At Johnson & Johnson, Our Credo outlines our responsibility to create an inclusive workplace and respect the dignity and diversity of all people. Our DEI strategy has enabled us to build diverse teams and an inclusive environment that values different perspectives, backgrounds and life experiences.
A true culture of inclusion that enables respect and dignity to flourish is rooted in being open to understanding and welcoming people from different cultures, backgrounds and perspectives.
We incorporate DEI into inclusive research and development in ways that contribute directly to innovation, growth, business performance and equitable health outcomes.
At Johnson & Johnson, Our Credo outlines our responsibility to create an inclusive workplace and respect the dignity and diversity of all people. Our DEI strategy has enabled us to build diverse teams and an inclusive environment that values different perspectives, backgrounds and life experiences.
A true culture of inclusion that enables respect and dignity to flourish is rooted in being open to understanding and welcoming people from different cultures, backgrounds and perspectives.
We incorporate DEI into inclusive research and development in ways that contribute directly to innovation, growth, business performance and equitable health outcomes.
Our approach to DEI at Johnson & Johnson is continually evolving, just as the world evolves, with perceptions and priorities changing in response to social, political, demographic and other dynamics. At its core, DEI has always been embedded in our way of life at Johnson & Johnson. Over the years, we have sharpened our focus, better articulated our approach and developed stronger tools to lead, manage and monitor our performance and impact. In 2017, we launched our first global DEI strategy that has enabled us to align our focus on DEI and embed a vision, mission and definition that resonated globally. In 2018, we updated Our Credo to reinforce our commitment to DEI with the words: “We must provide an inclusive work environment where each person must be considered as an individual. We must respect their diversity and dignity and recognize their merit.” In 2020, Johnson & Johnson launched Our Race to Health Equity to help eradicate health inequities for people of color, following the year’s events that spotlighted how racism and the COVID-19 pandemic exacerbated inequitable access to healthcare. In 2021, we evolved our DEI strategy to further power our progress in the coming years.
Our DEI milestones
Learn more about how DEI has shaped our story.
Image courtesy: Johnson & Johnson Archives.
Johnson & Johnson is founded in 1886; eight of the first 14 employees are women.
Image courtesy: Johnson & Johnson Archives.
First female scientistis hired in 1908. Eight out of 36 department supervisors are women.
Image courtesy: Johnson & Johnson Archives.
During the 1910s, Johnson & Johnson advertising materials were created in 15 languagesin the United States.
Image courtesy: Johnson & Johnson Archives.
In 1930 Johnson & Johnson opened operating companies in Mexico and South Africa, followed by Brazil and Argentina in 1937.
Image courtesy: Library of Congress, Prints & Photographs Division, photograph by Harris & Ewing, [reproduction number, e.g., LC-USZ62-123456]
Amidst the Great Depression, General Robert Wood Johnson advocates for the 30- to 40-hour work week; offers a 5% wage increase in 1933.
Image courtesy: Johnson & Johnson Archives.
Our Credo is drafted in 1943, outlining our commitments, values and how we must operate responsibly.
Image courtesy: Johnson & Johnson Archives.
Johnson & Johnson opened its first operating company in India in 1957.
Image courtesy: Johnson & Johnson Archives.
Johnson & Johnson becomes a partner in the US president Johnson’s 1964 Plans for Progress dedicated to elimination of employment discrimination.
Image courtesy: Johnson & Johnson Archives.
Nancy Lane, in 1976, becomes first female and first Black/African American Vice President.
Named a Best Place to Work for working mothers by Working Mother Magazine in its 1985 inaugural listing and included every year for more than 30 years.
Image courtesy: Johnson & Johnson Archives.
Johnson & Johnson becomes the first western healthcare company to open an operating company in China in 1985.
Image courtesy: Johnson & Johnson Archives.
Global Bridge to Employment program geared towards high school students in underserved communities launches in 1992.
Our Global Supplier Diversity and Inclusion Program established in 1998.
Employee benefit plans in 2003 include same sex partners.
“Gender Identity and Expression”is added in 2005 to non-discrimination policy.
Benefit Plans expanded in 2009 to include transgender employees.
Joined the Billion Dollar Roundtablein 2011, spending at least US $1 billion annually with certified minority and women owned businesses.
Launched WiSTEM2D initiative (Women in Science, Technology, Math, Manufacturing and Design) in 2015
First inclusion indexbecomes part of annual Our Voice Employee Survey in 2017.
Ranked as #1 Company for Diversityby DiversityInc in 2018 and best place to work for Disability Inclusion by Disability:IN Disability Equality Index.
In 2019, launched the Experienced Military Veteran Leadership Development Program and the Center for Health Worker Innovation with a US $250 million commitment from the Johnson & Johnson Family of Companies and Johnson & Johnson Foundation.
Johnson & Johnson is the only company to endorse the Black Maternal Health Momnibus Act and in 2020 becomes a co-founder of the Equitable Maternal Health Coalition.
In 2020 Johnson & Johnson announced $100 million in commitments and collaborations over the next five years to invest in and promote health equity solutions for communities of color in the United States.
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Our Evolved Enterprise DEI Strategy
We firmly believe that DEI is both a moral and business imperative. DEI accelerates our ability to meet the changing needs of the communities we serve as we deliver Our Purpose to profoundly change the trajectory of health for humanity. The COVID-19 global pandemic and recognition of racial and social injustices has changed the world forever. Patients, consumers, employees and shareholders are demanding greater transparency and accountability to accelerate progress around DEI.
Research consistently shows that companies with diverse leadership and inclusive cultures deliver superior performance across a range of metrics, including profitability, innovation and other business outcomes.
Companies in the top quartile for diversity are more likely to outperform their peers:2
25%
Outperformance with executive-level gender diversity
36%
Outperformance with executive-level ethnic diversity
Diverse and inclusive companies are:3
8x
more likely to achieve better business outcomes
6x
more likely to be innovative and agile
2x
more likely to meet or exceed financial goals
In a multifaceted and inclusive process, we used internal and external insights to help us understand how our employees are experiencing our culture. We held workshops to explore new ideas and partnered with Johnson & Johnson leaders to co-create a refreshed strategic framework. Building on our progress, our evolved DEI strategy focuses on ensuring current global and local relevance, recognizing the evolving needs of our global workforce and better integrating equity across our Company. Each of the four pillars within our evidenced-based strategy is intentionally interconnected.
We will continue to accelerate our global culture of inclusionto make sure every individual belongs, with a focus on developing deeper insights to understand country level needs. We want to continue to strengthen inclusive leadership competencies at all levels of the organization.
It’s important that we continue to focus on representation. We’ve shifted our language from “build a diverse workforce,” to say we will “build a workforce that reflects the diversity of our communities.” This change has resonated internally as it reflects that every employee, no matter what background or experience they bring to Johnson & Johnson, is valued and represented.
It’s critical that we continue to connect DEI to our businesses to drive innovation and growth. We must understand the diverse needs of the patients, customers and consumers that we serve around the world—so that we can develop healthcare solutions for all communities and connect with them in meaningful and relevant ways.
We added a new strategic pillar focused ontransforming talent and business processes to achieve equitable access and outcomes for all. We aim to accelerate action against this strategic pillar in several ways, for example, through Our Race to Health Equity to advance equity in healthcare, and through disrupting and reimagining our talent and business systems. Emphasizing equity as a priority throughout our Company encourages a fairer, more collaborative, and more inclusive cultural environment conducive to producing positive workplace and business outcomes—for employees and for our organization.
Our evolved enterprise DEI Strategy is aligned to our DEI Vision and Mission and rests on four core pillars.
The DEI strategy is supported by systems, tools, data and analytics, technology, and communications that are deployed throughout our organization. We leverage internal and external partnerships across the four pillars to drive progress.
DEI isn’t just owned by the Global Office of Diversity, Equity and Inclusion or by our Human Resources organization—it belongs to everyone at Johnson & Johnson. It is everyone’s responsibility. Organizational leaders set the tone—making it a priority to engage with senior leadership for their support and alignment on demonstrating their commitment while ensuring all levels of the organization understand that DEI is a priority. DEI leadership operates within a defined governance structure that clarifies responsibilities and assigns accountability for taking action and achieving results.
Our Chief Executive Officer and Executive Committee set a consistent direction through their leadership and engagement in advancing DEI, including quarterly reviews of DEI performance. Twice a year, the Johnson & Johnson Board of Directors reviews DEI progress and performance.
Integrating DEI Across our Enterprise
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Our Chief Diversity, Equity & Inclusion Officer (CDEIO) is responsible for the development and integration of our DEI global strategy. The Global Office of Diversity, Equity and Inclusion led by our CDEIO drives the strategic direction of DEI across the Enterprise and is accountable for the implementation of our policies, programs and practices.
The key elements that help ensure we deliver our DEI Mission, vision and strategy include:
Our Credo & Our Leadership Imperatives that set a standard for our employees and people leaders to engage and work across our enterprise, underpinning a culture of inclusion
DEI goals that link to compensation, support accountability for performance across the Enterprise
Our formal DEI Governance Policy & Process that provides guidance and risk mitigation, and ensures that teams leverage experts and resources that align with our DEI Strategy as they invest in DEI
Dedicated teams within our Human Resources organization that focus on hiring, developing and retaining diverse representation across our Company
Our enterprise-wide biennial Our Voice Survey, used to measure our culture of inclusion, including how our employees feel heard, valued and respected, and free to be their authentic selves. In 2021, 91% of active employees participated in the survey. In alternate years, the Our Credo Survey provides a measure of employee sentiment and feeling of being connected to our colleagues and our values.
Transparent reporting on progress through the publication of our annual Health for Humanity Report, supplemented by the DEI Impact Review
Our Leadership Imperatives
DEI and ESG: Partnering to Accelerate Change
In our rapidly changing world, our commitment to DEI matters today more than ever. We have a responsibility to drive change within Johnson & Johnson and around the world. Recognizing the demands of the market, we have enhanced our accountability and transparency significantly. In fact, we have publicly committed to five DEI Health for Humanity 2025 Goals and are now reporting on our first year of progress.
Our DEI strategy is the outcome of an extensive process to understand the opportunities, needs and challenges for our people and our business from a DEI perspective. Clearly, it does not work in a vacuum. It builds on the values of Our Credo and aligns with Johnson & Johnson’s internal and external sustainability priorities, supporting progress toward Our Purpose of profoundly changing the trajectory of health for humanity in the following ways:
Contributing to the Johnson & Johnson Enterprise ESG Strategy:
The Enterprise Environmental, Social and Governance (ESG) Strategy is built around three focus areas:
Champion global health equity
Fostering better health for people, communities and the planet and improving access and affordability around the world
Empower our employees
Cultivating a workforce that is healthy, inspired and reflective of those we serve
Advance environmental health
Protecting environmental health and the resilience of our business
These focus areas are underpinned by a foundation to lead with accountability and innovation—a commitment to science and data-driven decision making, compliance, integrity and responsible business practices across the value chain.
Our DEI Strategy is in alignment with Johnson & Johnson’s ESG Strategy. DEI is based on our values and supports our business objectives. All our DEI priorities advance different aspects of the Enterprise ESG Strategy, from enabling people to feel they belong to helping drive equity in healthcare for our patients and our consumers.
Sharon Fronabarger
Head of DEI Global Center of Excellence, Johnson & Johnson
Advancing the Health for Humanity 2025 Goals:
In 2021, Johnson & Johnson published a set of 21 ESG goals informed by priorities identified through engagement with a range of internal and external stakeholders. DEI has always been a central part of our ESG approach, and these Health for Humanity 2025 Goals now explicitly include five DEI-inspired goals that our entire organization will help deliver. Our DEI Strategy and action plans are designed to support Johnson & Johnson and our overall achievement of these goals.
Health for Humanity 2025 Goals
Women in Management
By 2025, achieve 50% of women in management positions* globally.
Women in STEM²D
By 2025, engage two million girls in STEM2D activities.**
Ethnic/Racial Diversity in Management
By 2025, achieve 35% ethnic/racial diversity in management positions* within the U.S.
Global Supplier Diversity and Inclusion
By 2025, achieve $4.5 billion Global Impact Spend with small and diverse suppliers, representing a 20% increase from 2020.
Black/African Americans in Management
By 2025, achieve 50% growth of our Black and African American employees in management positions* in the U.S.
*“Employee” is defined as an individual working full-time or part-time, excluding fixed-term employees, interns and co-op employees. Employee data may not include full population from more recently acquired companies, and individuals on long-term disability are excluded. Contingent workers, contractors and subcontractors are also excluded. Fixed-term contracts make up less than 5% of total employees plus individuals on fixed-term contracts. Johnson & Johnson is not currently able to disclose the number of individuals on fixed-term contracts in 2021. We are working to make this information available in future. Management positions are defined as pay grade 30 and above. In the U.S. and ethnic/racial diversity groups include: Asian, Black/African American, Hispanic/Latino, Other Ethnic Racial Diversity (2+ More Races, NH/PI, AN/AI) employees.
**This may include multiple engagements with the same girl.
Furthering the Sustainable Development Goals (SDGs):
The SDGs of the United Nations were established in 2015 as an agenda to advance global prosperity by 2030. Business enterprises can contribute to and accelerate achieving the SDGs through their business practices. Overall, Johnson & Johnson contributes directly to 11 of the 17 SDGs. Specifically, our DEI Strategy aims to drive positive outcomes as envisioned by five SDGs.
Investors, business partners, patients and consumers are demanding greater corporate transparency and accountability to address inequities and drive DEI progress. We maintain systems that expand DEI accountability for leaders across Johnson & Johnson to live the values of Our Credo and drive measurable change. During the year, and as part of our regular business activities and controls, we monitor and measure our progress in a variety of ways, including:
Health for Humanity 2025 Goals:We report publicly and transparently on our progress in our annual Health for Humanity Report, together with a full set of performance data covering DEI impact, which are externally verified and assured.
Compliance and equal opportunity:We maintain strict vigilance regarding how we adhere to laws and regulations governing employment and DEI-related matters globally.
Regular internal reporting:We provide our leaders with talent development and diversity metrics on a regular cadence so they can assess progress and accelerate action where required.
DEI Goal setting and performance reviews:All people leaders around the organization set DEI Goals and are held accountable for achieving them. In our year-end performance review process, people leaders’ performance is assessed against DEI Goals, and tools and resources are provided to assist leaders in improving their performance.
Listening to employee insights:Our annual surveys assessing employee engagement and Our Credo values provide a wealth of information for our people leaders about how our employees feel heard, valued and respected. Data-driven insights are also provided to support action planning for improvement. A subset of responses is aggregated to form the Inclusion Index—a composite measure of how our people leaders are delivering a culture of inclusion. The Inclusion Index is included as part of our Vice President (VP) DEI Scorecard (see section:Holding People Leaders Accountable) and influences overall VP-level performance assessment and compensation.
External recognition:Benchmarking our performance with our peers and the broader universe of business enterprises is important to Johnson & Johnson as another reflection of the impact we make through DEI. We are frequently honored to receive awards for our DEI programs and achieve high rankings from multiple rating organizations.
2 Vivian Hunt, et al., “Delivering through Diversity,” McKinsey & Company, January 2018, https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx
3 Juliet Bourke, Which Two Heads Are Better Than One? How Diverse Teams Create Breakthrough Ideas and Make Smarter Decisions (Australian Institute of Company Directors, 2016)
