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O U R C R E D O

We 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.

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Jiri PavlicekManaging DirectorJohnson & Johnson Medical,Czech Republic

Massimo ScaccabarozziManaging DirectorJanssen-Cilag, Italy

Pericles StamatiadesCompany Group Chairman, Beauty CareJohnson & Johnson, Greece

Stefan SzynakaVice PresidentJohnson & Johnson MD&D EMEA, United Kingdom

Christian VerbeeckInternational Vice PresidentJanssen-Cilag ESEM, Belgium

Neil WoodRegulatory Marketing ControllerMD&D EMEAJohnson & Johnson Medical, United Kingdom

LATIN AMERICA

Antonio FerreiraInternational Vice PresidentMD&D Group, Johnson & Johnson, Latin AmericaChairman, Latin America Contributions Committee

Marcos CortesGeneral ManagerJanssen-Cilag Farmaceutica Ltda.Brazil

Fernando FolladorVice President, Human Resources Consumer Group, Johnson & Johnson, Latin AmericaBrazil

Walter GrundyArea Vice President, West & South Consumer Group, Johnson & Johnson, Latin AmericaArgentina

Martha LianoVice President, Human ResourcesMD&D Group, Johnson & Johnson, Latin America

Antonio MarquesRegional Vice President Northern Region / EthiconJohnson & Johnson Medical Colombia Colombia

Gustavo MolinaManaging Director Argentina, Uruguay, Paraguay and BoliviaJohnson & Johnson de ArgentinaArgentina

Rosana PadillaManager DirectorJohnson & Johnson Panama S.A. Panama

Carlos Rivera-VelezDirector OperationsCordis CorporationPuerto Rico

Suzan RivettiManaging Director, Vice President Health Care and OTC for LAJohnson & Johnson Ind. E Com. Ltda.Brazil

Luis Pedro ValdésRegional Vice President Mexico/DePuyJohnson & Johnson Medical Mexico, S.A. de C.V.Mexico

The following trademarks, service marks, and trade names of Johnson & Johnson and its companies appear in this report:

Alza Ireland Limited; Cordis Cashel Limited; Centocor Biologics (Ireland) Limited; DePuy (Ireland) Limited; Ethicon, Inc.;Ethicon SAS; Janssen-Cilag Korea; Janssen-Cilag Limited; Janssen-Cilag Taiwan; Janssen-Cilag Russia; Janssen PharmaceuticalLimited; Johnson & Johnson de Colombia; Johnson & Johnson Consumer Taiwan; Johnson & Johnson Consumer Thailand;Johnson & Johnson (Hong Kong); Johnson & Johnson Medical Taiwan; Johnson & Johnson Middle East; Johnson & JohnsonVision Care, Inc.; LifeScan, Inc.; Tibotec; Tibotec Pharmaceuticals Limited, and Vistakon Ireland Limited.

The following trademarks, service marks, and trade names of other organizations also appear in this report:

Academy for Educational Development; Addis Ababa Fistula Hospital; African Medical and Research Foundation (AMREF); Aga Khan Development Network; Alabama Department of Senior Services; Alianza Para Un Puerto Rico Sin Drogas; AmericanChamber of Commerce; AmeriCares; Amigos; ASOPICA; Bara and the Wits Medical School; Brandeis University; CASA MidwiferySchool; Catholic Medical Mission Board; Children’s Health Fund; Chris Hani Baragwanath Hospital; Community of People Living with HIV; Consumer Safety Institute (Netherlands); CSR Europe; Czech Donors Forum; Direct Relief International; EarlyChild Care and Development; Emirates Diabetes Society; Ethno-Medical Center e.V.; European Child Safety Alliance; FundaciónHuesped; Fundación Kaleidos; Ghana Institute of Management and Public Administration; Global Business Coalition onHIV/AIDS, Tuberculosis, and Malaria; Hamlin College of Midwifery; Head Start; Heart to Heart International; HIVSA; HondaoElderly Welfare Association; Huaxi Hospital; Iniciativa Comunitaria de Investigación; INSEAD; Integrated Midwives Association;International Health Exchange and Cooperation Center; International Rescue Committee; Japan Philanthropic Association;Juvenile Obesity and Healthy Lifestyle Program; Kenya Medical Training College; Liberty Science Center; Life Skills DevelopmentFoundation; Management Development Institute; MAP International; Mécénat Chirurgie Cardiaque Enfants du Monde; Medical and Surgical Skills Institute; Middle Alabama Area Agency on Aging; Ministry of Health of China; mothers2mothers;Mwechi-Mukuru Women Empowered and Community Health Initiative; Nankana Hospital; National AIDS Fund; NawaLife Trust;Neighborhood House; Peace in Mind; Politecnico International School; Project HOPE; Quality of Life; Red Cross of China; Rosalyn Carter Institute for Caregiving; Saudi Ministry of Health; Save the Bay; Save the Children; Sichuan University; Sight for Kids; Sikiliza Leo; Society for the Arts and Healthcare; Sodalitas Foundation; SOS Children’s Villages; Special Olympics; Total Control of the Epidemic Campaign; Transatlantic Partners Against AIDS; Tsinghua University; UCLA; UNIBES; UNICEF;United Arab Emirates Ministries of Health and Education; University of Alabama; University of Medicine & Dentistry of New Jersey; University of Oxford; University of Witwatersrand; USAID; War on Worms; World Education Inc.; World HealthOrganization; World Vision; World Wildlife Fund, and Zavod EMMA.

Photo credits: Eric Don-Arthur (p. 7), Hilary Duffy (p. 19), Ivo Faber (p. 4), Andrea Kane (p. 20), Alice Keeney (pp. 10-11), Michel Monsay (p. 9), Project HOPE (p. 13), UCLA (p. 8), and ©UNICEF/1308/Anita Khemka (p. 5). Johnson & Johnson partners with the International Center of Photography (ICP), New York, on a fellowship program that offers emerging photographers opportunities to build their portfolios. Thanks to these ICP Fellows for their contributions: Myriam Abdelaziz (p. 14; p. 15, left; p. 21), Toni Greaves (cover; pp. 17-18), Mark Manley (p. 12), and Tiana Markova-Gold (pp. 2-3; p. 15, right; pp. 16 and 22; inside back cover).

“Checkmark-and-tree” logo ©1996 Forest Stewardship Council

This report is printed on paper made from 100% post-consumer fiber, certified under the Forest Stewardship Council guidelines and manufactured with wind-generated energy.

© Johnson & Johnson Services, Inc. 2009

Visit www.jnj.com to learn more about the Company’s Contributions Program.

C A R I NGA L E G A C Y O F

More Than 100 Years of Giving

Inspired by Our Credo Responsibility to Communities

Our primary focus is on making life-changing, long-term differences in human health by targeting the world’s major

health-related issues. We work to fulfill this, and other philanthropic efforts, through community-based partnerships.

The Company’s efforts focus on:

• Saving and improving the lives of women and children,

• Building the skills of people who serve community health needs, primarily through education, and

• Preventing diseases and reducing stigma and disability in underserved communities where Johnson & Johnson

has a high potential for impact.

The following pages highlight a few examples of how this approach translates into action for those most in need.

O N T H E C O V E R For more than 10 years, Johnson & Johnson has supported Mécénat Chirurgie Cardiaque Enfants du Monde, anorganization based in Paris, France, that helps to save the lives of disadvantaged children by financing their open-heart surgery and coordinating their stay with a host family. This image depicts the playful spirit of a Laotian girl and her surrogate father during an initial visit at Mécénat. To learn more about this organization, see page 17.

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Saving &gImproving Livesg

Building HealthgCare Capacity

Preventing Diseasesg& Reducing Stigmag

6 LEADING WITH IMPACT

8 THE FIRST LINE OF DEFENSE

9 TRAINING TOMORROW’SGLOBAL HEALTH LEADERS

2 COPING IN THE AFTERMATH

4 FOR SAFETY’S SAKE

5 SAFE, HEALTHY BEGINNINGS

10 SOCCER, AN AGENT OF CHANGE

12 CARING FOR CAREGIVERS

13 HEALTHY HABITS FORA HEALTHY WEIGHT

21 IN THE NEWS

22 DISASTER RELIEF

23 2008 CONTRIBUTIONSFINANCIAL STATEMENT

24 WORLDWIDE CONTRIBUTIONS/CORPORATE SOCIAL RESPONSIBILITYCOMMITTEES

T A B L E O F C O N T E N T S

I M P A C T & R E S U L T S

Johnson & Johnson contributed $510.3 million in cash and productstowards 650 philanthropic programs in more than 50 countries.

Our programs impacted millions of livesf worldwide.

• We partner with community-based organizations around the world

• Our employees and senior leaders in every regiony provide guidance and strategic direction

• Our giving isg geographically diversey and aligned with a strategic plan

Our Approach

Local Responsibility14 AFRICA

15 ASIA-PACIFIC

17 EUROPE & MIDDLE EAST

19 LATIN AMERICA & CARIBBEAN

20 NORTH AMERICA

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“The immediate rescue for people after the disaster onlylasted for weeks, but it will take much longer time to cure people’spsychological damages,” says Youchun. “It’s hard to find acomplete family here. Almost every family has lost their belovedones, and for many people they are the only ones who survived.The invisible wound has now become quite critical, especiallyamong the children who went through the nightmare.”

The Huaxi Hospital Mental Health Center, the Ministryof Health of China (MOH), and the Johnson & Johnson Familyof Companies have partnered in a Post-quakeChildren’s Psychological Rehabilitationand Aid Program to assist those in most needduring the rebuilding process.

Over the next two years, Huaxi Hospitalof Sichuan University, with support from theCompany, will train 600 health workers onbasic psychological intervention skills inseveral counties and major cities in Sichuan.In turn, these health workers will train 3,000volunteers to provide basic psychologicalsupport for people in remote and underserved

areas. This network of mental health professionals andvolunteers will have broad reach into remote areas.

Youchun’s team is one of the many that provides psycho-logical support training in Dujiangyan, Wenchuan, and Beichuan,

the three most severely damaged areasfrom the earthquake.

“The intervention skills training focuseson school teachers, as they school can directly pro-vide help to their students,” says ProfessorXueli Sun, director of the Huaxi Hospital’smental health center. “If there is a severecase they or the local volunteers can’thandle, the school can seek help from thecounty’s hospital. And the hospital can askfor help from the municipal hospital. That’show this mental health network works.”

Coping inthe Aftermath

Youchun Jia, a psychologicaltherapist on the Huaxi

Psychological RehabilitationService team, has been working

with her 10 colleagues,including her husband, in Beichuan forseveral months since the devastatingearthquake that struck Sichuan Provincein China in May 2008. The disasterkilled more than 80,000 people, injuringhundreds of thousands more.

S A V I N G & I M P R O V I N G L I V E S

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600 health workersand 3,000 volunteersare being trained onbasic psychologicalintervention skills.

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S A V I N G & I M P R O V I N G L I V E S 3

“The program is so important since many of the schoolchildren lost their families,” says Xueli. “They becameextremely depressed and upset. Many of them started smokingand drinking alcohol. Some extreme cases involved suicide.Though this program only started four months ago, we have witnessed many positive changes. We need to continue our work as there are still many children waiting for our help.”

The program will expand into seven other areas in Sichuan in 2009.

“We know there is still a long way to go in the relief and rebuilding process,” says Michelle Liu, chair of the Johnson & Johnson China Corporate Social ResponsibilityCommittee. “Through partnership with agencies such as theMOH and Huaxi Hospital, the Johnson & Johnson Family ofCompanies will continue to strive to improve the health andpsychological wellness of children in the disaster areas.”

C H I L D R E N AT P L AY Children in Beichuan enjoy a playful momentas a way to cope following a devastating earthquake months earlier.Below, program volunteers in training.

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mine our priority actions,” says Joanne. “One of the benefits ofworking across different European countries is learning whatworks in various cultures and sharing best practices.”

After nearly 10 years, ECSA is reflectingon its past and looking ahead. “ECSA is aunique network of countries collaborating for the sake of a common vision, which is the health and safety of children,” Joannesays. “Our next challenge is providing greater accessibility to our collectiveresources and skills.”

“There is power in working together,”says Morag. “Speaking with a common voice can make a difference.”

R O A D S A F E T Y A mother in Überlingen, Germany, buckles her childinto a car seat following a child safety demonstration by the ECSA.

Accidental injuries are the leading causeof death of children and teenagers.

A simple safety measure, such as childresistant components on lighters, can prevent thousands of childhood injuries and save lives. The European Union bannedall non-child resistant lighters thanks to the efforts of the European Child SafetyAlliance (ECSA) and other key partners.

During the past nine years, ECSA has been working in partnership with the European Commission, the Consumer Safety Institute in the Netherlands, and Johnson & Johnson toaddress child safety issues. Support from Johnson & Johnson has enabled programs such as the European Home SafetyCampaign, which led to the ban on non-child resistant lighters.The campaign also addresses other safety issues in the home,such as falls, burns, and scalds.

“Johnson & Johnson was a partner from day one,” saysJoanne Vincenten, director of ECSA. “They helped us shape our strategic plan and refine our goals and purpose.”

ECSA works to influence key decision makers and leaders at the European and national level to encourage healthy public policies and funding for child injury prevention. Member countries in this cross-cultural network share resources and develop partnerships that jointly advocate to improve child safety.

“When the European Child Safety Alliance began in 2000, we had eight member countries in the alliance,” says Joanne.“Today, we work with 30 European countries and serve as expertadvisors on issues of child safety to the European Commission,UNICEF and the World Health Organization.”

Since 2004, ECSA has worked with countries to develop child safety action plans. In 2007, ECSA launched child safety “report cards” for the first 18 countries that participated in developing their plans. “These reportcards proved to be a successful tool for advocating child safety policies for the participating countries,” says Morag Mackay,program manager at ECSA. This initiative will be expanded, adding nine new countriesfor a total of 27 countries now involved in the assessment.

“We look at the severity and frequencyof the injury, parental and social attitudes,evidence-based solutions, and opportunitiesfor support through partnerships to deter-


For Safety’s Sake

The European HomeSafety Campaign reaches familiesthroughout Europe with child safety messages.


5S A V I N G & I M P R O V I N G L I V E S

n a dimly lit ward at Nankana Hospitalin Pakistan, Tabassum Naseem is examiningnewborn twins. Their mom lying next tothem is smiling, proudly.

Tabassum knows the mom and her babies are healthy andsafe now. Tabassum is one of 35 midwives undergoing an18-month residential training supported by UNICEF with fund-ing from Johnson & Johnson to learn how to deliver a baby safelyand monitor women for signs of complications during childbirth.

“The need for skilled midwives is extremely urgent here,”says Dr. Nabila Zaka, health care specialist for UNICEF Pakistan.“Simple home care solutions for newborns are a far-off realityfor many in South Asia.”

According to UNICEF, the neonatal mortality rate inPakistan is unacceptably high, reaching 57 per 1,000 live births.

To reduce the soaring mortality rate and improve basic healthcare for newborns in South Asia, UNICEF developed a Home-BasedNewborn Care (HBNC) strategy. Johnson & Johnson supportedscale-up of this strategy in India, Nepal and Pakistan in 2008.

HBNC aims to train a sufficient number of communitymidwives in the most underserved areas to save newborns’ lives.After taking a series of intensive courses, thecommunity midwives can provide a continu-um of quality care from pregnancy throughbirth and early infancy. The care includesdrying the newborn, keeping the baby warm,initiating breastfeeding, giving special care tolow-birth weight newborns, and diagnosingand treating common infant infections.

“As a majority of births take place inhomes with unskilled persons, it is extremelyimportant to provide resident communitymidwives with training so they are skilledbirth attendants, can conduct home-based


newborn care, and can educate new mothers,” says Ibrahim Elziq,chief of health and nutrition, UNICEF Pakistan country office.

The HBNC initiative supported by Johnson & Johnsonhas trained the first 32 community midwives in two pilot areasof Punjab, Pakistan’s most heavily populated province whereonly 33 percent of births take place in the presence of a skilledbirth attendant. To further improve the health care for newbornsand mothers, several midwifery homes have also been built.With the newly built facilities, each community midwife is nowable to provide clean and safe deliveries to communities with

populations of 10,000.By the end of 2009, 190 skilled community

midwives will be deployed in five districts.Beyond all the benefits the Company-

supported HBNC program has brought to thelocal communities, HBNC has had an evengreater impact. Pakistan’s Ministry of Healthnow has the opportunity to implementhome-based newborn care in the government’sown group of community midwives. After thepilot phase, the government and its partnerscan remodel HBNC based on the lessonslearned and expand it across the country.

Nearly 200 newmidwives are beingtrained and deployedin remote areasof Pakistan to assistin healthy childbirths.

Addis Ababa Fistula Hospital, Ethiopia: Treats morethan 1,000 fistula cases each year. Johnson & Johnsonsupports the hospital’s outreach efforts to treat fistulaand to educate women in remote areas about theimportance of quality prenatal and obstetrics care.

Early Child Care and Development, Thailand:Promotes physical and psychological health and provideseducation for children in underserved areas. ECD hopesto reach 2,200 children and 300 expectant mothers withsupport from the Company.

Zavod EMMA, Slovenia: Offers psychosocial help tochildren, and adults affected by violence. Support fromJohnson & Johnson enables Zavod to run a crisis helpline, provide counseling, and educate volunteers.

Alianza Para Un Puerto Rico Sin Drogas, Puerto Rico:Johnson & Johnson supports this program to reducedrug and alcohol abuse among youth, educate youth tocope with peer pressure, and provide support to parents.The program benefits 548,000 students.

Society for the Arts in Healthcare, U.S.: Advocatesfor integration of arts into health care services, thedevelopment of arts programming, and further researchinto the beneficial effects of the arts. Johnson & Johnsonprovides grants for projects that promote the role ofarts in the healing process.

OTHER EXAMPLESOF SAVING &

IMPROVING LIVES

Safe, HealthyBeginnings

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Susan and Bernard are graduates of the ManagementDevelopment Institute (MDI), an intensive one-week trainingprogram that enhances the management skills of health careleaders in East and West African AIDS-service organizationsdevoted to the care, treatment and support of people and their families living with HIV/AIDS. MDI, in partnership with the African Medical and Research Foundation (AMREF), theGhana Institute of Management and Public Administration(GIMPA), and the Anderson School at UCLA, helps organiza-tions expand the scale, scope and quality of their services. The program is held annually in Kenya and Ghana, and is taught by faculty from Anderson, AMREF, GIMPA, and Kenyan universities. More than 200 leaders from 12 countrieshave graduated since 2006.

For Susan and Bernard, the MDI train-ing helped them evaluate their program andrealize that there was a gap in the program-ming services they offered. “There was apopulation particularly at-risk that needed a more appropriate and contextualizedapproach to achieving social and economicchanges in their lives – vulnerable girls andyoung women in rural areas,” says VictorTabbush, professor at The Anderson Schoolat UCLA and MDI director. In seeing this,Susan and Bernard took on the task of equipping these young women with HIV education, reproductive health knowledge,

community leadership and livelihood skills. This was done as part of a Community Health Improvement Project, or CHIP, that each MDI participant develops during the training.

“The goal of the program is to empower young women with knowledge and skills on HIV/AIDS and reproductive health,” says Susan, who has taken on the role of country director. “Specifically, we’re ensuring that 80 girls between 17-25 years old are provided with skills and knowledge in voca-tional training, and 400 girls are reached with information andskills on HIV/AIDS and reproductive health knowledge.”

But Susan and Bernard’s efforts go beyond just teachingthese young women. “Most of these women are not married, and the few who are just aren’t being looked after well,” saysBernard, program officer. Their main focus is to give these

young Ghanaian women the respect andempowerment they have been missing. “You need to help these individuals achieve self-sufficiency so that they are less susceptible to risky activities and more likely to succeed in life,” says Victor.

Susan and Bernard have recognized the issues impacting these young women and are implementing intense advocacy work and education to help change lives.

B U I L D I N G H E A L T H C A R E C A P A C I T Y

As two health care leaders at World Education Inc. in Accra, Ghana, Susan Adu-Aryee and Bernard Henyo provide HIV/AIDS prevention education to the youth in the Central and Eastern regions. World Education Inc. is a private, voluntaryorganization known for its work around the globe in environmental education, communitydevelopment, maternal and child health, school governance, integrated literacy, small enterprise development, HIV/AIDS prevention and care, and refugee training.

Leading with Impact

More than 200 leaders from 12 countries have graduated from the Management Development Institute.

I M PA C T I N G T H E CO M M U N I T Y Susan Adu-Aryee and Bernard Henyo reach out to the youngwomen in Ghana, teaching them about HIV/AIDSprevention and reproductive health.


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EProfessor Herman. “The ideas they brought to our training have been recommended to all the other programs involvedwith HCI.”

After the health team received training at UCLA, the HCIparticipants took their new knowledge back to Seattle. Theyorganized their first parents’ training day thoroughly, providingchildcare, dinner, and interpreters and training manuals inseven languages.

“Not only will families be better able to care for their children, but future generations will pass along the practicesthat families have developed,” says Kathee Richter, child development director of Neighborhood House.

The results are tangible and profound.Since HCI began operations in 2001, it has taught thousands of parents how to treat everyday childhood illnesses at home.Tracking 9,240 enrolled families between2002-2005 in 35 states, researchers foundthat visits to hospital emergency roomsdropped by 58 percent; the average numberof days missed at school for childrendropped by 29 percent; and the averagenumber of days lost at work was reduced by 42 percent. Parents also reported feelingmore confident in making health care decisions and in sharing knowledge withothers in their families and communities.

Through the UCLA/Johnson & Johnson Health CareInstitute (HCI), Ariella Herman, Ph.D., research director of HCI,and her staff work with Head Start facilities across the U.S. toeducate communities about basic health care. HCI is housed inthe Harold and Pauline Price Center for Entrepreneurial Studiesat the UCLA Anderson School of Management.

“Parents want to be the first line of defense in their children’s health care, and our research leaves no doubt that they can be, once they have the tools to make the best choices,”says Professor Herman.

The directors of Neighborhood House, a Head Start and nonprofit, multi-purpose social service agency in Seattle, Wash., saw an unnecessarily high number ofemergency room visits by members of theircommunity. Neighborhood House helps immigrants, refugees, and low-income peopleovercome economic, educational, health, and employment challenges. In 2005,Neighborhood House management staff participated in the HCI to tackle specific obstacles the group was facing. The training,based on academic research, provides skills,information, and the confidence to families sothat they can better assess a family member’sillness before going directly to a hospital.

“Working with Neighborhood House, welearned and continue to learn so much,” says


The First Line of Defense

ach day, emergency rooms, clinics, and doctor offices across the United States fill up with anxious parents who bring their children for minor ailments that could be treated at home. They often wait for hours to see a medical professional. The

children miss school, parents lose time at work and, at times, much needed pay.

Families participating in Health Care Institute training saw declines in hospital

visits and missed work and school days over a three-year period.

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emergency room

9B U I L D I N G H E A LT H C A R E C A P A C I T Y

Aga Khan Development Network, East Africa:Aga Khan works with Johnson & Johnson on buildingcapacity for health care delivery in the region,supporting advanced nursing education and training,and improving the health and well-being of children.

The European Health Leadership Program (EHLP), whichhas trained more than 500 leaders, provides senior health careindustry managers with training on strategicoperations management, leadership andorganizational design, global health careperspectives, and marketing.

“Many clinical professionals do not haveany formal management training,” says JonChilingerian, Ph.D., founding director of theEHLP, a professor at Brandeis University, andadjunct professor of organizational behaviorat INSEAD. “Through the program, they learnhow to apply their medical training to diagnosemanagement problems and increase thequality and efficiency of health care delivery.”

Each EHLP participant develops achange initiative that they bring back to theirorganization after the program. During a“marketplace” session, participants presenttheir proposal to their peers and learn fromeach other’s international experiences.

The success of the EHLP is reflectedin the launch of the Middle East HealthLeadership Program (MEHLP) in 2008.Steve Chick, MEHLP program directorand professor of technology andoperations management at INSEAD, led

the first session with 20 health care professionals from fiveMiddle East countries.

“Some countries have developedtheir health care systems over the past fewdecades, while others have more establishedsystems,” says Steve. “In the MEHLP, thereare a lot of young people in positions of highresponsibility nationally.”

During the program, participants workon a project to improve operational excel-lence. “One MEHLP participant successfullyimproved emergency response planning athis facility. From that project, we developeda case study that we will use to create locallearning for future sessions,” says Steve.

One of the long-term impacts of theseprograms is the strong and active interna-tional alumni network that emerged. “Duringthe program, participants see that somemanagement problems they face are similar.They establish their own alumni groupsto share ideas and discuss new health caretrends,” says Jon.

“This program is one of the thingsI am most proud of in my career,” says Jon.“It’s making a difference in improvingquality and efficiency in health care.”

Training Tomorrow’sGlobal Health Leaders


More than 500 leadershave graduated fromthe European HealthLeadership Program inthe past 10 years.

OTHER EXAMPLESOF BUILDING

HEALTH CARE CAPACITY

Integrated Midwives Association of thePhilippines: Johnson & Johnson supports trainingof IMAP midwives. More than 170 have been trainedin the past few years.

Ethno-Medical Center e.V., Germany: The “WithMigrants for Migrants” program trains interculturalmediators to teach their communities about theGerman health care system to overcome the culturaland language barriers that prevent access to care.Thousands of community members are reached.

UNIBES, Brazil: Johnson & Johnson supports aprogram that improves health choices and addressesteen pregnancy and sexually transmitted diseasesprevention for youth living in underserved areas.

Johnson & Johnson Bridge to EmploymentProgram, U.S.: Offers underserved high schoolstudents opportunities to explore careers in healthcare through real-world experiences that link thecommunity to the classroom. In Trenton, N.J.,students participate in tutoring, service projects,life-skills classes, tours at local health care facilitiesand businesses, and college workshops.

trong leaders are needed to meet today’s complex global health care challenges.Since 1997, the innovative partnership between Johnson & Johnson and INSEAD,one of Europe’s leading business schools, has made an impact on developing

health care leaders around the world.S



Stephanus Kaishungu was not looked upon as the beststudent in school and had very little knowledge about HIVprevention. However, through involvement with the Nawa SportProgram and with guidance from his coach, Mario Alberto,Stephanus has turned his life around.

“Upon joining the program, he started changing littleby little,” says Mario. “Today he is a team captain, full of socialresponsibilities, including community outreach work.”

Launched in 2008, the Nawa Sport program is a collabora-tion between the Academy for Educational Development (AED)and Johnson & Johnson, in partnership with NawaLife Trust.The program uses the large-scale appeal of soccer to inspireyoung men ages 14 to 25 to get involved in a community activity,which could provide a way to teach them about HIV/AIDS pre-vention. Through an innovative curriculum that continuallyintegrates soccer with information about HIV transmission andprevention, coaches and players practice and compete to testtheir skills. Games such as “find the ball,” where the personholding the ball behind his back represents someone infectedby HIV, teaches players that you cannot tell by looking thatsomeone is infected with HIV. Coaches emphasize that theonly sure way to know is to get tested.

But the program does more than just teach about HIV/AIDSprevention. It gives all involved a greater sense of accomplish-ment and involvement within the community. The programoperates in 20 sites across two regions in the north of Namibia,Ohangwena and Omusati. In its first year, more than 3,000

Soccer, An Agentof Change

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P R E V E N T I N G D I S E A S E S &R E D U C I N G S T I G M A

young men joined 200 street soccer teams. They met on a regu-lar basis to practice and play soccer as well as continue to movethrough the curriculum and community outreach activities.Now in its second year, the program has expanded to includefemale players and coaches as well – of the 200 teams in thisyear’s season, 60 are all-girls’ teams headed by female coaches.

The benefits of the program are not limited to playersalone; the coaches acquire skills as trainers, mentors, and rolemodels in their communities. Even though Mario was alreadyinvolved and making a difference in the community as a teacher,he began to believe he was having even more of an impact on hisstudents while coaching them in street soccer groups. “Students

n many parts of the world, communitysports programs are instruments

of change for young people. InNamibia, soccer, one of the most popularsports in the country, has been the instru-ment of choice for inspiring this changein more ways than one.

K I C K S TA R T I N G P R E V E N T I O N Adolescent boys enjoy a soccermatch following an HIV/AIDS prevention education session.More than 200 such programs are gaining momentum in Namibia.


11P R E V E N T I N G D I S E A S E S & R E D U C I N G S T I G M A

are eager to learn life skills and follow suit of what they seebeing done by their role models,” says Mario.

The teachings that Mario and all thecoaches have shared go beyond the playerson their teams. The community at largeincreasingly is interested and involved in thesame lessons on HIV prevention, and startingto take action on testing for the disease.In Mario’s community, the percentage ofparticipants who stated they could remainfaithful to one sexual partner has jumpedfrom 25 percent before the program to75 percent following program completion.And, 3,225 participants submitted pre- andpost-survey questionnaires focused on

knowledge and perceptions related to HIV. After completingthe program, improvement in scores wassignificant across the board with somequestions improving by more than 50 percent.

“When our program was introduced,I noticed some folks were not that interested,”says Mario. “Many community memberswere stubborn when it came to listening toHIV/AIDS prevention information, whichmade it difficult for them to gain knowledge.But now, they see me bringing young peopletogether for a good cause and are alwayscalling me for HIV/AIDS advice. So, theprogram is changing perceptions and havingan impact,” exclaims Mario.

In its first year, theNawa Sport Programenrolled more than3,000 young menin its soccer andHIV/AIDS preventioneducation program.



In the last few years, after many happydecades of music and close family life, Hilmabegan to suffer from Alzheimer’s disease.Soon, Elvis became a full-time caregiver. Thisdrastic change for the Waltons placed newresponsibilities and pressures on Elvis. Inaddition to taking on the domestic tasks thatHilma traditionally performed, he had to learn about Alzheimer’s disease. However, thepressures were lightened, as Leila Heptinstall,

lvis Walton was a professional gospel singer. He traveled the United States, performing with gospel choirs and the Alabama

quartet, “The Keymasters 1946-2006.” He met his wife Hilma at a performance. She was also a gospel singer. After theymarried, Elvis and Hilma moved to a house in Columbiana, Ala., where they had three children, and todayenjoy their many grandchildren.

a caseworker from the Middle AlabamaArea Agency on Aging (M4A), provideddirect and free support, guiding Elvis andhis family through the process of caringfor someone with Alzheimer’s and otherage-related illnesses.

“Leila has educated me and our chil-dren on the disease, supporting me whenissues occur and preparing me for issuesthat may occur in the future,” says Elvis.

As a caseworker for M4A, a govern-ment agency of the Alabama Departmentof Senior Services, Leila supports familycaregivers like Elvis, providing knowledge

about their loved one’s disease through counseling and educa-tion materials during frequent home visits. She also does periodicphone calls with caregivers where she trains for preventative and reactionary care. Together, these services attempt to create a comfortable environment for the caregiver who is experiencingsuch a drastic change.

“I am there to let them know they’re not in this alone,” says Leila. “I am there to train them directly, and as a resource to calm their fears and frustrations so that they can care for their loved one the best they can.”

Leila provides free and focused care with training from theUniversity of Alabama (UA) and through a grant from a collabo-ration between the Rosalynn Carter Institute for Caregiving(RCI) and Johnson & Johnson. RCI, a nonprofit organization,works to establish local, state and national partnerships to provide caregivers with evidence-based supportive interventionsthat promote caregiver health, skills, and resilience. Since 2001, the Johnson & Johnson/RCI Caregivers Program hasimpacted the lives of more than 75,000 people. UA developed a research-based educational program called REACH (Resources for Enhancing Alzheimer’s Caregiver Health) that Leila and the M4A team use.

While our aging population continues to rapidly increase,RCI recognizes that our caregiving workforce continues to

decrease, further increasing demands on family caregivers. A 25-year body of researchshows that family caregivers are at anincreased risk for health, emotional, financial,and work-related problems due to the strainof providing care.

“When it comes to the aging population,we have family caregivers who want to take care of their family and keep them out of institutions,” says Leila. “It’s a full-time job that demands proper training and frequent support.”

Leila continues to visit the Waltons, as a supporter and as a friend.

P R E V E N T I N G D I S E A S E S & R E D U C I N G S T I G M A

Caring forCaregivers

EThe Johnson & Johnson/RCI Caregivers Programhas impacted the lives of more than 75,000 people since 2001.


13

Sikiliza Leo, Uganda: Offers HIV testing and counseling, and conducts outreach to reduce stigma,denial, and discrimination. Johnson & Johnson supports this group’s work through its affiliate Tibotec.

aria Isabel Solar Mendez is amother of a third grader. “I would not haverealized the differences between beans and meat, chicken and vegetables, and the damage caused by eating too much sugarand fat if I had not spoken with the healthworkers from Project HOPE,” says Maria.“Food may be delicious, but there is nothing more important than my child’s health.”

Maria is one of the 2,500 parents and teachers who havebenefited from “Healthy Habits for a Healthy Weight,” a program in Mexico begun in 2007 to raise awareness about theconnection between diabetes and obesity, also known as “diabesity.” In partnership with Project HOPE and the local Neza Health District, Johnson & Johnson promotes healthy eating and exercise habits among children, and educates families and teachers on effective ways to convey positive nutritional messages to children.

According to the World Health Organization, Mexico is oneof the most diabetes-affected countries. Thecountry’s diabetes prevalence rate has reached10 percent, and with an epidemic of childhoodobesity, the age of onset is falling rapidly.

“The early, school-based interventions topromote healthy eating and exercise habits arecrucial for preventing diabesity,” says Dr. AbrahamCastañeda, medical director of Project HOPE in Mexico. “More than 80 percent of childrenwho are obese after puberty will remain obese for life, which will greatly increase the risks

of having diabetes, cardiovascular disease, stroke and cancers.”“Healthy Habits for a Healthy Weight” focuses on third

graders using a variety of formats, including a health fair, class-room workshops, and weekly homework assignments to reinforcemessages about healthy habits at schools, local health centers,

communities, and homes. “Through their homework, children

promote healthy habits among their familymembers,” says Abraham. “In the meantime,by attending school-based or communityactivities, family members and teachers reinforce the positive messages to children.

“Healthy Habits for a Healthy Weight”has now directly reached more than 2,400 third graders in Neza, just outside of Mexico City, over the past few years.

OTHER EXAMPLES OFPREVENTING DISEASES & REDUCING STIGMA

War on Worms, Philippines: Provides soil-transmittedhelminthes education, drug treatments, and works with local authorities on sanitation and water issues to prevent intestinal worm infections. More than260,000 public elementary schoolchildren have benefited since 2007.

Juvenile Obesity and Healthy Lifestyle Program,United Arab Emirates: In partnership with Johnson & Johnson and U.A.E. Ministries of Health andEducation, works within schools to prevent obesity by encouraging children to adopt healthy habits.

Fundación Kaleidos, Argentina: Teaches medical skills to young pediatricians and early childhood health care professionals in Buenos Aires to help diagnose communication disorders and autism in children. TheJohnson & Johnson Family of Companies provides support.

National AIDS Fund, U.S.: Johnson & Johnson partners with NAF to bring evidence-based HIV preventioninterventions to eight communities of at-risk women. In Gaston County, N.C., for example, the My Children, MySisters, Myself program helps women avoid unintendedpregnancies and sexually transmitted diseases.


Over the past few years, more than 2,400 third graders and their parents in Mexico have benefited from this program.


Healthy Habits for a Healthy Weight

M



Local Responsibility

AFRICA HIGHLIGHTS• The Medical and Surgical Skills Institute in Ghana that the Company supports has grown dramatically, now offering 16 different courses

and engaging with several prestigious academic institutions to train hundreds of surgeons across Africa in advanced surgical techniques.

• In South Africa, the Company continued its support of the Total Control of the Epidemic Campaign to provide HIV/AIDS education,counseling and referrals to people in high-risk communities. More than 200,000 people were reached.

• Together with SOS Children’s Villages, the Company provided food, school fees, and medical care to extended families of orphanedchildren in five countries, touching the lives of more than 10,000 people.

• In Ethiopia, Johnson & Johnson supported an accredited degree program at the Hamlin College of Midwifery for 40 rural womenstudying to become midwives. Following graduation, these new midwives will work in teams to help mothers in their home villages.

they need during this time, and allow

South Africa is home to thousands of peopleliving with HIV/AIDS, and many of thesepeople have long-term bouts with the diseaserequiring extended care and support servicesfrom an overwhelmed health care system.For many, home-based care is a necessity,and this where HIVSA, a nonprofit organiza-tion dedicated to providing social supportprograms and home-based care services forthose with HIV/AIDS, steps in.

Johnson & Johnson has collaboratedwith HIVSA for several years, providingproduct and financial support for home-based care packs distributed monthly to

bedridden and weak patients. Thesekits contain personal hygiene productsincluding lotions, soap, shampoo, powderand oil to provide comfort and care.

HIVSA works with 39 home-basedcare partners in Soweto to care for morethan 3,500 patients, distributing nearly2,500 packs monthly. In 2008, the HIVSA –Johnson & Johnson partnership in Sowetowas awarded the Silver Star of Africa Awardby the American Chamber of Commerce,which recognizes the social investmentrole played by the American businesscommunity in South Africa.

Home Care Program for HIV/AIDS

‘Huru’ for Young Women

There is a certain amount of embarrassmentand discomfort that can accompany ayoung woman’s menstrual cycle. For manydisadvantaged young girls in Kenya, a lackof proper sanitary protection only makesmatters worse. They cannot afford to buydisposable pads and often cannot go toschool on days when they have their periods.‘Huru,’ the Swahili word for liberty, is a washand reuse sanitary pad developed togetherby Johnson & Johnson and Mwechi-MukuruWomen Empowered and CommunityHealth Initiative, a Kenyan nonprofit.

“We wanted to develop a productthat would benefit these young women,and reduce the need for donated sanitarynapkins,” says Rene Kiamba, a seniormanager at Johnson & Johnson in Nairobi.

Mwechi produces these reusablepads and provides them at low or no cost.The first pads were distributed in late2008 to several hundred girls in Mukuru,a slum community in Nairobi. The padsgive these girls the confidence and support

them to continue their everyday activities,such as attending school. The pads includeinstructions for use as well as health educa-tion information, focusing on HIV/AIDS,in particular.

Africa


L O C A L R E S P O N S I B I L I T Y 15

BEYOND THE COMPANY’S GLOBAL APPROACH TO GIVING, JOHNSON & JOHNSON COMPANIES

SUPPORT COMMUNITIES BASED ON LOCAL NEEDS. SOME OF THIS SUPPORT RELATES DIRECTLY

TO A CORE CIVIC OR SOCIAL NEED OF THE COMMUNITY OR TO AN ASPECT OF THE BUSINESS

WHERE THE COMPANY CAN PLAY A LEADERSHIP ROLE. LOCAL SUPPORT IS LINKED TO HEALTH,

EDUCATION, EMPLOYMENT, THE ENVIRONMENT, AND CULTURE AND THE ARTS.

Only eight percent of young women inTanzania attend secondary school, according to UNICEF. Johnson & Johnson partners with the Academy for EducationalDevelopment to support the ImprovingGirls’ Secondary Education project to bene-fit nearly 2,000 adolescent girls in Tanzaniaand Guinea. The program, which addressesthe economic, social, and cultural barriersthat prevent young girls from obtaining agood education, provides 1,850 scholarships,covering the first three years of secondaryschool. The goal is to improve access to edu-cation and alleviate the economic burdens of continuing their education. Additionally, the girls receive focused mentoring toimprove self-esteem and make their educa-tion more relevant. The program also offersgender-sensitive training workshops forteachers, which have positive outcomes forall students in the schools, including theboys. Project activities are supporting girlswho are at risk of dropping out of schoolafter primary school completion.

Empowering Girlsthrough Education

Asia-Pacific

Employees from the Johnson & Johnson Family of Companies in Taiwan, including Janssen-Cilag, Johnson & JohnsonConsumer, Medical and Vision Care, partner with Hondao Elderly WelfareAssociation, a local nonprofit, on a Caring for the Aged Living Alone program to help address an urgent need to care for

Elderly Care Program Gains Traction in Taiwan

Johnson & Johnson (Hong Kong) companies support “Lively Children, Happy Parents,” a program providing supportive services and education to children with learning disabilities.More than 3,600 children and parents have participated in community education events over the last two years.

The program helps to raise the children’s motivation in learning Chinese and Englishand related learning skills. Through various group works, the children also learn how tocooperate with others and gain confidence. And, twice a month parents attend workshopsand education activities where they share their experiences and challenges raising childrenwho have learning disabilities.

“Lively Children, Happy Parents” in Hong Kong

an aging society. Volunteers provide varioushome care services, such as once-a-monthhome visits and a year-end day of housecleaning for seniors living alone.

Hondao offers a broad range of programsbeyond house cleaning and homecare services,such as “Meals on Wheels,” which provides4,800 nutritious meals for seniors living alone.




ASIA-PACIFIC HIGHLIGHTS• The Johnson & Johnson Asia-Pacific Contributions Committee and the Comprehensive AIDS Research Center of Tsinghua University

partnered on an HIV/AIDS education program that reached 14,000 female migrant workers.

• Johnson & Johnson sponsors a Sight for Kids program to bring prevention and treatment to kids with chronic eye trouble. Since2003, the Sight for Kids program has screened close to nine million children, referred over 250,000, and provided treatment to118,000 in Asia.

• Johnson & Johnson Consumer Thailand partners with the Life Skills Development Foundation to promote physical and psychologicalhealth and to provide education for children in underserved areas. The program plans to reach 2,200 children over the next two years.

A Johnson & Johnson Japan employee volunteerism program called “Bouquet ofVoices” offers a service that breaks downbarriers hampering visually impaired peoplein Japan from going online.

The program, co-initiated by the Japan Philanthropic Association and theJohnson & Johnson Japan ContributionsCommittee, fulfills voice book recordingrequests and then posts the edited record-ings on Koe no Hanataba, a popular Web site for the visually impaired. More than 200 volunteers record many of the readingsfor uploading onto the site. Visitors can simply click and listen to hundreds of audioresources from weekly magazines to novels.

Every three months, employees from Janssen-Cilag Korea spend an entire Saturday interacting with people suffering from mental diseases as part of Peace in Mind, an employeevolunteerism program launched by the company in 2002. The goal is to raise communityawareness of mental diseases, reduce stigma, and reintegrate people with the disease backinto the community. Employees volunteer their time and money on various community projects – including quarterly community-based events, a photo sharing network, and charity concerts – to work toward these goals.

Peace in Mind has reached more than 400 patients and conducted 27 community-basedevents over the past seven years.

“But the number is not that important,” says Sungha Jun, the program’s coordinator.“The most meaningful part is that Janssen’s employees and the patients have developedstrong and long-term relationships, which have meant better help for the patients and more community efforts to reduce the stigma associated with mental illness.”

Peace in Mind in Korea Bouquet of Voicesin Japan


17L O C A L R E S P O N S I B I L I T Y

Europe & Middle East

Ireland Employees Bring Joy at Special Olympics

In 2005, the Johnson & Johnson SpecialAchievers Club Program was launched to benefit the local Special Olympics organization in Munster. Participating companies – including Alza Ireland Limited,Cordis Cashel Limited, Centocor Biologics(Ireland) Limited, DePuy (Ireland) Limited,Janssen Pharmaceutical Limited, andVistakon Ireland Limited – provide financialand volunteer support. Johnson & JohnsonConsumer and Johnson & Johnson Medicalalso support the activities of the SpecialOlympics Eastern Region.

Since the partnership began, approximately 1,700 employees and familymembers have helped the local SpecialOlympics. Volunteers have assisted in organizing and running sporting events formore than 4,000 athletes. “The associationbetween the Special Olympics Munster program and the Johnson & Johnson companies is an extremely positive andrewarding experience for all involved,” says Ger Deegan, regional director, Special Olympics Munster.

Lifesaving Heart Surgeryfor ChildrenIn some parts of the world, children bornwith heart defects do not have access to the treatments they need to survive.

Mécénat Chirurgie Cardiaque Enfantsdu Monde, based in Paris, France, helps to save the lives of disadvantaged childrenfrom around the world by financing theiropen-heart surgery and coordinating their stay with a host family. With supportfrom Johnson & Johnson and Ethicon SAS, Mécénat has operated on more than1,400 children since the organization began in 1996.

In 2008, Mécénat expanded the pro-gram to six new medical centers in France.Mécénat is also providing specialized train-ing for surgeons who can then address theneeds of local children in their own countries.



Living Life without LimitsChildren with Type I diabetes in the United Arab Emirates can now manage their disease through their mobile phones.Johnson & Johnson partners with theEmirates Diabetes Society on the JuvenileDiabetes Education Center in Dubai toempower patients and their caregivers to take control of their diabetes. The first-of-its kind center opened in 2008.

The center provides free informationand support services for children betweenthe ages of 4 and 18 who have Type I diabetes, and offers the same for their parents, teachers, and school nurses.Hundreds of children benefit from the center’s services.


Johnson & Johnson and Janssen-Cilag Russiaare focusing on the growing HIV/AIDS epi-demic in Russia through prevention educa-tion, promoting treatment adherence, andreducing stigma. Local partnerships include:

• Quality of Life, in partnership with theDepartment of Social Protection and Laborin Moscow, developed the “ChildrenWithout AIDS” program to reduce the number of HIV infections in youth. Morethan 4,000 at-risk street children have been educated.

Educating Global Health Care Leaders

Johnson & Johnson, Tibotec PharmaceuticalsLimited and Janssen-Cilag Limited sponsorstudents from developing countries to attend the University of Oxford GlobalHealth Science program. Since 2005, Johnson & Johnson scholarships have supported 19 students from Brazil, TheGambia, Kenya, Mexico, Nigeria, Poland,South Africa, Sudan, Tanzania, Uganda,Ukraine, Vietnam, and Zambia.

The goal of the program is to developnew leaders who can disseminate the skills and principles of global health in theirhome countries. It provides teaching mod-ules in epidemiology, vaccinology, health careeconomics, health services research, and the treatment and management of tropicaldiseases and pandemics such as HIV/AIDS.

Victor Guma, a former student and doctor from Sudan says, “Attending the program has transformed my perspective. I will use the knowledge I have accumulatedhere to contribute towards the developmentof the health system in south Sudan.”

EUROPE & MIDDLE EAST HIGHLIGHTS

• INSEAD and Johnson & Johnson launched the Middle East Health Leadership Program.

• The Czech Donors Forum recognized Johnson & Johnson for social responsibility in the Czech Republic.

• Johnson & Johnson was awarded Best Sustainability Initiative in Italy by the Sodalitas Foundation.

• CSR Europe and Johnson & Johnson collaborated to develop a Wellbeing in the Workplace guidebook.

• Transatlantic Partners Against AIDS/Global Business Coalition on HIV/AIDS,Tuberculosis and Malaria (TPAA/GBC) conducted a roundtable on prevention andtreatment on HIV prevention and treatmentamong intravenous drug users, and heldawareness training for journalists.

• The Community of People Living with HIVstrengthened the capacity of HIV patients’groups with training on treatment andadherence for peer counselors, and manage-ment training for organization managers.

Addressing the HIV/AIDS Epidemic in Russia


L O C A L R E S P O N S I B I L I T Y

“I have a great life and should be thankful for being so blessed,” says Marcia Lourido, theNorthern Region Contributions Coordinator in Latin America, and general management assistant at Johnson & Johnson de Colombia. “Some way to pay it back is to help others and try to improve their quality of life.”

Three years ago, Marcia created a volunteer support program for employees of threeJohnson & Johnson companies in Colombia – Janssen-Cilag, Johnson & Johnson Medical, and Johnson & Johnson Consumer. “Actos de Corazón” (“Acts of Heart”) fosters employeeparticipation through monetary contributions, donation campaigns, and volunteer work. More than 100 employees volunteered and donated thousands of dollars in 2008, helping several local charities.

Employee Volunteers in Colombia Have “Acts of Heart”

Enabling Quality Education in VenezuelaASOPICA, a foundation providing basic lifeskills and nutrition education for children inVenezuela, runs a program in La CoromotoCounty that teaches children life skills, supports cultural and recreational programs,fosters environmental conservation, andencourages children to continue with their studies. In alliance with the Company’sMedical Devices & Diagnostics business inVenezuela, ASOPICA supports 80 studentsfrom La Coromoto School with school supplies and uniforms.

Reducing HIV Infections through EducationJohnson & Johnson supports a program in San Juan, Puerto Rico, to reduce the risk of HIV infection among adolescents. In theGreater San Juan area, drug use and riskysexual behaviors greatly increase the HIVprevalence, especially among teenagers.

Iniciativa Comunitaria de Investigaciónprovides education and prevention servicesin local communities. Through local mediaand art activities, the program raises aware-ness about the dangers of drug use and educates on sexually transmitted diseases,including HIV/AIDS. In 2008, the programreached nearly 1,000 teens.

Support for the HIV/AIDS Community In Argentina, many people living with HIV/AIDSare suffering in poor living conditions.

Johnson & Johnson has partnered with Fundación Huesped, Argentina’s mostwidely recognized nonprofit whose majortask is to fight against HIV/AIDS, andlaunched a program to provide medical services and a variety of detections and inter-ventions for people affected by the disease.

The program trains public health professionals and social workers from localunderserved communities to provide counseling, HIV testing, education sessionsand prevention activities. More than 10,000people have benefited.

LATIN AMERICA & CARIBBEAN HIGHLIGHTS • Johnson & Johnson de Colombia and Bogota’s Poltecnico International School launched a new “Bridge to Employment” mentoring

program to benefit secondary school students considering careers in health care.

• The Company supported “Action for Family Health,” a program in Haiti that provided health and nutrition screenings for 10,500 underserved children.

• Johnson & Johnson supports a four-year CASA Midwifery School fellowship program for 10 young women in Mexico, providing comprehensive professional education to improve health care for new moms and newborns in rural areas.

• With the support from Johnson & Johnson, Amigos, a nonprofit in Venezuela, helped 140 children and their families affected by cancers.

Latin America & Caribbean

19




Interactive Learning Fosters Interest in Science

The Liberty Science Center (LSC) offersan innovative learning environment thataims to strengthen communities throughthe exploration of nature, humanity, andtechnology. Johnson & Johnson supportsseveral education-based programsin New Jersey that spread knowledgeof science to young people and connectstudents interested in science careerswith industry professionals.

LSC’s Young Learner Lab developsand promotes the inner scientist in childrenages two to eight. LSC’s Partners in Scienceprogram pairs gifted 11th and 12th graders

Did you know just one handful of mud from the wetlands of the San Francisco Baycontains up to 40,000 organisms, that nearly50 percent of all endangered species rely onwetlands, and that the United States losesabout 60,000 acres of wetlands each year?

“San Francisco Bay is our resource andlocal treasure,” says Melanie Grubman, fieldeducator at Save the Bay (STB), an organiza-tion working exclusively to protect, restore,and educate on San Francisco Bay since 1961.

Three-dozen employees from LifeScan,Inc.’s U.S. Marketing and EnvironmentalAffairs teams and their business partners volunteered with STB to restore the EdenLanding Wetlands Preserve in Hayward,Calif., which has not been an active wetland for 100 years. Volunteers collectedand planted 850 native plant seeds, cleaned up the shoreline, and removed 20 non-native plants.

“This is a way to serve the communitiesin which we live and work in a direct andmeaningful way,” says Andrew Wolf, a LifeScan employee and STB volunteer.

The University of Medicine & Dentistry of New Jersey (UMDNJ) brings health care to inner-city areas of New Jersey through a mobile health unit, offering comprehensive healthcare to the uninsured.

The mobile health unit, supported by Johnson & Johnson, travels to New Jersey cities with nurses, physicians, emergency medical technicians and a social worker, performing physicalexams and health screenings, and diagnosing, treating and managing common illnesses.

“More children than ever are having difficulty getting the health care they need,” says Dr. Irwin Redlener, president of the Children’s Health Fund, which donated the van. “This New Jersey project ensures that our children can be at their healthiest so they can grow anddevelop into healthy adults.”

LifeScan EmployeesHelp to Save the Bay

Mobile Health Unit Provides Careto Uninsured in New Jersey

NORTH AMERICA HIGHLIGHTS• More than 1,000 Head Start directors have graduated from the Head Start - Johnson & Johnson Management Fellows Program

over the past 18 years. In 2008, UCLA hosted 100 alumni to discuss public policy and the future of the Head Start program.

• The Johnson & Johnson-Dartmouth Community Mental Health Program helped 6,500 adults with mental illnesses findcompetitive employment.

• The Johnson & Johnson School Health Leadership Program continues to reduce risky behaviors among youth through healtheducation programs led by school nurses. For more than 20 years, nurses have been trained on the causes of teen risk behaviorand best practices in health education.

North America

with professional scientists and engineerswho serve as mentors to inspire students topursue careers in science.

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21L O C A L R E S P O N S I B I L I T Y

In the News

KENYA, NEPAL, THE DEMOCRATIC REPUBLIC OF CONGO

Innovative Health and Biodiversity Partnership Launches

Johnson & Johnson, the World Wildlife Fund (WWF), and the United States Agency forInternational Development (USAID) announced a three-year partnership to integrate health, population and environmental needs for rural communities in Kenya, Nepal and theDemocratic Republic of Congo. The partnership will benefit thousands of people through activities that include obstetric health, HIV/AIDS education and family planning, conservationeducation, and community-based natural resource management.

Johnson & Johnson has worked with the WWF since 2003 in remote regions where natural resources are often threatened and community health at risk.

SOUTH AFRICA

High Accolades for Burn Treatment Center

Thousands of South Africans live in cramped conditions and rely on highly flammable liquids and open flames for heating and cooking. Burns are the leading cause of unnaturaldeaths for children.

Nearly 20 years ago, the Johnson & Johnson Family of Companies partnered with Baraand the Wits Medical School at the Chris Hani Baragwanath Hospital and the University ofWitwatersrand in Soweto to open a burn treatment facility now considered one of the best in the world, treating about 1,500 people a year.

The Company received the American Chamber of Commerce Star of Africa award for its commitment to health and wellness in South Africa in 2008 and was nominated for theSecretary of State award for Corporate Excellence.

SOUTH AFRICA

mothers2mothersPartnership ReceivesGlobal RecognitionJohnson & Johnson was honored by theGlobal Business Coalition (GBC) onHIV/AIDS, Tuberculosis, and Malaria with the GBC Award for Business Excellence onHIV/AIDS Addressing Women and Girls. The award was the first of its kind bestowedupon a company by GBC, in recognition ofthe Company’s philanthropic efforts andpartnership with mothers2mothers (m2m).

m2m provides education for HIV-positive pregnant women to preventmother-to-child transmission of the disease,and trains new HIV-positive mothers to mentor other HIV-positive pregnant womenin the program. The Company’s partnershipwith m2m began in 2005, and has sinceexpanded to 15 sites in South Africa. m2mserved more than 6,000 HIV-positive mothers-to-be at these locations in 2008.

Medical Mission Packsfor Volunteer Physicians

Johnson & Johnson, Ethicon, Inc., andJohnson & Johnson Vision Care, Inc. partnered with MAP International to pro-vide various customized medical supplypacks to physicians who donate their professional skills in support of overseasmedical missions, under the direction of aqualified charitable nonprofit organization.

MAP International manages theMedical Mission Packs program using its network of organizations that deliver medical services and understand whichproducts are permitted into countriesserved. MAP distributed 850 MedicalMission Packs in 2008.



Disaster Relief

Crisis in Darfur

As tensions continue to escalate in Darfur,Sudan, hundreds of thousands of vulnerablepeople are looking for lifesaving servicesstemming from the violence and chaos.The Company collaborated with variouspartners, including AmeriCares, the IRC,MAP International, and UNICEF, to supporthealth care, clean water and sanitationservices. The Company also supported pro-grams for children and youth, gender-basedviolence prevention and response, andprotection and rule-of-law programmingin internally displaced persons camps andhost communities across Darfur.

Post-ElectionViolence in Kenya

Widespread protests and violence followinga controversial presidential election ledto a humanitarian crisis in Kenya, manydeaths, thousands of displaced families,and a strain on the country’s food supply.Johnson & Johnson provided grants andproduct donations to its partners. TheAfrican Medical Research and EducationFoundation received support to assist inre-establishing health care, clean water andsanitation facilities for all who were displaced.Donated Johnson & Johnson products forsanitary protection, hygiene, and basichealth care were distributed by Direct ReliefInternational and MAP International.

Hurricanes in theCaribbean andU.S. Gulf CoastA series of deadly hurricanes – Gustav,Hanna, and Ike – hit the Caribbean andthe U.S. Gulf Coast leaving extensivedamage and thousands of displaced people.Johnson & Johnson companies collaboratedwith several relief organizations to providesignificant cash donations for the purchaseof food, water and clothing. Additionally,AmeriCares, Catholic Medical MissionBoard, Direct Relief International, andHeart to Heart International distributedlarge quantities of Johnson & Johnsonconsumer products and medical suppliesto affected areas.

Cyclone in Myanmar

Johnson & Johnson partnered with multipleorganizations on disaster relief followingthe devastation of Cyclone Nargis, includingthe International Rescue Committee (IRC),UNICEF and World Vision. All respondedimmediately, focusing on securing emer-gency response teams in Myanmar, andproviding lifesaving care, essential reliefsupplies and support for thousands whowere affected. They distributed aid forfood and temporary shelter, blankets andclothing, and sanitary kits.

Several major disasters devastated many lives throughout the world

in 2008. In keeping with Our Credo, and with help from our numerous

key partners, the Johnson & Johnson Family of Companies responded

to 17 disasters in more than 20 locations. From the civil unrest in Africa,

to flooding in South America, to earthquakes and cyclones in Asia, to

hurricanes in the Caribbean and U.S., product and monetary support

from the Family of Companies assisted thousands who were affected.

AIDING THOSE IN NEED

Earthquake in China

After a 7.9 magnitude earthquake struck the Sichuan and Shanxi Provinces of China, theJohnson & Johnson Family of Companies responded immediately with product and mone-tary donations from affiliates in China and around the world. Our companies partneredwith the Red Cross of China, UNICEF, Project HOPE and Save the Children in respondingto acute needs, and in helping with sustained, long-term rebuilding efforts. Our long-termgoals include rebuilding basic health infrastructure, developing a center for rehabilitativemedicine with a focus on post-disaster trauma, assisting displaced women and menrebuilding their lives, and engaging employees in volunteer rebuilding efforts. Additionally,Johnson & Johnson Chairman and CEO William C. Weldon co-led the U.S. government’spublic-private partnership mission to China to explore long-term rebuilding efforts.


23

The Company manages its ContributionsProgram within guidelines approved by theJohnson & Johnson Executive Committee.In 2008, total giving of $510.3 million represented an increase of about one percent above 2007 giving of $509.9 milliondollars, consistent with our continuing commitment to our philanthropic and patientassistance programs. Our Contributionsbudget is established well before the start ofeach fiscal year; our giving as a percent ofyear-end pretax income thus varies fromyear to year, as fluctuations in year-end pretax income become apparent. For 2008,our giving represented 3.0 percent of annualworldwide pretax income.

2008 Contributions Financial Statement

In 2008, the Johnson & Johnson ContributionsProgram continued to have an impact onworldwide health care issues. In all areas of philanthropy, Johnson & Johnson empha-sized initiatives supporting mothers, children,families, and communities. The Company’sefforts focused on saving and improving lives,building health care capacity, and preventingdiseases and reducing stigma. Beyond theCompany’s global approach to giving,Johnson & Johnson companies supportedcommunities based on local needs. Duringthe year, Johnson & Johnson partnered with hundreds of local, regional, and globalorganizations on 650 philanthropic programsaround the world, contributing $510.3 millionin cash and product.

Our U.S. companies made cash contributionstotaling $132.2 million in 2008, including$14.2 million allocated through theCompany’s U.S. Matching Gifts program. In 2008, Johnson & Johnson double matchedcontributions made by employees andretirees up to $10,000 to qualified nonprofit501c3 organizations in the U.S. Outside the U.S., another $12.6 million in cash wasdonated to programs during the year throughour global affiliates. Johnson & Johnson companies made $365.5 million in non-cashcontributions in 2008.

20082004 2005 2006 2007

3.0

4.1 4.33.7 3.8

TOTAL GIVING AS A PERCENT OFWORLDWIDE PRETAX INCOME

Johnson & Johnson companies also made $365.5 million in non-cash contributions in2008. Product donations are reported at fair market value, which is consistent withthe reporting methods of nonprofit organi-zations. Of this total, $280.6 million ofselected pharmaceutical products was contributed to needy patients in the U.S.during 2008. Over the past three years, ourcompanies provided more than 3.1 millionunits of medicine to nearly 477,000 U.S. patients. The balance of non-cash contributions went to private voluntaryorganizations that assist medically under-served people in developing countries and provide emergency disaster relief.

The Company contributed $144.8 million in cash to organizations in the U.S. andabroad. At the Corporate level, $79.9 millionwas distributed to programs and projectsapproved and monitored by the CorporateContributions Committee. Johnson & Johnsonoperating companies in the U.S. gave $52.3 million in cash gifts, primarily to local organizations in locations where theyhave a presence. Outside the U.S., another $12.6 million was donated to programs during the year through the global affiliates.

CORPORATE &U.S. OPERATING

COMPANIESCASH GIVING*

$132.2

INTERNATIONALOPERATING COMPANIES

CASH GIVING

$12.6

PRODUCT & OTHERNON-CASH GIFTS

$365.5

2008 Cash Gifts and Product ContributionsTotal Giving: $510.3 Million($U.S. Millions)

*U.S. giving was done through the Johnson & Johnson Family of Companies Contribution Fund. Cash givingwas distributed to more than 50 countries.

NON-CASH CONTRIBUTIONS($U.S. in Millions)

365.5406.9 419.4

370.3

464.5

20082004 2005 2006 2007

CASH CONTRIBUTIONS($U.S. in Millions)

121.8

10.0

47.2

64.6

48.6

78.4

29.3

86.1

52.3

79.9

34.2

83.2

10.0 10.0 12.6 12.6

127.4139.6 144.8

125.4

2004 2005 2006 2007 2008

CORPORATEU.S. OPERATING COMPANIESINTERNATIONAL OPERATING COMPANIES

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Regional teams provide guidanceand strategic direction based onlocal needs.

AFRICA

Roger CrawfordExecutive Director Government Affairs & PolicyJohnson & Johnson South Africa

Myriam Haxaire-TheeuwesProject Leader, Tibotec BVBA, Belgium

Rene KiambaManager, Sub-Saharan AfricaJohnson & Johnson Family of Companies Contribution Fund

Ben KonateCountry Manager, Sub-Saharan AfricaLifeScan, Inc.

Steve MburuEast African Regional ManagerJohnson & Johnson Professional Export

Mukesh Mehta Chairman & Group CEOPhillips Pharmaceuticals Ltd.

Alfred E. OsborneSenior Associate DeanUCLA Anderson School of Management*

Anchilla OworMedical Scientific Liaison ManagerTibotec-Virco, Belgium

Carole RuffellTibotec Global Access, Africa

Victor TabbushAdjunct Professor, Business EconomicsUCLA Anderson School of Management*

ASIA-PACIFIC

Benjamin Q. Avancena (retired April 2009)Chairman of Asia-Pacific Contributions CommitteeInternational Vice PresidentJohnson & Johnson Medical North Asia

Jean AccadPresidentJohnson & Johnson Vision CareAsia-Pacific

Vaiheesh Annaswamy Managing DirectorJohnson & Johnson Medical, India

Angela ChangManaging DirectorJohnson & Johnson Taiwan Ltd.

Farrukh FayyazGeneral ManagerJohnson & Johnson Pakistan (Private) Limited

Jeffrey Stewart Go Managing DirectorP.T. Johnson & Johnson Indonesia

Seow-Ping GohGeneral ManagerJohnson & Johnson Medical Singapore

Anil IyerChief Representative & General ManagerJohnson & Johnson Medical Vietnam

Max JohnstonPresidentJohnson & Johnson Pacific Pty. Limited

Joyce LeeManaging DirectorJohnson & Johnson Malaysia

Somgiat MahapunManaging DirectorJanssen-Cilag Thailand and Indochina

Morihiko OtakiPresidentJohnson & Johnson Vision Care CompanyJapan

Sae Yul ParkManaging DirectorJohnson & Johnson Medical Korea Ltd.

Zinnia S. Rivera Managing DirectorJohnson & Johnson Philippines, Inc.

Wen Jian XieManaging DirectorJohnson & Johnson Medical China Ltd.

Ko Yeung YipGeneral ManagerJohnson & Johnson Medical Hong Kong

EUROPE, MIDDLE EAST, NORTH AFRICA

Dirk CollierCorporate Social ResponsibilityCommittee ChairmanBoard Member and Vice PresidentAdministrationJanssen Pharmaceutica, Belgium

Wim BoogaertsArea Managing Director Middle East, North AfricaLifeScan, United Arab Emirates

David BrickwoodVice PresidentInternational Government Affairs, EuropeJohnson & Johnson, United Kingdom

Dirk BrinckmanAssistant General CounselJohnson & Johnson, Belgium

David CoatesGeneral ManagerLifeScan, Central Eastern Europe,Switzerland

Birgit ConixVice President Business ServicesMedical Devices & Diagnostics EMEA,Belgium

Christian De La PorteMedical Director and Public AffairsDirectorJanssen-Cilag, Belgium

Jane GriffithsInternational Vice President Area NorthJanssen-Cilag, EMEA, United Kingdom

Nikos KefalasManaging DirectorJanssen-Cilag, Greece

Jacques LambertManaging Director Business Service MD&D (France)Ethicon France

Marcel Mangen (retired December 2008)Executive Vice PresidentPublic Affairs & CommunicationsJanssen-Cilag, Germany

Karen MansonVice President, CommunicationsTibotec-Virco, Belgium

Fergal McGarryManaging DirectorJohnson & Johnson (Ireland) Limited

Colin MorganManaging DirectorJohnson & Johnson Medical, UnitedKingdom

Pauric O’GradyBusiness in the Community, IrelandFormer Managing DirectorJohnson & Johnson Medical, Ireland

STAFF

Michael J. Bzdak, Ph.D.Director, Corporate Contributions

Li ChunmeiManagerJohnson & Johnson Pediatric Institute, L.L.C.

Virginie DelwartManagerCorporate Social ResponsibilityEurope, Middle East

Joanne FillweberManager, Corporate Contributions

Anu Gupta, M.D.Director, Corporate Contributions

Alexandra HernandezContributions Coordinator Latin America

Don LeibSenior Contributions Analyst

William Lin, Ph.D.Manager, Corporate Contributions

Joy Marini, MSPA-CDirector, Corporate Contributions

Rick A. Martinez, M.D.Director, Corporate ContributionsDirector, Latin America Contributions

Leila MuellerHumanitarian Assistance/Product GivingSpecialist

Conrad PersonDirector, Corporate ContributionsDirector, Africa Contributions

Bonnie J. PetrauskasDirectorCorporate Contributions

Denis RobsonDirectorAfrican Affairs

Katsura TsunoDirectorCorporate ContributionsAsia-Pacific

Frank WelvaertDirectorCorporate Social ResponsibilityEurope, Middle East

Lillienne YeungDirectorCorporate Contributions

CORPORATE CONTRIBUTIONS COMMITTEE

Brian D. PerkinsChairmanCorporate Vice PresidentCorporate Affairs

Supratim Bose (retired March 2009)Company Group ChairmanSurgical Care GroupAsia-Pacific

Sharon D’Agostino Vice PresidentWorldwide Corporate Contributions &Community Relations

Kaye I. Foster-CheekCorporate Vice PresidentHuman ResourcesExecutive Committee Member

Colleen A. GogginsWorldwide ChairmanConsumer & Personal Care GroupExecutive Committee Member

Raymond C. JordanCorporate Vice PresidentPublic Affairs & CorporateCommunication

Jose Antonio Justino International Vice President Consumer Group, Johnson & Johnson, EMEA

Donna Malin Assistant General CounselVice President Law Worldwide Vision Care Franchise

David NortonCompany Group ChairmanPharmaceuticals Group

Jose V. Sartarelli, Ph.D.Company Group ChairmanPharmaceuticals GroupAsia-Pacific, Japan, Latin America

Nicholas J. ValerianiVice President Office of Strategy & GrowthExecutive Committee Member

2008 Worldwide Contributions Committees

Based in the U.S., the Corporate Contributions Committee sets overall philanthropy strategy and direction for the Company. The contributions staff provides guidance on key regional and global initiatives.

* Our Africa Contributions Committee includes a few external partners – a distribution partner (Phillips Pharmaceuticals Ltd.) and an educational partner (UCLA Anderson School of Management)


Jiri PavlicekManaging DirectorJohnson & Johnson Medical,Czech Republic

Massimo ScaccabarozziManaging DirectorJanssen-Cilag, Italy

Pericles StamatiadesCompany Group Chairman, Beauty CareJohnson & Johnson, Greece

Stefan SzynakaVice PresidentJohnson & Johnson MD&D EMEA, United Kingdom

Christian VerbeeckInternational Vice PresidentJanssen-Cilag ESEM, Belgium

Neil WoodRegulatory Marketing ControllerMD&D EMEAJohnson & Johnson Medical, United Kingdom

LATIN AMERICA

Antonio FerreiraInternational Vice PresidentMD&D Group, Johnson & Johnson, Latin AmericaChairman, Latin America Contributions Committee

Marcos CortesGeneral ManagerJanssen-Cilag Farmaceutica Ltda.Brazil

Fernando FolladorVice President, Human Resources Consumer Group, Johnson & Johnson, Latin AmericaBrazil

Walter GrundyArea Vice President, West & South Consumer Group, Johnson & Johnson, Latin AmericaArgentina

Martha LianoVice President, Human ResourcesMD&D Group, Johnson & Johnson, Latin America

Antonio MarquesRegional Vice President Northern Region / EthiconJohnson & Johnson Medical Colombia Colombia

Gustavo MolinaManaging Director Argentina, Uruguay, Paraguay and BoliviaJohnson & Johnson de ArgentinaArgentina

Rosana PadillaManager DirectorJohnson & Johnson Panama S.A. Panama

Carlos Rivera-VelezDirector OperationsCordis CorporationPuerto Rico

Suzan RivettiManaging Director, Vice President Health Care and OTC for LAJohnson & Johnson Ind. E Com. Ltda.Brazil

Luis Pedro ValdésRegional Vice President Mexico/DePuyJohnson & Johnson Medical Mexico, S.A. de C.V.Mexico

The following trademarks, service marks, and trade names of Johnson & Johnson and its companies appear in this report:

Alza Ireland Limited; Cordis Cashel Limited; Centocor Biologics (Ireland) Limited; DePuy (Ireland) Limited; Ethicon, Inc.;Ethicon SAS; Janssen-Cilag Korea; Janssen-Cilag Limited; Janssen-Cilag Taiwan; Janssen-Cilag Russia; Janssen PharmaceuticalLimited; Johnson & Johnson de Colombia; Johnson & Johnson Consumer Taiwan; Johnson & Johnson Consumer Thailand;Johnson & Johnson (Hong Kong); Johnson & Johnson Medical Taiwan; Johnson & Johnson Middle East; Johnson & JohnsonVision Care, Inc.; LifeScan, Inc.; Tibotec; Tibotec Pharmaceuticals Limited, and Vistakon Ireland Limited.

The following trademarks, service marks, and trade names of other organizations also appear in this report:

Academy for Educational Development; Addis Ababa Fistula Hospital; African Medical and Research Foundation (AMREF); Aga Khan Development Network; Alabama Department of Senior Services; Alianza Para Un Puerto Rico Sin Drogas; AmericanChamber of Commerce; AmeriCares; Amigos; ASOPICA; Bara and the Wits Medical School; Brandeis University; CASA MidwiferySchool; Catholic Medical Mission Board; Children’s Health Fund; Chris Hani Baragwanath Hospital; Community of People Living with HIV; Consumer Safety Institute (Netherlands); CSR Europe; Czech Donors Forum; Direct Relief International; EarlyChild Care and Development; Emirates Diabetes Society; Ethno-Medical Center e.V.; European Child Safety Alliance; FundaciónHuesped; Fundación Kaleidos; Ghana Institute of Management and Public Administration; Global Business Coalition onHIV/AIDS, Tuberculosis, and Malaria; Hamlin College of Midwifery; Head Start; Heart to Heart International; HIVSA; HondaoElderly Welfare Association; Huaxi Hospital; Iniciativa Comunitaria de Investigación; INSEAD; Integrated Midwives Association;International Health Exchange and Cooperation Center; International Rescue Committee; Japan Philanthropic Association;Juvenile Obesity and Healthy Lifestyle Program; Kenya Medical Training College; Liberty Science Center; Life Skills DevelopmentFoundation; Management Development Institute; MAP International; Mécénat Chirurgie Cardiaque Enfants du Monde; Medical and Surgical Skills Institute; Middle Alabama Area Agency on Aging; Ministry of Health of China; mothers2mothers;Mwechi-Mukuru Women Empowered and Community Health Initiative; Nankana Hospital; National AIDS Fund; NawaLife Trust;Neighborhood House; Peace in Mind; Politecnico International School; Project HOPE; Quality of Life; Red Cross of China; Rosalyn Carter Institute for Caregiving; Saudi Ministry of Health; Save the Bay; Save the Children; Sichuan University; Sight for Kids; Sikiliza Leo; Society for the Arts and Healthcare; Sodalitas Foundation; SOS Children’s Villages; Special Olympics; Total Control of the Epidemic Campaign; Transatlantic Partners Against AIDS; Tsinghua University; UCLA; UNIBES; UNICEF;United Arab Emirates Ministries of Health and Education; University of Alabama; University of Medicine & Dentistry of New Jersey; University of Oxford; University of Witwatersrand; USAID; War on Worms; World Education Inc.; World HealthOrganization; World Vision; World Wildlife Fund, and Zavod EMMA.

Photo credits: Eric Don-Arthur (p. 7), Hilary Duffy (p. 19), Ivo Faber (p. 4), Andrea Kane (p. 20), Alice Keeney (pp. 10-11), Michel Monsay (p. 9), Project HOPE (p. 13), UCLA (p. 8), and ©UNICEF/1308/Anita Khemka (p. 5). Johnson & Johnson partners with the International Center of Photography (ICP), New York, on a fellowship program that offers emerging photographers opportunities to build their portfolios. Thanks to these ICP Fellows for their contributions: Myriam Abdelaziz (p. 14; p. 15, left; p. 21), Toni Greaves (cover; pp. 17-18), Mark Manley (p. 12), and Tiana Markova-Gold (pp. 2-3; p. 15, right; pp. 16 and 22; inside back cover).

“Checkmark-and-tree” logo ©1996 Forest Stewardship Council

This report is printed on paper made from 100% post-consumer fiber, certified under the Forest Stewardship Council guidelines and manufactured with wind-generated energy.

© Johnson & Johnson Services, Inc. 2009

Visit www.jnj.com to learn more about the Company’s Contributions Program.

C A R I NGA L E G A C Y O F

More Than 100 Years of Giving

Inspired by Our Credo Responsibility to Communities

Our primary focus is on making life-changing, long-term differences in human health by targeting the world’s major

health-related issues. We work to fulfill this, and other philanthropic efforts, through community-based partnerships.

The Company’s efforts focus on:

• Saving and improving the lives of women and children,

• Building the skills of people who serve community health needs, primarily through education, and

• Preventing diseases and reducing stigma and disability in underserved communities where Johnson & Johnson

has a high potential for impact.

The following pages highlight a few examples of how this approach translates into action for those most in need.

O N T H E C O V E R For more than 10 years, Johnson & Johnson has supported Mécénat Chirurgie Cardiaque Enfants du Monde, anorganization based in Paris, France, that helps to save the lives of disadvantaged children by financing their open-heart surgery and coordinating their stay with a host family. This image depicts the playful spirit of a Laotian girl and her surrogate father during an initial visit at Mécénat. To learn more about this organization, see page 17.

76442_Cvr_r4.qxd:6248_Report_Covers1 4/8/09 8:20 PM Page 2

12One Johnson & Johnson Plaza

New Brunswick, New Jersey 08933

O U R C R E D O

We 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.

W O R L D W I D E CO N T R I B U T I O N S P R O G R A M R E P O R T 2 0 0 8

12

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