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The 2014 Trust Annual Report `A Year of Making it Happen’ is now available, showcasing the inspirational work that the Trust and J&J Operating Companies across EMEA, are making to deliver a long-term, sustainable impact to human health. The Annual Report details the achievements and outcomes of 2014 programs and partnerships delivered across the Trust’s four focus areas: Partnerships Knowledge Transfer & People Engagement Discovery & Development Trust Services These include the Trust Secondment Strategy Program which enables selected J&J employees to give back in a unique way; Advancing Health Alliance which challenges traditional ways of thinking to advance health services and delivery, and the new Partnership Framework which resulted in the Trust investing £680,000 in co-funding with J&J OpCos to support 19 partnership programs across 16 countries in EMEA in 2014. For more information, please visit our website www.jjcct.org.
Citation preview
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 6
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 7
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 9
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 10
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 11
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 12
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 13
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 14
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 15
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 16
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 17
“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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 18
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 19
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 20
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 21
“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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 22
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 23
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 26
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 27
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 29
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 32
“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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 33
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 36
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 37
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 39
“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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 42
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 43
“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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 44
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 45
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 46
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 47
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 48
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 49
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 50
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 51
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 52
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 53
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 54
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
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 55
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
BALANCE AT1 JANUARY 2014
£
INCOMINGRESOURCES
£
RESOURCESExPENDED
£
BALANCE AT31 DECEMBER 2014
£
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
BALANCE AT1 JANUARY 2014
£
INCOMINGRESOURCES
£
RESOURCESExPENDED
£
BALANCE AT31 DECEMBER 2014
£
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.
JOHNSON & JOHNSON Corporate Citizenship Trust 2014 56
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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