global Health
Contents At Johnson&Johnson, at Johnson&Johnson, this new organization will Our innovative partnerships, spanning
mobilize coalitions of global and local partners decades, have trained a new generation of health
we believe that health care is to achieve maximum impact. To work with these workers to provide critical prenatal and obstetric
People
Global Health
societys greatest challenge partners more effectively, we established an health care in resource-limited settings. We also
on-the-ground operations presence in South donate life-saving medicines and support the
Access & Affordability and that we are uniquely poised Africa. This site was chosen to officially launch development of technologies that improve access
of Health Care
Innovation
to tackle it. For 130 years, our new Johnson&Johnson Global Public Health to critical healthcare information to protect women
(GPH) strategy. and their children.
Philanthropy Johnson&Johnson has been The enterprise-wide ambition for our GPH Johnson&Johnson was among the first
committed to improving the strategy is reflected by the diversity of our GPH private-sector companies to answer the United
Places senior leadership, which includes representatives Nations (UN) Secretary Generals call to redouble
health of individuals, families from our Consumer, Pharmaceutical and Medical the effort toward achieving the Millennium
Practices and communities around Devices business segments; Corporate Affairs Development Goals (MDGs), specifically those
divisions (Communications, Corporate Equity and which impact maternal and child health. In
the world. Corporate Citizenship); Government Affairs and 2010, Johnson&Johnson pledged to support
Policy; and Finance and Human Resources groups. MDGs 4, 5 and 6 with a comprehensive five-year
In 2014, the Janssen Pharmaceutical Companies Our GPH strategy aims to deliver integrated commitment to reach as many as 120 million
of Johnson&Johnson launched Janssen Global evidence-based solutions to address complex women and children a year by 2015. We met and
Public Health (Janssen GPH), incorporating global health problems in three key focus areas: exceeded this goal in 2015 with efforts focused
innovative R&D, policies and access models to maternal, newborn and child health; HIV/AIDS; on five key areas. In each of these areas we
meet the worlds greatest public health challenges. and tuberculosis. We are also scoping other focus have developed strong, innovative partnerships
However, these complex challenges require areas, including neglected tropical diseases, that have the potential to foster the greatest
more than just pharmaceutical interventions. surgery/trauma, mental health, vision care and improvements in maternal and child health:
To address this, we launched a new, enterprise- game-changing vaccine technologies. Making childbirth safer;
wide global public health strategy and organization
Maternal, Newborn and Child Health reating and preventing intestinal worms
T
to build on the success of the Janssen
in children;
organization and others. Rather than focusing
on individual interventions in isolation, this new Building on the legacy of our Corporate sing technology to reach new and expectant
U
organization leverages the full breadth and depth Citizenship group, our goal is to help end mothers with vital health information;
of Johnson&Johnson to deliver comprehensive preventable maternal and child deaths and ensure
Eliminating mother-to-child transmission
health solutions for better health outcomes for every child thrives. We believe that the lives
of HIV;
families and communities. While designing these of millions of moms and babies can be saved
innovative health solutions is core to what we do through simple, affordable interventions.
HIV/AIDS
Contents
Our goal is to help ensure every child is born
People HIV-free, adolescent girls and young women have
Global Health the tools they need to stay HIV-free, and people
Access & Affordability living with HIV have access to the medicines they
of Health Care
need to lead healthy, productive lives.
Innovation
Despite significant progress, HIV/AIDS
Philanthropy continues to take lives and devastate communities,
especially the most vulnerable. To help create an Deworming
Places HIV/AIDS-free generation, we are investing in
research and development for new treatments
Practices and fostering partnerships to increase access
to medicines and quality care, while providing
educational tools to empower communities P R E T E R M - B I R T H P R E V E N T I O N Born On Time is a global public-private partnership that brings together
resources and expertise from Johnson & Johnson, Government Affairs of Canada, World Vision, Plan International
severely impacted by HIV.
Canada, and Save the Children in Bangladesh, Ethiopia and Malithree countries where the burden of newborn
As part of the Companys overall commitment deaths is high and governments have been committed to improving survival rates.
to HIV, in December 2015 we marked World AIDS
Day with four major new global commitments:
and in-kind contributions. We will provide expertise, Empowering women and girls in HIV
financial resources and in-country consumer prevention
Stemming the tide of HIV in adolescent girls
insights to support a suite of programs, and we Building on a decade-long partnership, Janssen
Janssen Pharmaceutica N.V., one of the Janssen launched the DREAMS Innovation Challenge to Sciences Ireland UC granted the not-for-profit
Pharmaceutical Companies of Johnson&Johnson, identify and develop new approaches. Janssen International Partnership for Microbicides (IPM)
is supporting the Presidents Emergency Plan joins other major partners, the Bill & Melinda Gates an exclusive, royalty-free license to develop
for AIDS Relief (PEPFAR) DREAMS partnership. Foundation, Girl Effect, Gilead Sciences and ViiV and commercialize in a number of developing
This ambitious collaboration seeks to reduce new Healthcare in its support. countries its HIV medicine darunavir as a potential
infections in adolescent girls and young women vaginal and rectal microbicide for HIV prevention
by 40 percent in 10 sub-Saharan Africa countries in women. The collaboration complements
by 2017. Seventy-four percent of new infections our existing license to IPM for dapivirine, an
among adolescents in sub-Saharan Africa are girls. investigational HIV medicine, for use as a potential
In joining this partnership, we committed up to vaginal microbicide, as part of our efforts around
$15 million over two years in combined funding the development and delivery of innovative tools
Contents As a global health care Our innovation, commitment and ongoing work Intellectual Property Policy Expansion
are helping to create a world where people across As part of efforts to help meet the needs
company, Johnson&Johnson all economic and social circumstances have of children and adolescents living with HIV,
People
Global Health
has an important responsibility access to the treatments and care they need to Janssen is working to create one of the broadest
lead healthy lives. Our access programs include geographic territories for an access effort for
Access & Affordability to do all it can to address strategic partnerships and collaborations and pediatric HIV medicines to date. In 2015,
of Health Care
Innovation
unmet medical needs. This licensing agreements to help register, manufacture Janssen furthered its commitment to improve
and distribute our medicines, as well as donation the health of children living with HIV through an
Philanthropy responsibility includes the programs and other strategies to reach vulnerable expanded policy aimed at enhancing access to
need to make our medicines, populations. We promote capacity building through our HIV medicine darunavir, building upon a 2012
Places our programs to ensure that donated product policy not to enforce the patents on darunavir in
vaccines and diagnostics can reach people in need and also look for ways select low- and middle-income countries.
Practices accessible to patients living in to shape the future of clinical trials to better serve This expanded policy enables the development
patient populations, especially children. of and access to new pediatric products of
resource-limited settings. darunavir in 128 low- and middle-income
Global HIV Access Effort countries, home to 99.8 percent of children and
We are committed to ensuring broad access adolescents living with HIV worldwide today,
to our HIV therapies for those who need them provided the generic versions of darunavir are
and continually work to advance registration high quality, medically acceptable, and only used
and special-effort pricing where there is a need in the indicated countries.
and the possibility for safe, appropriate use. A These renewed efforts are an outcome of
comprehensive, multi-country registration effort engagement between Janssen and the Medicines
ensures availability of our branded HIV medicines Patent Pool (MPP), directly supporting the recently
where there is a public health need, such as launched Pediatric HIV Treatment Initiative (PHTI).
in sub-Saharan Africa, where we target 20+ PHTI is a partnership between the MPP, UNITAID,
countries. These countries make up part of the the Drugs for Neglected Diseases initiative
90 least-developed or middle-income countries (DNDi) and the Clinton Health Access Initiative
identified in our Healthy Future 2015 goal, which, (CHAI) dedicated to speeding the development
in turn, are part of an HIV Access Territory of more of high-priority pediatric co-formulations of HIV
than 100 countries where our HIV medicines are medicines and addressing other potential barriers
made available either at special-effort or reduced to treatment access for children living with HIV.
pricing, provided local regulatory systems allow Janssen will collaborate with PHTI partners to
import prior to registration. develop critical new formulations of pediatric HIV
Stop TB Partnership
Janssen is working with the procurement agent
for the Stop TB Partnerships Global Drug Facility,
to facilitate access to SIRTURO for the treatment
of pulmonary MDR-TB in adults in more than 130
low- and middle-income countries outside the
United States. The goal of this partnership is to
facilitate access, while ensuring appropriate use
Contents of medicines.
People the success and future of future-facing strategies. Our broad-based health In 2009, the organizational model was changed
care focus fuels our ability to invest and create by implementing a new R&D strategy that formed
Global Health Johnson&Johnson. value through opportunities across a broad one team under the name Janssen. Janssen
Access & Affordability spectrum. It enables us to offer custom and built on new science, leveraging breakthrough
of Health Care It is critical to the entire comprehensive solutions to our partners and to innovation, generated both internally and externally;
Innovation
Philanthropy healthcare industry lead in innovation.
In 2015, we invested $9 billion in R&D. We
focused on medical need and differentiation; and
created five end-to-end therapeutic area teams and
and central to the success have access to the industrys leading science,
which when applied against our consumer
10 focus disease areas.
By sourcing innovation wherever the best
Places
and well-being of society insights, our disciplined research and investment, science came from, the Janssen portfolio was
Practices and our portfolio management enables us to build transformed. Operations teams were set up
as a whole. an industry-leading pipeline across our enterprise. focusing on excellence in global execution, speed,
quality, cost and efficiency, and delivered 16 new
Innovation Strategy drugs in six years (20092015).
For 130 years, Johnson&Johnson has been In 2015, Janssen led the branded
driving breakthrough innovation in health care Our strategy focusing on delivering pharmaceutical industry in productivity,
from revolutionizing wound care in the 1880s transformational innovation has created a FDA approvals and breakthrough therapy
to developing cures, vaccines and treatments cycle of success. It positions our Company for designations. In November 2015, just four months
for some of todays most pressing diseases in continued growth in the future. Over the past after submission of clinical findings, Janssen
the world. We are acutely aware of the need seven years, we have transformed the lives received FDA approval for one breakthrough
to evaluate our business against the changing of many patients worldwide and significantly therapy, DARZALEX (daratumumab), the first
healthcare environment and to challenge ourselves transformed our pharmaceutical business. human monoclonal antibody to be approved
based on the results we deliver. Up to 2009, the Pharmaceutical segment anywhere in the world for patients with multiple
We believe the most important contribution we was decentralized and grown primarily through myeloma. (Read more about DARZALEX in our
can make to the dynamic challenges we are facing the acquisition of multiple R&D companies. 2015 Digital Year in Review.)
is innovationinnovation in products, services, From 2006 to 2009, there were six separate Janssen R&D is one of the strongest
solutions and in everything we do. We have to put R&D organizations, seven therapeutic areas, pharmaceutical research and development
the patient in the center and reward innovations a wide footprint, and multiple pre-clinical and organizations in the world. With the combined
that drive better outcomes and long-term value. clinical organizations, regulatory and medical strength of its in-market portfolio, deep
The promise of innovation in health care is safety organizations, as well as duplication of late-stage pipeline and robust early-stage
great, but it comes with the need for forward- platforms and technologies across the world, in pipeline, Janssen will continue delivering above
Accessing
industry growth and advances in human health
Innovation Centers in London, California,
through 2019.
Boston and Asia/Pacific. To date, the
Janssens remarkable and sustained
turnaround since the launch of our innovation
strategy provides best practices that we are
Innovation Innovation Centers have explored more than
3,800 opportunities and have helped to
establish over 200 collaborations in the past
applying across our entire business. As the most Sourcing innovation begins two years.
broadly based healthcare company in the world,
Johnson&Johnson has strong internal capability,
with a deep understanding Through our incubators, JLABS, we enable
technology platforms and key insights in each of the innovation landscape. entrepreneurs to advance their research with a
of our business segments. These strengths no-strings-attached approach. We opened our
Our experts define an sixth JLABS facility in Toronto in 2015, JLINX
are leveraged across the entire organization.
Deep, broad internal expertise and platforms are innovation strategy, in Belgium in early 2016, and currently have
more than 80 companies in residence across
Contents
complemented with the best external science and conduct a holistic scan of
technology, which we access through our unique all JLABS.
innovation model. the innovation landscape, Through Johnson&Johnson Development
People As our Consumer business continues its return and prioritize all accessible Corporation, the first corporate venture fund
Global Health to benchmark performance, its portfolio is focused
Access & Affordability in critical geographies and leverages iconic mega-
opportunities, internal or in the life science industry, with more than
30 years of experience, we make strategic
of Health Care
brands to address key consumer need states external, to select the best investment in life science and technology
Innovation across six categories: skin care, over-the-counter
Philanthropy
asset. in our areas of interest and where we have
(OTC) medicines, oral care, wound care, womens insights and capabilities.
health and baby.
In late stage, we access innovation by
Places Our Medical Devices segment also continues
traditional licensing, partnerships and
to fully leverage the Johnson&Johnson innovation
acquisition.
Practices model. Medical Devices saw success in 2015
from the launch of 20 new products and notably
expanded its extremity portfolio as well as added
new capabilities in sports medicine visualization
through acquisitions. In the last quarter of 2015,
Medical Devices led formation of a joint venture all our operating companies continuously refines to create product platforms and systems that
with Google, Verb Surgical Inc. (on page 27); our external and internal innovation model. By cross categories and establish new sources
acquired Coherex Medical, Inc.; partnered with the expanding this model across all three business of innovation through convergent combination
Fogarty Institute to back next-generation device segments of Johnson&Johnson, our goal is products. We are excited about the promise of
innovation; and entered into the first-of-its-kind to continuously work to be the most innovative convergent technologies in categories like lung
value creation agreement with Ramsay Health company in the world on behalf of our patients cancer, vision care, biosurgery, robotics, obesity
Care. and consumers through our internal R&D and diabetes.
As part of the restructuring we announced in programs and external collaborations. e are establishing a lung cancer center in
W
January 2016, we are also undertaking actions
China to look at the disease from multiple
to further strengthen our go-to-market model, Broadly Based Advantage
perspectives and with multiple solutions,
accelerate the pace of innovation, prioritize
from prevention to diagnosis and cure. By
key platforms and geographies, and streamline In addition to collaborating with external combining our surgical oncology capabilities
operations while maintaining high quality innovators, Johnson&Johnson is uniquely from our global surgery business with Janssen
standards. positioned to bring forward integrated healthcare Diagnostics and Janssen Therapeutics and
Johnson&Johnson Innovation Research & solutions from cross-segment collaboration. the new insights in disease prevention, we
Development and Commercial leadership across Our broad base enables Johnson&Johnson
Contents At Johnson&Johnson,
Our Credo responsibility
People
Global Health
inspires us to advance the
Access & Affordability health of communities in
of Health Care
Innovation
which we live and work, and
Philanthropy the world community as well.
This unwavering commitment
Places
to making the world a
Practices healthier place is at the heart
of our giving.
C O N N E C T I N G M O R E M O M S V I A M O B I L E Access to basic health education on preventing diseases,
We fulfill our mission by developing enduring preparing for birth, and understanding the complications that could occur during pregnancy and infancy
periods is vital to preventing the deaths of nearly 150 mothers and thousands of children each day in India.
partnerships that deliver community-based Through a program called mMitra, mothers are sent voice calls twice a week that provide preventive care
solutions to health challenges. We focus in three information directly to their mobile phones.
strategic areas: saving and improving the lives of
women and children, preventing disease among Johnson&Johnson companies made provide emergency disaster relief.
the most vulnerable, and strengthening the $877 million in non-cash contributions (product In 2010, Johnson & Johnson was the first
healthcare workforce. Together with our partners, donations are reported at fair market value, private sector company to make a commitment
we make life-changing, long-term differences which is consistent with the reporting methods of to the United Nations Every Woman, Every Child
in human health, helping families to survive and nonprofit organizations). initiative, which focused on the health-related
thrive. Of these non-cash contributions, the Millennium Development Goals (MDGs 4, 5, & 6).
Overall, in 2015 Johnson&Johnson Company donated $635.5 million of selected We committed to reach 120 million women and
contributed $1 billion in cash and products to prescription products to patients without adequate children annually by 2015, focusing on five areas
organizations in the U.S. and around the world. financial resources in the U.S. through the where our role as a global healthcare company
This included $163 million in cash, with more than Johnson&Johnson Patient Assistance Foundation. supported strong, innovative partnerships and
$15 million allocated through our U.S. Matching The balance of non-cash contributions went to programs: making childbirth safer; treating and
Gifts program. Johnson&Johnson double- private voluntary organizations that assist medically preventing intestinal worms in children; using mobile
matched employee contributions in 2015. underserved people in developing countries and phones to share vital health information to new
350,000
with a focus on health outcomes. Working closely to ultimately driving desired health outcomes.
with evaluation consultants, grant managers and Thus the Company-supported capacity-building
nonprofit partners, the Companys monitoring and project aims to improve the EMR system, increase
evaluation staff identified 10 nonprofit partners staff accessibility of the system and improve
in need of capacity-building support, oversaw
administration of assets and needs assessments,
data quality. Some key activities underway in
2016 include conducting an assessment of the healthcare
providers
and supported design and implementation of current system and making recommendations
the initiative with interventions tailored to fit each for improvement, developing new data collection
trained in
nonprofit partners needs. We ultimately focused forms and modules and providing training.
our work with eight of these partners for which the
84
timing and opportunity aligned. Increasing M&E Capacity
Contents Here are a few examples of how we engaged In addition to this capacity-building work with
with our partners: several key partners, in 2015 the WCC team
People continued ongoing efforts to increase internal
Global Health Tracking Outcomes capacity to conduct M&E, to use those results to
Access & Affordability Hand in Hand (HiH) Internationals job creation inform programming, and to support all partners
countries
of Health Care
model works to integrate group savings, skills and team members on general M&E needs. For
Innovation training, micro-finance, and connections to larger example, the team developed common indicators
Philanthropy markets for grassroots entrepreneurs across 13 that can be aggregated across programs for some
countries. While HiH has been using a system to key areas of the portfolio. The team streamlined
Places consistently track key outputs of its work, it had internal data collection processes by setting up
limited infrastructure for collecting and reporting and monitoring an automated email reminder
Practices on health-related outcomes. The M&E capacity- system. Using the standardized reporting
building work supported by Johnson&Johnson definitions and guidelines, the team conducted
Worldwide Corporate Contributions (WCC) webinars for at least 200 individuals representing
convened HiH staff and a highly respected partner organizations and disseminated the in a United Nations Global Assembly week forum
consulting firm to identify key health outcomes and guidelines via email and online. Similar sets of on data for decision-making in global health. At
a plan for measurement and reporting. By the end tools to standardize data collection and reporting the 2015 Council on Foundations Conference we
of the project, HiH had developed a logic model for some specific clusters of programming were planned and implemented two panels of corporate
that incorporated health outcomes, defined key distributed (e.g., healthcare provider leadership philanthropy leaders on measuring social and
health and health-related indicators, and integrated and management programs). Regional data business impact. We also have expanded to begin
those indicators into existing data collection tools collection was centralized and standardized for contributing to forums focused on the broader
and information systems. the first time. The team also continued to expand evaluation field, such as the American Evaluation
upon a framework for measuring health outcomes Association.
Strengthening Data Systems for many major programs. At conferences like these, Johnson&Johnson
Another partner in this initiative focused more is one of very few corporations present, taking
on strengthening data systems. Hpital Albert Thought Leadership a strong stance on the importance of evaluating
Schweitzer (HAS) Haiti aims to improve health our work and highlighting collaboration with key
outcomes in its catchment area, including reducing When it comes to M&E of corporate giving, partners. We also continue to have a constant
maternal and neonatal mortality, severe disability Johnson&Johnson is increasing its position as presence at health and philanthropy conferences,
and mortality from trauma, and malnutrition among a thought leader by helping to drive the agenda such as the American Public Health Association,
children. HAS Haiti has an electronic medical on the importance of M&E. In September 2015, increasingly focusing on the role of M&E in our
record (EMR) system in place, but the system we hosted more than 100 global health leaders partnerships.
People
Places
Environmental Responsibility
Product Stewardship
Our Ingredients
& Raw Mateirals
Sourcing of Materials
Climate
Water
Waste
Practices
Places
Well make the places we live, work
and play healthier, by using fewer and
smarter resources.
Environmental Responsibility
9
G4-14, G4-58
9. Includes data from all manufacturing and R&D locations. B E T T E R H E A LT H T H R O U G H N A T U R E Hands-on workshops on healthy food preparation and field
For information on how data from acquisitions and divestitures trips to farms and gardens help teach students of Origen Agroecological School in Pirque, Chile, about
are managed, please see the Report Profile section of this nutrition, healthy eating and disease prevention, while increasing their understanding of sustainable
report. Exceptions will be noted in the relevant sections in which agriculture, the environment and nature conservation. Johnson & Johnson is working to promote the
they occur. Origen education model.
11. w ww.worldbank.org/depweb/beyond/
beyondco/beg_03.pdf
24
Earthwards is the Johnson&Johnson approach
Materials 85
for developing innovative and more sustainable
33
products. This approach defines how we think Packaging 70
about product life cyclesfrom formulation and
manufacturing to product use and disposal.
Energy 45 2011
The Earthwards approach focuses on Waste 19
52
improving the social and environmental impacts
Water 18
of our products and targets improvements in
seven key areas shown at right. To improve our Social 35 2012
performance, we collaborate with internal teams
Innovation 25
73
across all three business segments, and with our
Contents suppliers and customers to identify improvement
opportunities across our value chain. Our life cycle These improvements have resulted in the
People
approach includes considering opportunities to following reductions from products that 2013
80
apply green chemistry principles, improve the were recognized up through and including
Places
sustainability of our packaging, and reducing 2014: EN27
Environmental Responsibility
end-of-product-life impacts through recycling and Packaging
Product Stewardship reprocessing of used equipment. Approximately 3,600 metric tons (MTs) of
Our Ingredients Within five years of launching Earthwards,
& Raw Mateirals
we have surpassed our initial goal of making
reduction in packaging 2014
Sourcing of Materials significant improvements to 60 products by 2015, Materials
Climate with 80 products being Earthwards recognized Approximately 18,270 MTs of materials
Water at the end of 2015. Going forward, our 2020 removed
Waste Citizenship & Sustainability goal is to fully integrate Water
sustainable design solutions into our product Approximately 6,630 liters of less water
Practices innovation processes. used
2015
Our portfolio of Earthwards-recognized
Waste
products currently reflects a broad range of
Approximately 3,630 MTs of waste reduced
improvements, the majority of which go above
and beyond the minimum requirement of 10 For more information on the Earthwards process,
percent improvement. Specifically, our portfolio see Product Stewardship/Earthwards.
of 80 Earthwards-recognized products currently
reflects the following improvements across the
seven key impact areas:
in 2015 include:
Pharmaceutical Medical Devices Consumer
Contents
People
Places
AVEENO
Environmental Responsibility
Product Stewardship ATTUNE
Active Naturals
Our Ingredients PREZISTA
Knee System Ultra-Calming
PROLENE Mesh Nourishing
& Raw Mateirals
Oral Solution LOGICLOCK
Sourcing of Materials
(OS) (Latin America) Tibial Bas Night Cream
Climate
Water
Waste
Materials Energy Waste Water Packaging Packaging Energy Materials Energy Water Materials Packaging Energy
health care.
Johnson&Johnson, in partnership with
behalf of the National Health Service, Public Health and
Contents several other companies, is working with the Social Care within the U.K. provides the following definition
People
Coalition for Sustainable Pharmaceuticals and of a sustainable health system:
Medical Devices (CSPM) to address the way we
deliver care, to redesign services and to promote
Places A sustainable health and care system
prevention. In 2015, CSPM, a partnership with the
Environmental Responsibility
National Health Service (NHS) in the UK, released
Product Stewardship the Sustainable Care Pathways Guidance, a works within the available environmental and
Our Ingredients guidance document to enable more consistent
& Raw Mateirals
quantification of the sustainability performance of social resources protecting and improving health
Sourcing of Materials care pathways globally, both those that already
Climate exist and new and emerging pathways, with the now and for future generations. This means working
Water intent of providing support to decision makers in
Waste their choices related to improving the performance to reduce carbon emissions, minimizing waste
of models of care. Currently, the guidance is
Practices limited to appraising greenhouse gas (GHG) and pollution, making the best use of scarce
emissions, water use and waste generation, but it
will be expanded to additional environmental and resources, building resilience to a changing
social metrics over time. CSPM operates with the
aim of facilitating transition to a more sustainable climate and nurturing community strengths
health system internationally, through the
promotion of best practice and the development and assets.
of sustainability tools and guidelines related to care
pathways, pharmaceuticals and medical devices. Coalition for Sustainable Pharmaceuticals and Medical Devices (CSPM);
Sustainable Care Pathways Guidance
15. The Sustainable Development Unit is funded by, and accountable to, NHS England and
Public Health England to work across the NHS, public health and social care system.
People
Commitment means and to further reduce traces of 1,4-dioxane
from applicable products by December
to gently scrub away dead skin in much the
same way a sponge would. Concerns have
Places
that our products are 2015. This was a decision made based on
changing consumer sentiment. As of January
been raised about the environmental impact
of polyethylene microbeads. Despite the
Environmental Responsibility supported by science, 2016, we have met all our commitments; growing environmental science that shows
we have reduced and eliminated certain that microbeads are significantly removed
recommended by
Product Stewardship
Our Ingredients ingredients in our baby and beauty products by wastewater treatment and are not found
worldwide. Our efforts to phase out or in marine life, the environmental concern is
healthcare professionals
& Raw Mateirals
Sourcing of Materials restrict several additional ingredients from not likely to be resolved in the near future.
Climate
and trusted by people our products continue, as shown in the table
below. For more information on our efforts,
Our Safety & Care Commitment means we
continually evolve our policies and products
Water
Waste around the world. safety process, ingredient safety policies
and programs, visit Our Safety & Care
to reflect not only the latest science and new
regulations, but also consumer views and
Commitment website. concerns. Our goal is to give consumers
Practices peace of mind that our products are gentle on
people and gentle on the environment.
Reformulations Baby Care Products Adult Care Products
In 2013, the Johnson & Johnson Family of
Formaldehyde Removed from new adult products; use Consumer Companies Inc. became one of
Removed
releasers for new products is by exception only the first companies to commit to removing
polyethylene microbeads from its personal
1,4-Dioxane Reduced to four or fewer parts per million Reduced to 10 parts per million
care products globally. Our goal is to remove
microbeads from our products globally
Phased out parabens (except for methyl,
Parabens Removed by the end of 2017, having met our 2015
ethyl and propyl parabens)
commitment and now having alternatives
Triclosan Not permitted Removed from all products available to our consumers. As always, our
goal is to choose ingredients that are safe
Removed phthalates, nitro musk, polycyclic musks, animal-derived ingredients, tagetes, and environmentally sound and provide
Materials in fragrances
rose crystal and diacetyl
consumers with a great experience.
No longer developing new products containing polyethylene microbeads; goal is to
Microbeads
remove them from our products globally by the end of 2017
Practices
H A R N E S S I N G T H E S U N S P O W E R Still one of the largest solar panel arrays in the state of New Jersey,
this collection of panels installed back in 2010 on the Janssen Titusville campus puts the power of the sun
to work. Solar energy is one part of our growing reliance on clean and renewable sources of energy as we
aspire to power all our facilities with renewable energy by 2050.
Our energy use has decreased 5.2 percent, from 2015 Energy Consumption, by Type
13,537 terajoules (TJ) in 2010 to 12,837 TJ in
Energy Consumption
2015, including a decrease of approximately 112 Category
(Terajoules)
We made good progress TJ from 20142015. These reductions are due
on our primarily to improvements in the efficiency of our Electricity 6,665
00
00
00
00
00
,0
,0
3,
6,
9,
2014
12
15
Direct (Fuels)
2015
18. Includes site-specific data from all Johnson & Johnson owned and leased sites over 50,000 square feet, as well as
manufacturing and R&D sites under 50,000 square feet, unless otherwise noted. For information on how data from acquisitions
0 3000 6000 9000 12000 15000
and divestitures are managed, please see the Report Profile section of this report. Energy use, carbon emissions and clean energy
capacity data have been adjusted to reflect acquisitions and divestitures.
19. Our diverse product portfolio makes it difficult to track an organization-specific metric, so we can only use revenue, square
feet or employees as a denominator for energy intensity. Electricity, stationary fuels and district heating and cooling are all included
in energy intensity ratio, which also includes energy used at Johnson & Johnson facilities.
20. The types of energy included in the reductions are fuel and electricity. Reductions in energy consumption are calculated by
comparing energy consumption before project implementation and expected consumption after implementation. The project data
we have are based on engineering estimates when the projects are approved.
Facility CO2 Emissions22 Worldwide Facility CO2e Emissions Worldwide Aviation and Sales Fleet
(Scope 1 and Scope 2) EN15 23 EN16 23, 24 Scope 1 Emissions
in thousand metric tons 25 in metric tons
We continue to follow the Greenhouse Gas Total
Protocol issued by the World Business Council 2010
2010 332 904 1,236 Year Sales Fleet Aviation
for Sustainable Development and the World
Resources Institute, and three of our sites are 2011 313 859 1,172 2011 150,003 8,544
subject to the European Union Emissions Trading
System program. We track and report our Scope 2012 303 822 1,125 2011
2012 142,709 8,571
1 and 2 emissions sources. In launching our new 2013 132,973 9,081
science-based 2020 CO2 reduction goal, we 2013 323 810 1,132
also expanded the scope of the goal to include 2014 130,755 10,604
2014 324 799 1,123 2012
our aviation fleet and sales fleet. We continue to 2015 127,640 9,855
engage with our external supply chain in an effort 2015 312 803 1,115
Contents to collect meaningful data on our material Scope
3 emissions sources and collaborate with them on 0 200 400 800 1,200 1,500
2013
People reducing their carbon footprint. Direct Indirect
Our Healthy Future 2015 goal is to achieve a 20
Places percent absolute reduction in facility CO2 emissions Worldwide CO2 Emissions vs. Sales, Facility-related Scope 1 and Scope 2 emissions, 19902015
CO2 Emissions (thousand metric tons) Sales (billion US$)
Environmental Responsibility by 2020, compared to our 2010 baseline. Since 1,400
1400 CO2 emissions (thousand metric tons)
2014 Sales (billion US$) 90
$90
Product Stewardship 2010, we have realized a 9.8 percent decrease in Net emissions Sales
1,200
1200
75
75
Our Ingredients CO2 emissions at our facilities globally. In 2015, we
& Raw Mateirals realized a 0.7 percent decrease in CO2 emissions, 1,000
1000
60
60
Business Travel includes global flights via American Express reporting and personal vehicles miles via gXRS internal reporting.
Solar Photovoltaic 30
Contents Downstream Product Transportation includes downstream shipping-related emissions for U.S. operations as compiled by U.S.
Environmental Protection Agencys (EPA) SmartWay program. Fuel- and Energy-Related Activities includes transportation and
Cogeneration 14
People distribution losses in the electricity grids globally per EPA data in the U.S. and World Bank data globally.
Geothermal/Biomass 6
Places Wind 3
Environmental Responsibility
the Procurement & Supplier Management section completed since 2005 have reduced our annual
of this report. Fuel Cell 2
Product Stewardship
energy costs by approximately $64 million. EN19
Our CO2 reduction capital funding process
Our Ingredients Ozone-Depleting Substances (ODS) Sales Fleet CO2 Emissions Efficiency
& Raw Mateirals provides a $40 million annual budget for energy
and greenhouse gas reduction projects across Chlorofluorocarbons (CFCs) have been
Year Grams CO2 per kilometer
Sourcing of Materials
the Company. In 2015, 14 new projects were eliminated from use in our facilities for several
Climate 2010 177 g/km
approved and 15 projects were completed, with years. We plan to eliminate the use of hydrochlo-
Water year-end total spend of $26.5 million. 2011 170 g/km
rofluorocarbons (HCFCs) by the end of 2025, or
Waste Over the last 11 years, 202 energy reduction earlier where required by government regulations, 2012 161 g/km
projects have been approved and 166 have and all Johnson&Johnson manufacturing sites
Practices been completed. Together, the completed were required to prepare an HCFC phase-out 2013 149.6 g/km
projects are collectively avoiding CO2 emissions plan. For more information, see Air Emissions on 2014 142.8 g/km
of approximately 228,000 metric tons per year, our website. In 2015, emissions of ODS were
equivalent 27 to removing 48,000 cars from the 2015 141.8 g/km
3.64 metric tons. We do not produce, import or
road.To date, the energy reduction projects export ODS. EN20
26. Facility CO2 emissions numbers were third partyassured in Fleet-Related CO2 Emissions CO2 emissions efficiency in both the EMEA and
20102015, but prior year values are being restated due to updates Asia-Pacific regions. Belgium, France, Germany,
in electricity grid emission factors and the addition and removal of We achieved Our Healthy Future 2015 goal the United Kingdom, Japan and the Philippines
acquisitions and divestitures, which is in line with guidance from
to realize a 20 percent improvement in increased use of more fuel-efficient vehicles.
the World Resource Institutes Greenhouse Gas Protocol Corporate
Standard. fleet emissions28 efficiency for our global
27. www.epa.gov/energy/greenhouse-gas-equivalencies-calendar inventory of more than 28,000 owned or leased Shipping-Related CO2 Emissions
28. Fleet vehicles are those vehicles owned or leased by vehicles, with an average global CO2 emissions
Johnson&Johnson and provided to drivers in field sales and service per vehicle of 141.8 g/km, representing a Johnson&Johnson does not own the fleet
roles. In countries other than the U.S., vehicles are also provided used to ship our goods; instead, we work with
to employees based on level as part of their overall compensation
20 percent reduction in CO2 from the 2010
package. Personal vehicles driven as part of a business role or need baseline of 177g/km. EN30 asset and non-asset based providers to transport
are not part of the Fleet Program. For information on how data from These results were driven by a decline in our goods.
acquisitions and divestitures are managed, please see the Report
Profile section of this report. total vehicle count and an increase in average To minimize environmental impacts from
Our Ingredients chain sustainability. More than 99 percent29 of J&J India Chennai, India Gold 3/12 20,600
& Raw Mateirals the over-the-road transport providers in our U.S.
Centocor U.S. Horsham, Penn. Silver 12/12 27,494
Sourcing of Materials network are currently members of the program.
Climate The SmartWay membership is part of the decision J&J Family of Companies Zug, Switzerland Platinum 3/13 271,000
Water criteria for awarding business to our transportation McNeil Ft. Washington, Penn. Gold 6/13 345,700
Waste providers.
Centocor U.S. Horsham, Penn. (200) Gold 12/13 92,734
Green Buildings Centocor U.S. Horsham, Penn. (850) Gold 12/13 89,718
Practices
Our Policy on Sustainable Building Design and Centocor U.S. Horsham, Penn. (800) Silver 12/13 107,675
Construction requires that sustainability be J&J Dubai Dubai, UAE Gold 6/14 82,000
incorporated into our new buildings and major LifeScan Aguadilla, Puerto Rico Silver 10/14 188,573
renovations, and that it be applied to all projects
Janssen Belgium La Louvire, Belgium Silver 11/14 313,000
with a cost of at least $5 million and to all new
stand-alone facilities owned or leased by LifeScan Canada Burnaby, British Columbia Silver 11/14 25,872
Johnson&Johnson companies worldwide. Janssen India Mumbai, India Platinum 12/14 84,160
The policy establishes an enterprise minimum
Vison Care Jackonsville, Fla. Silver 6/15 45,200
design standard based on the Leadership in
Energy & Environmental Design (LEED) standard. J&J Consumer China Minhang, China Silver 9/15 77,640
At the end of 2015, Johnson&Johnson had 29 CorporateGeorge Street Building New Brunswick, N.J. Silver 10/15 258,400
LEED-certified buildings, with four new facilities in
JJSC Bridgewater, N.J. Certified 10/15 129,000
the U.S. and China joining the list (at right).
Total 5,276,447
29. 2014 value, EPA SmartWay Report. Sustainable Workplace Percentage 10.4%
Waste 34
lack regular access to food, there are still
problems with the amount of food that
At our facility in Baddi, India, is wasted each day. Employees at our
employees worked with our suppliers Mulund, India facility took action to make
sure their site, where over 1,100 people
to replace one-time use corrugated
work each day, did not add to that problem.
box packaging with reusable crates,
In the last quarter of 2015, food waste
significantly reducing the use of generation was reduced by 66 percent,
one-time use corrugated boxes. from approximately 900 kg per month
Reuse.
to just over 300 kg per month. Any food
Contents As the world population wastes that are generated are converted
into compost that is used as a fertilizer at
People
exceeds seven billion And at our facility in the state of the site, eliminating the need for off-site
Selangor, Malaysia, finished goods disposal.
Places
and finite nonrenewable not meeting our quality standards
Environmental Responsibility resources are becoming had always been landfilled. Through a
Product Stewardship partnership with the local government
Our Ingredients harder to obtain, finding and a waste contractor, the off-
& Raw Mateirals
Sourcing of Materials
ways to use materials spec products are now collected,
segregated and combined with other
Climate
Water
more efficiently or to turn industrial wastes to make fuel bricks,
Waste wastes into raw materials used as an energy source.
Janssen Belgium (Geel) Increased waste recycling by adding additional solvent distillation.
36. Synthes, Calibra, Guangzhou Bioseal data are included from 2015 171.7 Other 0 36
2013.
Practices
Well team up with partners and
employees to further advance our
culture of health and well-being.
2015 Citizenship & Sustainability Report 58
Governance &
Our governance structure also includes
Corporate Internal Audit; an independent auditor,
PricewaterhouseCoopers, LLP; the Audit
Contents
Johnson&Johnson has Directors and various committees of the Board are
available on the Corporate Governance section of Shareholders, employees and others may contact
well-established governance our website. G4-34, G4-38, G4-39 the Board or any of our Directors (including
People
structures and accountability In 2015, Johnson&Johnson created a new the Lead Director) by writing to them c/o
office of Worldwide Corporate Governance that Johnson&Johnson, One Johnson&Johnson
Places measures to ensure responsible will partner with the Environment, Health, Safety Plaza, Room WH 2136, New Brunswick, NJ 08933
Practices performance that furthers our & Sustainability (EHS&S) and Citizenship teams to or via email at LeadDirector@its.jnj.com, or by using
measure progress against the completion of our the online submission form. General comments to
Governance Labor Practices purpose and aims with regard to Healthy Future 2015 goals and introduce our next the Company (including complaints or questions
& Ethical & Workforce
Performance
Employee
economic, social, environmental set of five-year goals. In addition, in early 2016 about a product) should be sent via the Contact Us
a Johnson&Johnson Enterprise Governance form on our website.
Supply Chain Recruitment,
and governance dimensions Council (EGC) was established, comprised of
Quality & Safety Development Johnson&Johnson holds its annual meeting
of Products & Retention
of our citizenship and a community of enterprise experts who will of shareholders each year on the fourth Thursday
Customer Workplace work cross-functionally to drive alignment and of April. A notice of annual meeting and Proxy
Relationship Health & Safety sustainability. coordination of external engagement efforts related statement are mailed or delivered electronically to
Management Health-Conscious, to key environment, social and governance issues
Safe Employees shareholders in mid-March. The Proxy Statement
Supply affecting the Company. The Council will also help
Chain Risk Employee and the Companys Annual Report are available on
Management Diversity & Inclusion Our Board of Directors, our highest governance lead the effective delivery of our Citizenship & the Companys Investor Relations website.
Compliance Transparency body, is a diverse group of individuals who are Sustainability 2020 Goals. Advance notice is required of shareholder
Procurement Stakeholder elected by our shareholders each year. Among the We will continue to have a Citizenship & proposals and other items of business. Under the
& Supplier Engagement six standing committees of the Board of Directors, Sustainability Working Group, with representatives terms of the Companys By-Laws, a shareholder
Management from across the enterprise representing various
Financial the Regulatory, Compliance & Government who intends to present an item of business (other
Human Rights Performance Affairs Committee and the Science, Technology divisions and disciplines that accomplish the work than a proposal submitted for inclusion in the
& Sustainability Committeeeach composed of in support of practices on environment, health, Companys Proxy materials) must provide written
non-employee (independent) directorsshare safety, citizenship and sustainability. notice of such business to the Company. This
responsibility for oversight of topics related to The Citizenship & Sustainability Working Group advance notice and associated deadlines are
Citizenship & Sustainability, including regulatory, has tracked performance and progress against outlined in the Companys Proxy Statement.
compliance, quality and governmental matters, our Healthy Future 2015 goals, assisted in the Topics related to economic, environmental
and policies, programs and practices on development and execution of our last materiality and social performance that were raised through
environment, health, safety and sustainability. These assessment, and assists in other Citizenship the 2015 reporting period included shareholder
committees advise and, as appropriate, make & Sustainability strategic efforts such as the proposals seeking a policy for share repurchase
recommendations to the Board on issues for which development of our next set of five-year goals. preference, an independent Board Chairman, report
they are responsible. Details about our Board of G4-35-36 on lobbying disclosure and take-back programs
Ease
chain index score calculated using importance
times performance against 14 key attributes of
a world-class supply chain partner);
Contents While patients and consumers ey Capabilities Needed (from identified
K
are our customers, the majority themes);
People
of our business is based ealth of the Customer Relationship (future
H
intent data).
Places upon our relationships with
Practices retailers and healthcare The customer supply chain index is a key Customer Effort Score. Additionally, the 2016
performance metric for the JJSC. Results are goals for improvement are focused on closing
Governance Labor Practices channels in order to reach shared with the JJSC leadership team and as part competitive gaps in critical customer areas.
& Ethical & Workforce
Performance Employee people who ultimately benefit of regular engagements with business stakeholders, The Customer Experience Survey is just one
Supply Chain Recruitment, including commercial organization leadership supply chain initiative to improve the customer
Quality & Safety Development
from our products and services and supply chain leaders within each business experience and to create joint value between the
& Retention
of Products
Workplace
across all business segments. segment. Information is shared broadly to increase Company and our key customers. Other efforts
Customer action on the big company-wide initiatives and include advancing customer collaboration models,
Relationship Health & Safety Research among commercial customers shows
more local or regional actions based upon findings executing a global customer service strategy and
Management Health-Conscious, there is strong loyalty to Johnson&Johnson
Safe Employees in given markets, with certain products, or certain developing an e-commerce strategy. Ultimately,
Supply brands and that strong loyalty is vital to continuing
Chain Risk Employee customer channels. Over 400 global, regional and everything we do should be designed to enhance
Management
to meet Our Credo responsibility to doctors, the customer experience.
Diversity & Inclusion local action plans were completed to address
nurses and patients, to mothers and fathers and Consumer and patient satisfaction are
Compliance Transparency customer feedback in 2015, allowing us to achieve
all others who use our products and services. assessed on an ongoing basis by our business
Procurement Stakeholder improvement in our Supply Chain Index score (61
& Supplier Engagement Johnson&Johnson Supply Chain (JJSC) has units and business segments. Our operating
percent in 2014 to 63 percent in 2015). However,
Management
Financial developed a global, enterprise-wide capability to companies employ a variety of mechanisms to
our competitive environment is very dynamic, and
Human Rights Performance collect direct commercial customer feedback on measure consumer and patient satisfaction,
we have observed top competitors accelerating
a regular basis that evaluates our supply chain including surveys, website interactions, focus
their pace of innovation and performance. We are
performance and provides actionable insights to groups and patient advisory groups. These
focusing our efforts on the top areas of opportunity
build trust, loyalty and mutual value. customer satisfaction measures, as collected by
identified by our customers to ensure we continue
A customer experience metric was added our business units, are not shared externally for
to meet their needs.
to the JJSC enterprise-level dashboard in competitive reasons.
In 2016, the global Supply Chain organization
2012. Enterprise-wide metrics have been
will continue to mature and expand customer
established and are monitored to measure
metrics. We will focus on the 3-Es of Customer
commercial effectiveness. Following an initial
Experience: Effectiveness as measured by Supply
pilot in 2012, these metrics are assessed in
Chain Index, Emotion as measured by the Net
our Customer Experience Survey Program that
Promoter Score and Ease as measured by the
Contents Johnson&Johnson Supply Before Johnson&Johnson took an enterprise Johnson&Johnson must understand and
approach to our supply chain operating model, manage the risks faced across our entire
Chain provides oversight and supply chain risk management activities were organization. Risks are inherent in our business
People
monitoring for key elements focused on business continuity planning (BCP). activities and can relate to strategic threats,
BCP focused on disaster recovery at individual operational issues, compliance with laws and
Places of our Enterprise Risk sites, utilization of resources within individual regulations, and reporting obligations.
Practices
Management Framework; operating units, and development of recovery Our Enterprise Risk Management Framework
plans and post-event actions. While BCP was provides an overview of our enterprise-wide
Governance Labor Practices Environment, Health, Safety
effective at helping our business manage through approach to risk management and illustrates
& Ethical
Performance
& Workforce
& Sustainability (EHS&S); events, it did not drive systematic and proactive examples of how this approach is implemented
Employee
Supply Chain Recruitment, Quality & Compliance, and assessment of risk across our supply chain. within the organization. Johnson&Johnson
Quality & Safety Development That is why, in 2010, we developed a best- business leaders are accountable for managing
of Products & Retention operational and strategic supply in-class standard, our proactive supply chain risks affecting their business. As appropriate,
Customer Workplace
Health & Safety
chain risk. Our comprehensive risk management (SCRM) program, to identify, issues are escalated to their respective Executive
Relationship prioritize and manage supply chain risks. Committee member or directly to the Regulatory,
Management Health-Conscious, programs cover compliance This approach prioritizes products based on, Compliance & Government Affairs Committee.
Safe Employees
Supply
Chain Risk Employee
(Johnson&Johnson Quality & first, patient/customer and Johnson&Johnson Our Board of Directors provides oversight of senior
Management Diversity & Inclusion Compliance, Supplier Quality, reputational impact, and secondarily, financial leaderships management of the various risks the
Compliance Transparency impact; considers the likelihood that risk will Company faces.
Procurement Stakeholder
EHS&S) and strategic and occur; and prompts preventive actions to increase
& Supplier
Management
Engagement operational risk. our level of preparedness. By using a standard
Financial approach across Johnson&Johnson, we can
Human Rights Performance compare supply chain risks across products, sites,
and suppliers and ensure mitigation resources are
used most effectively.
We recognize that execution of our SCRM
program is critical to remaining a reliable
supply chain and protecting customers, our
Johnson&Johnson trustmark and growth.
In order to deliver maximum value to our
consumers, patients, caregivers, employees,
communities and shareholders, we at
Our Code of Business develop strategy, oversee talent management and environmental, health, safety and sustainability non-
Contents execute governance. For more information on compliances. Our aim is to achieve zero accidental
Conduct requires that all our management approach, see Organizational releases, regulatory non-compliances and fines.
People employees comply with all Approach and Responsibility on our website, In 2015, we experienced 30 accidental re-
and the Environmental Responsibility section of leases and 77 environmental non-compliances,
Places
laws and regulations governing this report. and we paid a total of $3,800 in fines for violations
our Companys behavior. Beginning in 2014, we included several new related to hazardous waste, air and wastewater
Practices When this is not the case, information is reported EHS&S categories of non-compliance such as management. None of the accidental releases
Governance Labor Practices internally within the organization to senior non-compliances associated with fire codes, food were considered to be significant, as defined by
& Ethical & Workforce management and, as appropriate, also shared service, elevators and boilers. Now the areas being the GRI guidance. A total of 398 health and safety
Performance Employee managed and reported as part of our compliance non-compliances were also recorded, with over
with the Executive Committee, the Board of
Supply Chain Recruitment, program reflect a more inclusive and holistic view 69 percent of these occurring in the newly added
Directors and/or the external auditors. Many of
Quality & Safety Development of our operations, going beyond the traditionally categories. A total of $675 was paid for health and
of Products & Retention these issues are subject to confidentiality, legal,
privacy or other similar restrictions and, therefore, reported areas of EHS&S compliance. We also safety violations in 2015. EN24, EN29
Customer Workplace
Health & Safety are not publicly disclosed. When public disclosure increased the rigor of our reporting. These factors Visit our website for more information on our
Relationship
Management Health-Conscious, caused, in part, an increase in the number of approach to compliance.
criteria are met, anticompetitive behavior, antitrust
Supply Safe Employees
claims, product liability claims, and lawsuits
Chain Risk Employee that cover customer health and safety, labeling EHS&S Non-Compliances, Releases
Management Diversity & Inclusion
or marketing, as well as corrective actions and and Fines Paid 38 2011 2012 2013 2014 2015
Compliance Transparency
resulting fines and penalties, are outlined in our
Procurement Stakeholder Accidental Releases (Number of Events) 9 8 7 24 30
& Supplier Engagement 10-Q and 10-K filings. See Note 21 on page 64 of
Management our 2015 Annual Report. PR7, SO8 Environmental Non-Compliances
Financial 30 29 45 72 77
Human Rights (Number of Individual Findings)
Performance
Environment, Health, Safety &
Environmental Fines Paid (U.S. Dollars) $ 5,000 $ 3,500 0 $ 416,195 $ 3,800
Sustainability (EHS&S) Compliance37
Health & Safety Non-Compliances
Accountability for environmental, health, safety and Number of Individual Findings
9 6 7 192 398
sustainability performance is shared across the
enterprise. Our operating model uses geography Health & Safety Fines Paid (U.S. Dollars) $ 7,311 $ 648 $ 205,000 $ 7,488 $ 675
to leverage expert Environment, Health, Safety
and Sustainability (EHS&S) knowledge across our 37. For information on how data from acquisitions and divestitures are managed, please see the Report Profile section of this report.
Exceptions will be noted in the relevant sections in which they occur.
manufacturing, R&D, distribution and commercial
38. Includes data from all manufacturing, R&D, warehouse, distribution center and office buildings locations. Beginning in 2014,
operations, while continuing to leverage subject- we included several new EHS&S categories of non-compliance such as non-compliances associated with fire codes, food service,
matter technical experts across the enterprise, elevators and boilers.
in A
No
f ic
aci
Lat
EA
We made good progress
a-P
EM
Procurement
s
Procurement at a Glance on our
ic e
Asi
ra t e
l
D ev
t ic a
G4-12, EC9
Healthy Future 2015
rp o
ceu
& Supplier
ca
Co
goals to partner with suppliers
di
rma
r
me
Europe,
Me
who share our concern for the
Pha
Asia-Pacific Middle East,
n su
28.6%
Management
Africa
environment and for human rights,
Co
11.9%
creating an indirect extension of
our own actions
Spend by Latin
5.8% America
Region
98 percent of our strategic
suppliers, representing approximately
25 percent of spend, publicly reported at
Contents North 53.7% least two sustainability goals. (Target:
America 100 percent of strategic suppliers.)
People The strength of our Partial
Places Johnson&Johnson Achieved $1.39 billion in spend
procurement organization Medical
Devices 31.2% Corporate
with diverse suppliers.
Practices lies in its ability to effectively Exceeded
Governance Labor Practices 9.3%
& Ethical & Workforce connect the people, companies
Over 80 percent of all goods suppliers
Performance Employee and organizations necessary Spend
by Business in high-risk countries and any service
Supply Chain Recruitment,
Quality & Safety Development to make and deliver our Segment providers with greater than $250,000
& Retention in spend with operations in a high-
of Products
Workplace
products around the world.
Customer risk country confirm awareness of and
Nor
Health & Safety 29.3% 30.2%
Lati
Relationship conformance with the human rights
th A
Our reach is extensive with more than 80,000
EME
Management Health-Conscious, Consumer
n Am
provisions of our policies.39
Asia
mer
Supply Safe Employees suppliers and an annual procurement spend
A
Pharmaceutical (Target: 100 percent.)
eric
ica
-
Chain Risk Employee of more than $30 billion. This presents great
Pac
Partial
a
Management Diversity & Inclusion opportunities for us to work with a large network
if
ic
Cor
Compliance Transparency of partners to expand healthier practices that Suppliers assists suppliers in understanding our
Med
99.85 percent of Johnson & Johnson
pora
Procurement Stakeholder contribute to the improved health of people and
Pha
sustainability commitments and in improving their
ica
procurement and supply chain
Con
& Supplier Engagement
te
communities around the globe. It also presents a
rm
Management sustainability processes.
Dev
professionals and others in positions
ace
sum
Financial challenge to collaborate and impact such a sizable
Human Rights While we put great trust in our suppliers and
ic
Performance most sensitive to potential human rights
uti
er
and diverse supply chain in a meaningful way.
es
ask for maximum transparency, we also monitor
cal
In 2015, we implemented new procedures and infringement have received human rights
and measure their performance in many key
programs, and continued improving existing ones, training. (Target: 100 percent.)
areas. By the end of 2015, there were a number of
to address both our opportunities and challenges. notable and measurable advances and successes, Met
We look to partner with suppliers who are and the recognition that we and our suppliers still
transparent about their sustainability programs, have work to do (see sidebar). 39. Original Healthy Future 2015 goal stated that all
can assure us that they are sustainably producing To maintain momentum, in 2015 we suppliers in high-risk countries confirm awareness of and
the goods and/or services we are buying, and developed our Citizenship & Sustainability 2020 conformance with the human rights provisions of our
can verify the legal and regulatory compliance of Responsibility Standard for Suppliers, with high-risk countries
Goals, which will guide us as we collaborate with identified largely on assessments done by external groups,
their supply chain. Our Sustainability Toolkit for our suppliers to accelerate environmental and such as Transparency International.
Category of Finding
Medium
183
Social includes:
Health & Safety
2015 Supplier 7 High Working Conditions
Assessments,
Labor Relations
Responsible
by Ranking
Training & Career Management
Child and Forced Labor
External Supply
222
Non-Discrimination
Low
Fundamental Human Rights
Supplier Review Where the individual supplier score falls below our Fair Business Practices includes:
desired target rating, we request that the supplier
Contents
Low
Medium
High
Corruption and Bribery
Low High look at its programs and ensure improvement. If Anti-Competitive Practices
non-conformances are discovered, we work with
People Fair and Responsible Marketing
the supplier to identify problem areas and develop
Places Supplier strategies to improve performance. If significant
Environment includes:
Risk Assessment non-conformances are identified that cannot be
Energy & Greenhouse Gas (CO2 )
Practices resolved, the relationship with the supplier may be
Water
3 in jeopardy.
Governance Labor Practices years Biodiversity
& Ethical & Workforce Low Of the slightly more than 100 suppliers pro-
Local Pollution
Performance 12 Med vided repeat assessments in 2015, more than 60
Employee years High Materials, Chemicals, Waste
Supply Chain Recruitment, Corrective percent improved their score by 10 percent or Product Use
Quality & Safety Development actions and
support more. Product End of Life
of Products & Retention
When an on-site supplier audit is warranted Customer Health & Safety
Customer Workplace
Health & Safety Supplier Audit because a potential high risk has been identified, Sustainable Consumption
Relationship
Management Health-Conscious,
Johnson&Johnson staff or a contracted auditor
Supply Safe Employees is hired to visit and review a suppliers opera-
Repeat Low Med High Revisit Supply Chain includes:
Chain Risk Employee risk tions. This may take up to several days. In 2015,
tech
Management Diversity & Inclusion assessment Johnson&Johnson conducted approximately Suppliers Environmental Performance
support
Compliance Transparency 70 supplier audits in all global regions (below). Suppliers Social Practices
Procurement Stakeholder
& Supplier Engagement Supplier
Management Corrective Action North America
Financial and Latin Findings may be identified in the categories of
Human Rights Performance Plans and Support America
Asia-Pacific social, fair business practices, environment or
7%
68% supply chain (see above), and all findings are
separated into critical, major and minor and are
2015 Supplier communicated to each supplier along with our
As
Audits, by ia-
Region expectations
Pa
cif that they must implement time-
ic
25% EM
bound
EA corrective actions and demonstrate
Europe,
Middle East,
Am improvement. EN32, HR10, LA14, SO9 Our approach,
Africa eri
caprocess and tools continue to evolve. In 2015,
s
we continued emphasis on supplier improvement,
supplier training and development and supplier
sustainability programs.
G4-58
G4-58
Contents
LeavesTerms
G410, LA1
Male
Female
30-50 <30 <30
>50 <30
>50 Female30-50 No Leave
<30>50
<30
<30 Male
>50 30-50 Male
<30 >50 Took Leave Male
30-50 Male Male
Male Male 30-50
30-50 55%
<30 45% MaleFemale 50% Male
Female
50%
30-50
>50 52% 48% No Leave
<30 No Leave Femal
Female
Female Female Female <30
<30
Female Female 30-50 Took Leave
Male
<30
Female
Took Leave
<30
Male
Female
People
G4-10 G4-LA1 Hires G4-LA1 Terms
G4-LA1 Hires
Full- and Part-Employees Employees by Job Category New Employees Hires Employee Turnover by Age, Male
Places
Male
Male
by Gender, Worldwide andMale
Age, Worldwide by Age Group, Worldwide Male
Worldwide
Male >50
Male Fema
Female Female26.4% 19.6% Female
56% 16% 58% 21%
Practices
Female
Female Female
Male Male
Male 54% 30-50 Male
18%
Governance Labor Practices Male Female Female
& Male
Ethical & Workforce
Male
Female <30 46%
Female 31% Male
Male >50 Male >50
Performance Employee
Female Male
Female >50 5% Male Femal
>50
Supply
Female Chain Recruitment, Female 30-50 Female
Male
30-50
Female
Male 30-50 Male
Quality & Safety Development 42% 72.2% 63.7% 54% 30-50 Female
Female Nort
>50
30-50
<30
Compliance Transparency Employees by Gender and Employees Job Category and New Employees Hires Employee Turnover by Region, No
Female
Male
Female
North Am
Procurement Stakeholder Region, Worldwide Female Diversity, Worldwide by Region, Worldwide Worldwide
North Am
Latin Am
EMEA
North Am
Asia-Pacific
La
&North
Supplier
Am Engagement
Management
59% 53%Latin Am53% 55% 77% 73% 75% 53% Latin Am EM
Latin Am Financial
Human Rights Performance
EMEA 54% Retained
32% 54%EMEA
26% North Am 29% As
EMEA North Am
Asia-Pacific
32% North
Not Retained
North Am White Asia-Pacific
Latin Am Nort
Asia-Pacific Male North Am Latin A
Latin Am
North Am Minority Male
Latin Am North Am
Female EMEA Latin
EMEA
Male LatinMale
Am EMEA
Latin Am Retained Fema
EMEA
13% Female29%
Latin Am
Asia-Pacific12%
Retained EME
Female EMEA
27%
G4-LA1 Term
Asia-Pacific
Male Asia-P
EMEA 41% 47% 47%
Asia-Pacific 45% 23% 27% 25% 47% White EMEA North Am Not Retained
Not Retained
Asia
White Asia-Pacific
North Asia- Europe, Latin VP+ Manager & Professional Other
Asia-Pacific America Pacific Middle East, Male
America Female
Director Minority Asia-Pacific
Latin Am
Africa Male Minority
White Minority
Male FemaleFemale North Asia- Europe, Latin North Asia- Europe, Latin
EMEA
Female America Pacific Middle East, America America Pacific Middle East, America
Africa MaleAfrica
48. 2014 data. Data are collected on a less than annual basis.
EMEA
30-50 46% 54% 91% 89%
Asia-Pacific Took Leave Female Not Retained
White 40
<30
Asia-Pacific 96% 90%
Minority 20
0
Male Female
Took Leave Male Female Returned Did Not Return
Contents
Flexible Work/Parental Leave LA3 support and benefit coverage for parents and their HealthAccount (Flexible Spending Account)
People children with special needs. Retention rates in the CareAccount (Flexible Spending Male Account)
The Johnson&Johnson Family of Companies U.S. following parental leave are shown above. Life Insurance
PlacesMale offers parental leave to employees in most Accident Insurance
Female
Female North Am
>50
countries in which we operate in accordance with Benefits LA2 Male Disability Coverage
Practices 30-50
Latin Amstatutory requirements and/or based on local Long-Term Care Insurance
Female
Governance Labor Practices competitive practices. Wherever possible, <30 we also Johnson&Johnson offers a comprehensive Group Legal Insurance
& Ethical & Workforce EMEA
Retained
Performance offer flexibility and flexible work arrangements for and competitive benefits program to attract and Auto and Home Insurance
Employee Asia-Pacific
Supply Chain Recruitment, employees. retain talented
Whiteemployees. In providing employee Commuter
Not Retained
Benefits Program
Quality & Safety Development In 2015, we announced a significant upgrade benefits around the world, Johnson&Johnson
Minority
of Products & Retention to our parental leave policy in the United States, regularly compares the value delivered to that of For additional information, see Benefits on our
Customer Workplace offering all new parentsmaternal, paternal and our competitors and seeks to rank in the upper website. Benefits are provided to union employees
Relationship Health & Safety
adoptivethe opportunity to take up to eight 49 half among these world-class companies. We through collective bargaining agreements.
Management Health-Conscious,
Safe Employees
additional weeks of paid leave during the first year assess this competitive view on a country-specific Additional information is available in Notes 9-11
Supply
of the familys birth or adoption. This new policy is basis. We also consider benefit adequacy as of our 2015 Annual Report and in the Financial
Chain Risk Employee
Management Diversity & Inclusion in addition to current leave policies, which means well as attracting and retaining critical talent in Performance section of this report.
Compliance Transparency moms who give birth can take up to 17 paid designing our benefit programs. AsMale the largest and most diversified healthcare
North Am
Procurement Stakeholder weeks off, and dads and adoptive parents can Plan provisions may differ for certain part-time company in the world, enhancing the health and
Female
& SupplierLatin Am Engagement take up to nine paid weeks. The time doesnt need employees and by country. In the U.S., Choices wellness of our employees is a logical extension
Management to be taken consecutively, so families can enjoy Benefits are provided annually toRetained
active salaried of our corporate mission. Our Healthy People
EMEA Financial
Human Rights Performance some much-needed flexibility during such a critical and non-union hourly employees, as well as program provides Employee Assistance, as well
Asia-Pacific
Not Retained
time in their lives. Were also making itWhite
retroactive regular and casual part-time employees who are as Occupational Health and Wellness and Health
for employees who became parents on or after
Minority scheduled to work 19 or more hours per week. Promotion services, all of which have expanded
May 2014. And also in 2015, the Company Employees create a personalized benefit package globally since 2005. Additional information about
implemented a Special Needs Benefit, providing for themselves and their eligible dependents. our Healthy People programs is provided in the
Benefits include: Health-Conscious, Safe Employees section of
49. This benefit is in addition to the six-week short-term this report.
disability benefit for new mothers and the one-week Work,
Medical
Personal and Family paid leave for mothers and fathers, Dental
increasing the leave time to 17 weeks for C-section mothers, Vision
15 weeks for non-C-section mothers, and the minimum to nine Male
Tobacco Cessation
weeks for fathers, adoptive parents and same-sex parents.
Female
People
Workplace
in 2016. Everyonefrom the plant manager to
the production operatoris responsible for
workplace safety.
Our human capital is our most In 2014, we began work on improving our safety
Contents culture by developing and piloting a standardized Achieved a 27 percent improvement
important capital. Safety is our in employee safety performance enterprise-
approach for all of Johnson&Johnson Supply
People expectation. Our goal is for every Chain (JJSC). The Safety Culture Roadmap wide, realizing a Lost Workday Case
employee to arrive home to their ensures each manufacturing facility conducts (LWDC) rate of 0.08.
Places families in the same, if not better assessments of its safety culture, looking at Exceeded
Practices condition, as when they arrived leadership, safety education and awareness,
at work. and processes and habits. In 2015, the Safety Achieved a 28.5 percent increase in
Governance Labor Practices Culture Roadmap was deployed across our
& Ethical & Workforce contractor safety performance at all
Performance Our Worldwide Environment, Health & Safety Supply Chain to individuals and sites around the Johnson & Johnson manufacturing and
Employee
Supply Chain Recruitment, (EHS) Policy, supplemented by our Worldwide world. Following the assessments, individual site R&D facilities, realizing a LWDC rate of
Quality & Safety Development EHS&S Standards (the Standards), set the action plans were developed to address areas of 0.18. (Target 15 percent improvement;
of Products & Retention weakness; improvement activities began in the
expectations for our health and safety efforts. LWDC rate of 0.12.)
Customer Workplace second half of 2015. Going forward, each site
Health & Safety The Standards are reviewed annually and Did Not Meet
Relationship will continue to implement its action plan,
Management Health-Conscious, revised as necessary. Compliance
with these Standards is currently A safety leader or if implementation is complete, will
Supply Safe Employees
is anyone who has
Achieved a nine percent increase in
monitored by our Management review findings and identify additional
Chain Risk Employee any influence on safety crashes per million miles (CPMM),
Management Diversity & Inclusion Awareness and Action Review focus areas to be addressed in 2016.
in the workplace or who realizing a rate of 6.01. (Target 15 percent
Compliance Transparency System (MAARS), an assessment influences at least one The site assessment will be repeated
other colleague.
improvement; CPMM rate 4.7.)
Procurement Stakeholder program that provides a framework every two years so organizations
& Supplier Engagement have visibility to how their culture is Did Not Meet
for Johnson&Johnson sites to
Management performing. In 2016, the Safety Culture
Financial proactively identify and mitigate EHS&S
Human Rights Performance Roadmap will be expanded to R&D sites,
risks, and includes annual self-assessments
and periodic independent assessments. We logistics operations and fleet operations, and all
began a project to reinvigorate this system in offices with over 500 employees.
2015, to increase its alignment with the audit In 2015, the Johnson&Johnson Consumer
processes of other Johnson&Johnson risk Supply Chain organization began working
on a program to reconnect employees to the
importance of safety. The campaign, Your
50. Includes data from all manufacturing, R&D, warehouse,
distribution center and office building locations, unless Safety, My Responsibility, was launched in 2015,
otherwise noted. For information on how data from acquisitions translated into more than 20 languages and
and divestitures are managed, please see the Report Profile deployed across the globe, all part of the overall
section of this report. Exceptions will be noted in the relevant
sections in which they occur. Safety Culture Roadmap.
People
Our Misson
Pharmaceutical segment saw a
decrease in CPMM.
for Kids
LWDC rate increase was due, in part, to Our Injuries Per Million Miles Students from 44 schools, including
an increase in contractor incidents in our 0 fatalities (IPMM) rate decreased from 0.10 in
Pharmaceutical segment and the inclusion 0 injuries 2014 to 0.07 in 2015, well below our
Huong An School, Vietnam (below),
of contractor safety incidents from the 0 crashes target rate of 0.20. The Consumer took part in successful Helmets for
Contents newly integrated Synthes business. In the segment maintained its IPMM rate, Kids events in 2015. Average helmet
previous report two major actions were while the Medical Devices and
People announced: the creation of 11 global Pharmaceutical segments improved. use rate increased significantly
Places
standardized Permits-To-Work and the hiring These improvements are partially the result of from 2.2 percent to 90.7 percent
of two additional staff members to focus on the implementation of our full-ban mobile phone
contractor safety. Implementation of the Permits- policy, as well as increased driver/manager
in five new project schools and
Practices
To-Work is ongoing, and the staff members have accountability through SAFE Fleet goals, increased remained high at 92.5 percent at
Governance Labor Practices
been hired. As we have not achieved our goal, we management engagement and support, and the
& Ethical & Workforce 39 schools. Students or teachers
Performance will carefully analyze the current processes and addition of advanced safety features within some
Employee
Supply Chain Recruitment, target our weakest areas for corrective actions. fleets. To address high-risk driving behaviors, such were protected from potential head
Quality & Safety Development During the goal period (2010-2015), as speeding and harsh braking, we expanded our injury in 28 reported crash cases,
of Products & Retention our Worldwide Engineering and Technology telematics coaching programs in the U.S, and the
Customer Workplace Organization (WWETO) group created and results are promising. The objective is to assist our thanks to helmets donated by
Relationship Health & Safety
Management Health-Conscious,
implemented a construction safety strategy for drivers in identifying and improving unsafe driving Johnson & Johnson. Find out more
large capital investment projects, leading to a habits to reduce the risk of crash and/or injury.
Supply Safe Employees
significant reduction of accidents/incidents in this And to share what we have learned with
at AIP-Foundation.org.
Chain Risk Employee
Management Diversity & Inclusion challenging, fast-changing environment. During others, we have created a website,
Compliance Transparency this time period, the population of contractors www.e-safetyforall.com, with information on safe
Procurement Stakeholder working daily on WWE-managed projects driving, vehicle safety, and other topics.
& Supplier Engagement increased significantly, while their Lost Workday
Management
Financial Case Rate and Recordable rates decreased.
Human Rights Performance 52. For information on how data from acquisitions and
Fleet Safety 52, 53 divestitures are managed, please see the Report Profile section
of this report. In the U.S., limited data from a subset of Synthes
operations are not yet reflected in these numbers.
Many companies have large fleets of company 53. SAFE Fleet data are collected on employees of J&J and its
vehicles and Johnson&Johnson is no exception; affiliates who drive company-owned or leased, and personally-
some employees spend up to 50 percent of their owned vehicles for Company business. Employees in the latter
category are those who: 1. Drive for Company business as a
time driving on company business. Since 1995, regular part of their job, and 2. Employees who receive a car
our crashes per million miles driven (CPMM) rate allowance to purchase their own vehicle, and/or those who are
has decreased significantly. Our vehicle count reimbursed for vehicle expenses such as fuel, maintenance,
insurance and other miscellaneous charges associated with
decreased slightly in 2015, compared to 2014. vehicle upkeep, and/or those who receive a regular mileage
Unfortunately, we did not meet our Healthy allowance.
Goal 2 56
employee population to complete a health risk 80 percent of employees have
Contents completed a health risk assessment Goal
assessment and know their numbers. By the 2010 30% 80%
and know their numbers
end of 2015, this objective was reached with
People 92 percent of employees55 having taken this 92 percent of employees have completed a 2015 92%
health risk assessment
step through completion of personal biometrics
Places and a health risk questionnaire (a 62 percent Overall: 62 percent increase since 2010 2010 14% Outside U.S.
increase compared to 2010). Outside the U.S., Outside U.S.: 87 percent, with a 73 percent
Practices the participation rate is 87 percent, a 73 percent increase since 2010 2015 Outside U.S. 87%
Governance Labor Practices increase since 2010.
& Ethical & Workforce
Performance
The Make it Count! campaign helped to
Employee reach this goal, by demonstrating the advantages Goal 3 57
Supply Chain Recruitment, 80 percent of assessed population
of a healthy lifestyle through a series of dynamic
Quality & Safety Development are considered low health risk
of Products & Retention portraits and on-site engagements featuring Goal
73 percent of all profiled employees are 80%
Customer Workplace Johnson&Johnson employees from all continents
Health & Safety considered low health risk
Relationship and cultures. The images put a relatable face to
Management Health-Conscious, the objective and demonstrated the energy and Individual health risks trend better than 2015 73%
Supply Safe Employees national norms (in the U.S.) 92%
excitement that results from the knowledge of ones
Chain Risk Employee
Management Diversity & Inclusion health status. Alongside the images was the call to
Compliance Transparency
action to Make it Count! by knowing your numbers.
Procurement Stakeholder
Our Culture of Health Healthy Future 2015
& Supplier Engagement goal is for 90 percent of employees across
Management the globe to have access to a rich and fully
Financial
Human Rights Performance implemented set of health programs and services.56
report, entitled 2016 Global Trends: As our approach to transparency evolves, we continue to track our efforts specified as a Healthy
Future 2015 goal to have all major 59 brand (currently numbering 21) websites share product
People Impacts for Corporate Leadership sustainability information. In 2015, all major brands (100 percent) had some level of external
Places identified transparency as one of transparency to address their customers/consumers most relevant questions. In addition, our
12 global sustainability trends shaping Consumer segment provides information on HealtyEssentials.com. Links to the major brand
Practices websites can be found below.
the economic, political, and social
Governance Labor Practices
landscape and business agenda
Pharmaceutical
& Ethical & Workforce
Performance Employee in 2016. INVEGA
SUSTENNA/ INVOKANA/
Supply Chain Recruitment, IMBRUVICA PREZISTA REMICADE SIMPONI
(ibrutinib)
XEPLION INVOKAMET
(darunavir) (infliximab) (golimumab)
Quality & Safety Development (paliperidone (canagliflozin)
& Retention In 2014, we initiated efforts to expand our public palmitate)
of Products
Workplace reporting to further satisfy stakeholder interests
Customer
Relationship Health & Safety and reduce the need for questions from various ZYTIGA
STELARA VELCADE XARELTO
Management Health-Conscious, groups that might lead to selective disclosures. (ustekinumab) (bortezomib) (rivaroxaban) (abiraterone
Safe Employees acetate)
Supply These efforts continue and are reflected in our
Chain Risk Employee 2015 report in the forms of increased data around
Management Diversity & Inclusion
energy and carbon, water, quality and safety of
Compliance Transparency
products, and compliance. Medical Devices
Procurement Stakeholder
& Supplier Engagement
Management DePuy Synthes Ethicon, Inc. Johson&Johnson
Sterilmed, Inc.
Financial Companies Vision Care, Inc. LifeScan, Inc.
Human Rights Performance
Consumer
59. Major brands determined by each business segment based on a combination of factors, including sales, stakeholder
interest in sustainability considerations, etc. List of major brands for Medical Devices has been adjusted between 20132015 from
eight to five, and for Janssen in 2015 from nine to 10.
This report provides the Companys Citizenship of acquisition. Environmental, health and safety, Global Reporting Initiative (GRI)
Contents & Sustainability activities and progress as of and employee health and wellness performance
December 2015. It is our 13th annual Citizenship data do not include data from acquisitions that This report has been prepared in accordance
People & Sustainability Report. Our first environmental have been part of the Company for less than three with the GRIs 2013 Sustainability Reporting
report was in 1993. Reporting for 2015 is years. Data from the acquisition of Synthes, Inc., Guidelines (G4 Core). A GRI Index is included,
Places
presented in our 2015 Annual Report and our completed in 2012, is now included from 2013 with references to G4 indicators. We continue to
Practices 2015 Citizenship & Sustainability Report (available onwards and, where relevant for the goals, the be challenged by data collection at the enterprise
online), with additional information available on our 2010 baseline has also been adjusted. Exceptions level, as the Companys structure is based upon
Report Profile and Citizenship & Sustainability website. are noted where they occur within this report. the principle of decentralized management.
Assurance Statement The primary audiences for these reports and Timing and details of recent acquisitions are However, we are succeeding in increasing the
2015 Data Summary our Citizenship & Sustainability website continue included in Note 20 (Business Combinations number of indicators we report against, as noted
United Nations Global to be our employees and external stakeholders, and Divestitures) on page 62 of our 2015 Annual in the Index, while we continue to improve upon
Compact Statement the latter of whom are an extremely broad and Report. Where noted, data are adjusted to reflect our internal data verification processes.
Global Report Initiative diverse group. The Company has a variety of other a divestiture, starting with the year in which a In 2014, our report process included the use
(GRI) Index mechanisms by which it shares Citizenship & divestiture occurs. of data collection templates, facilitating additional
Sustainability progress internally. Numerous sources, including socially validation and assurance capabilities. This
Information presented in our reports and on responsible investment (SRIs) groups, non- continued for our 2015 report. In some instances,
our website is from the administration, research governmental organizations (NGOs), multiple data estimates provided in prior reports have been
and development, manufacturing, marketing stakeholder engagements, senior company removed, due to the expanded data validation
and selling organizations operated by the leadership and other feedback helped to guide the process. As indicated in the Healthy Future 2015
Johnson&Johnson Family of Companies, unless reports organization and information. Goals Progress table, the 2015 performance for
otherwise indicated. No external manufacturing selected Healthy Future Goals, including some GRI
is included in our data, except as indicated in this Indicators, has been assured by ERM Certification
report. As we engage further with our supply chain and Verification Services (ERM CVS). See ERM
on Citizenship & Sustainability topics, additional CVS Assurance Statement for their Independent
information on these efforts will continue to be Assurance Statement on the following page.
incorporated into our reports.
There have been no significant changes
from previous reporting periods in the scope,
boundary or measurement methods applied in
this report. Acquisitions are accounted for in our
financial statements from their respective dates
Assurance Statement to
mation and explanations that we believe were necessary to with our detailed findings and recommendations. Without
provide a basis for our assurance conclusions. A multi-dis- affecting the conclusions presented above, we have the
Respective Responsibilities
The Limitations of Our Engagement
J&J is responsible for preparing the Report and for the The reliability of the assured information is subject to inherent
collection and presentation of the information, including the uncertainties, given the available methods for determining,
performance data. calculating or estimating the underlying information. It is
important to understand our assurance conclusions in this ERM Certification and Verification Services, London
ERM CVS responsibility is to provide conclusions on the www.ermcvs.com email: post@ermcvs.com
agreed scope based on the assurance activities performed context. In addition, the assured information should be read
and exercising our professional judgement. in conjunction with the boundary and consolidation policies
under Report Profile on page 95 and the explanatory foot- ERM CVS is a member of the ERM Group. The work that ERM CVS
notes throughout the Report. conducts for clients is solely related to independent assurance activities
Regarding the reporting criteria, while not affecting our and auditor training. Our processes are designed and implemented to
Our Conclusion ensure that the work we undertake with clients is free from bias and
Based on our activities, nothing has come to our attention conclusions regarding the reported progress, we draw at-
conflict of interest. ERM CVS and the ERM staff that have undertaken this
to indicate that the 2015 performance for the 22 selected tention to J&Js disclosures regarding limitations in alignment engagement work have provided no consultancy related services to this
Healthy Future 2015 Goals on pages 10-12 of the Report, between the reported performance and the original 2015 client in any respect.
and for the selected indicators in the data tables on pages goal definitions where relevant.
97 to 101, as indicated with A , is not, in all material re-
spects, fairly presented.
Serious injury/illness rate 1, 2, 3 Incidents per 100 employees 0.028 0.027 0.020 0.059 3 0.069 A
Contents Lost workday case rate (LWDC) 1, 2 Incidents per 100 employees 0.11 0.09 0.11 0.11 0.08 A
People Fleet car accidents 4 Crashes per million miles driven 5.94 5.82 6.14 5.95 6.01 A
Places
Ergonomic injuries 1, 2 Percentage of lost workday cases 30 33 34 25 33
Practices
Contractor lost workday case rate 1 Incidents per 100 contractors 0.14 0.17 0.12 0.16 0.18 A
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions.
CO2 project capital spent Energy/CO2 project spend, $MM 48.2 22.2 37.6 34.4 26.5
5. Does not include acquisitions that have been part of the Company for less than three years.
6. Includes data from all manufacturing, R&D, warehouse, distribution centers and office buildings.
7. Includes data from all manufacturing and R&D locations.
8. Data have been adjusted to reflect divestitures.
9. Includes site-specific data from all Johnson & Johnson-owned and leased sites over 50,000 square feet, as well as manufacturing and R&D sites under 50,000 square feet, unless otherwise noted.
10. E missions data are adjusted for prior years due to divestitures, acquisitions and updated emissions factors. As a result, data presented here will not correspond to the figures
in the 2014 Report or those submitted to CDP in the respective years.
11. Online or in progress.
12. Fleet vehicles are those vehicles owned or leased by Johnson&Johnson, and provided to drivers in field sales and service roles. In countries other than the U.S., vehicles are also
provided to employees based on level as part of their overall compensation package. Personal vehicles driven as part of a business role or need are not part of the Fleet Program.
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions.
Wastewater discharged 13, 14, 15 Million m3 7.74 8.04 8.27 8.46 8.22
Non-hazardous waste disposed 13, 14, 15 Million kg 42.2 44.8 45.1 45.2 45.3
Contents
People Hazardous waste disposed 13, 14, 15 Million kg 29.7 29.4 33.2 38.5 34.7
Practices Total waste generated 13, 15 Million kg 72.0 74.2 78.3 83.7 80.0
Particulate matter emissions 13, 15, 17 Metric tons 131 125 211 150 156
Refrigerant emissions 13, 15 Metric tons 9.6 8.96 7.47 8.43 10.24
13. Does not include acquisitions that have been part of the Company for less than three years.
14. Includes data from all manufacturing and R&D locations.
15. Data have been adjusted to reflect divestitures.
16. Estimated.
17. Based primarily on engineering judgment, including batch process and mass balance.
Women on the Board of Directors Number and percent of board 3 / 25% 3 / 23% 3 / 25% 3 / 23% 3 / 27%
Contents Women in workforce Percent of employees 44.9 18 47.5 19 46.5 19 45.4 20 45.4 20
People Women in management Percent of employees 38.8 18 40.3 19 41.8 19 41.7 42.3
Places
Practices
Suppliers and Diversity
Report Profile and
Assurance Statement UNIT 2 011 2 012 2 013 2 014 2 015
2015 Data Summary
United Nations Global
Minority/Women-owned business spend U.S. dollars, millions 1,305 1,234 1,357 1,522 1,391 A
Compact Statement
Global Report Initiative
(GRI) Index Small Business spend U.S. dollars, millions 3,149 2,731 2,700 3,200 2,951
Lesbian/Bisexual/Gay/Transgender-owned
U.S. dollars, millions 1.7 1.6 1.5 2.4 1.3
business spend
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions.
Places Market price per share (year-end close) U.S. dollars 65.58 69.48 92.35 105.06 102.72
A Included in the scope of ERM CVS assurance engagement. Please see page 96 for their findings and conclusions.
In July 2013, Johnson & Johnson became a member of the United Nations Global Compact (UNGC), a platform for encouraging and
promoting good corporate principles and learning experiences in the areas of human rights, labor, environment, and anti-corruption.
We are committed to the UNGC principles, many of which have been embedded in our business practices for decades.
Our Citizenship & Sustainability Annual Report provides detailed information on our corporate responsibility strategy and performance
for calendar year 2015.
Contents
Human Rights
CROSS-REFERENCE
UNGC PRINCIPLES JOHNSON&JOHNSON APPROACH LEARN MORE
People TO GRI INDICATORS
1. S
upport and respect the protection Our commitment to respect human rights is embodied in Human Rights HR46
Places of internationally proclaimed human several of our policies and statements, including: Pages 7273 LA1415
rights.
Practices Code of Business Conduct
Labor Practices LA2, LA4, LA12
2. M
ake sure that business is not Statement on Human Rights
Pages 7477
Report Profile and complicit in human rights abuses. Global Labor & Employment Guidelines
Assurance Statement Policy on Employment of Young Persons
2015 Data Summary Responsibility Standards for Suppliers
3. U
phold freedom of association and Our Statement on Human Rights incorporates references to the key Human Rights HR4
the effective recognition of the right labor issues identified in the UNGC, including prohibition of child Pages 7273
to collective bargaining. labor, forced labor, human trafficking and discrimination. Our Global
Labor & Employment Guidelines articulate our expectations for labor Labor Practices HR6
4. S
upport elimination of all forms of
and employment practices at our sites. These guidelines require Pages 7477
forced and compulsory labor.
open communication with all employees, mandate respect for each
5. S
upport effective abolition of employees right to freedom of association and good faith collective Procurement & HR5
child labor. bargaining, prohibit discrimination and forced labor of any kind, Supplier Management
6. E
limination of discrimination in and require adherence to and enforcement of child labor laws. Our Pages 6671
respect of employment and workplace practices and policies on providing fair compensation,
occupation. equal opportunity, safe and healthy workplaces and other
commitments to human rights reflect our belief that the success
of our Company is linked with employee satisfaction and well-
being. We foster compliance with these policies on a continuing
basis through internal training programs, certification processes for
external manufacturers and risk-based audit programs.
7. B
usinesses are asked to support For 130 years, the Companys desire to make a difference has Product Stewardship EN7, EN27, EN28
a precautionary approach to inspired every invention, every product and every breakthrough Pages 3443
environmental challenges. we have brought to human health. This commitment to serving
the needs of others is guided by Our Credo, which shapes our Our Ingredients &
Contents 8. U
ndertake initiatives to promote approach to business and defines our responsibilities to society- Raw Materials
greater environmental responsibility. at-large. One of the most important responsibilities emphasized in Page 40
People Our Credo is our obligation to the environment: We must maintain
9. E
ncourage the development and in good order the property we are privileged to use, protecting the Sourcing of
Places diffusion of environmentally friendly environment and natural resources. Raw Materials
technologies. Pages 4143
Practices
Our commitment to the environment is embodied in several of our
policies and statements, including: Environment, Health & Safety Environmental G414
Report Profile and
Assurance Statement Policy; Climate Friendly Energy Policy; Statement on Human Right Responsibility
2015 Data Summary to Water and Respecting Biodiversity. Page 3233
United Nations Global
Compact Statement We incorporate environmental performance goals throughout Water EN810, EN22
Global Report Initiative our operations and regularly report on our progress, seeking Pages 5154
(GRI) Index continuous improvement in energy efficiency, emissions reductions,
resource conservation and waste reduction. We strive to minimize Climate EN36, EN1520,
the environmental impact of our productsfrom design through Pages 4450 EN 30
disposaland we collaborate with others to develop innovative
ways that technology can help address long-term sustainability Waste EN23
challenges. Page 5556
10. Businesses should work against The ethical principles embodied in Our Credo are the lenses Governance & SO3SO5, HR2,
corruption in all its forms, including through which our employees make many business decisions Ethical Performance HR9, LA16
extortion and bribery. each day. To help ensure that we conduct business according Pages 5859
to these principles, we have an extensive list of policies and
Contents procedures that define what we expect of our people and our Human Rights
business partners throughout the world. Details are provided on Pages 7273
People our Citizenship & Sustainability website.
Chairmans Letter
G4-2 Description of key impacts, risks, and opportunities
Successes and Opportunities
Contents
Report Profile and Number of countries where the organization operates, and names
Assurance Statement G4-6 of countries with either major operations or that are specifically Organizational Profile
2015 Data Summary relevant to the sustainability issues covered in the report
United Nations Global G4-7 Nature of ownership and legal form Organizational Profile
Compact Statement
Global Report Initiative Markets served (including geographic breakdown, sectors served
G4-8 Organizational Profile
(GRI) Index and types of customers/beneficiaries)
Organizational Profile
Procurement & Supplier Management
G4-12 Describe the organizations supply chain
Supply Chain
Supply Chain
Significant changes during the reporting period relating to size, Organizational Profile
G4-13
structure, or ownership or its supply chain Report Profile
G4-18 Process for defining report content and the Aspect Boundaries Our Materiality Assessment
Significant changes from previous reporting periods in the Scope Report Profile
Practices G4-23
and Aspect Boundaries Our Materiality Assessment
Stakeholder Engagement
G4-27 Key stakeholder topics and concerns and organization response
Stakeholder Engagement
Report Profile
G4-28 Reporting period Report Profile
G4-31 Contact point for questions regarding the report and its contents Report Profile
Governance
G4-34 Governance structure of the organization Governance & Ethical Performance Reporting beyond core requirements
G4-36 Responsibility for economic, environmental and social topics Governance & Ethical Performance Reporting beyond core requirements
Places G4-39
Indicate if chair of highest governance body is also an executive Governance & Ethical Performance
Reporting beyond core requirements
officer 2015 Proxy Statement, pages 57
Practices G4-40 Process for nomination and selection of highest governance body 2015 Proxy Statement, pages 57 Reporting beyond core requirements
Report Profile and Processes in place for highest governance body to ensure
G4-41 Johnson & Johnson Policy on Business Conduct Reporting beyond core requirements
Assurance Statement conflicts of interest are avoided
2015 Data Summary Roles for development, approval, and updating of organizations
Corporate Governance Materials
United Nations Global G4-42 purpose, value or mission statements, strategies, policies, and Reporting beyond core requirements
Compact Statement goals related to economic, environmental and social impacts
Global Report Initiative Measures taken to develop and enhance highest governance
(GRI) Index G4-43 bodys collective knowledge of economic, environmental and Corporate Governance Materials Reporting beyond core requirements
social topics
Process for communicating critical concerns to highest Governance & Ethical Performance
G4-49 Reporting beyond core requirements
governance body Corporate Governance Materials
Governance (cont.)
Nature and total number of critical concerns that were Governance & Ethical Performance
G4-50 communicated to the highest governance body and the 2016 Johnson & Johnson Notice of Reporting beyond core requirements
mechanism(s) used to address and resolve them Annual Meeting and Proxy Statement
Linkage between compensation for members of highest 2016 Johnson & Johnson Notice of
G4-51 governance body, senior managers, and executives, and Annual Meeting and Proxy Statement, Reporting beyond core requirements
organizations performance pages 34 to 64
Internal and external mechanisms for reporting concerns Governance & Ethical Performance
about unethical or unlawful behavior, and matters related Ethical Business Practices
G4-58 Reporting beyond core requirements
to organizational integrity, such as escalation through line Human Rights
management, whistleblowing mechanisms or hotlines Human Rights
Economic Performance
G4-DMA Generic Disclosures on Management Approach Financial Performance
Environmental
Aspect: Materials
Product Stewardship
G4-DMA Generic Disclosures on Management Approach
Product Stewardship/Earthwards
Climate
G4-EN5 Energy intensity
Climate
Climate
G4-EN6 Reduction of energy consumption
Climate
Product Stewardship
G4-EN7 Reductions in energy requirements of products and services
Product Stewardship/Earthwards
Environmental (cont.)
Aspect: Water
Environmental Responsibility
G4-DMA Generic Disclosures on Management Approach Water
Water
Water
G4-EN8 Total water withdrawal by source
Contents Water
Environmental (cont.)
Aspect: Emissions
Environmental Responsibility
G4-DMA Generic Disclosures on Management Approach Climate
Climate
Climate
G4-EN15 Direct greenhouse gas emissions (Scope 1)
Contents Climate
Climate
People G4-EN16 Energy indirect greenhouse gas emissions (Scope 2)
Climate
Practices Climate
G4-EN18 Greenhouse gas emissions intensity
Climate
Report Profile and
Assurance Statement Climate
G4-EN19 Reduction of greenhouse gas emissions
Climate
2015 Data Summary
United Nations Global Climate
G4-EN20 Emissions of ozone-depleting substances (ODS)
Climate
Compact Statement
Global Report Initiative G4-EN21 NOX, SOX, and other significant air emissions Emissions
(GRI) Index
Environmental Responsibility
G4-DMA Generic Disclosures on Management Approach Water Waste Compliance
Places
Water
G4-EN22 Total water discharge by quality and destination
Water
Identity, size, protected status, and biodiversity value of This information is not collected at an
Water
G4-EN26 water bodies and related habitats significantly affected by the enterprise level at this time. Water impacts
Water
organization's discharges of water and runoff are managed locally.
Environmental (cont.)
Aspect: Products and Services
Product Stewardship
G4-DMA Generic Disclosures on Management Approach
Product Stewardship/Earthwards
Climate
G4-DMA Generic Disclosures on Management Approach
Climate
Aspect: Overall
Environmental (cont.)
Aspect: Supplier Environmental Assessment
People Significant actual and potential negative environmental impacts in Procurement & Supplier Management
G4-EN33
the supply chain and actions taken Supply Chain
Places
Aspect: Environmental Grievance Mechanisms
Practices
Human Rights
G4-DMA Generic Disclosures on Management Approach
Human Rights
Report Profile and
Assurance Statement
Number of grievances about environmental impacts filed, Human Rights
G4-EN34
2015 Data Summary addressed, and resolved through formal grievance mechanisms Human Rights
United Nations Global
Compact Statement Social
Global Report Initiative Labor Practices and Decent Work
(GRI) Index
Aspect: Employment
Social
Labor Practices and Decent Work (cont.)
Minimum notice periods regarding operational changes, including Labor Practices & Workforce
G4-LA4
Contents whether these are specified in collective agreements Employee & Labor Relations Practices
Health and safety topics covered in formal agreements with trade Workplace Health & Safety Actual percentages are not tracked at the
G4-LA8
unions Workplace Health & Safety enterprise level.
Employee Recruitment
G4-DMA Generic Disclosures on Management Approach
Employee & Labor Relations Practices
Social
Labor Practices and Decent Work (cont.)
Significant actual and potential negative impacts for labor Procurement & Supplier Management
G4-LA15
practices in the supply chain and actions taken Supply Chain
Human Rights
G4-DMA Generic Disclosures on Management Approach
Human Rights
Social
Human Rights
Aspect: Investment
Social
Human Rights (cont.)
Human Rights
G4-DMA Generic Disclosures on Management Approach
Human Rights
Social
Human Rights (cont.)
Operations with significant actual and potential negative impacts This information is not collected at an
G4-SO2
on local communities enterprise level at this time.
Aspect: Anti-Corruption
Governance & Ethical Performance
G4-DMA Generic Disclosures on Management Approach
Ethical Business Practices
Total number and percentage of operations assessed for risks Governance & Ethical Performance
G4-SO3
related to corruption and the significant risks identified Ethical Business Practices
Communication and training on anti-corruption policies and Governance & Ethical Performance Breakdowns by employee category and
G4-SO4
procedures Ethical Business Practices region have not been established at this time
Social
Society (cont.)
Significant actual and potential negative impacts on society in the Procurement & Supplier Management
G4-SO10
supply chain and actions taken Supply Chain
Social
Society (cont.)
Human Rights
G4-DMA Generic Disclosures on Management Approach
Human Rights
Places Social
Product Responsibility
Practices
Aspect: Customer Health and Safety
Report Profile and
Assurance Statement
G4-DMA Generic Disclosures on Management Approach Customer Health & Safety
2015 Data Summary
United Nations Global Percentage of significant product and service categories for which
G4-PR1 Quality & Safety of Products
health and safety impacts are assessed for improvement
Compact Statement
Global Report Initiative Total number of incidents of non-compliance with regulations
Quality & Safety of Products
(GRI) Index G4-PR2 and voluntary codes concerning the health and safety impacts of Confidential
Compliance with Laws & Regulations
products and services during their life cycle, by type of outcomes
Social
Product Responsibility (cont.)
Report Profile and Total number of substantiated complaints regarding breaches of The number of complaints is not available at
G4-PR8
Assurance Statement customer privacy and losses of customer data this time.