2014 Annual Report Johnson & Johnson Corporate Citizenship Trust

A Year of Making it Happen

AnnuAl RepoRt 2014 europe, the Middle east and Africa

CORPORATE CITIZENSHIP TRUST

CORPORATE CITIZENSHIP TRUST

In 2014, we engaged with 50 partners in 38 countries delivering over £3 million to projects within the EMEA region.

Jane Griffiths, Chairman Johnson & Johnson Corporate Citizenship trust

Frank Welvaert, Managing Director Johnson & Johnson Corporate Citizenship trust

Our Missionour Mission is to make a sustainable, long-term difference to human health.

We do this by investing in strategic partnerships and innovative solutions that

add value to society and make a significant difference to people’s lives.

www.jjcct.org

A year of making it happenIn 2013, we launched our new 2018 strategy for the Johnson & Johnson Corporate Citizenship Trust; a strategy which defined the future growth and development of our organization and which focused on four key areas: Partnerships, Knowledge Transfer & People Engagement; Discovery & Development and Trust Services; each with defined criteria and ambitious goals.

throughout 2014, we embedded these strategies across our organizational structure, building strong foundations in readiness for the activation of inspirational programs and partnerships that deliver upon our mission of making a long-term, sustainable difference to human health. one way, we can make a real impact to the lives of individuals and communities is through social investment, and we are currently exploring this arena. As such, we have evolved our Strategy roadmap to 2020 to more fully align and integrate with social investment timelines.

partnerships remain central to the trust Strategy and in 2014, we witnessed the powerful impact of the new partnership Framework, which heralded the transition from 100 percent trust grant funding to 50 percent match funding with local Johnson & Johnson operating Companies. In 2014, £1.3 million was committed to 19 long-term partnerships and programs in 16 countries across eMeA, compared to 88 partners in 2013, delivering more streamlined and focused partnerships in line with the Johnson & Johnson Worldwide Corporate Contributions Strategy, with more accountability and responsibility divested to local operating companies. As a result, in 2014, we supported highly impactful and inspirational programs that focused on the needs of local communities such as the socio-economic empowerment of women in Afghanistan through training in microfinance and business development and in Greece, our funding helped over 14,000 children receive medical examinations to keep them healthy.

Measuring the impact of partnerships is critical in determining the success of our initiatives and understanding how and where we can improve in order to deliver better and more effective long-term benefits. to help us achieve this, in 2014, we invested in new systems and processes to capture and analyse data and to drive operational excellence across all four trust focus areas, ensuring greater transparency and accountability. We also appointed a Financial Advisory Committee consisting of financial experts from across Johnson & Johnson eMeA businesses, to provide strategic counsel and advice to the trust Board of Directors and to prepare for future social investment.

2014 also saw the activation of the trust Secondment Strategy program; an exciting new program that gives selected Johnson & Johnson employees the opportunity to give back to society in a unique way. During 2014, four Johnson & Johnson employees successfully piloted the program with North Star Alliance and the Aga Khan Development Network, working on long-term secondments in the field to share their knowledge and expertise to strengthen the structure and business growth of these organizations. So successful was the pilot that we have further developed and expanded the program for 2015. In addition, we hosted our first CSR eMeA Community Conference in November 2014, bringing together CSR professionals from across the Johnson & Johnson businesses to share best practice and celebrated their achievements through the inaugural trust Award Recognition program.

exploring innovative solutions to health challenges is a flagstone of the trust. We want to be a catalyst for change and a facilitator for new ways of thinking. our core belief is that health should be viewed and valued as an asset rather than a burden to society; a concept which requires a paradigm shift in traditional thinking. the Advancing Health Alliance (AHA) is a global network of over 100 passionate individuals and organizations who are transforming society’s approach to health. In 2014, a major forum was held, with participants tapping into their collective thinking to generate knowledge around health asset development. As a result, specific work streams are in progress and the first AHA research paper is expected to be published in 2015.

ensuring access to medicine remains a key priority for the trust and in 2014, through Johnson & Johnson operating Companies, we donated £2.2 million worth of Johnson & Johnson product to partner organizations helping them to provide essential medicines to those in need through humanitarian aid and in disaster response situations. We also part-funded a new on-line donation portal called euRMeD ensuring that medicines are needs-met and safely and securely delivered.

We would like to thank you for your continued support of the trust throughout 2014 and for your belief in our commitment to make a long-term, sustainable difference to human health. If you would like to learn more about our work or feedback your comments, please do not hesitate to reach out to us via email [email protected].

We welcome feedback!The Trust welcomes feedback on this report or any matters related to our activities in Europe,

the Middle East and Africa region. Your opinion matters to us.

Suggestions and reactions can be sent to [email protected] or visit our website www.jjcct.org.

About the Trust 2

Our 2020 Trust Strategy 2

How we work 3

Alignment to the J&J Worldwide Corporate Contributions Strategy 3

Partnerships 4

Delivering more focused partnerships 6

Flagship Partners 8

EMEA Partnerships 12

Knowledge Transfer & People Engagement 24

Demonstrating the shared value of the Trust Secondment Strategy Program 26

Trust CSR EMEA Community Conference 32

Recognizing the impact of J&J programs and partnerships 33

The 2014 Award Winners 33

Discovery & Development 34

Tapping into collective intelligence to generate knowledge around health asset development 36

Increasing product donation through EURMED 38

ColaLife wins Transformational Business Award 39

Trust Services 40

Providing expert support and guidance to the Trust Board of Directors 42

Measuring the impact of our programs and partnerships 43

Directors’ Report and Financial Statements 44

Front cover image: 2014 Trust Alumni Vittorio Sereni, Country Manager Janssen Kenya, whilst on his six month secondment with the Aga Khan Development Network in Nairobi, Kenya. For more information, please visit page 31.

Contents

About the TrustThe Johnson & Johnson Corporate Citizenship Trust (Trust) is responsible for managing Johnson & Johnson (J&J) Corporate Social Responsibility (CSR) programs across Europe, the Middle East and Africa (EMEA).

The Trust was founded in 2007 and is a registered charity and a company limited by guarantee. It is funded by the J&J Family of Companies through J&J Worldwide Corporate Contributions and J&J Operating Companies in EMEA.

In 2014, the Trust engaged with 50 partners in 38 countries delivering over £3 million to projects within the EMEA region.

In 2014, the Trust began implementation of its 2020 Strategy to

make a long-term, sustainable difference to human health.

Underpinning the 2020 Trust Strategy are four focus areas:

Partnerships Impacting people’s lives by empowering strategic and

innovative partnerships.

Knowledge Transfer & People Engagement Connecting people in joint causes to communities and

inspiring networks to make a sustainable difference to

society that positively impacts people’s lives.

Discovery & Development Position the Trust as an agent of change and innovation

investing in entrepreneurial and impact driven solutions.

Trust Services The trusted business partner supporting CSR processes

and systems.

Through these focus areas, the Trust is exploring innovative solutions

to health care challenges and finding new ways of creating sustainable

health care systems to leave a lasting legacy that will benefit

individuals, communities and society as a whole.

Our 2020 Trust Strategy

JOHNSON & JOHNSON Corporate Citizenship Trust 2014 3

2014 Trust implemented its 2020 Strategy

4 focus areasaligned to the J&J Worldwide Corporate Contributions Strategy

The Trust 2020 Strategy is fully aligned to the J&J Worldwide

Corporate Contributions Strategy which consists of three pillars:

Pillar 1: Saving and Improving the Lives of Women and Children

Pillar 2: Preventing Disease in Vulnerable Populations

Pillar 3: Strengthening the Health Care Workforce

Each pillar has its own strategies, eight in total. The Trust is focusing

on five of these strategies to bring worldwide cohesion to its strategy,

and enable J&J employees to connect the activities of the Trust with

the world around them.

Alignment to the J&J Worldwide Corporate Contributions Strategy

How we workThe Trust is managed by a Board of Directors consisting of senior

J&J leaders across the Pharmaceutical, Consumer, Medical Device

and Global Supply businesses in the EMEA region. The Directors are

responsible for directing the affairs of the Trust and ensuring that it

delivers on its mandate of public benefit.

The Board, chaired by Jane Griffiths, Company Group Chairman,

Janssen EMEA, meets twice a year to review the strategy of the

Trust. The daily operations of the Trust are managed by the Trust

EMEA team who have personal responsibilities for each of the 2020

Trust Strategy focus areas and bring a diversity of CSR experience

from different organizations and market sectors.

The team is supported by a community network of J&J CSR

professionals and representatives who operate at the local country

level and provide support and advice to the Trust on CSR related

matters. In addition, J&J employees across EMEA sit on CSR

committees supporting local partner initiatives and driving community

based volunteering programs in line with Our Credo values.

PartnershipsCentral to the Trust’s 2020 Strategy is the continued relationship between the Trust and J&J Operating Companies in EMEA, in creating impactful partnerships with local community-based organizations and non-governmental organizations (NGOs). By supporting them through sustainable, long-term programs, we can help them achieve their social mission, whilst realizing our own mission of making a long-term, sustainable impact to human health.

In addition, we work in collaboration with two Flagship Partners. These are organizations with whom we have a long-standing relationship based on aligned values, have multi-national coverage and set the standard for all partnerships across the EMEA region.

£1.3 millioncommitted to 19 long-term partnerships in 16 countries across EMEA

50 partners supported in 38 countries across the EMEA region


In 2014, the Trust launched its new partnership framework under the 2020 Trust Strategy. In addition to further deepening its relationship

with Flagship Partners, the new strategy saw the transition from 100 percent Trust funding for EMEA partnerships to 50 percent co-funding

between the Trust and J&J Operating Companies in EMEA, with Trust funding awarded through a competitive bidding process, governed by

the Trust Board of Directors.

Delivering more focused partnerships

Increasing our social impact with Flagship PartnersIn addition to supporting EMEA based partnerships, the Trust works

in collaboration with Flagship Partners. These are organizations which

are 100 percent funded by the Trust and whom share a common

vision and common goals. Flagship Partners have multinational

coverage and the capacity to achieve a high social impact.

This strategy has led to greater transparency and accountability

at the local operating level and greater streamlining of EMEA

partnerships against the J&J Worldwide Corporate Contributions

Strategy, resulting in fewer, but more strategically aligned

partnerships; a key deliverable of the 2020 Trust Strategy.

As a result of this new framework and its selection criteria, the

Trust awarded over £680,000 to support 19 local programs

across 16 countries in the EMEA region in 2014, compared to 88

partners in more than 50 countries in 2013, helping to make a

more focused and significant difference to individuals’ lives and the

communities in which they live.

Read more about our 2014 EMEA Partnerships on page 12.

Greater transparency and accountability

In 2014, the Trust’s Flagship Partners were:

Aga Khan Development Network (AKDN) A network of private development agencies bringing innovative

solutions to chronic and emerging problems of health and

development in under-served populations.

For more information, please visit: www.akdn.org.

INSEAD Business School A prestigious business school developing innovative approaches to

health care service design and delivery through leadership programs.

For more information, please visit: www.insead.edu.

These organizations will continue to be Trust Flagship Partners in 2015.


The Trust works in collaboration with two Flagship Partners:

Aga Khan Development Network and INSEAD Business School.

The Aga Khan Development Network (AKDN) operates as a

network of private development agencies, covering a wide remit

of sectors, including health and education, in some of the poorest

countries in the world. Its mission is to help marginalized communities

achieve a level of self-reliance by equipping them with the tools,

knowledge and skill sets to take responsibility for their social and

economic development.

The AKDN is a Flagship Partner of the Trust and its 14-year

relationship is firmly embedded in a long-term commitment to

improving local community resources within three critical areas:

Nursing and Midwifery, Early Childhood Development and

Community Health Care aligning to all three J&J Worldwide

Corporate Contributions pillars.

Flagship Partner: Aga Khan Development Network

Strengthening the health care workforce by empowering nurses in East Africa

In 2001, the Aga Khan Development Network was invited by the

Government of East Africa to improve nurse education and training in

a bid to halt the out-migration of qualified nurses, and to strengthen

and reform its health care system.

Like many developing countries, health provision in East Africa is

mostly delivered by nurses. But with poor working environments, no

access to continued professional development and a lack of respect

for their profession, many nurses in the past chose to leave their

countries once qualified, to seek better opportunities overseas. Whilst

this trend of emigration of nurses has begun to change, much has

still to be done to strengthen the role and reputation of nurses and

midwives and to foster the deserved respect and acknowledgment of

the nursing profession in East Africa.

The Advanced Nurse Studies program, run by the Aga Khan University

(AKU) in East Africa, seeks to address these challenges. It is open to

nurses at all levels from private clinics, hospitals and public institutions

and provides training in skills needed to improve the management

and quality of patient care and upgrades nurse qualifications. Nurses

are able to study part time, either in the classroom or by distance

learning, through an innovative `learn and earn’ training program. This

means they can continue to work and support the health of their local

communities, whilst accumulating the academic credits needed for

career progression.

AKU’s nursing education program covers critical thinking, collaborative

problem solving and leadership development, and provides clinical

training in medical-surgical, child health and community health with

research topics chosen by the nurses that are most relevant to their

workplace. But perhaps most importantly, the program provides much

needed access to clinical publications and peer-reviewed research

helping nurses to stay connected with the latest developments and

best practice around the world.

As a result of this program, 90 percent of nurses have remained in East

Africa, following graduation, helping to build the region’s health care

capacity; whilst over 60 percent to date have advanced their careers by

moving into leadership and management positions with higher salaries

and more career opportunities. Today, within the program’s alumni, there

are deans of nursing schools and senior leaders on nursing regulatory

bodies and associations and within the Government.

Professor Yasmin Amarsi, Founder & Dean, Aga Khan University School of Nursing and Midwifery in East Africa


132 nursesacross Tanzania, Uganda and Kenya graduated in 2014

90% of AKU trained nurses have remained in East Africa after graduation

“The effectiveness of health care management and delivery is closely linked to the quality of nursing. Yet in many places, there is little investment in the training of nurses, leaving them de-moralized, undervalued and unsupported in their roles.”

Professor Yasmin Amarsi

In 2014, 132 nurses across Tanzania, Uganda and Kenya graduated

from the Advanced Nursing Studies program, bringing tangible health

benefits to their communities. This is seen clearly in Pumwani in

Nairobi, where more women are now attending the hospital services

to give birth, having more trust in the professionalism of the nursing

staff and the quality of care they will receive; an outcome which will

contribute to raising health indicators in child and maternal health

across East Africa.

“The Advanced Nurse Studies program inspires and empowers nurses to bring positive change to themselves and to the health of their communities, but we must not forget that nursing is a female dominated profession, and through this program, we are also empowering women across East Africa by improving their income, status and quality of life.” Professor Yasmin Amarsi

Demeter Namuyobo, a 2004 alumni of AKU’s School of Nursing

and Midwifery Uganda, acquired a Masters of Science degree

in Public Health and currently works as a medical coordinator at

Reproductive Health Uganda, which is a member associate of the

International Planned Parenthood Foundation. Demeter coordinates

medical services in Rural Health Units. She has greatly contributed to

birth spacing in the Couple Years Protection programs in the country

and has trained service providers in several countries including East

Africa, Somalia, Mozambique and Ethiopia. According to Demeter,

the knowledge and skills acquired through the AKU training program

have been crucial to impact the delivery of quality reproductive health

services in East Africa and globally.

Trust Secondment Strategy Program

The AKDN is a partner of our

Trust Secondment Strategy

Program. For more information

see page 30.


Flagship Partner: INSEAD

1. Middle East Health Leadership Program (MEHLP)

An executive development program designed to provide

executives, policy makers and department heads in the

Middle East with techniques and skills to significantly shape

leadership and management strategies in order to help

health care organizations fulfil their mission.

In 2014, MEHLP participants from the Sultan bin Abdulaziz

Humanitarian City in Riyadh used techniques learned in the

program to improve outcomes in orthotics and prosthetics. By

applying Toyota’s production system principles to the patient

pathway, they introduced a novel element to the process; that

of mapping the emotions of patients through the entire pathway.

These tools, discussed in the program, were combined in a unique

way to improve staff engagement and strengthen the patient-

provider relationship, thereby, improving the overall efficiency of the

process whilst reducing waiting times.

2. Innovating Health for Tomorrow (IHT)

A pioneering program which addresses the practical

issues of innovation and change management for

senior health care executives in Europe; helping them

to re-think the challenges of ageing populations, rising

expectations and chronic illness and improve the

efficiency of health provision.

As a result of attending this program, in 2014 one IHT participant

in Germany used the innovation process from the course to

improve ideation and continuous improvement processes

within their organization, and began initiatives to improve the

kid-friendliness of a pediatric clinic. Another participant from

the UK began exploring new roles which pairs independent

pharmacist prescribers with physician associates to provide more

comprehensive and holistic care for older patients; and a third

participant in Africa is developing a model to reduce diarrheal

incidence in households by scaling up a business model designed

to improve clean drinking water in communities.

INSEAD Programs supported by the Trust

As one of the world’s leading business schools, INSEAD

brings together diverse groups of people from different

cultures, backgrounds and working environments with the aim

of transforming lives and creating value for organizations and

communities, through business education.

In 1998, the Trust formed a long-term strategic partnership with

INSEAD to develop and facilitate health leadership programs that

transitioned leadership and management thinking from the business

sector to complex delivery organizations, such as hospitals and

health care facilities.

Over the years, the structure of the programs has evolved, in

response to the changing and increasingly complex health care

environment, with innovation a key focus.

Today INSEAD offers senior leaders and managers in the health

care arena, the opportunity to discover how to innovate new

approaches and concepts to health care service design and delivery,

equipping them with the tools and techniques needed to challenge

traditional ways of thinking and bring positive change to the health

care environment.


3. Innovators for Community Wellness (ICW)

A unique program for senior managers working in primary

care, public health or chronic disease in the Middle East whom

are faced with the challenge of developing new approaches

for better health care service design and delivery in the

community setting.

With health care systems around the world facing growing

challenges in managing chronic health care conditions, such as

diabetes, those on the front line need to innovate beyond traditional

health care and prevention services, and create a shift in how

wellness is perceived and managed.

In 2014, 24 senior managers working in the primary care setting

took part in the ICW program at the INSEAD campus in Abu

Dhabi. The program aims to improve the innovation skills of

leaders in community medicine, primary care, and chronic disease

management to improve skills for advancing the effectiveness,

efficiency and integration of primary, acute and tertiary care.

Innovative thinking and exploring creative solutions to health

care challenges are the theme of this program with participants

exploring new approaches and ways of thinking in tackling chronic

care and patient motivation.

The program is open to senior managers from medical, nursing and

health educator backgrounds who are working in chronic disease,

public health or primary care across the Middle East and participants

gain skills in entrepreneurial thinking, ideation and communication,

and develop insights into the patient mind-set to make interactions

more effective. They also use knowledge gained from business

model innovations across multiple sectors, to develop and apply novel

solutions to their specific health care challenges.

In 2014, ICW participants from one organization in the UAE applied

the innovation process idea to create their own in-house innovation

team. This team developed new techniques for reaching out to people

with diabetes who are new to, or have difficulties with, ongoing

disease management. A system of exploratory experiments was set

to improve on techniques which were successful in other contexts

but were not proving effective in the UAE. One approach was to build

on the strong social infrastructure to improve networks of support for

disease management.

“Effective health care is about more than developing medical talent and acquiring medical technical resources – it needs leadership, sound decision-making skills and a willingness to innovate in how health care services are delivered. Thanks to funding by the Trust, we are able to offer programs that drive innovative thinking and enable participants to develop more effective health care service and delivery models which, ultimately, will improve patient outcomes.”

Stephen Chick, Program Director and Professor of Technology and Operations Management at INSEAD

MEHLP course in Abu Dhabi


In 2014, the Trust awarded over £680,000 in co-funding with local

J&J Operating Companies to support 19 partnership programs

across 16 countries in the EMEA region. A commitment of over

£1.3 million in total.

To qualify for Trust co-funding, all partnerships must align with at least

one of the J&J Worldwide Corporate Contributions pillars and have a

clear plan for ensuring and measuring social impact.

The J&J Worldwide Corporate Contribution Pillars

Pillar 1 Saving and Improving the lives of Women and Children

Pillar 2 Preventing Disease in Vulnerable Populations

Pillar 3 Strengthening the Health Care Workforce

EMEA Partnerships(Johnson & Johnson Operating Company Initiatives)

Pillar 1Saving and Improving the Lives

of Women and Children

Raising Healthy Communities

Together with a range of partners, we support programs

that help moms and babies survive childbirth, and help

those who struggle to survive reach their full potential and

thrive – no matter where they live.

£1.3 millioninvested in Pillar 1 activities, including Trust Flagship Partnerships and EMEA Partnerships with J&J Operating Company matched funding.


Of all the challenges facing Afghanistan, few are more intractable

than women’s unemployment. Jobs are a proven route to women’s

empowerment, yet according to the World Bank only 16 percent of

women in Asia’s poorest countries have jobs.

Why jobs? And why women’s jobs specifically? For every dollar they

earn, women in the developing world spend 90 cents on their families

and communities. Men, by comparison, spend 40 cents. Factor in the

average Afghan family size of seven and the wider benefits become

clear: more children in school, more mothers with access to life-saving

medicine and more families with sturdy roofs over their heads.

Hand in Hand’s ‘Supporting rural entrepreneurship and promoting

women’s socio-economic empowerment’ program seeks to address

the balance by creating 8,100 jobs in the northern province of

Samangan, improving the lives of some 56,700 family members.

It works in four sequential steps: recruiting would-be entrepreneurs

into Self-Help Groups; providing them with business and skills training;

helping them access finance to grow their businesses; and linking

them to bigger markets.

The first year of any Hand in Hand program is all about engaging local

communities, setting up groups and training members in subjects

ranging from microfinance to business development. Illiterate and

innumerate members are trained using parables and songs. The

organization slightly exceeded targets in Afghanistan for 2014,

creating 360 training groups composed of 5,614 members. Most

encouraging of all, an unprecedented 73 percent female participation

rate was achieved – a significant achievement in this most patriarchal

of countries.

The program is designed to pay dividends for years to come.

According to an independent study of similar programs in India,

97 percent of jobs created continued to exist three years after initial

training. Already, in a poll of members in Afghanistan, women almost

unanimously reported experiencing a newfound sense of freedom.

Hand in Hand

For more information: www.handinhandinternational.org

Supporting rural entrepreneurship and promoting women’s socio-economic empowerment

“The women I work with face many problems – poverty, little education, inadequate life skills – but by the time they graduate I find them strong and enabled. When they start to earn money they improve their position in the family and in society.”

Palwasha Rafiqzada, Hand in Hand vocational trainer

AF


Pillar 1

Vulnerable young people, whose lives are affected by their parents’

illness or addiction, are now looking forward to healthy futures thanks

to the Maskrosbarn life skills program in Sweden which aims to

improve attitudes to mental illness and substance abuse.

One group of twenty teens and adolescents are going through

the four year program supported by J&J which focuses on:

comprehensibility, manageability, meaningfulness and togetherness.

Through counselling, group activities, camps, e-mail and chat facilities,

webinars and lectures all over Sweden, teenagers who live or have

lived in families with parents who abuse drugs or are mentally ill, can

build their self-esteem and confidence to prepare for adult life. All J&J

staff in Sweden have been involved in fund-raising for the program

throughout 2014, with many helping at the Maskrosbarn camps.

Three successful camps for the teenagers took place in 2014, with

all attendees encouraged to participate in camp activities before

becoming a trainee at the end of the four year program, with the

further possibility of developing into a camp leader. The aim is for

ninety percent of the teenagers from the original group to complete

the program, with two thirds choosing to continue on to the trainee

program. Of these, fifty percent will hopefully become camp leaders,

leading the way for other teens to grow in confidence and knowledge

while changing society’s awareness of their issues.

Maskrosbarn

Johnson & Johnson, Sweden

For more information: www.maskrosbarn.org

Supporting adolescents whose parents have drug, alcohol or mental illness problems

SE

“We are extremely grateful for the support J&J gives us. It has enabled us to care for and support

a number of vulnerable children who have parents who abuse alcohol and drugs or are mentally ill.

Together, we are working for a positive social development in our society, by supporting

children, our future!”

Elin Hågeby, CEO, Maskrosbarn


Photo credit: Jonathan Hyams/Save the Children

“It was fantastic to see so many employees taking part in Race to Brazil, uniting under a common goal to raise vital funds as part of J&J’s ongoing commitment to Save the Children. We are hugely grateful for J&J’s support to Eat, Sleep, Learn, Play! which has helped to provide essential household items to so many disadvantaged families in the UK.”

Douglas Rouse, Corporate Partnerships Director at Save the Children

UK

Despite being the seventh richest country in the world, the UK has

one of the highest rates of child poverty among developed nations,

with an estimated 3.5 million children growing up below the poverty

line, and a further 100,000 babies being born into poverty each year.

It is known that the first 1,000 days of a child’s life are the most

critical in their development, but families on low incomes are finding

it increasingly hard to provide for their children, resulting in many

children not getting the best start in life. At a basic level, parents are

often unable to afford nutritious food or pay for essential household

items, such as beds or cookers. Equally, they have less to spend on

books and toys that stimulate and enrich a child’s early development

and help towards educational achievement.

Save the Children works in over 120 countries, including the UK,

to save and transform children’s lives and enable them to fulfil their

life potential. The organization’s Eat, Sleep, Learn, Play! (ESLP!)

program provides emergency grants to enable families living in

poverty in the UK to get basic items they critically need to support

the development of their children in the early stages of their lives.

These families are identified through local referral partners, and have

to meet the program’s strict criteria which include having a child

under 36 months.

In June 2014, over 3,000 J&J employees in the UK took part in the

‘Race to Brazil’, an employee fundraising and volunteering initiative

which took inspiration from the FIFA World Cup. The aim of the event

was for employees to raise funds by completing a mile of fundraising

activity and an hour of volunteering to collectively clock 5,462 miles

and 5,462 volunteering hours (the distance from London to Brazil).

In total, £30,000 was raised for Save the Children along with over

300 hours volunteered. As a result of this employee engagement

initiative and additional funding from the J&J business, 783

children were supported, helping to alleviate the effects of poverty,

through the delivery of 372 ESLP! grants (between 1 Nov 2013

and 31 Oct 2014).

Save the ChildrenJohnson & Johnson Family of Companies, UKFor more information: www.savethechildren.org.uk

Helping children to reach their potential and have the right start in life

783 children supported

372 ESLP! grants delivered


Pillar 1

Bátor Tábor is the only program of its kind in Hungary for children with

serious illnesses and their families. Located in Hatvan near Budapest,

Bátor Tábor is a former pioneer camp which was carefully renovated

to ensure it is universally accessible and meets the medical and

psychological needs of its residents/clients. The camp boasts a high-

ropes course, rowing lake, archery field, synthetic turf field and indoor

sports hall, bringing a unique opportunity each year to 1,700 children

and families in Central Europe.

Janssen-Cilag Kft has a long history with Bátor Tábor, one of the

most respected NGOs in Hungary and Central Europe. The aim of the

foundation is to help the recovery process of children and to provide

support for their families through therapeutic recreation, and it is free

of charge to all those who attend. Its overall goal is to support more

than 3,000 children affected by serious or chronic disease and their

families in the next three years, with a specific target of 880 campers

to attend the Bátor Tábor camp in Hungary in 2014.

This goal was greatly surpassed. With the assistance of twelve

qualified Bátor Tábor staff and many volunteers, the camp was able to

host well over a thousand residents/children and their families at the

site, giving support, confidence and a sense of achievement to many

seriously ill children.

Also in 2014, Bátor Tábor was awarded the Astellas award, one of

the most honoured plaudits in the Hungarian medical profession.

The award was established to recognize unique health care initiatives

in Hungary, and was judged by a professional jury elected from

prominent members of the medical profession who recognised the

hard work and achievements of this organization.

Bátor Tábor

Janssen-Cilag, Hungary

For more information: www.batortabor.hu

Changing the lives of seriously ill children and their families

HU

Dynamo Camp is part of SeriousFun Children’s Network, a non-profit

association that promotes and manages worldwide vacation camps

specifically designed for children and teens suffering from chronic

and serious illnesses. It offers them the opportunity to regain their

childhood through sports and activities that will help them rediscover

and gain confidence in themselves in a safe and secure environment,

supported by qualified medical staff.

Italy’s Dynamo Camp was quickly recognized as a trusted and

committed partner by Fondazione J&J and the Trust for providing

‘a place where children suffering from serious illnesses can simply be

children’ and their partnership in supporting children and families has

been thriving since 2009.

For those children who cannot travel to the camps, there is now an

alternative in the form of the Dynamo Truck. The Dynamo Truck visits

seven Italian regions, stopping for three weeks and working with the

regions’ hospitals, foster homes and schools to ensure that every child

is able to receive a unique experience in Radio, Art Factory, Studios,

and Dynamo Generation (The Musical). The outreach program of

‘Radio Dynamo’ broadcasts recreational therapy directly to the

children’s locations, aiming to reach as many kids as possible while

bringing the camp’s energy into paediatric departments. The Truck

also provides an opportunity for volunteers and supporters to meet for

fun and to raise awareness and funds.

In 2014, 821 children in Italy were able to take part in Dynamo’s

laboratories of performing arts, musicals and radio via the Dynamo

Truck. During each step of the tour, Dynamo’s staff met children in

hospitals or foster homes during the morning, and in the afternoon

children and their families were hosted directly on the truck supported

by Fondazione J&J. The children and their carers came away feeling

very confident and happy, and eager to take part in Dynamo’s camp or

other theatrical or artistic activities.

Dynamo Camp

Fondazione Johnson & Johnson, Italy

For more information: www.dynamocamp.org

Bringing the fun of the Dynamo Camp to children unable to travel

IT


“Special Olympics is such a wonderful opportunity for athletes. Many thanks to the J&J Family of Companies, and their fantastic staff for your ongoing support of the Special Olympics program in Munster. You are helping

change lives for the better.”

Ger Deegan, Regional Director, Special Olympics Munster

IE

When the Special Olympics World Games were held in Dublin,

Ireland, in 2003, Janssen and 12 volunteers were involved with

hosting the Mexican Special Olympics team. The experience inspired

employees of the J&J Family of Companies, based in Munster,

to form the J&J Special Achievers Club the following year. In

association with Special Olympics – a sport’s organization for anyone

with an intellectual disability – each year’s success grew bigger

and bigger with more athletes and employees, families and friends

volunteering to change the lives of Special Olympics athletes and the

employees who support them.

The long term aim of the partnership is to have teams of well trained

and experienced event volunteers who can deliver high quality sports

events in a range of sports throughout the Munster region, while

ensuring it is an enjoyable experience for all involved. In 2014, this

meant organizing competitions for up to 650 athletes, bringing 300

J&J volunteers on board, and raising the profile and visibility of Special

Olympics Munster.

In addition to the 300 volunteers (new volunteers recruited every year)

into the Special Achievers Club, there are many stalwart campaigners

who return time after time, enjoying the camaraderie of working with

people from other J&J companies as well as families and friends of

the athletes and supporters.

Special Olympics Ireland

Johnson & Johnson Campus, Ireland

For more information:

www.specialolympics.ie/getinvolved/munster

The Special Achievers Club


Pillar 2Preventing Disease in

Vulnerable Populations

Tackling Complex Health Challenges

Working with community-based partners, we are educating

communities on how to prevent and reduce the risk of chronic

diseases such as HIV/AIDS, obesity and diabetes, and fight

the stigma of disease and mental illness.

Vulnerable and neglected groups can experience persecution

and psychological, legal and medical issues, leading at times to

depression and suicide. Nowhere is this more evident than in

Moscow, where over 80,000 people – including immigrants – are

HIV-positive. One of the first organizations in Russia founded to

fight AIDS is the Steps Foundation. It provides non-medical support

for people affected by HIV or other socially significant diseases.

The Steps Social Center supports over 3,000 HIV-positive people

in Moscow whose legal status prevents them from receiving

services from the government’s AIDS centers, with a particular

emphasis on assisting those who are newly diagnosed. Based

on their success with ‘peer-to-peer’ consultations, the Center

provides information and educational platforms for trainers and

volunteers (as well as the HIV-positive individuals and their

families) to increase awareness and offer social/psychological

support to those affected.

With Janssen Russia providing practical help in terms of

manpower, a significant amount of education was delivered during

2014. Forty two leaders were trained in how to conduct self-

help groups. Eighteen activists received coaching in peer-to-peer

counselling. A support group for women was set up. Many outdoor

events took place to mobilise the HIV community, and more than

80 self-help groups were established.

In total, more than 2,500 people benefited from the Steps

Center’s support, with an average age of 28 years, including

over 800 who were newly diagnosed. With women accounting

for 60 percent of the Center’s attendees, the plan for 2015 is to

strengthen the components for HIV-positive women, especially

those who are pregnant.

Regional Charity Foundation to fight against AIDS ‘Steps’

Janssen, Russia

For more information: www.stepsfund.ru

Supporting the development of the Moscow-based Social-Psychological Center for HIV positive people

RU

£400,000invested in Pillar 2 activities, including Trust Flagship Partnerships and EMEA Partnerships with J&J Operating Company matched funding.


14,918 children examined in 11 regions

40,117 children have received preventative care

“Since 1975, J&J in Greece has supported the Greek economy by combining its business success with social responsibility. Especially now, amidst this unfavourable economic environment, we feel it is our responsibility to support our fellow citizens and society in response to the challenges that our country is facing.”

Makis Kosmatos, Managing Director, Johnson & Johnson Consumer, Greece

GR

Recent experience has demonstrated the great importance of

preventative medicine for children throughout Greece, especially for

families facing financial problems. With annual disposable income

declining Year on Year and employment rates rising to 25.5 percent,

597,000 (30.4 percent) of children in Greece live in poverty and

approximately 292,000 do not have access to health care services

making health and children’s welfare the fifth major concern amongst

the Greek population.

The Smile of the Child is a non-profit organization which offers

children free access to much needed health care, via its preventive

medicine program Hippocrates, which uses fully equipped mobile

medical units to travel to areas of most need.

Staffed by volunteer doctors, as well as a social worker, a nurse

and a driver from the organization, the units carry out preventative

medical check-ups with the signed consent of the child’s parents.

Mobile multi-clinics for children offer generalist check-ups, care and

treatment and travel to urban centres as well as remote villages.

In 2014, Smile of the Child acquired two additional mobile units and

expanded its offering with preventative paediatrics and dentistry, as

well as diagnostic ophthalmological and audiological medical care.

The results speak for themselves. In 2012, the Smile of the Child

mobile units examined a total of 6,999 children. Since then, with the

support of J&J, in 2013, 18,200 children were assessed across nine

regions in Greece and in 2014, 14,918 children were examined in

11 regions. By the end of 2014, a total of 40,117 children received

preventative care throughout the country since the program began.

The plans for the next two years include a more focused approach,

with Hippocrates providing its services to isolated islands that lack

medical personnel and equipment, and simultaneously making follow

up visits in areas that deal with serious health care issues.

The Hippocrates initiative was supported by J&J employees in

Greece who developed an awareness generating social media and TV

campaign, as well as engaging customers and retailers via in-store

communications to optimise participation in local communities.

The Smile of the Child

Johnson & Johnson, Greece

For more information: www.hamogelo.gr/1.2/home

Bringing ‘The Smile of the Child’ to thousands of faces


IT

When Nancy G. Brinker promised her dying sister, Susan G. Komen,

that she would do everything in her power to end breast cancer

forever, that promise became the Susan G. Komen for the Cure®

initiative and launched the global breast cancer movement.

In Italy, the Susan G. Komen Italia Onlus association is shaping

women’s approach to prevention by emphasising the importance of

early detection and promoting preventative activities such as a well-

balanced diet and understanding genetic predisposition.

Women-related pathologies, cure and prevention are one of the

main areas of Fondazione J&J activities, and so 15 years ago J&J

entered a partnership with this trusted and active associate to fight

breast cancer. The program aims to decrease cancer through active

prevention and offers free screening and immediate results to

thousands of women, especially those in the 50 to 70 age group.

At the Race for the Cure, a three-day walk event, culminating in a

5 km run and 2 km walk, Health Villages are set up for screening

and information on cancer and other diseases. About 26,000

women have been screened and 103 breast cancer cases identified

in Italy since 2000, and in 2014, Rome’s Race for the Cure – the

largest in the world – attracted around 60,000 participants.

Thanks to the contribution of the Trust in partnership with J&J

Fondazione Italy, in 2014, the Health Villages were able to deliver

almost 4,000 free health services, including: 953 clinical breast

exams, 376 mammograms, 392 breast ultrasound, 129 pap test, 566

clinical thyroid exams and ultrasounds, 357 dermatological exams, 9

genetic counselling, 28 eye exams, and 230 nutritional consultations.

Susan G. Komen Italia Onlus

Fondazione Johnson & Johnson, Italy

For more information: www.komen.it

Offering screening services and advice to fight cancer at the Race for the Cure events

“Thanks to the partnership and support of J&J Fondazione Italy, the Race for the Cure has proved an extraordinary awareness tool and a concrete initiative in the action of prevention education.”

Susan G. Komen Italia Onlus Association

Pillar 2

26,000 women have been screened for cancer and other diseases

103 breast cancer cases identified in Italy since 2000


“Our mission is not only to provide drugs and therapeutic progress but also, accompanying services needed to improve the lives of people, and in this case, achieve the social integration of people with mental illness coming from the

penitentiary environment.”

Ramón Frexes, Head of Government Affairs, Janssen Spain

The Manantial Foundation in Spain has developed a transitional

housing initiative for prisoners with chronic mental illness. Not only does

this enable inmates to integrate back into their communities, it also

guarantees continuity of mental health care, management of the judicial

process, and helps to maximise their personal and social autonomy.

The Foundation, in partnership with Janssen Spain and the Trust,

aims to provide supervised communal and stable residential

accommodation, social support facilities, and coordination channels

with social and health resources and other stakeholders. In this

way, it hopes to prepare inmates for life post-release and to prevent

criminal relapse and social marginalization, whilst helping to reinforce

interpersonal relationships and social autonomy.

Three residents, ranging from a former inmate on parole to others

still serving sentences in open prisons, were able to make use of

the transitional housing in 2014. On their behalf, the project team

organised grants for accommodation, public transport, psychiatric

medication and prescription glasses. They also coordinated no

less than 26 different activities with social and health resources,

including the Employment Office, Mental Health Center, the Tax

Agency and banks.

With access to these services and financial support, the men were

able to actively pursue their reintegration into society with one gaining

employment at the Social Integration Center. Five further inmates will

enter the transitional housing in 2015. The aim of this project is to

optimize all places with people who need transitional housing and it is

planned that the program will continue for years to come.

Manantial Foundation

Janssen, Spain

For more information: www.fundacionmanantial.org

Supporting prisoners with mental illness to reintegrate into society

ES


In recent years across Europe, patients’ safety has become a source of growing concern. Hospitals and health institutions are designed to heal patients, yet approximately 10 percent of all hospitalisations are affected by Adverse Events resulting in loss of productivity, pain, disease, disability, psychological or social harm or even death, and causing economic burden to society as well as straining governmental and institutional budgets. It is estimated that between 6 million and 15 million hospital admissions, and over 37 million consultations in the primary health care setting, are associated with adverse events as a result of patients receiving health care.

Along with J&J Czech Republic, Project HOPE has spearheaded a new initiative for improving patient safety in Czech hospitals. Project HOPE was founded in 1958 as the People-to-People Health Foundation, and has been focussing on palliative care, breast cancer, and health care management in Czech Republic since 1991. Now, by developing a system for identifying, reporting, and addressing issues from adverse events, it aims to create a well-functioning, blame-free reporting and learning system which enhances patient safety.

In 2014, thirty physicians, nurses, and technicians from ten selected hospitals benefited from the training program which has been accredited by the Czech Nurse Association. The training raises awareness of the type, scope and scale of adverse events in the working environment and provides knowledge and skills in identifying and analysing risks, root causes and prevention of adverse events. For instance, the adverse events may be a result of communication breakdowns, medication mistakes, falls and injuries, hospital acquired infections, clinical or medication errors, misidentification of

patients, or problems with medical devices and technology.

Project HOPE – Czech Republic

Johnson & Johnson, Czech Republic

For more information: www.projecthope.cz

Improving patient safety in Czech Republic medical institutions

Pillar 3 Strengthening the

Health Care Workforce

Identifying and Addressing Unmet Needs

We are inspired to help create a world where people, no

matter their circumstances, have access to quality health care.

We collaborate with respected groups to train doctors, nurses

and others who work to keep communities healthy.

It is amazing to see the high quality of the projects that teams were able to develop in a relatively short time. These projects will be implemented in the respective hospitals and thus increase patient safety and quality of care of patients in the Czech Republic.”

Helena Jungova, Director of Project HOPE Czech Republic

CZ

£1.4 millioninvested in Pillar 3 activities, including Trust Flagship Partnerships and EMEA Partnerships with J&J Operating Company matched funding.


FR

“This program is a very good initiative by Janssen France. It goes beyond financial support and shares unique and rare moments when there is no more “big pharma” facing sick patients, but just human beings helping each other. I strongly encourage the creation of such positive bridges!”

Christine Janin, “A Chacun son Everest”

When Janssen France launched its ‘Voice of Customers’ strategy in

2014, the CSR team recognised that whilst the organization worked

in close partnership with patient associations, very few employees met

patients as individuals, or truly understood the reality of a patient’s life.

To create more proximity with patients, the ‘Solidarity Day’ was

born enabling any employee to volunteer his or her passion, help,

competencies, capabilities, and manpower to connect with the needs of

the patient and support them. Since the launch of this initiative, several

Solidarity Days have already taken place in France, with great success.

To date, the Janssen Oncology-Haematology team and the

Communications, Public Affairs and CSR teams in France have

participated in this initiative. Each Solidarity Day is an opportunity to

spend time with patients, and since the launch of the program, the

lives of nearly 100 patients have been touched. There will be further

opportunities for employees to engage directly with patients in 2015,

and it is hoped that the idea will spread across Janssen and beyond.

Tulipe, A Chacun son Everest, l’Envol, Tout le Monde ChanteJanssen, FranceFor more information: www.achacunsoneverest.com

“This program represents a tremendous opportunity for J&J employees to feel closer to patients where they can engage and spend time with them, to better understand their needs and their lives, to laugh with them and feel useful to them … all this is a positive way to be committed to real life moments.”

Valerie Perruchot Garcia, Janssen France

Spending time with patients during Solidarity Days

RU

“We strongly believe that strategic partnerships with the Russian Health Care Foundation demonstrates our commitment to make progress in HIV/AIDS. This training system helps professionals improve their skills and knowledge, and achieves real outcomes in optimizing HIV therapy.”

Daria Bychkova, Janssen Russia

With the spread of HIV infection in the Russian Penitentiary System

escalating faster than in the general population, and a shortage

of medical staff, the issue of training and retaining highly qualified

medical professionals in prisons has become particularly urgent.

In 2013, the Russian Health Care Foundation successfully planned

and delivered training events in ten cities across Russia, reaching 170

specialists in the field of HIV/AIDS, Hepatitis, and TB. In partnership

with Federal Penitentiary stakeholders and the Federal AIDS Control

Center, roll-out of the training began in Moscow and was then

conducted in nine other regions. This resulted in improved awareness

and competence of medical specialists under the FPS; standardisation

of approaches to diagnostics and therapy of HIV-positive patients,

and process uniformity in ordering, supplying and stocking drugs and

diagnostics in FPS institutions.

Building on these solid foundations, the aims of the program in 2014

were to implement national standards of treatment, educate others

beyond the realms of the penitentiary system, and continue the

training for FPS specialists on new approaches for HIV treatment.

Throughout the year, nine events were conducted to train 182

participants in total, and the Foundation now plans to embark on

‘Train the Trainer’ events to extend the program.

Russian Health Care Foundation

Janssen, Russia

For more information: http://roszdravfond.ru/en

Raising awareness and knowledge for the treatment of HIV in prisons

Knowledge Transfer & People EngagementKnowledge Transfer & People Engagement empowers us to build stronger bonds across EMEA both internally within our J&J CSR Community, but also with our partner organizations and external stakeholders. Through collaboration and by sharing our insights and experiences, we can elevate our collective knowledge and learnings to deliver more sustainable and impactful solutions to health challenges, benefitting individuals and local communities.

In 2014, the Trust launched the Trust Secondment Strategy Program; a new initiative which enables J&J talents with specific skill sets and knowledge base to give back to society in a unique way. We also joined together as ‘One’ at our inaugural EMEA CSR Community Conference in Athens, where we shared best practice and recognised the achievements of J&J people in supporting the Trust’s mission through the 2014 Trust Awards Recognition program.

EMEA CSR Communityover 60 participants participated at the inaugural conference in Athens, Greece

4 secondmentswith two NGOs in 2104

Image courtesy of AKDN


Demonstrating the shared value of the

Trust Secondment Strategy Program

Early 2014, the Trust launched the Trust Secondment Strategy Program

giving selected J&J employees in the EMEA region, the opportunity to

share their skills and knowledge base with trusted non-governmental

organizations (NGOs) in long-term assignments (3-6 months), in line

with the J&J Worldwide Corporate Contributions Strategy.

Unique about the program is its commitment to place the needs of

the selected and trusted NGOs first, ensuring that our partners gain

access to much needed skill sets they are missing, in order to build

and strengthen their organizational structure and business growth.

In 2014, four J&J talents cross sector successfully piloted the secondment program with North Star Alliance and the Aga Khan

Development Network (AKDN), each delivering a long-term, sustainable impact, whilst building their personal and professional

development through this life changing experience.

Key learnings and insights from the pilot program

2014 Feedback: Summary OverviewHere is just some of the feedback we received from our NGO partners, J&J secondees and our Operating Companies on the value of the program.

NGOs J&J Secondees J&J Operating Companies/Trust

- Opportunity to gain access to innovative ideas and new ways of thinking

- Tapping into ‘missing’ knowledge and skill sets

- Supporting the delivery of health solutions to resource poor environments

- Accelerating internal organizational processes

- Unique opportunity to gain field experience and obtain new insights

- Opportunity to grow, both personally and professionally

- Ability to bring back key learnings to share with J&J team members and support the business

- Act as an ambassador for the program

- Giving back to society in a unique way

- Bringing people together to make a meaningful and sustainable impact

- Strengthening our reputation and corporate equity

- Bringing our Credo to life

“Our employees are working outside of their comfort zone. They arrive in new places where they need to successfully make a big impact in a short time. These types of experiences contribute greatly to their development. In addition, the Secondment Program is an ultimate example of our Credo commitment in giving back to our communities. Participants make their functional and leadership strengths available for a better and healthier world. We have received tremendously positive feedback from the NGOs on the value of these secondments to their organizations and the communities and, of course, from the participants as well. Last but not least, secondments are life changing experiences; experiences that leave a big imprint behind.” Els Vandecandelaere, Vice President Human Resources, Janssen EMEA


Following the success of the pilot in 2014, the Trust is upscaling the

Secondment Program in 2015, to include two additional NGOs (SOS

Children’s Villages International and Dharma Life) and to expand the

scope and opportunity for more J&J talent to give back to society in

a unique way. These will cover a wide remit of secondments across

East Africa, South Africa, the EU and CIS in business development,

marketing, sales, communications and public health roles.

Upscaling our secondment program in 2015

Giving back in a unique way

North Star Alliance is an NGO that works at the crossroads

of disease and mobility to ensure that hard to reach mobile

populations, such as truck drivers and their contacts, have

access to basic health services at strategically placed Roadside

Wellness Centres. North Star has been a partner of Trust

Secondment Strategy Program since 2014, and will continue to

be a trusted partner on this initiative moving forward into 2015.

North Star Alliance

“Thomas was a tremendous asset to North Star. Through his marketing expertise and dedication we were able to transform our ideas around increasing

client engagement into a full-blown pilot program in six months. His secondment added a great

amount of value to North Star and we were pleased to be able to watch him grow as a manager and

individual as well.”

Luke Disney, Executive Director, North Star Alliance

In Sub-Saharan Africa, it is common for transport companies to lose

truck drivers through the spread of diseases such as HIV. The STAR

Driver Program is a health check initiative developed by Thomas

Büchel from J&J Consumer in Germany during his 2014 secondment

assignment at North Star Alliance in East Africa. It is specifically

targeted at strengthening the brand loyalty and reputation of North

Star, and increasing the number of clients attending the Roadside

Wellness Centres, helping to reduce the spread of disease.

To certify as a STAR Driver, applicants must complete health checks

such as HIV testing, eye tests and hearing tests at the Roadside

Wellness Centres, before receiving their STAR Driver certificate and

truck badge; prestigious items which can boost a trucker’s job prospects.

In addition, Thomas launched a STAR Driver SMS application which

sends drivers reminder text messages about their program status and

appointment dates, together with a registration wrist band.

The STAR Driver program is now live in three Roadside Wellness

Centres across Kenya and reached 120 participants within the first

month, with 80 drivers having undergone an HIV test; a significant

increase in take up of medical services per client.

Thomas’ work will continue in 2015 with a new J&J

secondee supporting North Star Alliance in moving the

STAR Driver Program forward.

Increasing brand loyalty and program reach in mobile populations

“I would describe my secondment as diving into a completely different world. It has helped to broaden my perspective and challenged me to go outside my comfort zone. This is something I will never forget.”

Thomas Büchel, Customer and Shopper Marketing Leader

Consumer Health Care, J&J Consumer, Germany

CLASS of 2014

NAME: THOMAS BücHel

NGO & LOCATION: North Star Alliance; Utrecht, The Netherlands & Nairobi, KenyaDURATION: April – October 2014SECONDMENT TYPE: expert in MarketingPOST SECONDMENT: New role as customer & Shopper Marketing leader cHc, J&J consumer, Germany


North Star Alliance Roadside Wellness Centre

With operations in 12 countries and its head office in The

Netherlands and a diverse and widespread workforce, it is

challenging for North Star Alliance to maintain standardization across

its Human Resources (HR) strategy, operations and procedures.

With her background in HR at Janssen in Germany, Sara Bureick’s

assignment was to develop a harmonized performance management

system for North Star Alliance to implement across its 150-strong

workforce and regional network. Working with the NGO’s head office

and local teams, Sara used her knowledge and skill sets to develop

a performance management framework, which included an appraisal

policy, an appraisal form template, a handbook, a roll-out plan and

assigned local champions for regional implementation.

To ensure consistency in training and outreach, Sara also created

an e-learning module to explain the new process and content for all

employees and ran a training session with North Star colleagues in Nairobi,

to enable them to further champion the program across the region.

“I am very proud to have pioneered this secondment for the Trust and to have succeeded in connecting and working with people from different cultures and backgrounds.”

Sara Bureick, HR Business Partner, Janssen Germany

Championing the development of operational excellence

“Sara has been a real asset to our Head Office team, bringing her expertise from the field of HR. She was able to bring in new ideas, gather and summarize what was already done, and plan her way forward to implement a transparent and unified performance management system.”

Sandra Goris, Finance & HR Manager, North Star Alliance

CLASS of 2014

NAME: SARA BUReIcK

NGO & LOCATION: North Star Alliance; Utrecht, The Netherlands & Nairobi, Kenya

DURATION: April – July 2014

SECONDMENT TYPE: expert in Human Resources

POST SECONDMENT: Appointed to work on a cross functional team developing the organizational structure for Janssen offices in Africa

“Overall, I feel that my four month assignment has given me a four year growth experience.”

Elena Chernyshevich, Health Care Compliance Officer, Janssen Russia & CIS

Elena Chernyshevich from Janssen Russia was selected to undertake a four month secondment placement with the AKDN in 2014. She was based at the Aga Khan University in Kampala, Uganda and her remit was to assess the goals and priorities of nurses and midwives and their professional organizations across East Africa, to determine the strategic needs and propose a plan to strengthen these organizational structures in Kenya, Tanzania, Uganda, Rwanda and Burundi.

In order to better understand stakeholder expectations for the future development of these organizations, Elena developed a detailed survey which was run with two leading membership organizations in Uganda: The Uganda Nurse and Midwives Union and The Uganda Private Midwives. The survey mapped the nursing and midwifery landscape and identified critical challenges and opportunities to form the basis for strategy development. The results from Elena’s survey were presented at the National Executive Committee of Uganda Nurses and Midwives Union in July 2014. Additionally Elena travelled across the East Africa meeting nurses and midwives, visiting local health care facilities, interacting with local health care government officials as well as other non-commercial organizations working in the health care area in the region, to get valuable insights on nurses’ and midwives’ needs. According to insights gathered, key priorities for the civil society organizations of nurses and midwives were determined as developing communication and advocacy strategies, support of continuous professional development and extending the partnership network. The five year strategic plan is now developed and due to be implemented in Kenya, Tanzania, Rwanda and Burundi.

Elena’s work will continue in 2015 with a new J&J secondee

supporting the AKDN in moving this project forward

to implementation.

The Aga Khan Development Network (AKDN) is a network of private development agencies bringing innovative solutions to chronic and

emerging problems of health and development in under-served populations to improve living conditions and opportunities for people in

some of the poorest parts of the world, with particular focus on nursing, community health and early childhood development. The AKDN is

a Flagship Partner of Trust (also see page 8), and will continue to be a partner with the Trust on the Secondment program in 2015.

The Aga Khan Development Network

“Elena’s intelligence, drive and understanding of the local context and her warm and skillful interaction with health professionals in East Africa, combined together and led to a very productive assignment

with a future plan on how to improve the situation for nurses and midwives.”

Nicholas McKinlay, Civil Society Director, Aga Khan Development Network

Looking at reality through a new lens

CLASS of 2014

NAME: eleNA cHeRNYSHeVIcH

NGO & LOCATION: AKDN; Kampala, UgandaDURATION: April – July 2014SECONDMENT TYPE: expert in Organizational DevelopmentPOST SECONDMENT: Discussing next career development steps with her line-manager

Leaving a legacy for young children in Kenya

“ This assignment has helped Vittorio to develop new skills and have new experiences that will be of great

value in future assignments and will have a long lasting impact on his further career.”

Hildegard Pardoel, HR Director, Janssen EMEA Strategy Organisation

CLASS of 2014

NAME: VITTORIO SeReNI

NGO & LOCATION: AKDN; Nairobi, Kenya

DURATION: May – October 2014

SECONDMENT TYPE: expert in Business Development

POST SECONDMENT: Appointed Janssen country Manager, Kenya

“Working for an NGO in East Africa was a totally different experience; you lose all your normal reference

points but gain the freedom to explore ideas.”

Vittorio Sereni, Country Manager, Janssen Kenya

Vittorio Sereni from J&J Italy, completed his six month secondment

with the AKDN in Nairobi in November 2014. His assignment was to

assess the concepts and plans of Aga Khan University and the Aga

Khan Foundation in small scale enterprise management of early child

development services (up to the age of three years), in urban resource

poor environments.

In East Africa, child care support is only available from the government

from the age of six years, leaving a gap in the market for infants and

toddlers. As such, working mothers with young children have little

option than to leave their offspring at BabyCares; informal childcare

facilities which lack the skills, knowledge and resources to provide

adequate childhood development.

Vittorio worked with key mothers, local agencies and other key

stakeholders to develop a clear strategy and goals for the business

development of these small enterprises; defining tactics, metrics,

roles and responsibilities, and partnered with Mother Child in Action,

a community based organization, to enroll BabyCares into a newly

created Social Franchising Program, the UZIMA NETWORK. Here,

care givers can receive training, coaching, business support, and a

set of care standards on key imperatives such as early stimulation

and nutrition for young children. As a result, 20 BabyCares have now

enrolled in the network, helping to improve the lives of 250 young

children in East Africa.


“For me, the most important thing is that we were able to come together for the first time as a community, to share our experiences, and to benchmark what we are doing in our own countries.”

Barbara Saba, Pricing & BI / Director, Fondazione J&J Italy

Trust CSR EMEA Community ConferenceIn November 2014, the Trust held its inaugural CSR Community

Conference, attended by over 60 J&J CSR professionals across 20

countries in EMEA. The event was hosted by Janssen in Athens,

Greece and provided a unique platform for J&J employees, working in

the field of CSR, to connect, network and share best practice.

The theme of the conference was `Joining together to make a bigger impact’ and delegates had the opportunity to expand their knowledge and understanding of Trust 2020 Strategy as well as obtaining advice on topics such as partnership building and program measurement, by attending key note speaker presentations, poster sessions and

participating in skill-based learning workshops.

Joining together to make a bigger impact

ATHENS, GREECE 25 - 26 NOVEMBER 2014

To further aid collaboration, delegates were also invited to participate in group volunteering activities at two local NGOs: Smile of the Child which protects and promotes children’s rights (see page 19) and Prolepsis, an NGO active in medical research and health promotion, where they witnessed the impact of national partnership programs in supporting disadvantaged populations in Greece.


In 2014, the Trust launched its EMEA-wide Award Recognition

program, to recognize and celebrate the work and achievements of

local J&J Operating Companies in supporting the Trust’s mission of

improving human health.

Three Awards were offered by the Trust for CSR programs and

activities initiated in 2013, which had made a significant difference to

people’s lives, with prize money totaling £13,630 reinvested into the

winning programs.

Over 35 entries from 18 countries were submitted, and were judged

by an Award Committee Team, including representatives of all J&J

sectors, and by employee voting, before the Trust Board of Directors

made their final selection based on criteria including innovation,

employee engagement, impact and sustainability.

The Awards were presented to the winning teams by Jane Griffiths,

Trust Chairman and Company Group Chairman Janssen EMEA, at

a special ceremony to mark the occasion in November.

Following the success of the 2014 Awards, the Trust has

further developed and expanded the program for 2015.

Recognizing the impact of J&J programs and partnerships

Sikiliza Leo Working Group vzw

Janssen R&D & Janssen Global Public Health

A program to support rural community development in Uganda,

focusing on the most vulnerable and disadvantaged populations

LOLONGA Mentoring Program J&J EMEA Procurement

An employee mentorship program supporting small medium micro

enterprises in South Africa helping them to grow and develop

Plant2Plant Legacy Challenge Janssen Ireland

An employee engagement cycling challenge to raise funds

for Our Lady´s Children´s Hospital and the National Children’s

Research Center in Ireland

The 2014 Award Winners

“These Awards demonstrate how together we can make a sustainable, long term difference

to human health through our strategic partnerships and programs.”

Frank Welvaert, Trust Managing Director

£13,630reinvested into the winning programs

35+ entriesfrom 18 countries were submitted

From left to right Gold, Silver and Bronze winners

Discovery & Development Discovery & Development is the catalyst for change, bringing alliances and collaborations from across the health spectrum. The aim is to innovate and identify new solutions that could help address some of the complex health challenges experienced by health systems and society as a whole. Our belief is that solutions emerge as a result of continued dialogue with stakeholders, in a spirit of openness and collaboration.

Innovationexploring innovative solutions to health challenges through unlikely alliances

100+ stakeholdersworking together to advance health through collective intelligence


Tapping into collective intelligence to generate knowledge around health asset development

Throughout the four meetings and the stimulation of collective

intelligence – the participants of the Alliance identified an opportunity

to improve health outcomes by promoting the concept of Health

as an asset. In January 2014, the first product of the alliance was

born: Advancing Health Assets. It suggests not only to rethink the

way health is perceived, resourced and managed but also uses

the collective reach of its participants to research, implement and

pressure test new tools allowing health practitioners, communities

and policy-makers to collect evidence and advocate for a shift

towards seeing health as an asset.

The Advancing Health Alliance (AHA) is a highly diverse global

network of passionate individuals and organizations who are

transforming society’s approach to health improvement through

social change. The Alliance was founded by the Trust, Rutgers

University, and the Academy for Business in Society to identify

concepts, models, processes and tools in support of informed

decision making that could lead to better health in individuals,

communities and systems.

Through a series of four annual forums (2010 to 2014), a global

multi-stakeholder, multi-functional and highly diverse community

of over 100 people has been created. Based on the concept of

collective intelligence and collective action that emerges from the

collaboration, and co-creation by a variety of stakeholders – this

initiative aims to contribute by innovating and generating new

knowledge that could ultimately improve health decision making.


The University of Strathclyde in the UK and its experts in health

asset development have since accepted to join the initiative and

contribute to its strategic growth plan. The aim is to re-focus health

in society and collect evidence that alternative approaches can prove

more sustainable while at the same time improving health outcomes.

Inspired by the theory of collective impact, the participants of the

initiative have committed to challenging the status quo and mobilizing

individuals and communities, as well as governmental and societal

partners. By embracing health asset development approaches, the

participants are change-makers both in thinking and practice.

As part of the strategic growth plan of the Alliance, a research

program was initiated in 2014 to demonstrate the approach

and impact of incorporating health asset values into all health

improvement projects, using and testing a health asset value score

card in projects in India, Kenya and Sweden. The research is

expected to be published later in 2015.

“This has been one of the most stimulating, interesting and engaging experiences for me; the level of collaboration has had a profound impact on my work in supplying health relevant products at the base of the Pyramid in India.”

Gaurav Mehta, Founder and CEO of Dharma Life and

2015 Trust Secondment Strategy Program partner

Increasing product donation through EURMEDResponsible product donations provide the opportunity to support

vulnerable communities throughout the world, either in disaster relief

situations or through local health programs.

Over the past few years, the Trust has been working in partnership

with non-governmental organizations (NGOs), including action

medeor in Germany, Banco Farmaceutico in Italy and International

Health Partners (IHP) in the United Kingdom, to discuss the most

efficient process of donating products while ensuring traceability and

consensus on harmonized European standards.

In 2014, this led to the adoption of common standards and the

creation of a European-wide online donation tool called EURMED,

part funded by the Trust.

EURMED allows the pharmaceutical industry across various

European countries to match the demand for donation to supply,

ensuring strong needs-based allocation of donated product to NGOs

which are delivered in a secure, effective and transparent manner.

To mark the event, Jane Griffiths, Chairman of the Trust Board and

Company Group Chairman Janssen EMEA, attended the launch in

London, hosted by His Royal Highness Prince of Wales.

In the last 18 months, J&J across EMEA donated over

£2.2 million worth of products to NGO partners, allowing J&J

Operating Companies the opportunity to respond quickly and

effectively to the needs of various communities around the world.

EURMED Launch in London (from left to right): Prof Richard Barker, Chairman IHP and Director Centre for the Advancement of Sustainable Medical Innovation, Anthony Dunnett, President IHP; HRH Prince of Wales; Jane Griffiths, Chairman of the Trust Board and Company Group Chairman Janssen EMEA; John Young, Group President, Global Established Pharma, Pfizer

“EURMED is a significant opportunity for the pharmaceutical industry to make a real difference

to the donation of vital medical supplies to the World Health Organization and other NGOs

during both immediate disaster relief and ongoing humanitarian support programs.”

Jane Griffiths, Chairman of the Trust Board and

Company Group Chairman Janssen EMEA

£2.2 millionworth of products donated by J&J Operating Companies to NGO partnerships via the newly created EURMED

28 EU Member Statesinvolved in EURMED

Full consignment of Imodium in front of Chinhpoyi Provincial Hospital


“The Trust and Janssen EMEA supported this Credo-based initiative as part of their CSR commitment to advancing the health of mothers and children. The project has two distinct benefits. The first is the health outcome – delivering essential medicines to the last-mile, to patients living in remote, rural communities. And the second is the social impact – helping the poorest become micro-entrepreneurs and generate economic value for themselves and their community. This atypical alliance is about a shared learning journey to increase access to basic medicines for a preventable disease like diarrhea.”

Christian Verbeeck, Former J&J Trust Board Director and sponsor of this

project and also a mentor for the 2014 Trust Secondment Strategy program

ColaLife, a Janssen EMEA and co-funded Trust project, was awarded

The Financial Times/ International Finance Corporation Transformational

Business Award in the Health Category in June 2014, in recognition of

its innovation and collaboration in distributing anti-diarrhea kits to children

in rural communities, and the innovative way that the Trust and Janssen

EMEA funded the activity, to enable sustainable transfer to local partners.

The project learnt from how fast-moving consumer goods such as

Coca-Cola, reach communities in remote regions, through designing

‘Kit Yamoyo’ (the Kit of Life): an affordable new product, that with its

value chain, meets the needs of low-income consumers and the micro-

retailers who serve them.

So successful was the program, that the product is now manufactured in

Zambia; the training of small retailers and communities is scaling up, and

the business model is now moving towards financial self-sustainability,

boosting the micro-economy of local communities in Zambia.

Furthermore, the founders of ColaLife are currently disseminating the

key learning on this project to ensure its uptake in other countries.

ColaLife wins Transformational Business Award

Measuring impactthrough our new grant management tool ‘Optimy’

Finance Advisory Committeeto provide expert counsel to the Trust Board of Directors

Trust ServicesTrust Services supports all focus areas within the Trust 2020 Strategy and provides the infrastructure and framework to increase the efficiency and effectiveness of our corporate social responsibility across governance, financial and resource management and reporting, enabling us to be transparent and accountable to our partner organizations.

In 2014, we invested in new systems and processes to further drive operational excellence across all four focus areas of the Trust, to help build management capacity and to ensure that we have the right tools and resources in place to deliver upon our mission of achieving a long-term, sustainable impact in human health.


Providing expert support and guidance to the Trust Board of Directors

At the first meeting in April 2014, the Committee identified short,

medium and long term priority areas and developed specific work

streams to improve the financial efficacy and management of the

Trust. These work streams cover: Performance Management, Risk

Management, Financial Planning, Tax Planning and Infrastructure.

Building the management capacity of the Trust is a key imperative

and in 2014, the Trust appointed an advisory committee of financial

experts from the J&J EMEA region to advise and support the Trust

Board of Directors on strategic finance decisions.

This Finance Advisory Committee includes representation from

across J&J business sectors. Its role is to provide expert counsel to

the Board; build and prioritize the 2020 Finance Strategy; provide

guidance on forecasting and future planning requirements, and

support the Trust on the implementation of their recommendations.

“Our long term goal is to ensure that the Trust is ready for the future by identifying and preparing the financial requirements needed for the Trust to achieve its mission.”

Demet Russ, Chair of the Finance Advisory Committee


“I have just started using the Optimy platform and I especially like the opportunity that it gives to a partner organization to contribute directly into the system, making it easier to communicate and work together.”

Julia Wolfer, Communication Manager,

J&J Campus Switzerland

Measuring the impact of our programs and partnerships In 2014, the Trust launched its new competitive bidding

Partnership Framework which saw the restructuring of the grant

policy for EMEA Partnerships based on 50 percent Trust match

funding. (Also see page 12).

To ensure effective implementation, monitoring and evaluation of

this new framework, the Trust invested in an integrated metric–led

grant management tool called Optimy and, in 2014, the first set of

competitive bidding projects were migrated onto this platform.

Optimy makes it easier for the Trust to record and collate both

qualitative and quantitative data bringing greater cohesion and wider,

collective, social impact. Among the features of this new software is

the opportunity to plan, measure and analyze impact on a bi-annual

and annual basis, giving our partners and J&J CSR project leads

the opportunity to assess and benchmark the progress of their grant

throughout its life cycle.


Directors’ Report and Financial Statements

2014 List of DirectorsDirectors

Jane Griffiths

Frank Welvaert

Takis Baladis

Trevor Bond (appointed 19 January 2015)

Wim Bossens

Dirk Collier

Cathy Dalene

Sabine Dandiguian

Angelika Elser (appointed 22 January 2015)

Juan Jose Gonzalez (appointed 17 December 2014)

Jose Justino (resigned 19 January 2015)

Nikos Kefalas

Khaled Mansour (resigned 25 February 2014)

Willie Printie (resigned 30 April 2014)

Staffan Ternstrom (resigned 24 January 2014)

Neil Wood

Steve Wooding (appointed 27 January 2014)

Company Secretary

Gillespie MacAndrew LLP

5 Atholl Crescent

Edinburgh EH3 8EJ

United Kingdom

Registered Office

5 Atholl Crescent

Edinburgh EH3 8EJ

United Kingdom

Auditor

Scott-Moncrieff

Exchange Place 3

Semple Street

Edinburgh EH3 8BL

United Kingdom

Banker

Royal Bank of Scotland

36 St. Andrews Square

Edinburgh EH2 27B

United Kingdom

Solicitor

Gillespie MacAndrew LLP

5 Atholl Crescent

Edinburgh EH3 8EJ

United Kingdom

Company Number:

SC327028

Charity Number:

SC017977


ContentsObjectives and Activities 46

> Mission 46

> About us 46

> Our 2020 strategy 46

> Grant making policy 46

Strategic Report 46

> Achievements and performance 46

> Performance against objectives set: an analysis of the public benefit provided 46

> 2014 Significant areas of activity 46

Structure, Governance and Management 47

> Governing document 47

> Relationship to Johnson & Johnson family of companies 47

> Recruitment and appointment of directors 47

> Organisation and decision making 47

> Program operations committee 47

> Finance advisory committee 47

> Partnerships 47

> Knowledge Transfer & People Engagement 47

> Discovery & Development 47

> Trust Services 47

> Communications 47

> Risk management and assessment 47

Financial Review 48

> Results for the period 48

> Principle funding sources 48

> Investment policy 48

> Reserves policy 48

> Plans for the future 48

> Principle risks and uncertainties 48

Directors’ Responsibilities 49

Independent Auditor’s Report to the Members and Trustees 50

Statement of Financial Activities 51

Balance Sheet 51

Cash Flow Statement 52

Notes to the Financial Statements 53

Directors’ Report (including the Directors’ Strategic Report) and Financial StatementsFor the year ended 31st December 2014


MissionThe mission of the Johnson & Johnson Corporate Citizenship Trust (Trust) is to make a sustainable, long-term difference to human health. We do this by investing in strategic partnerships and innovative solutions that add value to society and make a significant difference to people’s lives.

About usThe Trust is responsible for managing all J&J Corporate Social Responsibility (CSR) programs across Europe, the Middle East and Africa (EMEA). The Trust was founded in 2007 and is a registered charity and a company limited by guarantee. It is an independent organization that reflects the Johnson & Johnson Family of Companies’ commitment to improve the quality of life of the communities that its employees live and work in. The Trust is funded by the Johnson & Johnson Family of Companies through Johnson & Johnson Worldwide Corporate Contributions and Johnson & Johnson Operating Companies in EMEA.

Our 2020 strategy2014 has been the first year of implementing the Trust 2020 Strategy, which brings greater clarity, accountability and transparency to our operations and to guide the future direction of the Trust, and enable J&J employees to connect the activities of the Trust with the world around them. Underpinning the Trust 2020 Strategy are four focus areas:

Partnerships: Impacting people’s lives by empowering strategic and innovative partnerships

Knowledge Transfer & People Engagement: Connecting people and inspiring community networks to share knowledge and skills

Discovery & Development: Investing in entrepreneurial and impact driven solutions to solve health care challenges

Trust Services: Supporting the Trust with processes and systems to drive operational excellence

Alignment to the J&J Worldwide Corporate Contributions Strategy: The Trust manages CSR in Europe, the Middle East and Africa (EMEA) and sits within the J&J Worldwide Corporate Contributions function. It is unique in its status as a Trust. The Trust 2020 Strategy is fully aligned with the J&J Worldwide Corporate Contributions Strategy Plan that consists of three pillars:

1. Saving and improving the lives of women and children;

2. Preventing disease in vulnerable populations;

3. Strengthening the health care workforce

Grant making policyThe Board of Directors has developed a Grant Making Policy to ensure that grant making decisions are made effectively and transparently. Given the geographical spread

of the Trust, consideration and thought is given to the individual needs and challenges of each country. To this end, the Trust supports both national (EMEA Partners) and international initiatives (Flagship Partners).

With respect to Flagship programs, Aga Khan Development Network and the INSEAD business school have been approved by the Board of Directors as the current Flagship Partners. This work-plan includes specific milestones with clear impact output and outcomes. Progress and results are presented to the Trust Board on an annual basis. The flagship partnerships are entirely funded by the Trust.

The EMEA (national) Partnerships are funded 50 percent by the Trust and 50 percent funded by the Operating Companies. Projects and partners are scored on strategic need, their merit and geographical spread.

Every national and international grant approved requires approval against strategic priorities and health compliance. Each project supported by the Trust has a dedicated Project Leader, Health Care Business Integrity Officer and Grant Coordinator, all of whom have a role in the grant application process. The board of directors gives final approval.

For more information, please visit the Partnerships section on page 5.

Objectives and Activities

Performance against objectives set: an analysis of the public benefit providedIn 2014, the Trust engaged with 50 partners in 38 countries delivering £3,147,934 to projects within the EMEA region.

2014 Significant areas of activityFor an overview of some of the programs supported in 2014, see page 5.

Strategic Report: Achievements and Performance


Governing documentThe Trust is governed by its Memorandum and Articles of Association. The liability of the members of the charity is limited and every member undertakes to contribute such amount as may be required (not exceeding £1) in the event of the charity winding up.

Relationship to J&J Family of CompaniesThe Trust is funded by the Johnson & Johnson Family of Companies as part of its commitment to CSR in the EMEA region. The Johnson & Johnson Family of Companies’ commitment to the Trust extends to the provision of office space, facilities and the release of its employees to sit on local, informal CSR committees that provide advice to the Trust.

In 2010, the Trust signed a trademark licensing agreement with the Johnson & Johnson Family of Companies for the use of the Johnson & Johnson name and logo.

As of the 31st of December 2014, all 12 Directors are employees of the Johnson & Johnson Family of Companies.

Recruitment and appointment of directorsThe Trust is managed by a Trust Board of Directors consisting of senior J&J leaders across the Pharmaceutical, Consumer, Medical Device and Global Supply organisation in the EMEA region. The Directors are responsible for directing the affairs of the Trust and ensuring that it delivers on its mandate of public benefit.

The Trust has the capacity to appoint 15 Directors to its Board. Nominations for new appointees are made to and approved by the Board. The aspiration is to build a balanced and diverse board. Therefore, the following factors are taken into consideration when recruiting new Board members: an interest in the health and societal challenges of the EMEA region, relevant business track record, cultural background and gender.

Upon appointment, new Directors are provided with training and information on their role and responsibilities, the mission of the Trust, and the Johnson & Johnson Corporate Social Responsibility Strategic Framework which the Trust adheres to. They are also invited to meet and discuss their role, responsibilities and areas of interest with the Managing Director of the Trust.

Directors that formally and contractually leave the Johnson & Johnson Family of Companies must tender their resignation to the Board.

Organisation and decision makingThe Board of Directors meets biannually and presides over the strategic direction of the charity, having responsibility and control of its affairs and activities.

Program Operations CommitteeWhilst overall management of the Trust is decided by collective decision of the Board, much of the Trust’s functioning is undertaken by the Program Operations Committee. The seven people (four under Johnson & Johnson contract cross charged to the Trust) on this committee oversee the day-to-day coordination of the Trust’s activities. The Committee is made up of employees of the Trust and employees of the Johnson & Johnson Family of Companies.

The activities of the Program Operations Committee during 2014 were aligned to the four focus areas of the Trust 2020 Strategy.

Finance Advisory CommitteeThe Finance Advisory Committee was created in January 2014 to advise and support the Trust Board on strategic finance decisions. The Committee is made up of senior finance executives of the Johnson & Johnson Family of Companies.

PartnershipsThe Trust’s new partnership framework has been built to increase focus, transparency and accountability in our partnership selection and relationship management, so that together we can achieve greater social impact across EMEA. All partnerships align to the Johnson & Johnson Worldwide Corporate Contributions Strategy Plan. 19 new EMEA Partnerships were initiated under the new project selection process and criteria which was launched in 2014. For more information on, please see page 12.

Knowledge Transfer & People EngagementKnowledge Transfer & People Engagement is a focus area within our 2020 Trust Strategy which guides us in our knowledge sharing and information transfer. Its purpose is to unite and connect people and organizations to exchange and share experiences and learnings, and to enable synergies, networks and relationships to be built, both internally cross sector at Johnson & Johnson amongst CSR advocates, and externally with our partner organizations, to engender greater understanding of our partner’s needs and the lives of those we serve. In 2014, four secondments were successfully piloted. Additionally, the inaugural EMEA CSR Community and Awards Conference was launched, recognizing local CSR initiatives led by J&J CSR ambassadors benefiting their local communities. For more information, please visit page 32 (in front end of the report). For more information on Knowledge Transfer & People Engagement please visit page 24.

Discovery & DevelopmentDiscovery & development is the catalyst for change, bringing alliances and collaborations

from across the health spectrum. The aim is to innovate and identify new solutions that could help address some of the complex health challenges experienced by health systems and society as a whole. Our belief is that solutions emerge as a result of continued dialogue with stakeholders, in a spirit of openness and collaboration. For more information, please refer to page 34.

Trust ServicesTo effectively implement the 2020 Trust Strategy, it is essential that we have a robust infrastructure in place, supported with the correct systems and processes to drive operational excellence, sound governance, efficient resource management and solid financial reporting based on principles of transparency and accountability. The Trust Services focus area enables us to further develop the management capacity of the Trust, providing a scalable portfolio of offerings from grant making to social investment. In 2014, a new grant management system was selected to better manage the lifecycle of our partnership from approval through to reporting. Under the Trust Services platform, the Finance Advisory Committee was created. For more information, please see page 40.

CommunicationsIn 2014, the Trust undertook a number of communication actions to strengthen the reputation of the Trust and to increase awareness for CSR programs and activities across the region amongst Johnson & Johnson employees and external partners. These activities included continuous improvements to the Johnson & Johnson Corporate Citizenship Trust Intranet and Internet, quarterly newsletters and webinars for the CSR Community and an event bringing together corporate social responsibility practitioners from Johnson & Johnson in EMEA to celebrate their programs and activities.

Risk management and assessment A risk matrix is reviewed on an annual basis ensuring the Trustees have considered the major risks faced by the Trust and to ensure the necessary steps are taken to mitigate against the risks.

One of the risks which has been identified by the Trustees relates to the appropriate use of funds. The Trust regularly reviews its grant making policy and controls to monitor this risk and to ensure funds are spent according to highest standards of diligence and transparency. An example of one of the controls in place is the right to audit clause allowing to Trust to ensure that funding was used for the intended purposes.

Structure, Governance and Management


Results for the period2014 was a year of transition for the Johnson & Johnson Corporate Citizenship Trust, marking the beginning of the next phase of the Trust’s growth through the launch of the 2020 Trust Strategy. From an organisational perspective, the Trust became more stable as there were no changes in personnel. The Trust also utilized external professional services to support the team in launching the new strategy and to acquire specific guidance in the implementation of the 2020 strategy.

Our 2014 grant making activities were guided by both our new strategic plan and our 2009 – 2013 strategic plan as we moved between the two to complete our existing agreements responsibly. The Trust continued to implement CSR strategy and support partnerships in the region with investment into building health care capacity, saving and improving lives, preventing disease and reducing stigma. There was a decrease in spending on 2014 as we transition to the new partnerships strategy.

The Program Operations Committee invested time and financial resources into the engagement of all stakeholders to communicate and facilitate a smooth and responsible transition to the 2020 Strategy, which brought changes to activities and distribution of resources from 1 January 2014.

As part of the further development of the Trust and with the increased engagement with the Johnson & Johnson Family of Companies on the 2020 Strategy, 2014 also saw a significant donation by some of the Operating Companies based in EMEA, specifically Janssen EMEA, which is earmarked for corporate social responsibility activities in the region in the coming years.

Total resources expended in the year are under 67 percent of total incoming resources. This is due to £2.9m of income being accrued and not actually being received until January 2015, therefore meaning that this could not be disbursed before the year end.

Debtors are more than 30 percent of total incoming resources in the year. This is due to £2.9m of accrued income being accounted for at the year end.

Creditors payable within one year are more than 50 percent of total resources expended in the year. This is due to £7.2m of the creditor balance being a deferred grant that was received on 31 December 2014.

Principal funding sourcesThe Trust’s activities are funded through donations from the Johnson & Johnson Family of Companies.

Within the portfolio of the Trust, various types of funds have been created to effectively manage donations. These are endowment funds and designated funds.

Endowment fundsThese are restricted investment funds donated to the trust with the intention to produce income. While withdrawals from the principal amount may only be used for purposes of the trust upon the trustee’s decision, any investment income generated from the endowment can be spent for the trust’s ongoing operations or other specific purposes. The Trust manages one endowment fund:

The College of Surgeons of East, Central and Southern Africa (COSECSA) Endowment Donated by Johnson & Johnson Medical COSECSA is an independent body that promotes postgraduate education in surgery and provides surgical training throughout the region of East, Central and Southern Africa.

Designated fundsThese are unrestricted funds that are earmarked by the directors to be used for particular purposes in the future. They are still accounted for as part of the charity’s unrestricted funds, as the directors have the power to re-designate these funds to other purposes. Please refer to page 55 for list of designated funds

Restricted FundsThese are restricted funds that are earmarked by the donors to be used for particular projects in the 2014. They are accounted for as part of the charity’s restricted funds. Please refer to page 55 for list of restricted funds.

Investment policyThe Directors have full power of investment. In 2014, the Directors continued to take a cautious approach towards investment, preferring not to establish a longer-term investment policy for its charitable funds. The Finance Advisory Committee are exploring investment opportunities that reflect its low-risk policy.

Reserves policyThe Trust’s reserves policy is set to a level of spending intended to deliver our charitable mission today and to meet our commitments to our partners in the future; unrestricted funds are maintained at the value of approximately four months of on-going activities. The Directors recognise that reserves exceeded the amount specified by the reserves policy in 2014 due to the transition of our partnerships strategy, spending is expected to resume in 2015.

Plans for the future2015 will see the 2020 Strategy come to life, with a number of streams of activities taking place all with the aim of bringing the Trust from primarily a grant making organization to one which is a recognized leader in achieving impact through a variety of instruments.

- The new Partnership Framework will enter its second year. The new grant management system and learning from 2014 will be applied to make the new way of partnering more efficient. For more information, please see page 4.

- Within the Knowledge Transfer & People Engagement strategy, following the successful pilot in 2014, the number of secondments will increase to eight across EMEA in 2015. The Trust will again celebrate the work of CSR Community in Johnson & Johnson who are instrumental in supporting the Trust in achieving its mission with the Trust Award Recognition Program, please see pages 24-33.

- Through Discovery & Development activities, the Trust is continuing its exploration and assessment in the field of social impact investment and engagement with external investors and entrepreneurs to identify potential initiatives that are within the scope of the Trust and its 2020 Strategy, please see page 34.

- The Trust, through the Trust Services, is implementing improved process and tools throughout 2015, to increase efficiency and effectiveness of our corporate social responsibility activities across governance, financial and resource management and reporting enabling us to be a professional and consistent partner to our stakeholders, from our donors to our grantees, please see page 42.

Financial Review

The Statement of Financial Activities is reported on page 51 of the accounts.


The directors are responsible for preparing the Directors’ Report and financial statements in accordance with applicable law and regulations. Company law requires the directors to prepare financial statements for each financial year. Under this law, the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Standards and applicable law). Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the company’s state of affairs, and of the profits or losses it has sustained during that period. In preparing these financial statements, the directors are required to:

• Selectsuitableaccountingpoliciesandthen apply them consistently,

• Makejudgementsandaccountingestimates that are reasonable and prudent, and

• Preparethefinancialstatementsonthe going concern basis, unless it is inappropriate to presume that the company will continue in business.

The directors are responsible for keeping accounting records that are sufficient to show and explain the company’s transactions and disclose, with reasonable accuracy and at any time, the financial position of the company. The records must also enable the directors to ensure that the financial statements comply with the Companies Act 2006 and the Charities and Trustee investment (Scotland) Act 2005. In addition, the directors are responsible for safeguarding the assets of the company, and hence for taking reasonable steps towards the prevention and detection of fraud and other irregularities.

Disclosure of information to auditorAs far as each of the directors, at the time the report is approved, are aware:

• Thereisnorelevantinformationthattheorganisation’s auditor is unaware, and

• thedirectorshavetakenallstepsneededto make themselves aware of any relevant audit information, and to establish that the auditor is aware of that information.

Directors’ Responsibilities

Approved by the Directors on 19 May

2015, and signed on their behalf by:

Jane Griffiths

Chairman, Johnson & Johnson

Corporate Citizenship Trust


Independent Auditor’s Report to the Members and Trustees

We have audited the financial statements of Johnson & Johnson Corporate Citizenship Trust for the year ended 31 December 2014 which comprise the Directors’ Report (incorporating the Strategic Report), Statement of Financial Activities, Balance Sheet and related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report is made exclusively to the members, as a body, in accordance with Sections 495 and 496 of the Companies Act 2006 and to the charitable company’s trustees, as a body, in accordance with section 44 (1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006 (as amended). Our audit work has been undertaken so that we might state to the members and the charitable company’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Trust and its members and trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of trustees and auditorAs explained more fully in the Statement of Directors’ Responsibilities set out on page 49, the trustees (who are also the directors of the Trust for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

We have been appointed as auditor under section 44 (1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (United Kingdom and Ireland). Those standards require us to comply with the Auditing

Practices Board’s (APB’s) Ethical Standards for Auditors. In addition, we read all the financial and non-financial information in the Directors’ Report (incorporating the Strategic Report) to identify material inconsistencies with the audited financial statements and to identify any information that is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired by us in the course of performing the audit. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Scope of the audit of the financial statementsA description of the scope of an audit of financial statements is provided on the Financial reporting Council’s website at www.frc.org.uk/auditscopeukprivate.

Opinion on financial statementsIn our opinion the financial statements:

• giveatrueandfairviewofthestateofthe Trust’s affairs as at 31 December 2013 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• havebeenproperlypreparedinaccordance with United Kingdom Generally Accepted Accounting Practice; and

• havebeenpreparedinaccordancewiththe Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Opinion on other matter prescribed by the Companies Act 2006In our opinion the information given in the Directors’ Report (incorporating the Strategic Report) for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

• theTrusthasnotkeptproperandadequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or

• thefinancialstatementsarenotinagreement with the accounting records and returns; or

• certaindisclosuresoftrustees’remuneration specified by law are not made; or

• wehavenotreceivedalltheinformationand explanations we require for our audit.

Gillian Donald, Senior Statutory Auditor

For and on behalf of:

Scott-Moncrieff, Statutory Auditor

Eligible to act as an auditor in terms of

Section 1212 of the Companies Act 2006

Exchange Place 3

Semple Street

Edinburgh

EH3 8BL

19 May 2015


Balance SheetAs at 31 December 2014

Statement of Financial Activities

INCOMING RESOURCESNOTES ENDOWMENT

2014£

RESTRICTED2014

£

UNRESTRICTED2014

£

TOTAL2014

£

TOTAL2013

£

Incoming resources from generated funds:

> Voluntary income 2 - 107,460 8,480,544 8,588,004 8,779,914

> Investment income 298 - 11,731 12,029 2,995

Other incoming resources - - 12,519 12,519 990

Total incoming resources 298 107,460 8,504,794 8,612,552 8,783,899

Resources expended

> Activities in furtherance of the charity’s objects 3 - 107,775 3,926,798 4,034,573 6,051,288

> Governance costs 4 - - 115,881 115,881 59,270

Total resources expended - 107,775 4,042,679 4,150,454 6,110,558

Surplus/(deficit) for the year 298 (315) 4,462,115 4,462,098 2,673,341

Gross transfers between funds - 315 (315) - -

Net movement in funds 298 - 4,461,800 4,462,098 2,673,341

Fund balances brought forward at 1 January 2014 10 102,091 - 4,008,304 4,110,395 1,437,054

Fund balances carried forward at 31 December 2014 10 102,389 - 8,470,104 8,572,493 4,110,395

(Incorporating the Income and Expenditure Account). For the year ended 31 December 2014

There are no recognized gains or losses other than those shown in the statement of financial activities above.All the activities relate to continuing activities.

NOTES 2014£

2013£

Current assets

Debtors 8 2,936,347 450,783

Cash at bank 13,225,435 3,832,249

16,161,782 4,283,032

Creditors: amounts falling due within one year

9 (7,589,289) (172,637)

Net current assets 8,572,493 4,110,395

Net assets 8,572,493 4,110,395

Funds

Endowment funds 10 102,389 102,091

Restricted funds 11 - -

Unrestricted 10 2,114,325 540,755

Designated funds 12 6,355,779 3,467,549

Total funds 8,572,493 4,110,395

Authorised for issue and approved by the Board on 19 May 2015 and signed on its behalf by:

Jane GriffithsCompany Registration No: SC327028 Charity Number: SC017977

The notes on pages 53 to 56 form part of these financial statements.


Cash Flow Statement

NOTES£ £

£

£

Net cash inflow from operating activities 1 9,381,157 2,002,807

Returns on investments and servicing of finance

Interest received 12,029 2,995

Net cash inflow from returns on investments and servicing of finance 12,029 2,995

Increase in cash 2 9,393,186 2,005,802

Notes to the Cash Flow Statement

1. Net cash inflow from operating activities

Net movement in funds 4,462,098 2,673,341

Interest received (12,029) (2,995)

(Increase) in debtors (2,485,564) (450,783)

Increase /(decrease) in creditors 7,416,652 (216,756)

Net cash inflow from operating activities 9,381,157 2,002,807

2. Change in net liquid resources

Net funds at 1 January 2014 3,832,249 1,826,447

Increase in cash 9,393,186 2,005,802

Increase in cash 13,225,435 3,832,249

As at 31 December 2014

2014 2013


Basis of accountingThe financial statements have been prepared on the historical costs basis in accordance with applicable UK accounting standards, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Statement of Recommended Practice – Accounting and Reporting by Charities, revised 2005 (SORP 2005).

Going concernThe directors are of the opinion that the Trust can continue to meet its obligations as they fall due for the foreseeable future. As a consequence they have prepared the financial statements on the going concern basis.

Incoming resourcesIncoming resources are recognised when the Trust has legal entitlement, the amount is quantifiable and there is reasonable certainty of receipt.

Deferred incomeWhere the charity has received income in the current year for future years, this income is deferred to be released in the year to which it relates.

Resources expended

Expenditure is recognised when the Trust has entered into a legal or constructive obligation. Expenditure is allocated to the function to which it relates. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with use of the resources.

Governance costs are those incurred in connection with setting and monitoring the strategic direction of the Trust and compliance with constitutional and statutory requirements.

Foreign currency transactionsForeign currency transactions are translated at the exchange rate in operation on the date on which the transaction occurred. All exchange gains and losses are reported as part of the surplus or deficit for the year.

Fund accountingUnrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the Trust.

Restricted funds are subjected to restrictions on their expenditure imposed by the donor.

Designated funds are earmarked from the unrestricted funds by the trustees for a specific purpose.

Grants awardedGrants awarded are recognised in full when there is a constructive obligation in the Trust to make the payment.

Gifts in kindGifts in kind are included in the financial statements based on a reasonable estimate of their open market value.

Pension costsThe Trust is recharged the costs of a defined contribution pension scheme for employees. The cost of providing pensions is charged to expenditure in the period in which contributions are made.

Taxation and VATThe Trust is a charity and is recognised as such for taxation purposes, therefore no corporation tax is payable. The Trust is not registered for UK VAT and therefore all costs are shown inclusive of VAT.

1. Accounting policies

DONATIONS2014

TOTAL£

2013TOTAL

£

Lifescan 5,552,194 5,847,043

Janssen EMEA fund 2,928,350 2,738,759

DePuy - 104,339

Johnson & Johnson Medical (ME) - 89,773

Matched funding 107,460 -

8,588,004 8,779,914

2. Voluntary income

2014TOTAL

£

2013TOTAL

£

Grants 3,147,934 5,262,373

Staff costs 431,542 329,809

Administrative costs

455,097 459,107

4,034,573 6,051,288

3. Activities in furtherance of the charity’s objects

2014TOTAL

£

2013TOTAL

£

Legal & professional fees 105,249 47,591

Audit & accountancy fees 10,632 10,320

Trustee costs to attend board meetings - 1,359

115,881 59,270

4. Governance costs

Notes to the Financial StatementsAs at 31 December 2014


BENEFICIARY PROJECT NAME 2014 2013

INSEAD Business School Innovating Health for Tomorrow £399,031 £208,187

Johnson & Johnson Fondazione Programs in Italy £200,128 £254,096

INSEAD Business School (Middle East Campus) Innovators for Community Wellness Program £192,637 £202,300

INSEAD Business School (Middle East Campus) Middle East Health Leadership Program £190,564 £210,103

Aga Khan FoundationPhase IV Partnership: East Africa – Aga Khan University – Advanced Nursing Studies Scholarships

£163,320 £227,071

Colalife Limited Kit Yamoyo Transition to Scale (KYTS) £163,000 Nil

Aga Khan FoundationPhase IV Partnership: East Africa – Madrassa Resource Centre / Early Childhood Development

£159,690 £170,624

Stiftung Kindergesundheit The Healthy Classroom (Das Gesunde Klassenzimmer) £139,281 £208,515

Save the Children Save the Children, Egypt £126,335 Nil

Aga Khan FoundationPhase IV Partnership: East Africa – Community Health Southern Tanzania

£95,841 £100,329

Friendship EPI Support Program in the Remote Char Areas £70,589 £78,269

World Health Organisation The Partnership for Maternal, Newborn and Child Health £66,375 Nil

The Academy of Business in Society asbl Health as an Asset Program £60,357 Nil

Other grants below £60,000 in the current year £1,120,786 £3,602,879

Total £3,147,934 £5,262,373

6. Surplus/(deficit) for the year

The Trust does not make grants to individuals and the total cost of making grants is disclosed on the face of the Statement of Financial Activities. An analysis has been provided below of each of the main grants.

5. Analysis of grants

THIS IS STATED AFTER CHARGING

2014£

2013£

Auditor’s remuneration in respect of

> audit 10,632 10,020

> non audit 23,842 21,184

7. Salaries

2014£

2013£

Salaries and associated costs 382,359 276,018

Social Security 117 2,042

Pension costs - 2,517

382,476 280,577

None of the directors received any remuneration during the current or prior period. During 2014 no expenses were reimbursed (2013: £1,359).

STAFF NUMBERS 2014 2013

Full-time equivalents 5 4

None of the staff listed above are employees of Johnson & Johnson Corporate Citizenship Trust (2013: none). The salaries and associated costs relate to Johnson & Johnson Corporate Citizenship Trust and are recharged on a quarterly basis.

Notes to the Financial StatementsAs at 31 December 2014


9. Creditors: amounts falling due within one year

2014£

2013£

Grants payable 251,231 31,722

Accruals 131,985 140,915

Deferred donation income 7,206,073 -

7,589,289 172,637

10. Analysis of reserves

BALANCE AT1 JANUARY 2014

£

INCOMINGRESOURCES

£

RESOURCESExPENDED

£

BALANCE AT31 DECEMBER 2014

£

Endowment funds 102,091 298 - 102,389

Restricted funds (note 11) - 107,460 107,460 -

Designated funds (note 12) 3,467,549 3,598,270 710,040 6,355,779

Unrestricted funds 540,755 4,906,524 3,332,954 2,114,325

Total funds 4,110,395 8,612,552 4,150,454 8,572,493

Included within the endowment fund is £102,389 (2013: £102,091) for the benefit of the College of Surgeons West, East and Central Africa. Transfers from unrestricted funds are made to meet any shortfalls in restricted funds.

11. Restricted funds


£

INCOMINGRESOURCES

£

RESOURCESExPENDED

£


£

Matched Partnership Fund - 107,460 107,460 -

Total - 107,460 107,460 -

Social Innovation Fund The Social Innovation Fund enables the Trust to support projects and programs that develop and promote new and innovative approaches to some of the major health care issues impacting society.

Janssen EMEA fund The Janssen designated fund, which is comprised of donations from a number of Janssen entities* in the EMEA region, is used to explore and support innovative solutions that improve health and well-being in underserved communities.*Janssen EMEA fund contains donations for projects from Janssen EMEA, Janssen Nordics, Janssen Benelux, Janssen Beerse Campus, Janssen Pakistan Disaster Relief

Lifescan Scotland Community Fund This fund is administered as part of the Lifescan Scotland (a Johnson & Johnson Family of Companies entity) commitment to communities in the Highlands and Islands of Scotland.

UK Corporate Social Responsibility Fund Funds, donated by the Johnson & Johnson Family of Companies in the United Kingdom, to support the development and implementation of the UK Corporate Social Responsibility Strategy.

Designated Corporate Budget Funds donated by Johnson & Johnson Corporate Contributions, New Jersey and United States of America, are allocated towards a number of budgeted initiatives and are designated for these purposes.

Middle East Fund Funds, donated by the Johnson & Johnson Family of Companies in the Middle East, to support the development and implementation of the Middle East Corporate Social Responsibility Strategy.

12. Designated funds


£

INCOMINGRESOURCES

£

RESOURCESExPENDED

£


£

Social Innovation Fund 17,728 - 17,728 -

Janssen EMEA fund 3,196,680 2,928,350 239,061 5,885,969

Lifescan Scotland Community Fund 55,358 100,000 68,040 87,318

UK Corporate Social Responsibility Fund 50,068 - - 50,068

Designated Corporate Budget 57,942 569,920 385,211 242,651

Middle East Fund 89,773 - - 89,773

Total 3,467,549 3,598,270 710,040 6,355,779

8. Debtors

2014£

2013£

Accrued donation income

2,936,347 448,743

Other debtors - 2,040

2,936,347 450,783

Matched Partnership Fund This fund was created to facilitate the administration of co-funding payment of EMEA CSR Partnerships by Johnson & Johnson entities to approved external community based partnerships in the EMEA region.


13. Analysis of net assets among funds

ENDOWMENT FUNDS

£

RESTRICTED FUNDS

£

DESIGNATED FUNDS

£

UNRESTRICTEDFUNDS

£

TOTAL2014

£

Net current assets 102,389 - 6,355,779 2,114,325 8,572,493

Total 102,389 - 6,355,779 2,114,325 8,572,493

14. Related party transactionsDuring the year, £5,552,194 of donations were received from LifeScan Scotland Limited (2013: £5,847,043). Lifescan Scotland Limited is a related party as director, W Printie, was managing director of LifeScan Scotland Limited until his retirement in April 2014.

During the year, £2,928,350 of donations were received from Janssen (2013: £2,738,759). Janssen is a related party as chairman, J Griffiths, is Company Group Chairman of Janssen EMEA, controlling party of all Janssen operating companies in Europe, Middle East and Africa. At the year-end £2,928,350 (2014: £448,743) of accrued income was due from Janssen.

15. MembershipThe Trust is a company limited by guarantee. The liability of the members is limited to £1 each.

The Trust EMEA Team: 2013 Program Operations Committee

Frank Welvaert Managing Director, CSR EMEA Director, Johnson & Johnson

Ben DaviesDirector, Partnerships

Annet EijkelkampDirector, Knowledge Transfer & People Engagement

Christine O’GormanManager, Trust Services

Marion BirnstillManager, Partnerships

Ailbhe TimmonsProject Manager, Partnerships

Bhavna MehtaCSR Manager Middle East

Leila PoloméAdministrative Assistant

CreditsRegistered Charity Charity Number SC017977

Company Limited by Guarantee Registered Number SC327028

Registered Office 5 Atholl Crescent, Edinburgh EH3 8EJ, Scotland

Correspondence Office Leonardo Da Vincilaan 15, 1831 Diegem, Belgium Tel: +32 2746 3619 Fax: +32 2746 3001 Email: [email protected] Website: www.jjcct.org

Bankers Royal Bank of Scotland PLC, 36 St. Andrew Square, Edinburgh EH2 2YB, Scotland

Solicitors Gillespie MacAndrew LLP, 5 Atholl Crescent, Edinburgh EH3 8EJ, Scotland

Auditors Scott-Moncrieff Chartered Accountants, Registered Auditors, Exchange Place 3, Semple Street, Edinburgh, EH3 8BL, Scotland

Editor Annet Eijkelkamp, Lead Knowledge Transfer & People Engagement / Trust Corporate Communications, Johnson & Johnson Corporate Citizenship Trust

Design & Production Quadrant Communications, UK Website: www.quadcom.co.uk

© Photos All photographs are featured in this publication with the permission of the legal owner. The editors have done their utmost best to respect the rights of the legal owners of the photographs used in this publication and to respect the rights and privacy of the persons depicted in them. Persons objecting to the use of a picture in this publication are kindly requested to address themselves to the editor.

The Trust EMEA Team: 2014 Program Operations CommitteeAs at 31 December 2014

Our CredoWe believe our first responsibility is to the doctors, nurses and patients, to

mothers and fathers and all others who use our products and services. In meeting

their needs everything we do must be of high quality. We must constantly strive to

reduce our costs in order to maintain reasonable prices. Customers’ orders must

be serviced promptly and accurately. our suppliers and distributors must have an

opportunity to make a fair profit.

We are responsible to our employees, the men and women who work with us

throughout the world. everyone must be considered as an individual. We must

respect their dignity and recognize their merit. they must have a sense of security

in their jobs. Compensation must be fair and adequate, and working conditions

clean, orderly and safe. We must be mindful of ways to help our employees fulfill

their family responsibilities. employees must 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.

We are responsible to the communities in which we live and work and to the world

community as well. We must be good citizens – support good works and charities

and bear our fair share of taxes. We must encourage civic improvements and

better health and education. We must maintain in good order the property we are

privileged to use, protecting the environment and natural resources.

our final responsibility is to our stockholders. Business must make a sound

profit. We must experiment with new ideas. Research must be carried on,

innovative programs developed and mistakes paid for. New equipment must be

purchased, new facilities provided and new products launched. Reserves must

be created to provide for adverse times. When we operate according to these

principles, the stockholders should realize a fair return.

Contents

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JOHNSON & JOHNSON CORPORATE CITIZENSHIP TRUSTLeonardo Da Vincilaan 15, 1831 Diegem, Belgiumemail: [email protected] web: www.jjcct.org

06/2015 Charity No: SC017977. Company Limited by Guarantee in Scotland No: SC327028

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2014 Annual Report Johnson & Johnson Corporate Citizenship Trust

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