Escolar Documentos
Profissional Documentos
Cultura Documentos
CSR of J&J
Submitted to Prof. Arshi
A C K N O W L E D G E M E N T
and her guidance and useful suggestions that proved very useful in
this Project. Once again thank all the people who have directly or
their encouraging support and been a great help all the time at
Submitted By
Dhaval Shah 49
Sohil Jewani 41
Murtuza Bhanpurawala 37
Aamir Ansari 36
2
Index
INTRODUCTION TO CSR 4
Measurable Difference 8
RECOGNITIONS 12
PROTECTION OF EMPLOYEES 14
Healthy working environment 15
3
INTRODUCTION
TO CSR
Defining the concept.
Corporate Social Responsibility is a
management concept whereby companies
integrate social and environmental
concerns in their business operations and
interactions with their stakeholders. CSR
is generally understood as being the way through which a company achieves a balance of
economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while
at the same time addressing the expectations of shareholders and stakeholders. In this sense it
is important to draw a distinction between CSR, which can be a strategic business
management concept, and charity, sponsorships or philanthropy. Even though the latter can
also make a valuable contribution to poverty reduction, will directly enhance the reputation of
a company and strengthen its brand, the concept of CSR clearly goes beyond that.
4
JOHNSON
& JOHNSON
Johnson & Johnson (J&J) India, a subsidiary of Johnson & Johnson USA, is one of the
leading players in the Indian pharmaceuticals and consumer products business. It has
employee strength of over 1,800. It started business in India in 1947 in Bombay with
Johnson’s Baby Powder, and, over time, introduced other products like toothbrushes,
Johnson’s Baby Cream and Prickly Heat Powder. In the 50 years since its establishment as a
modest 12 employee outfit, Johnson & Johnson India has gained a reputation for delivering
high-quality products at competitive prices. Today J&J is a household name with several
popular brands like Band-Aid, J&J Baby Powder and Prickly Heat Powder. Stayfree Secure
has become the leading sanitary napkin in the country with a volume market share of 46 per
cent. Ethicon, a franchise of J&J Medical India, is a leading manufacturer of surgical
material. Eprex launched in 1995 was one of the first successful biotech brands to be
marketed in India. J&J also has a strong presence in the contact lenses market in the country.
J&J India is considered one of the best places to work and has many firsts to its credit:
• J&J became the first company in India to successfully eliminate CFCs from its
manufacturing operations. This required the company to modify the sterilization processes at
its Ethicon suture finishing plant.
• Six Sigma Awarded to Johnson & Johnson Consumer Products by the Indian Statistical
Institute and the National Institute of Quality & Reliability.
5
CSR IN JOHNSON & JOHNSON
GIVINGS OF J&J
Johnson & Johnson and its many operating companies support community-based programs
that improve health and well-being. Our community partners show us where our giving can
help the most. We listen to them and we learn from them so that the programs we support
make a meaningful difference in people’s lives.
Together with our partners, we are helping mothers and infants survive childbirth. We are
supporting doctors, nurses and local leaders as they work to provide the best medical care to
their people. And we are educating communities on how to reduce their risk of infection from
preventable diseases.
The desire to make people healthier and safer is at the heart of our Company’s giving.
6
AS a result of to the UNICEF/Safe Motherhood Initiative, the percentage of institutional
deliveries in the Guna district of Madhya Pradesh has risen from 35 percent in 2004-2005 to
76 percent in 2006-2007, meaning that many more mothers are being cared for by skilled
birth attendants. The Fatehegarh Health Center, for example, handled 230 deliveries, up from
zero in 2006. As part of UNICEF’s overall efforts, in Madhya Pradesh 22 government
agencies are part of a 24-hour emergency transport initiative, and in Rajasthan more than 100
vehicles are available for this service. More than 300 women have received emergency
obstetric care through this transport service.
A HEALING PRESENCE
In 1989, Sister Gill Horsfield of Medical Mission Sisters (MMS) began training health
workers in Nairobi, Kenya, to provide home-based care to individuals suffering from
7
HIV/AIDS-related illnesses. Her program offered medical and pastoral counseling, and social
services in the Korogocho slums, one of Nairobi’s poorest areas.
A Measurable Difference
J&J first began setting environmental goals in 1990. Since then, they have reduced waste,
water and energy use, raw material and packaging. Nearly all of their manufacturing sites and
research and development facilities have ISO 14001 certification, a standard for strong
environmental management systems.
All their environmental accomplishments reinforce their commitment to their Credo, which
states that they must “maintain in good order the property they are privileged to use,
protecting the environment and natural resources.”
Transparency
Goal: 100 percent of manufacturing and research and development facilities will provide
facility- or company-specific environmental sustainability information to the public.
Goal: Reduce fleet total CO2 emissions per mile driven by 30 percent
8
Actual: Minimum fuel efficiency requirements for our fleet were established by vehicle
category. In addition, the U.S. fleet had 978 hybrid vehicles at March, 2008. As yet, we have
not seen an overall improvement in emissions per distance driven.
Water Use
Goal: Absolute reduction of 10 percent compared to 2005 baseline.
Actual:.We have eliminated 84 percent of our secondary and tertiary PVC packaging across
the company.
Goal: To have 90 percent of office paper and 75 percent of paper-based packaging containing
more than 30 percent post-consumer recycled (PCR) content or containing fiber from
certified forests by 2010.
Actual: 93 percent of packaging and 83 percent of office paper contain more than 30 percent
PCR or fiber from certified forests.
Waste Reduction
Goal: Absolute reduction of hazardous and non-hazardous waste of 10 percent from 2005–
2010.
Product Stewardship
Goal: All operating companies to have a plan to improve their product and process
environmental profiles and eliminate high-priority materials.
Actual: 90% of operating companies have a plan. Some have already removed hazardous
substances from their products.
9
Goal: Implement an electronics take-back program in all regions to ensure that 100 percent of
waste electronic-based products are offered to be taken back for remanufacturing/reuse.
Actual: 21 percent of our regions have implemented take-back programs. In addition, the
weight of products taken back increased by 6.7 percent when compared to 2006, and by more
than 1,500-fold when compared to the baseline year, 2005.
Environmental Literacy
Goal: Increase employee awareness and understanding of global environmental issues. 100
percent of facilities have a five-year literacy plan and implement one environmental
education campaign each year from 2006–2010.
Actual: 92 percent of facilities deployed a literacy campaign in 2007. More than 60 percent
focused on climate change.
Biodiversity
Goal: Enhance biodiversity conservation in areas over which we have control or influence.
100 percent of our facilities or companies have a biodiversity conservation plan.
Actual: As of the end of 2007, approximately 95 percent of our operating companies have a
biodiversity plan that is endorsed by leadership. More than 50 conservation projects are
underway around the world; 55 percent of these projects are to improve the biodiversity on
our own work campuses; the remainder are offsite projects.
Compliance
Goal: Zero accidental releases; zero government-issued violations.
External Manufacturing
Goal: 100 percent of external manufacturers in conformance with Johnson & Johnson
Standards for Responsible External Manufacturing by 2010.
Actual: Shared our Standards and/or integrated these standards into formal contracts with
more than 80 percent of our external manufacturers by year-end 2007.
10
RECOGNITIONS
Their efforts to protect the environment are frequently recognized by environmental
organizations and governments around the world.
FTSE4Good Index
Johnson & Johnson has been independently assessed according to FTSE4Good criteria and
has met requirements to be part of the index. The designation identifies companies that meet
globally recognized corporate responsibility standards.
11
Storebrands, a Norwegian life insurance company, gave best-in-class status to Johnson &
Johnson for leading environmental and social performance.
PROTECTION OF EMPLOYEES
When you feel your best, you do your best. But when something is
troubling or hurting you, it’s difficult to set those concerns aside and
focus on work.
At Johnson & Johnson, we provide support programs and services to help our employees live
healthier and safer lives – at work, home and on the road. This is good for our people and
good for our business.
Our programs extend to employees’ loved ones, too. We understand that when loved ones are
in harm's way, employees can’t help but be preoccupied and worried about them.
Our employees innovate, create, develop and improve our products every day. We strive to
do what’s right for them.
Our Credo guides us to be “responsible to our employees, the men and women who work
with us throughout the world.” This responsibility means providing a safe, fair and clean
work environment. It also holds us accountable to the mental well-being of employees. To
support this directive, we offer a variety of programs that help employees and their loved
ones deal with stress, manage through personal struggles and achieve a healthy work-life
balance.
Our EAPs are designed to give employees access to counseling, assessment, intervention and
training. To ensure that all employees interested in reaching out to our EAPs feel comfortable
13
doing so, services can be accessed electronically, via a toll-free phone number, by visiting an
onsite EAP counselor or representative, or by contacting an offsite service.
Our EAPs will continue to evolve as new issues surface and programs are needed to support
the mental well-being of employees. For example, we have conducted multigenerational
training to help younger employees and older employees (baby boomers) improve the way
they communicate and collaborate with each other. We also work closely with our worldwide
security group to ensure that if a tragedy or emergency occurs at one of our facilities, we are
prepared to support employees.
In 2006, we expanded our EAPs to have greater global reach across 466 locations and 57
countries. The programs were designed in a customized and culturally sensitive way.
Currently,
our EAP services are provided to 88 percent of our workforce, up from 75 percent in 2006,
and 30 percent in 2005.
Resiliency Training
Employee assistance programs are both reactive and pro-active. Johnson & Johnson is now
Mental Well-Being
The well-being of employees and the success of a company go hand in
hand.
Offering services to help employees learn to manage stress before it manifests in physical or
emotional illness. Resiliency training gives employees stress management skills and provides
techniques that increase personal ability to quickly bounce back from the ups and downs of
life. In 2007, approximately 15 percent of our global workforce participated in this training.
Work-life Programs
Johnson & Johnson has offered flexible work arrangements for many years. In 2006, we
surveyed 4,400 Johnson & Johnson employees in the U.S. to understand the importance of
flexibility. We found that 65 percent of respondents who joined the company in the previous
three years said flexibility was important in their decision to take the job, and 78 percent of
respondents said flexibility is an important aspect when considering whether to stay with the
company. In 2007, senior management committed to increasing opportunities for flexibility
in recognition that the sustainability of our business depends on our ability to attract and
retain talented employees. Flexible arrangements include telecommuting, flextime hours,
remote work, occasional flexibility, a compressed work week, summer hours and part-time
work or job sharing.
14
In 2007, Working Mother magazine listed Johnson & Johnson as among the 100 Best
Companies for Working Mothers. Johnson & Johnson has made the list every year since the
launch of the Hall of Fame designation 20 years ago.
Healthy People
Promoting employee health and wellness makes good business sense and provides personal
benefits to our workforce.
As a health care company, enhancing health and wellness wherever we can is simply a logical
extension of our corporate mission. Johnson & Johnson has a long-standing commitment to
improve and sustain the health of its workforce. Our Healthy People program provides
employee assistance, occupational health and health promotion, and wellness services. Our
efforts in these areas have expanded globally over the past several years with the goal of
creating a “Global Culture of Health” for our employees.
New Global Health 2012 goals have been created for health and wellness service offerings,
voluntary health profiles, employee health risk level, and on-time completion of medical
surveillance.
15
87% completion of planned surveillance program - 100% of surveillance programs completed
- ≥ 90% on-target
The materials we use to research, develop and manufacture our products include chemicals
and active pharmaceutical ingredients. In some cases, manufacturing processes within
operations generate high levels of noise. These factors can pose potential health hazards to
employees if exposure remains uncontrolled.
Toxicology
Through our occupational toxicology program, we measure, evaluate and generate data
related to potential health hazards in the workplace. The toxicology team establishes
exposure standards that serve as an important step in protecting employees from potential
risks. These standards come from several sources: regulatory agencies such as the U.S.
Occupational Safety and Health Administration (OSHA), recognized international experts
such as the American Conference of Governmental Industrial Hygienists (ACGIH), or from
our internal toxicology team. The internal team gets involved when the material is a Johnson
& Johnson proprietary compound, such as a new medicine. We use data from clinical trials
and additional tests to establish a safe air and surface level known as an Occupational
Exposure Limit.
Industrial Hygiene
16
Members of our industrial hygiene staff regularly monitor the workplace for the presence of
chemical and physical hazards. Techniques include using special equipment to measure
noise, radiation and heat stress; using air sampling pumps and sample media to collect
breathable dust, vapors and gases; and wipe testing work surfaces. Chemical analysis is
conducted in an accredited laboratory, and the results are compared to the standards
mentioned above. If levels exceed these standards, employees are equipped with personal
protective equipment, such as gloves, gowns and breathing devices, to shield them from
exposure.
Occupational Health
Our occupational health team monitors employees on an ongoing basis. Staff members are
trained to address any health issue related to an employee’s work. Frequent observation 2
of workers ensures that potential health problems are identified and addressed as early as
possible.
We also provide on-site occupational health clinics, which give employees immediate access
to specially trained medical personnel. Physicians and nurses who evaluate our employees are
specialists in occupational medicine, with many of them holding certification in their
respective fields.
Our employees work in many different settings. Some research new cures in our
laboratories.
Others manufacture, package and distribute our products. And many work in offices or out in
the field. In all of these environments, workplace safety is a value.
When the use of computers became widespread in the 1990s, ergonomics injuries accounted
for 48 percent of lost workday cases within Johnson & Johnson. To address this issue, we
introduced ERGO in 1995. The global program was refined in 2001 to further reduce
ergonomics injuries and set ergonomics standards for operating companies worldwide. We
evaluated all manufacturing tasks and classified them as high, moderate or low risk.
17
Ergonomics initiatives continue today, and ergonomics-related injuries continue to decline.
At the end of 2006, ergonomics injuries made up 28 percent of lost workday cases.
We have implemented many preventive programs, and these are embedded in the work
activities in which we engage each day. For example, our safety programs cover:
Workplace Safety
Approximately 115,000 employees make up the Johnson & Johnson Family of Companies.
Our goal is to provideevery single one of them with a safe place to work.
machine safety;
electrical safety;
hazardous processes;
contractor safety;
warehouse safety;
fall prevention; and
office safety.
These programs are effective, but we never stop looking for additional ways to improve.
For example, when our employee accident rate began to come down, we began to engage our
employees’ families through off-the-job safety programs. When our manufacturing based
safety programs were too cumbersome for our R&D environments, we customized a program
for the laboratory environment. When the use of computers became associated with
ergonomics injuries, we took what we knew about ergonomics on our manufacturing floor
and applied the same principles to our offices.
One of our more successful tactics has been the implementation of a series of Safe Decisions
for Life modules. Topics for these awareness campaigns are selected from an analysis of our
injury/illness experience. When we focused on hand safety in 2003, we reduced hand injuries
9 percent in one year. Our campaign around fall prevention resulted in a one-year 28 percent
drop in these injuries.
18
We continue to monitor and seek ways to improve our lost workday case rate. In the past 10
years, we have reduced our rate of lost workday cases by 61 percent, but we know we can do
more. Our operating companies evaluate their safety and industrial hygiene compliance on a
regular basis and make improvements where necessary, often using Six Sigma tools to guide
the process. In addition, employees have regular opportunities to report unsafe conditions and
discuss safety with their supervisors.
For more than 10 years, the Johnson & Johnson SAFE Fleet program has helped keep our
field representatives safe on the road. Since 1995, our rate of accidents per million miles
(APMM) driven has decreased 39 percent; at the same time, the size of our fleet has
increased by 153 percent.
In 2007, we finished the year at 5.30 APMM, just slightly below our 2006 APMM of 5.32.
We believe our opportunity for on-going improvement lies in the continuing engagement of
business managers who set the expectation for safety and addressing the difficult challenge of
driver distraction. We are conducting pilots with cognitive and risk-based tools to improve
driving behavior and planning to launch behavior-focused communications in 2008.
Continuous Improvement
19
Our success has come from internally developed risk analysis tools and a cultural approach
where ergonomics factors are integrated into business risk assessment. The Johnson &
Johnson ergonomics approach is standardized and consistent across the Company. We
evaluated all manufacturing tasks and classified them as high, moderate or low risk. We then
adopted an aggressive strategy to eliminate or modify the high-risk tasks. This work
continues today. Further improvement via engineering solutions is our challenge; in some
cases, technical solutions are not currently feasible. Where this is the case, we continue to
apply other administrative controls and watch for new technologies.
One of the classic tales of how a company can get it right is that of Johnson & Johnson, and
the company's response to the Tylenol poisoning.
What happened
In 1982, Johnson & Johnson's Tylenol medication commanded 35 per cent of the US over-
the-counter analgesic market - representing something like 15 per cent of the company's
profits.
20
Unfortunately, at that point one individual succeeded in lacing the drug with cyanide. Seven
people died as a result, and a widespread panic ensued about how widespread the
contamination might be.
By the end of the episode, everyone knew that Tylenol was associated with the scare. The
company's market value fell by $1bn as a result.
When the same situation happened in 1986, the company had learned its lessons well. It acted
quickly - ordering that Tylenol should be recalled from every outlet - not just those in the
state where it had been tampered with. Not only that, but the company decided the product
would not be re-established on the shelves until something had been done to provide better
product protection.
As a result, Johnson & Johnson developed the tamperproof packaging that would make it
much more difficult for a similar incident to occur in future.
However, the company won praise for its quick and appropriate action. Having sidestepped
the position others have found themselves in - of having been slow to act in the face of
consumer concern - they achieved the status of consumer champion.
Within five months of the disaster, the company had recovered 70% of its market share for
the drug - and the fact this went on to improve over time showed that the company had
succeeded in preserving the long term value of the brand. Companies such as Perrier, who
had been criticised for less adept handling of a crisis, found their reputation damaged for as
long as five years after an incident.
In fact, there is some evidence that it was rewarded by consumers who were so reassured by
the steps taken that they switched from other painkillers to Tylenol.
Conclusion
21
The features that made Johnson & Johnson's handling of the crisis a success included the
following:
• They acted quickly, with complete openness about what had happened, and
immediately sought to remove any source of danger based on the worst case scenario - not
waiting for evidence to see whether the contamination might be more widespread
• Having acted quickly, they then sought to ensure that measures were taken which
would prevent as far as possible a recurrence of the problem
• They showed themselves to be prepared to bear the short term cost in the name of
consumer safety. That more than anything else established a basis for trust with their
customers
Links:
News stories
Coca-Cola learns what's untouchable - Alex Brummer, June 19 1999 Guardian (refers to
Johnson & Johnson case)
Websites:
www.J&J.com
Companies in Crisis - What to do when it all goes wrong - Data sourced from Burson-
Marsteller; additional content by Warc staff, 31 March 2010
www.wikipedia.com
22
23