Johnson & Johnson Corporate Citizenship Trust Annual Report 2012

Inspiring, Connecting, Engaging Annual Report 2012 Europe, the Middle East and Africa

Our Mission The mission of the Johnson & Johnson Corporate Citizenship Trust is to make sustainable, long-term differences in human health.

We do this by investing in strategic partnerships and innovative solutions that add value to society and impact people’s lives. www.jjcct.org

The cover photo was taken in Ethiopia. Two surgeons engaged in training as part of the Nottingham-Health Partnership, via THET.

The Trust in action In 2012, the Trust dispensed just under £5 million to projects throughout the EMEA region. Financing their activities and often working closely with them as partners, either as the Trust or through the Johnson & Johnson Family of Companies and their employees, is the way in which we fulfil our Mission.

The figures below show in broad terms how the funding is divided across the four objectives of our strategic framework: Building health care capacity; Saving and improving lives; Preventing disease and reducing stigma; and Advancing and Innovating in Corporate Social Responsibility (CSR). The strategic framework guides our decision making and enables employees to connect the activities of the Trust with the world around them.

Building Health Care Capacity

Advancing and Innovating in CSR

6.8%

45.5% 132 projects supported 30+

Total funding:

£ 4,944,488

countries

throughout EMEA region

22.3%

25.4%

Preventing Disease and Reducing Stigma

Saving and Improving Lives

Contents Foreword 3 Innovating Health for Tomorrow—Promoting the capacity for health care innovation Raising capabilities in early education and nursing in East Africa Innovative concepts tackle childhood diarrhoea in Sub-Saharan Africa Reducing deaths and injuries in childhood Reflecting the Credo philosophy in Italy Local thumbprints

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Directors’ Report and Financial Statements

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We welcome feedback The Trust welcomes feedback on this report or any matters related to our activities. Your opinion matters to us.

Reactions can be sent to: csremea@jppbe.jnj.com or visit our website: www.jjcct.org.

The Trust team 35 Credits 36

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The activities of the Trust are spread throughout the Europe, the Middle East and Africa region. In 2012, the Trust was engaged with 132 projects in more than 30 countries. Each of these projects is connected with one of the four objectives in the strategic framework we use 2

to guide our selection of partners. In the following pages we explain our motivation and describe a wide selection of projects to illustrate the difference the Trust is making for many ordinary and extraordinary people.

Inspiring, Connecting, Engaging The Susan G. Komen Italia Health Villages (p. 13) are helping to prevent disease with free scanning for early detection of breast cancer, while Labyrinth Psychotica (p. 16) can reduce stigma around psychotic disorders. The ‘Innovating Health for Tomorrow’ pilot project (p. 4) reflects our desire for advancing and innovating in CSR.

Our Mission gives us both stimulus and direction. It is the result of two powerful motivations that inspire the work of the Johnson & Johnson Corporate Citizenship Trust and the Johnson & Johnson employees who provide the ideas and contacts that make our work possible and meaningful. First, the Johnson & Johnson Credo guides our decision making and challenges us to put the needs and well-being of the people we serve first. Secondly, the association with the world’s largest and most broadly based health care company unites us in a desire to improve lives. We summarise the combined effect in our Mission; aiming to make sustainable, longterm differences in human health by investing in strategic partnerships and innovative solutions that add value to society and impact people’s lives.

In 2011, our key priorities were ‘Exploring New Ground’, as described in the previous report. That journey took us to new heights in the fields of innovation and impact measurement.

In 2012, we worked on that very foundation, establishing additional contacts and creative ways to fulfil our Mission.

We also strengthened our team by making various new appointments that enable us to develop and implement specific services that will enhance our overall effectiveness.

Collaboration and partnerships are fundamental in our work.

The examples of projects described in this report illustrate typical and unique partners and demonstrate how they enable us to fulfil our objectives in a practical manner.

We have a strategic framework that guides decision making and enables employees to connect the activities of the Trust with the needs and potential partners they see around them.

The framework defines four fundamental objectives. They are: Building health care capacity; Saving and improving lives; Preventing disease and reducing stigma; and Advancing and Innovating in Corporate Social Responsibility (CSR).

To build health care capacity the Stockholm School of Economics Riga (p. 15) provides an intensive, three-module programme for hospital and health care managers from Latvia, Lithuania and Estonia; countries where the sector is undergoing significant reforms. The ColaLife project in Zambia (p. 8) saves and improves lives by making a simple, effective treatment for diarrhoea easily available in remote places.

More details and examples, from 132 projects in over 30 countries supported by the Trust in 2012, are given on the pages that follow. They show how the Johnson & Johnson Operating Companies in the Europe, the Middle East and Africa (EMEA) region, and their committees that focus on living the Johnson & Johnson Credo, engage with our objectives through interaction with the wider community, helping more people to live ordinary healthy lives.

During the year an important change took place in the Trust organisation with the retirement of our Chairman Dirk Collier.

We would like to take this opportunity to thank him for his significant contribution in establishing the Trust as a major CSR player in the EMEA region.1 Reporting on our activities in 2012 is also an opportunity to express our gratitude to the many people in the partnerships we support for their work, their commitment and the inspiration they provide, and to the people in the Operating Companies of the Johnson & Johnson EMEA region who contribute to our activities with ideas, time and knowledge.

Looking ahead, innovative solutions, entrepreneurial people and unlikely alliances will play a central role in the future of the Trust. We shall identify new opportunities to pursue the fulfilment of our Mission, using the impact of our support as a main driver in the selection process. In particular, internally we will focus on establishing a process framework and further developing the services we offer. Externally our focus will be on strategic partnerships, social innovation, knowledge transfer and the engagement of the people involved.

We invite you to read through the report to see the activities that link everyone in Johnson & Johnson EMEA with helping people live healthier, happier lives. We hope this report will inspire you to become engaged. Your concerns, contacts and ideas are always welcome. We are eager to connect with you; you can reach us at csremea@jppbe.jnj.com.

Jane Griffiths, Chairman, Johnson & Johnson Corporate Citizenship Trust Frank Welvaert, Managing Director, Johnson & Johnson Corporate Citizenship Trust 1

Jane Griffiths, Company Group Chairman Janssen EMEA, was appointed as the new

Johnson & Johnson Corporate Citizenship Trust Chairman as per December 2012

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Innovating Health for Tomorrow— Promoting the capacity for health care innovation A pilot project of an executive development programme—Innovating Health for Tomorrow—began in November 2012 and is demonstrating significant value in equipping health leaders to be more innovative in their work and to foster innovation in their organisations. The programme results from cooperation between the INSEAD business school in France and the Trust. The intention is to repeat the programme annually. The pilot project attracted a wide range of health leaders from Europe and Africa.

The successful relationship began several years ago with the European Health Leadership Programme run at the INSEAD campus in France. Soon afterwards the two partners identified a similar need for health leadership training in the Middle East and set up the Middle East Health Leadership Programme to run at the INSEAD campus in Abu Dhabi. It was soon followed by Innovators for Community Wellness, also in Abu Dhabi. This course addresses the challenges created by innovations in health care, with focuses on aspects such as achieving continuity of care and primary prevention strategies. www.insead.edu 4

Two emerging factors Discussions in 2012 between INSEAD and the Trust identified two important factors that are relevant to these courses.

• The continuing and rapid flow of innovations in diagnosis and treatment of a growing number of medical conditions is fundamentally changing the requirements in health care management and stretching capacity and resources. The resulting challenges relate to aspects such as the functional delivery of health care, for example providing long term care and maintaining compliance in medication. These challenges are relevant to a broader geography than the Middle East alone.

• Healthcare leadership and management in Western Europe has advanced significantly over the past decade. The next opportunity gap in terms of development is now shifting to thinking strategically and innovatively to address the shifting challenges.

As a result of these two factors, both organisations saw that what is needed is a stimulus to the way in which innovations are managed; including the process of innovating and implementing innovations in the management of health care organisations. This led to the development of the ‘Innovating Health for Tomorrow’ pilot programme, with the potential of enabling health care organisations to gain maximum benefit for their communities from medical progress.

Pilot project The pilot programme attracted 20 participants of nine different nationalities to the INSEAD campus in France.

Between them they represented a broad range of qualifications and occupations. Selection of applicants is carried out by INSEAD, based on several criteria including getting a spread of occupations, qualifications and countries. Other guiding principles are to select applicants that have responsibility on a relatively large scale for health care and wellness. This can be, for example, at a regional level in health care administration, in a large hospital or in a non-profit organisation such as a patient advocacy group or an NGO working to provide access to health care or the prevention of health problems.

Applicants also must be willing to commit to using the tools they are given through the course and to report back on the results.

“Innovation need not be an abstract phenomenon. We aim to demystify it and show it can follow from a specific process. Applying the process does not guarantee you will become innovative but it greatly enhances the probability of finding novel solutions to ongoing challenges. Equally importantly, we address the skills needed to bring about innovation, including the collaboration and change management required, for example encouraging people to think about patient needs in a completely different way.

“A key value of these courses is bringing people from diverse backgrounds together, linked only by their shared passion for finding better ways to achieve real improvements in health care. Group participation is important. It is not a one-way flow of information from faculty members to attendees. Everyone is expected to contribute and that truly adds unique value.”

Programme Director Stephen Chick, Novartis Chaired Professor of Healthcare Management at INSEAD

What have you done differently?’, ‘What are the effects?’, and ‘What is better?’

The formal part of the course is two one-week modules.

The first module focused on the “why”, “what” and “how” of innovation. The second module is designed to develop innovation skills and participants’ innovation management skills further. It includes a focus on patient mindset and enabling change in multi-stakeholder environments. Prior to the first module participants are given background material and assignments. This helps to form a common basis for classroom discussions that are a key part of the programme. Between the modules the participants apply the tools they have acquired to help structure, develop and adapt either an existing or a new innovation initiative.

Three to four months after completing the course, they provide feedback on progress with their project.

Programme Director Professor Steve Chick explains, “The questions to answer are ‘What have you done differently?’, ‘What are the effects?’, and ‘What is better?’ We suggest metrics they can use to measure progress, for example how long does it take your organisation to progress from an idea to full implementation.” The feedback provides opportunities to identify effective practices in innovating in health care that can be shared in the network with fellow participants.

20 People and 9 Countries in Europe and Africa The pilot project ‘Innovating Health for Tomorrow’ was attended by 20 participants working in nine countries: Belgium, Botswana, Denmark, Germany, Italy, Kenya, the Netherlands, Switzerland and United Kingdom.

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Raising capabilities in early education and nursing in East Africa The Aga Khan Development Network (AKDN) is one of the largest private development agencies in the world. It works to improve the quality of life in 30 countries around the world by creating a critical mass of activities in the social, economic and cultural sectors. In 2012, the Trust and AKDN signed a new three-year partnership agreement, to run from 2013 to the end of 2015.

This is the fourth such agreement and it applies to activities in East Africa (Kenya, Uganda and Tanzania), Portugal and Egypt.

The partnerships give particular attention to making a difference in three areas: nursing, community health and early childhood development. The following are examples of programmes implemented in the previous three-year partnership (2010–2012). www.akdn.org

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Early Childhood Development

The Aga Khan Development Network

The first six years of a child’s life are critical to his/her development because this is the period when the child learns some of the fundamental physical, emotional and social skills needed to get on in life. The AKDN helps those who care for young children—both professionally and as parents—to make the most of this developmental opportunity. The early childhood development programmes in Aswan and Cairo build the capacities of kindergarten teachers and enrich the content of the curriculum. Since inception: • Over 5,000 children in Cairo and Aswan have benefitted from programme activities. In 2010, only 28% of children in Aswan had access to early childhood development services; by the end of 2012, almost 80% were accessing these services.

• Over 100 teachers in Cairo and Aswan have improved their teaching skills. At the moment, 70% of these teachers in Aswan and 85% of these teachers in Cairo use ‘active teaching’ methods.

• Over 750 parents participated in parenting sessions that emphasise the importance of good nutrition and reading, both measures critical to improving learning outcomes.

In 2011, fewer than 24% of the parents in Cairo and Aswan were conscious of these parenting approaches; by the close of 2012, 60% of the parents in Cairo and 79% in Aswan were familiar.

The Aga Khan Development Network comprises a group of development agencies that include health, education, microfinance, culture, rural development, environment, disaster reduction and the promotion of private-sector enterprise.

In the period 2010–2012, 700 Egyptian nurses received training in English, IT, infection control and basic life support. Of those trained, 85% judged the training relevant to carrying out their tasks and reported improved performance at work.

According to the rating standards of the Egyptian Ministry of Health, the quality of clinical service at the Aswan Teaching Hospital improved from a low of 22% in 2008 to 68% in 2012. The assessment reviewed the quality of hospital services, including nursing care, infection control, sterilisation and cleanliness.

Maternal, Newborn and Child Health Clinic In Cairo, the maternal, newborn and child health programme reached over 3,300 children and 7,000 women between 2008, when services were launched, and 2012, when the clinic closed because now other quality providers are offering comparable care.

“As a practising nurse for fifteen years, I felt I knew how to conduct comprehensive nurse assessments, but after completing the AKU-ANS programme, I knew I was in a much better position. There was a lot I didn’t know before joining the programme.”

A graduate of the Aga Khan University Advanced Nursing Studies Programme

Learn and Earn AKDN offers a range of approaches to help nurses sharpen their skills and raise the standard of care offered to patients.

The Advanced Nursing Studies Programme of the Aga Khan University School of Nursing and Midwifery offers a ‘Learn and Earn’ initiative that gives nurses the opportunity to upgrade their skills whilst continuing to work. This programme allows nurses to study without having to sacrifice their daily responsibilities as health professionals or travel away from their families. To date, more than 1,600 nurses have benefited from the programme in East Africa.

In Egypt, the nurse training programme in Aswan has allowed nurses to pursue higher level degrees and to improve clinical and managerial skills.

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Innovative concepts tackle childhood diarrhoea in Sub-Saharan Africa Two innovative concepts are showing promise for reducing diarrhoea in children in Zambia and Kenya. One concept uses novel packaging and softdrink distribution channels to improve treatment of diarrhoea. The other concept employs simple water treatment systems to reduce its occurrence. www.colalife.org

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Operational trials in Zambia

Talisa’s story

Diarrhoea is the third leading cause of clinic visits and death of children under five years of age in Zambia. It also contributes to stunting. Children who are stunted by the age of two will never meet their full potential of physical and mental development.

Talisa Phiri and her daughter Dialess Daka live in rural Katete. Their local small shop is one of the first to sell the Kit Yamoyo (Kit of Life). “My child had diarrhoea since June; three to four days of diarrhoea, one to two without, just like that. She had no appetite and was irritable and miserable.

I went to the health centre twice but they could not help.

Since using the Kit Yamoyo the diarrhoea has stopped and she has her appetite back.”

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Treatment is not expensive, but access and availability in rural and remote areas is a major limiting factor. Oral rehydration salts (ORS) together with zinc is the treatment recommended by the World Health Organization and UNICEF. Zinc reduces the severity and duration of diarrhoea and provides protection from re-infection for up to three months. It also is a key micronutrient often lacking in the children’s diets.

The challenge is to make these treatment items available to families in rural and remote areas. The answer, the Kit Yamoyo, was developed by the founders of the nongovernmental organisation ColaLife, Simon and Jane Berry.

Each kit contains eight child-portion orange flavoured ORS and, crucially for illiterate mothers, the package acts as a clean 200ml measure for each sachet. The packs also contain 10 zinc tablets, soap for hand washing and easyto-understand health and hygiene messages are included to provide a complete Anti-diarrhoea Kit. The starting point was to develop packaging that fits in spaces between crated bottles of soft drinks, available from even the smallest retailers throughout the country, but using contacts, networks, and copying the ‘value chain’ for these consumer goods is proving more important. One of the project sponsors, in addition to the Trust, is SABMiller/Zambian Breweries, Zambia’s bottler of Coca-Cola, and UK AID is funding evaluation.

Linking with drinks distribution gets the Kit Yamoyos to retail outlets that then sell them to families with a sick child. The price is kept at an affordable level while leaving a margin at each step to contribute to incomes along the value chain. In 2012, an operational trial began in two regions of Zambia; Katete and Kalomo. The trial will run until the end of 2013 with the objective of distributing 40,000 kits to up to 15,000 women. Information about the kits and their use is spread by community promoters who liaise with the retailers, mothers and health facilities. Though unpaid, they are encouraged by support packs with T-shirts and a bicycle. Introductory vouchers enable mothers to try the kits for free, whilst the shopkeeper is paid the full price.

In the trial period from September 2012 to the end of the year, wholesalers bought 16,275 kits and more than 60 ‘micro-retailers’ bought 9,300 of the kits (20,470 to end March 2013). Initial evidence showed the kits are reaching the target remote areas and meeting a real need.

Shadrick’s story Shadrick Phiri owns a shop in rural Katete. He comes into the town several times a month on his bicycle and buys what he can afford from various wholesalers in town. He knows Yahya Collector the Coca-Cola wholesaler well: he is a respected figure in the community. Shadrick tends to buy the cheaper beverages. Our trained retailers are free to buy Coca-Cola or not. If they do, they can use the space in the crate; if not, they have the choice of bags of five Kits to hang from the handlebars, or a box. In the first three weeks after training, Shadrick bought 75 Kits (two boxes).

He liked the product and thought it would sell. In six months he sold 848 Kits to mothers with vouchers, and over 40 Kits for cash; a gross profit of ZMK 1280 (US$ 234); nearly $40 extra per month. That is a lot to Shadrick.

Filtering water in Kenya The LifeSpring project in Kenya was a concept developed at the final Deep Blue Ocean event with the INSEAD business school. It uses the tools and strategies of Blue Ocean Strategy business theory to open the eyes and expand the minds of participants, in this instance to identify ways to tackle unmet healthcare needs. The LifeSpring project examined options to reduce the incidence of diarrhoea by providing affordable and effective household water filtering systems. More than 30,000 children die from diarrhoea each year in Kenya. It is caused by contaminated water, inadequate sanitation and a poor understanding of hygiene.

In rural and poor areas often there is no access to clean water. Bottled water is expensive, chlorine treatment can be hazardous and boiling water can create unhealthy smoke in the house.

A follow-up team from Johnson & Johnson visited the country to assess the potential for domestic water filtration systems and identified projects being developed to address this need. The team is discussing with the potential partners involved in these projects to identify the optimum way in which the Trust can enable them to succeed, for example by providing a starter grant.

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www.cidrz.org/under_5_diarrhoeal_control

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Reducing deaths and injuries in childhood Every year in the European Union approximately 10,000 children1 die as a result of an injury; typically on the roads, by drowning, in falls, fire, poisoning or suffocation. Across wider Europe that number jumps to 42,000 every year.1 Many more are seriously injured, often causing lifelong disabilities. Child injury is also a factor in inequality: three out of four of child injury deaths in Europe are in middle and low-income countries within Europe. Even in high-income countries unintentional injuries account for up to 30% of all child deaths.2 The European Child Safety Alliance (ECSA) is a unique network of child safety experts and organisations that cooperate and share data to identify and promote the most effective ways of reducing these numbers and the severity of injuries. It is estimated that having the right policies and prevention measures in place would reduce the death and injury figures by 90%.1 The international scale of ECSA enables it to see patterns of injury and emerging dangers to children that national organisations would not see quickly, if at all. The Alliance also then works to identify ways in which injuries to children can be avoided. A coordinated approach helps to address the need for comparable standardised national data collection systems and uptake of evidence measures that have been proven to work. The resulting information is shared with decision makers at national and international levels. www.childsafetyeurope.org

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Child safety report cards

Campaigning since 2000

In 2012, ECSA published Child Safety Report Cards for 31 European countries. The cards, launched in June at the European Parliament in Strasbourg, are part of the EUfunded TACTICS project. This is a multi-year initiative to provide better information, tools and resources to support the adoption and implementation of evidence-based practices for the prevention of injury to children and youth in Europe.

ECSA was founded in 2000. Initially just six countries were involved. Today, 34 countries across Europe are actively working together to reduce these leading causes of death and disability among children. Johnson & Johnson’s Corporate Citizenship Trust has provided support since 2007. In that time, it has enabled the Alliance to find a new base, in the United Kingdom.

The report cards detail how well a country is doing to make it safe for children, the gaps in action on unintentional injury that need to be addressed, and which good practices should be adopted to prevent injuries and save more children’s lives.

Topics covered include transport safety, fall prevention and water safety, burn prevention, poison prevention and choking and strangulation prevention.

Using the report cards it is possible to examine and grade the adoption, implementation and enforcement of national child safety policies in each country. Through this benchmarking process, ESCA is able to monitor and identify areas of risk and determine where improvements can be made. For some countries this is their third child safety assessment, enabling ESCA to measure real progress. In 2012, child safety action plans were advanced in 27 countries and new planning processes were initiated in countries where no plan yet existed.

“It’s inspiring to have all these international experts working together at the European level to implement what is proven to work and sharing with the whole network the information they research and apply in their own countries.”

Joanne Vincenten, Director of the European Child Safety Alliance

Connecting with other organisations ECSA actively contributed to a number of European Commission consultations in 2012, including ’Public private partnerships in life sciences research and innovation under Horizon 2020’, ‘Delivering more sustainable production and consumption’, ’Urban dimension of the EU transport policy’ and ‘Action plan on urban mobility’. ECSA also developed case studies related to the uptake of relevant good practices and to hindrances to uptake. It participated at a session of the European Parliament regarding the effects of poverty on children’s health and has a partnership with UNICEF to explore the role of community nursing, home visiting and outreach services in supporting the well-being of families with young children. In particular, ECSA is encouraging the inclusion of child injury prevention as part of early child home visiting programmes.

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MacKay M and Vincenten J. Child Safety Report Card 2012: Europe Summary for

31 Countries. Birmingham: European Child Safety Alliance, Eurosafe; 2012.

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Sethi D, Towner E, Vincenten J, Segui-Gomez M, Racioppi F. European Report on

Child Injury Prevention. Copenhagen: WHO Regional Office for Europe; 2008

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Reflecting the Credo philosophy in Italy Fondazione Johnson & Johnson is a foundation financed by the Johnson & Johnson Family of Companies in Italy. Acting independently from these companies, it, together with the Trust, provides funds for projects that reflect the philosophy of the Credo. Eligible projects can relate to improving the lives of women and children, improving sanitary conditions, building health care capacity, addressing HIV/AIDS and showing social responsibility towards local communities.

In addition to grants, Fondazione Johnson & Johnson provides communications activities, internally and externally, and on behalf of the funded projects. It supports the corporate social responsibility activities of the operating companies and runs an employee volunteers’ programme. The two 2012 projects described in this report provide an insight into the impact that such projects can achieve. www.fondazionejnj.it

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Scanning for early breast cancer detection When it comes to social impact, breast cancer has an unfortunately high ranking and it is increasing. The organisation Susan G. Komen Italia runs a Health Villages project to encourage screening for early detection. Detecting tumours early is an important factor in achieving a successful outcome from treatment. The organisation also provides help and information for women who are diagnosed with the disease, supports scientific research and education for clinicians and raises funds to support the fight against breast cancer.

In 2012, in Italy 7,428 women were screened for breast cancer, and other cancers, at the Health Villages. All scans were free of charge and mostly conducted for women who could not afford a payment. Four fund-raising ‘Race for The Cure’ events attracted over 80,000 participants. A Health Village is set up at each venue. More than 55,000 attended the race in Rome, making it the top such event worldwide.

Most common malignant cancer in women The Susan G. Komen organisation reports that breast cancer is the most common malignant cancer in women of all ages and the primary cause of death in women over 35. In Italy 37,000 cases are diagnosed every year and the number is rising. More than 70% of cases are treated successfully; even so more than 11,000 women in Italy lose the battle each year.

The organisation Susan G. Komen for the Cure® is raising awareness of the importance of early detection in achieving a positive outcome.

Therapeutic recreation for sick children Dynamo Camp is the first camp in Italy to be structured specifically for children with serious or chronic illnesses who are currently in therapy or convalescent. It is located in a WWF green oasis in Tuscany. Holidays at the camp are free for eligible children aged from seven to 16. While most are from Italy there are dedicated sessions each year for children from other countries. Associated with the ‘Hole in the Wall’ camps originated by the actor Paul Newman in 1988, the aim of Dynamo Camp is to improve the quality of life for the children and their families. More than a vacation, the camp programme is structured as therapeutic recreation with activities adapted to the needs of the participants.

Funding in 2012 enabled Dynamo Camp to improve inside areas. They can now be used for sports and other activities in the winter months. This has extended the season during which the camp can be open, to benefit more children.

Dedicated activities for children with serious neurological and muscular pathologies are now possible, with a

specialised gymnasium as a safe and comfortable place in which to play and receive specific psychological support.

Since a single camp was set up in the USA in 1988, Hole in the Wall camps have expanded. There are now 11 camps, including six outside the USA—Ireland, France, UK, Israel, Hungary and Italy. More than 160,000 children from 50 US states and 39 countries have benefited thanks to the work of specially trained staff and thousands of volunteers, including employees of Johnson & Johnson.

More than a thousand children at Dynamo Camp in 2012 In 2012, 1,064 sick children and 283 parents attended Dynamo camp. It was the first year the camp could accommodate more than 1,000 children.

They were cared for by 61 staff and 606 volunteers. In 2007, when the camp opened, just 60 children could attend.

Since then a total of 3,283 children have spent a vacation at the camp, free of charge, helped by 1,927 volunteers, some of whom first came to the camp as sick children.

Typical comments from children attending: “After months of being ill, here you can really enjoy yourself because this place makes you feel like everything is just like before.

You can relax and forget about your worries, because there are so many new things to do.”

“Before coming to Dynamo, I thought that no-one could ever understand what I had to go through. I learned what true friendship is, real togetherness. I learned to throw myself into everything without being embarrassed.”

A volunteer: “This was probably one of the most intense experiences of my life, most of all for the opportunity it gave me to grow.

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Local thumbprints Investments in society by the Trust are diverse in approach and widely spread in geography.

Projects can be found across Europe, the Middle East and Africa. The following are short descriptions of a representative selection of partnerships, with the distinctive thumbprint of the Trust.

Local Johnson & Johnson Operating Companies identify organisations and opportunities to implement innovative solutions that will have

sustainable and positive impacts on people’s lives, and are in line with the global social responsibility framework. Projects cross boundaries and link business with non-governmental organisations and civil society, they enable partners to offer support and protection to the vulnerable, they find novel ways to improve health care for those that most need it but can least afford it. Collectively they define the essence of the Trust as a positive presence, an enabler and facilitator—the thumbprint.

Russia / Kidsave International Support, training and mentoring helps teenage mothers keep their children and build independent family lives.

Breaking the cycle of teenage pregnancy and child abandonment According to the United Nations, Russia has a teenage pregnancy rate of 28 per 1,000 females1, second only among G8 countries to the United States. Many of the teen mothers come from orphanages or broken homes. Pregnancy can lead to emotional disturbance and they may lack the skills to care for their babies.

The Malenkaya MamaÂŽ (Teen Mother) Program in Moscow and Saint-Petersburg, founded in 2004, supports high risk pregnant teens and provides a full range of social and psychological assistance to pregnant minors and young mothers, their newborn babies and toddlers. Activities help build an attachment between mother and child, provide guidance in raising the child, identify mentors to support the mothers and help with integration in society and finding employment. Other training includes home care, cooking, budgeting and shopping. In 2012, the 28 new participants all had adult mentors to help them become independent and are bonding with their babies.

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Most recent United Nations comprehensive study of G8 countries.

Latvia / Effective Healthcare Resources Management Improving competences of health care managers in Baltic States through training in finance, health economics and strategic management.

Training improves health care management in Baltic States The Stockholm School of Economics Riga provides an intensive, three-module programme for hospital and health care managers from Latvia, Lithuania and Estonia. Each country has undergone or is undergoing reforms in the health care industry.

The programme, initiated in 2009, focuses on the disciplines of finance, health economics and strategic management and encourages cooperation at organisational, national and Baltic levels. Financial pressure on the health care system of the three countries means cooperation and partnering can provide important benefits, as can the resource management tools learned in the programme.

In 2011–2012, the 25 participants were senior managers of hospitals, employees of a ministry of health, health economic centres and national health insurance funds. Professional qualifications included medicine, finance and economics, and social sciences. There have been 85 participants from 36 health care institutions since the programme began Participant feedback indicates the programme changed their view and approach towards patients, budget planning and resource management.

Switzerland / RADIX Foundation The Healthy Aging project facilitates the involvement of active elderly people in the communities in which they live.

Healthy aging in Switzerland The number of older people in the population is increasing.

Many are active and ready to take responsibility in the communities they live in but most decisions concerning their needs are taken by other people.

The RADIX foundation—the Swiss centre of excellence for health promotion and prevention— is promoting an active social life for the elderly. Its “Healthy Aging” project helps to involve the elderly in decision processes on several levels: in politics, committees, cultural and educational areas (including sharing know-how) and in local social processes.

In 2012, RADIX and representatives from the Cantons of Aargau, Lucerne and Grisons and Pro Senectute Lucerne elaborated a framework approach to aging for communities.

Fifteen modules cover “Living Conditions, Policy and Strategy”, “Social Networks and Community” and “Individual Behaviour” and help communities to develop their own policies and projects to create better living conditions for the elderly: www.oneserv.ch/pika.

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Ireland / Junior Achievement Sharing knowledge and experience from the workplace encourages young people to remain in education and teaches them the skills they need to succeed in a changing world.

Motivating school students in Ireland to succeed Volunteers from commerce and industry work in schools to present a range of enterprise and life skills to students aged from 5 to 18 years. The teaching programmes are developed

by Junior Achievement Ireland. Johnson & Johnson companies in Ireland participate.

“I was really nervous the first day. Now I am becoming more and more comfortable every time I go into the classroom. The teacher is great and she really offers great support with such a big group.”

Alan O’Riordan, Janssen Biologics, who taught ‘Our City’ to 3rd class, St. John’s GNS

Employee volunteers aim to be positive role models and raise the students’ aspirations, helping them see the link between education and potential future careers. In the school year more than 70 volunteers gave courses in over 40 schools in their communities to approximately 1,750 students. Each volunteer visits a classroom for one hour a week over a five/six-week period. Teaching programmes in primary schools include, for example, the ways that commerce and businesses function. Secondary school pupils have courses such as ‘Success Skills’, including a mock recruitment interview, and ‘School to Work’ days, for example visiting a Janssen Pharmaceuticals plant. Discussions at the plant emphasised the importance of further education.

The Netherlands / Labyrinth Psychotica Enabling people to experience what it is like to go through a psychotic episode helps them understand sufferers and how to connect with them.

Experiencing psychosis to understand it better The Labyrinth Psychotica project is helping professionals in mental health care, family members and friends of patients to experience what it is like to have a psychotic episode. The project also aims to stimulate discourse regarding psychosis simulation projects developed in a scientific context.

Created by Jennifer Kanary Nikolov(a) in the context of an artistic research PhD, the Wearable is a virtual reality kit that gives an interactive, augmented reality cinema walk, simulating a psychotic episode. It can also be used with members of the general public to give them a better 16

understanding. The software, hardware, narrative and audio material are well advanced and the design concept is finalised. Connections with advisors and collaborating partners are in place.

The prototype Wearable kit has been demonstrated at several conferences and workshops in 2012. People trying it report how this subjective experience of psychosis disrupts their self-awareness, causing difficulty in distinguishing and connecting with reality. Labyrinth Psychotica is supported by Fonds Psychische Gezondheid in a consortium with the Trust and Janssen Benelux.

UK / The Shaftesbury Partnership Empowering community healthcare professionals to improve health care, raise patient quality of life and reduce health care costs.

Creating opportunities for community nurses to innovate ‘Nurse First’ provides a new pathway for potential clinical leaders and innovators to develop ideas that can improve health care in the community for patients. Typical ‘Nurse Firsters’ are mobilisers; working inside and outside the National Health Service and with local community organisations.

In 2012, the programme designed and developed its 21-day programme and trained 24 participants to design, raise funding for and deliver a practical project to improve health outcomes in their area. Examples include: creating the role of nurse practitioner for patients with chronic obstructive pulmonary disease to help prevent acute hospital admissions;

support for people with mental health issues and diabetes to prevent inappropriate admissions and long-term complications such as amputations, dialysis and blindness; and a real-time assessment service and care package for children with complex needs to prevent inappropriate admissions and unnecessary social care packages.

UK / Tropical Health and Education Trust (THET) THET is a specialist global health organisation that trains, educates and supports health workers through partnerships. In this example, sharing medical knowledge and expertise in surgical procedures with hospital health workers in sub-Saharan Africa.

Improving health outcomes for people living in sub-Saharan Africa The ‘Strengthening Surgical Capacity’ programme provides grants to UK organisations working in educational partnership with hospitals and academic institutions in sub-Saharan Africa.

In 2012, five grants were awarded. Cure International UK enhanced the clinical and technical skills of a national anaesthetic clinical officer in Malawi through specialist training. Feet First improved basic science teaching for MSc trainees in critical care and intensive treatment units, including training at Kamuzu Central Hospital in Malawi about elective surgery in contrast to trauma surgery. The GAS Partnership links Ghana Health Services, AfriKids and Southampton University Hospitals Trust to enhance the skills

of nurse anaesthetists in the Upper East Region of Ghana.

The Leicester-Gondar Medical Link aims to improve access to operating theatres for surgical and obstetric patients in Gondar, Ethiopia. Resurge Africa in partnership with the Holy Spirit Hospital in Sierra Leone gave two nurses specialist training at a teaching hospital in Ghana in the care of patients undergoing reconstructive plastic surgery. Funding is provided by the ‘Johnson & Johnson Family of Companies Contribution Fund’ and delivered via the Trust.

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Kenya / Mission for Essential Drugs and Supplies (MEDS) Promoting the sustainability of local programmes that support HIV/AIDS patients at community level reduces congestion at medical facilities.

Reducing opportunistic fungal infections in HIV/AIDS patients In Kenya, poverty means many local communities face problems in caring for HIV-positive patients. They often suffer from opportunistic infections because their immunity is compromised. The fungal infection oral thrush is typical, infecting the mouth and oesophagus (gullet). The Mission for Essential Drugs and Supplies (MEDS) aims to improve the management of patients with oral thrush, for example by providing miconazole tablets. MEDS distributes subsidised medical kits and is strengthening its quality control laboratory as part of the fight against sub-standard and counterfeit medicines.

In 2012, MEDS increased the number of programmes supported by 16%, from 288 to 343, and implemented income generating activities such as fish farming, weaving and goat rearing. It organised seminars on continual quality improvement, resource mobilisation for sustainability and a forum on maternal health. Funds raised from the sales of miconazole are doubled by the Trust for distribution as MicMAT awards to support HIV/AIDS programmes. In 2012, 54 programmes received at least 30,000 Kenyan shillings (KSH); 18 were given higher awards up to a top prize of KSH 250,000. Funding is provided by the ‘Johnson & Johnson Family of Companies Contribution Fund’ and delivered via the Trust.

Turkey / ÇYDD (Association in Support of Contemporary Living) A safe environment for kindergarten children to overcome stress after earthquakes.

Kindergarten equipment helps earthquake children in Turkey On 23 October 2011, an earthquake of 7.2 in magnitude hit the region around the city of Van in Turkey. Because it occurred at a shallow depth it caused heavy shaking that damaged many buildings.

The earthquake killed over 600 people and injured over 4,000. Eighteen days later a second earthquake struck the same region. Though less in magnitude, around 5.6, it caused further deaths, injuries and damage. Children that experienced the earthquakes are more emotional and sensitive than their peers in other places.

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In 2012, the Turkish organisation Association in Support of Contemporary Living embarked on a project with Johnson & Johnson Turkey to equip ten kindergartens in the region, in the year, so that they can provide a safe and enjoyable environment. This helps to provide socio-psychological support and facilitates rehabilitation, helping the children develop to achieve the potential of their talents.

Germany / The Child Health Foundation Comic figures raise awareness and deliver messages on health to primary school children in the classroom.

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Enabling kids to make the healthy choice In 2012, the Child Health Foundation and its partners, including Johnson & Johnson GmbH in Neuss, launched the initiative “Rakuns – The Healthy Classroom”. The project’s main objective is to further improve health education and to promote health in primary schools. The Child Health Foundation has a high level of expertise in the field of education and began cooperation with Johnson & Johnson GmbH in 2010. Together they developed this healthy classroom teaching concept, which is scheduled for a nationwide roll-out in the school year of 2013–2014. The concept consists of an interactive website (www.rakuns.de) and educational classroom materials featuring attractive

Das gesunde Klassenzimmer comic figures who, through their adventures, teach children the importance of balanced nutrition, fitness, hygiene and self-confidence. The portal is implemented in collaboration with Helliwood media & education under the umbrella of the Development Association for Youth and Social Work, Berlin.

Greece / Association of Families and Friends for Mental Health Exchanging knowledge and experience between mental health specialists and patients, families and caregivers strengthens the ability of the mentally ill in self-help, self-representation and claiming equality.

Training seminars improve delivery and receipt of mental health services In Greece, the Association of Families and Friends for Mental Health, a non-governmental organisation (NGO), organised for the fourth time a national seminar on mental health services for service recipients, their families and caregivers.

The goal of this innovative project is to provide education on many aspects of mental illness and to use the experience of the participants to support other recipients of mental health services and their family members who are facing similar difficulties.

The mental health specialists taking part collaborated on an equal footing with the patients and caregivers. It is a new approach to recovery and psychosocial rehabilitation of

mentally ill people, the promotion of mental health and de-stigmatisation of mental disorders.

The seminar in October 2012 gave attention to health and rehabilitation, work and employment, welfare and human rights, the family, and cultural life and entertainment.

Under the auspices of Ministry of Health and Social Solidarity, the NGO collaborated with the Center for Psychiatric Rehabilitation at Boston University, USA, and Gamian-Europe (Global Alliance of Mental Illness Advocacy Networks).

JOHNSON & JOHNSON Corporate Citizenship Trust 2012

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Scotland / Hearts & Minds Interactive entertainment engages and creates links with sick children, bringing laughter and relief.

Entertaining sick children in hospitals and homes The Clowndoctors programme of the Hearts & Minds organisation in Scotland uses clowning traditions to bring laughter, relief and respite to children suffering from a wide range of medical conditions and those with special needs and challenging behaviours. The clowndoctors visit hospitals, clinics, day centres, special schools and individual families, including visits to remote parts of Scotland. As well as gentle clowning and slapstick, the Clowndoctors use improvisation, song, dance, conjuring, puppetry, games and story-telling. Entertainment is delivered by carefully selected performers, trained by Hearts & Minds to work in health care environments with vulnerable people. Advance consultation with medical staff, carers and parents customises the entertainment programmes, which can include specific tasks

Slovenia and Monte Negro / Institute Emma Contributing to the elimination of violence against women and girls.

Campaigning to reduce violence against women and children “Rather than a slap, donate a flower� is contributing to a more equal society through the elimination of violence against women and children in Slovenia and Monte Negro.

In 2012, the programme focused on raising awareness in rural areas, for example through extending the routes of its mobile unit, running training sessions and workshops, and building a network of advocates. Although begun in November 2012, by the year end more than 450 users from rural areas had joined in programmes; especially notable in areas where domestic violence is treated as normal and informal social control inhibits victims from seeking help.

A day centre was opened in KrĹĄko, Slovenia, in cooperation with local organisations and authorities. In Monte Negro a partnership was established with the Centre for Social Work, Plav, the local municipality and schools. Other activities included a documentary film with three women speaking about their experience with violence.

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to help develop physical skills. To date the Clowndoctors have visited around 815 children, benefiting them and their siblings, parents and the staff who care for them. Visits often were in the Raigmore Hospital close to the Johnson & Johnson LifeScan Scotland site and others were in rural areas where employees are part of the community. Funding is provided by the LifeScan Scotland Fund, through the Trust.

Spain / FEAFES Through the CEIFEM programme, the FEAFES confederation of groups of families and people with mental illness in Spain is working to improve the quality of life for people with mental illness and their families.

Eradicating the stigma around mental illness Stigma and discrimination are among the greatest obstacles faced by people with mental illness, and their families, in achieving social inclusion and a better quality of life. The main objective of the CEIFEM programme of the FEAFES confederation in Spain is to eradicate this stigma and to change society’s perception of such conditions through information and training. CEIFEM also helps to defend the legal rights of these people and to represent the associations that are part of confederation.

Five services are supported by external funding, for example from the Trust. They are: information; legal advice; training; communication; and a documentation centre. They serve

people with mental illness, families and close friends, the general population, professionals in mental health, the FEAFES network, the media, and public and private collaborator organisations at European, national, regional and local levels. Resources include the website www.feafes.org, magazines, newsletters and a documentation pack.

France / Mecanet Chirurgie Cardiaque Giving children with cardiac malformations corrective surgery that is not available in their own country, enabling them to follow their education and fulfil their potential.

Heart surgery for disadvantaged children Around 0.8% of all children born suffer from serious cardiac malformations of congenital origin or caused by an infection.1 Often surgical intervention is the only treatment option.

However it requires advanced medical technology with teams that are specially trained and equipped. It is expensive and many children, especially from poorer countries, are not treated for financial reasons.

Mecenat Chirurgie Cardiaque Enfants du Monde provides this treatment for children that cannot receive the appropriate treatment in their country of origin. There are five steps to save a child: identify, organise transport to France, lodge with host family, surgery, and convalescence before returning.

A treatment visit takes around eight weeks and costs around EURO 12,000, paid for by sponsors. The organisation also provides relevant training for medical staff in the countries concerned and visits these countries to understand their circumstances better.

In 2012, 195 children came to France and 183 were given surgery. Seven children were sponsored by Johnson and Johnson Medical France and the Trust.

1

OMS – Organisation Mondiale de la SantÊ

Johnson & Johnson Corporate Citizenship Trust 2012

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Johnson & Johnson Corporate Citizenship Trust Directors’ Report and Financial Statements

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For the year ended 31st December 2012

2012 List of Directors

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Objectives of the Trust > Mission > Strategies > Grant Making Policy

23 23 23 24

Achievements and performance > Performance against objectives set: an analysis of the public benefit provided > 2012 Significant areas of activity

25 25 25

Structure, governance and management > Governing document > Relationship to Johnson & Johnson Family of Companies > Recruitment and appointment of Directors > Organisation and decision making > The Programme Operations Committee > Risk management and assessment

25 25 25 25 25 26 27

Financial review > Results for the period > Principal funding sources > Investment Policy > Reserves Policy > Plans for the future

27 27 27 28 28 28

Directors’ responsibilities

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Independent auditor’s report to the members and trustees

29

Statement of financial activities

30

Financial reports and accounts

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Notes to the Financial Statements

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2012 List of Directors

Directors Jane Griffiths (Chairman since 03.12.12) Frank Welvaert Laura Angelini (resigned 24.05.2012) David Atkins Wim Bossens (appointed 28.06.2012) Dirk Brinckman (resigned 22.06.2012) Dirk Collier (Chairman until 03.12.12) Cathy Dalene (appointed 28.06.2012) Sabine Dandiguian (appointed 03.09.2012) Jose Justino Nikos Kefalas Khaled Mansour Colin Morgan O.B.E Gabriella Parisse (resigned 31.07.2012) William Printie (appointed 01.11.2012) Periklis Stamatiadis (resigned 24.05.2012) Staffan Ternstrom Christian Verbeeck Neil Wood Company Secretary Gillespie MacAndrew LLP 5 Atholl Crescent Edinburgh EH3 8EJ United Kingdom Registered Office 5 Atholl Crescent Edinburgh EH3 8EJ United Kingdom Auditors Scott-Moncrieff Chartered Accountants & Statutory Auditors Exchange Place 3 Semple Street Edinburgh EH3 8BL United Kingdom Bankers Royal Bank of Scotland 36 St. Andrews Square Edinburgh EH2 27B United Kingdom Solicitors Gillespie MacAndrew LLP 5 Atholl Crescent Edinburgh EH3 8EJ United Kingdom Company Number SC327028 Charity Number SC017977

Objectives of Trust

Mission The mission of the Johnson & Johnson Corporate Citizenship Trust is to make sustainable, long-term differences in human health. It does this by investing in strategic partnerships and innovative solutions that add value to society and impact people’s lives.

The Trust is an independent organisation 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. It is a company limited by guarantee and a registered Scottish charity.

The activities of the Trust as outlined in its Memorandum of Association are: a) The prevention or relief of poverty, b) The advancement of education, c) The advancement of health, d) The saving of lives, e) The advancement of citizenship or community development, f) The advancement of the arts, heritage, culture or science, g) The advancement of public participation in sport, h) The provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended, i) The advancement of human rights, conflict resolution or reconciliation, j) The promotion of equality and diversity, k) The advancement of environmental protection or improvement, l) The relief of those in need by reason of age, ill-health, disability, financial hardship or other disadvantage, m) The advancement of animal welfare, n) Any purpose that may reasonably be regarded as analogous to any of the preceding purposes.

Strategies 1. Building health care capacity The Trust believes that an investment in health education today will have a powerful impact on the quality of health care systems in the future. Through its partnerships, the Trust provides leadership and development training to doctors, nurses, health care professionals and community members to enable them to build their skills and competencies to improve the quality of lives of the people that they serve.

Specifically the Trust supports organisations: • Addressing global health care worker shortages, • Supporting leadership and management training, • Providing skills-based training for health care workers, • Providing health education and development opportunities for community members.

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2. Saving and improving lives

Grant Making Policy

Each day around the world, women and children struggle to survive in places with limited access to health care, education or social support. The Trust supports organisations and community groups that are working to tackle some of the critical and complex issues that are impacting communities across Europe, the Middle East and Africa (EMEA).

The 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 and international initiatives.

The Trust invests in programmes: • Promoting safe, healthy pregnancies, deliveries and infant care, • Supporting life skills education for young people, • Reducing abuse and violence against women and children, • Enhancing effective preparedness and response efforts in complex disasters and humanitarian crises, • Fostering economic empowerment for women.

With respect to national initiatives, the Trust consults informal CSR Country Committees, which are made up of local representatives from the Johnson & Johnson Family of Companies. These committees explore and manage partnerships with organisations that meet the needs of the local population whilst adhering to the mission and objectives of the Trust. Each country supported by the Trust has a dedicated Country Leader, Health Care Compliance Officer and Grant Coordinator, all of whom have a role in the grant application process.

3. Preventing diseases and reducing stigma The Trust partners with community groups on programmes to prevent diseases such as HIV/AIDS, diabetes and other chronic conditions. It works to help people and their families cope with the social stigmas and suffering associated with disease and mental illness. The Trust believes that its community partners understand the needs of their people best and supports them in their efforts to make the greatest possible impact.

It partners with organisations: • Supporting programmes to prevent HIV/AIDS, • Donating products to reduce impact of disease among the poor, • Promoting hygiene and environmental stewardship, • Reducing the impact of chronic diseases and obesityrelated conditions, • Supporting community programmes that reduce stigma related to diseases and mental illness.

4. Advancing and innovating in corporate social responsi- bility (CSR) The Trust is driven by a commitment to create and add value to society. It believes that, by fostering and promoting the development of multi-stakeholder partnerships from government, business and society, it can contribute to the development of long-term and sustainable solutions to many of the issues impacting health care and society. CSR is about creating win-win situations for both business and society and the Trust is committed to advancing the further development of CSR across EMEA. To do this it supports organisations: • Developing and fostering networks that promote the CSR agenda, • Improving the capacity for CSR research and development, • Investing in innovative multi-stakeholder solutions to drive health and society platforms.

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International programmes are managed by the Programme Operations Committee (see page 26) and follow the same process. Every national and international grant approved requires sign-off by two Directors of the Board. National CSR Country Committees and the Programme Operations Committee meet regularly with their partners and are required to provide progress reports to the Board.

Achievements and performance Performance against objectives set: an analysis of the public benefit provided In 2012, grant giving totaled £4,944,488. Funding was used to support 132 grants in over 30 countries across EMEA. The following chart maps the distribution of funding across the four main strategies.

Structure, governance and management Governing document The 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 Johnson & Johnson Family of Companies

Building Health Care Capacity

45.5% Advancing and Innovating in CSR

6.8%

The 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 2012, all 15 Directors are employees of the Johnson & Johnson Family of Companies.

Total funding:

£ 4,944,488

22.3%

Preventing Disease and Reducing Stigma

25.4%

Saving and Improving Lives

2012 Significant areas of activity For an overview of some of the programmes supported in 2012 see pp. 4 to 21.

Recruitment and appointment of Directors 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 making The Board of Directors meets biannually and presides over the strategic direction of the charity, having responsibility and control of its affairs and activities.

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The Programme Operations Committee Whilst overall management of the Trust is decided by collective decision of the Board, much of the Trust’s functioning is undertaken by the Programme Operations Committee.

The eleven people 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 Programme Operations Committee during 2012 were aligned to the four focus areas of the Trust’s Roadmap (developed in 2009). These are partnering, communicating, innovating and improving process.

Partnering In 2012, the Trust continued to pursue its Partnering strategy, collaborating with a wide range of organisations across Europe, the Middle East and Africa (EMEA), to focus on building health care capacity, saving and improving lives, preventing disease and reducing stigma and advancing and innovating in corporate social responsibility (CSR).

The Trust and the Aga Khan Foundation (AKF) initiated its fourth phase of partnership since 1998 committing to support programmes that address health care capacity building, preventing disease amongst children and saving and improving lives in the community in East Africa (Kenya, Uganda and Tanzania), Portugal and Egypt from 2013 to 2015. This iteration also includes the Aga Khan Foundation’s Science of Early Childhood Development, activities under this component will focus on developing context, culture and languageappropriate resources (in Arabic) to increase the accessibility of AKDN’s work within the Middle East.

The Trust, in partnership with INSEAD Business School in France, launched a pilot of the ‘Innovating Health for Tomorrow’ programme. The initiative was designed in response to the changing needs of the health care arena.

The pilot, which aimed to equip health leaders in Europe and Africa with the skills required to foster innovation in their organisations, was a success and the programme will run again in 2013.

The Trust would also like to recognise another successful year with the implementation of new partnerships across EMEA, including The Healthy Classroom Initiative in Germany with Stiftung Kindergesundheit, which promotes health lifestyle behaviours in children aged 5 – 10 years through health education modules.

In line with the Johnson & Johnson CSR Global Strategic Framework, the Trust was given extra funding from Johnson & Johnson Family of Companies Contribution Fund to support additional programmes across Africa.

Communicating In 2012, the Trust undertook a number of communication actions to increase awareness of the CSR activities across the region amongst Johnson & Johnson employees and external partners. The main achievement was the launch of 26

the Johnson & Johnson Corporate Citizenship Trust website which provides a new medium for to the Trust to communicate with stakeholders. For more information please visit www.jjcct.org.

The Trust employed an agency to manage the design and writing of the 2011 Annual Report, and worked to increase the Report’s circulation.

Innovating In 2012, the Trust continued its strategy to explore innovative solutions to health care challenges. Key efforts in this area included:

1. The ‘Advancing Global Health Decision Making’ Programme The Trust worked with the Academy for Business and Society (ABIS) and Rutgers University to continue efforts in the ‘Advancing Health Decision Making’ (AHDM) series of seminars.

The initiative brings together thought leaders from across the global health spectrum to identify decision making processes that lead to better health outcomes. The self-driven agenda focused particularly on improving cross-sector collaboration and coordination, and enhancing the sharing, use and effective interpretation of health data.

2. ColaLife – Health2Wealth 2012 saw the second year of a two year pilot of the ColaLife initiative in Zambia. The Trust provided support to ColaLife, an international non-governmental organisation, to deliver lifesaving anti-diarrhoea kits to isolated parts of Africa using supply chain innovations.

3. Project LifeSpring Following the 2011 Blue Ocean Programme, the Trust initiated an exploration of one of the resulting projects, Project LifeSpring. A team from Johnson & Johnson with a Board Director and a member Programme Operations Committee tested the viability of the Project LifeSpring initiative in Kenya.

The initiative aims to reduce childhood diarrhoea through the provision of safe water.

Improving work processes At the end of 2011 and at the beginning of 2012, the Trust initiated a process to survey a cross section of its partners, board members and employees. The purpose is to assess how the Trust has progressing against the current roadmap and to understand the needs of its stakeholders going forward. The assessment has provided the Trust with the building blocks to undertake the next strategic roadmap, development of which will continue into 2013.

In 2012, Martina Kümmerle, Finance Director with DePuy, a member of the Johnson & Johnson Family of Companies, worked with the Trust on a short term assignment to conduct a needs analysis for a new Financial and Accounting Reporting system. The Board of Directors agreed to the expert recommendation to implement a new system to ensure that the resources of the Trust are managed in an efficient manner.

Risk management and assessment The Trust adheres to the highest standards of diligence and transparency, and the Board of Directors work to ensure that all its activities are compliant with applicable rules and anti-corruption laws, including the UK Bribery Act. The Trust requires that all prospective beneficiaries undertake a full health care compliance due diligence in line with compliance procedures of the Johnson & Johnson Family of Companies.

Financial review and results for the period The Statement of Financial Activities is reported on page 30.

Results for the period 2012 was a year of transition for the Trust, which saw it conducting a stakeholder analysis and progress survey against the current strategic roadmap.

The Trust continued to implement CSR strategy and new partnerships in the region with investment into building health care capacity, saving and improving lives, preventing disease and reducing stigma and, advancing and innovating in corporate social responsibility being maintained and measured against established processes.

In order to increase visibility and build its identity, the Trust increased its investment on communication to develop a Trust website.

Principal funding sources The 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 funds These 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 funds These are unrestricted funds that are earmarked by the trustees to be used for particular purposes in the future. They are still accounted for as part of the charity’s unrestricted funds, as the trustees have the power to re-designate theses funds to other purposes. Please refer to page 33 for list of designated funds.

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Investment Policy The Trustees have full power of investment.

In 2012, the Directors continued to take a cautious approach towards investment, preferring not to establish a longer-term investment policy for its charitable funds.

The Audit and Finance Committee are exploring investment opportunities that reflect its low-risk policy.

Reserves Policy The Directors recognise the requirement to maintain reserves at a certain level in order that the Trust can continue to meet its future obligations. The Trust’s unrestricted funds represent the value of approximately four months of on-going activities which the Directors consider to be adequate.

Plans for the future At the end of 2012, the Trust initiated a process to begin developing a new strategic roadmap to steer the direction of the Trust in 2013 towards 2018. The purpose is to ensure that the Trust is equipped to meet the expectations of its key stakeholders, both internal and external, and to further strengthen its position as an enabler for CSR innovation in the EMEA region in the coming years. This important exercise is led by the Board of Directors. The Programme Operations Committee is developing a new plan on the basis of the following principles: • Reorganisation around the focus areas of: 1. Partnerships 2. Knowledge Transfer & People Engagement 3. Social Innovation 4. Trust Services • Reduction in the number of projects, with emphasis on longer term commitment and impact • Strong focus on value creation and impact measurement To enable the development of this roadmap and to ensure the continued growth and expansion of the Trust, a new organisational structure which includes the assignment of new roles and responsibilities in the Programme Operations Committee, is currently being established.

In 2013, and alongside the development of future strategic direction, the Trust will continue to operate according to the existing roadmap against the platforms of Partnerships, Innovation, Communication and Improving Processes.

Directors’ responsibilities 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: • Select suitable accounting policies and then apply them consistently, • Make judgements and accounting estimates that are reasonable and prudent, • State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and • Prepare the financial statements on the 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 auditors As far as each of the directors, at the time the report is approved, are aware: a) There is no relevant information that the Trust’s auditors are unaware of, and b) the directors have taken all steps needed to make themselves aware of any relevant audit information, and to establish that the auditors are aware of the information.

Approved by the Directors on 29th April 2013, and signed on their behalf by:

Jane Griffiths, Chairman, Johnson & Johnson Corporate Citizenship Trust

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Independent Auditor’s Report to the Members and Trustees For the year ended 31 December 2012

We have audited the financial statements of Johnson & Johnson Corporate Citizenship Trust for the year ended 31 December 2012 which comprise the Directors’ 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 auditors As explained more fully in the Statement of Directors’ Responsibilities set out on page 28, 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, including “APB Ethical Standard – Provisions Available for Smaller Entities (Revised)”, in the circumstances set out in note 14 to the financial statements. In addition, we read all the financial and non-financial information in the Directors’ Report to identify material inconsistencies with the audited financial statements. 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 statements An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the Trust’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements.

Opinion on financial statements In our opinion the financial statements: • give a true and fair view of the state of the Trust’s affairs as at 31 December 2012 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and • have been prepared in accordance with the 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 2006 In our opinion the information given in the Directors’ 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 exception We 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: • the Trust has not kept proper and adequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or • the financial statements are not in agreement with the accounting records and returns; or • certain disclosures of trustees’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit.

Gillian Donald, Senior Statutory Auditor

For and on behalf of Scott-Moncrieff, Statutory Auditor Chartered Accountants Eligible to act as an auditor in terms of Section 1212 of the Companies Act 2006 Exchange Place 3, Semple Street, Edinburgh, EH3 8BL 29th April 2013

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Statement of Financial Activities For the year ended 31 December 2012

Notes Endowment Unrestricted Total Total

2012 2012 2012 2011 Incoming resources £ £ £ £ Incoming resources from generated funds: > Voluntary income 2 - 5,457,343 5,457,343 6,151,562 > Investment income 1,022 16,006 17,028 14,462 Other incoming resources - 500 500 14,035 Total incoming resources 1,022 5,473,849 5,474,871 6,180,059 Resources expended Activities in furtherance of the charity’s objectives 3 Governance costs 4 Total resources expended

- - -

5,576,003 42,763 5,618,766

5,576,003 42,763 5,618,766

6,191,260 19,135 6,210,395

Surplus/(deficit) for the year Loss on disposal of fixed assets Net movement in funds

1,022 - 1,022

(144,917) (6,106) (151,023)

(143,895) (6,106) (150,001)

(30,336) (30,336)

Fund balances brought forward at 1 January 2012 Fund balances carried forward at 31 December 2012

11 11

100,859 101,881

1,486,196 1,587,055 1,617,391 1,335,173 1,437,054 1,587,055

There are no recognised gains or losses other than those shown in the statement of financial activities above.

All the activities relate to continuing activities. The notes on pages 31 to 34 form part of these financial statements

Financial reports and accounts Balance Sheet as at 31 December 2012

Notes 2012 2011

£ £ Tangible fixed assets 8 - 6,106 Current assets Debtors 9 - 72,851 Cash at bank 1,826,447 1,990,470

2,063,321 Creditors: amounts falling due within one year 10 Net current assets Total assets less current liabilities Net assets

(389,393) (482,372) 1,437,054 1,580,949 1,437,054 1,587,055 1,437,054 1,587,055

Funds Endowment funds 11 101,881 100,859 Unrestricted 11 632,988 652,445 Designated funds 12 702,185 833,751 Total funds 1,437,054 1,587,055

Authorised for issue and approved by the Board on 29th April 2013 and signed on its behalf by:

Jane Griffiths Company Registration No: SC327028 The notes on pages 31 to 34 form part of these financial statements 30

Notes to the Financial Statements For the year ended 31 December 2012 1. Accounting policies

Basis of accounting The 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 concern The 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.

Fixed assets and depreciation All fixed assets are included at cost. Depreciation of fixed assets is calculated to write off the cost less any residual value over their estimated useful lives as follows: Fixtures and fittings

20% straight line

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

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 transactions Foreign 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 accounting Unrestricted 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.

Endowment funds Endowment funds 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.

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

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

Pension costs The 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 VAT The 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. 2. Voluntary income

Donations - DePuy Donations - other

2012 2011 Total Total £ £ 5,336,793 5,283,772 120,550 867,790 5,457,343 6,151,562

3. Activities in furtherance of the charity’s objects

Grants Staff costs Administrative costs

2012 Total £ 4,944,488 280,117 351,398 5,576,003

2011 Total £ 5,474,130 263,644 453,486 6,191,260

4. Governance costs

2012 2011

Total Total

£ £ Legal fees 19,754 6,965 Audit & accountancy fees 22,187 12,170 Trustee costs to attend board 822 meeting

42,763

19,135

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

Johnson & Johnson Corporate Citizenship Trust 2012

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5. Analysis of grants 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.

Beneficiary Project name 2012 2011 A Chacun Son Everest A Chacun Son Everest £78,187.07 £82,184.60 Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £152,500.57 £136,975.07 (United Kingdom) Partnership: East Africa - Aga Khan University - Advanced Nursing Studies Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £144,920.69 £126,602.08 (United Kingdom) Partnership: Egypt Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £122,868.46 N/A (United Kingdom) Partnership: East Africa. Madrassa Resource Centre (MRC) /

Early Childhood Development (ECD) Kenya, Uganda and Tanzania Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £82,680.18 N/A (United Kingdom) Partnership: Portugal Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £63,882.50 N/A (United Kingdom) Partnership: East Africa Southern Tanzania Community Health Aga Khan Foundation Johnson and Johnson - Aga Khan Development Network Phase IV £63,107.93 N/A (United Kingdom) Partnership: Multi-Country (Middle East, South Asia) 2012 - 2013 Aga Khan Foundation Aga Khan Development Network Partnership: East Africa Bridge Funding £57,563.23 N/A (United Kingdom) Colalife Health2Wealth £86,321.00 £64,250.00 EABIS - The Academy of Corporate Membership & Corporate Social Responsibility Knowledge £60,975.67 N/A Business in Society asbl Development and Learning European Child Safety Alliance European Child Safety Alliance £73,282.68 £75,432.00 / RoSPA FIA Foundation Helmets for Kids - providing motorcycle helmets for children in Vietnam £95,000.00 N/A and Thailand Fondazione Johnson & Health’ s Villages 2012 £68,490.77 N/A Johnson for Susan G. Komen Onlus Fonds Psychische Gezondheid Labyrinth Psychotica £143,081.77 £71,527.78 Hand in Hand Enterprise Development and Sanitation and Hygiene Education for Rural £63,867.96 £64,856.89 Families in Afghanistan INSEAD Business School Innovating Health for Tomorrow 2012/2013 - Module One (T15030/3850T) £175,631.30 N/A INSEAD Business School Innovating Health for Tomorrow £61,952.43 N/A INSEAD Middle East Campus Middle East Health Leadership Program £112,580.94 £514,512.88 INSEAD Middle East Campus Innovators for Community Wellness Programme 2012 £196,270.02 £200,203.91 Kidsave International Malenkaya Mama (Teen Mother) Program, Russia £62,055.05 £61,698.06 MEND UK Fitter, healthier, happier families £100,000.00 £99,990.00 Project HOPE Nil Nocere £63,176.75 £179,875.62 REMISSIE Vereniging Puente £65,439.43 N/A Zonder Winstoogmerk Save the Children UK Eat,Sleep,Learn, Play £100,000.00 £99,993.00 Stiftung Kindergesundheit The Healthy Classroom (Das gesunde Klassenzimmer) £260,277.47 N/A The Shaftesbury Partnership Nurse First £250,000.00 £250,000.00 2011 Beneficiaries and Projects that are not included above N/A £1,269,484.47 For detailed list of 2011 Analysis of grants, please refer to the 2011 Annual Report

6. Surplus/(deficit) for the year

This is stated after charging: Auditor’s remuneration in respect of - audit - non audit Depreciation on tangible fixed assets

7. Salaries 2012 2011 £ £

10,020 12,167 -

9,675 2,495 3,664

Salaries Staff costs Administrative costs

2012 2011 £ £ 209,513 168,250 3,845 5,129 4,855 2,427 213,047 175,806

None of the directors received any remuneration during the current or prior period. During 2012, expenses of £822 were reimbursed (2011: £nil). No employee’s emoluments exceeded £60,000 during 2012 (2011: none).

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8. Staff numbers

Full-time equivalents

9. Tangible fixed assets 2012 2011 £ £ 5 4 5 4

None of the staff listed above are employees of Johnson & Johnson Corporate Citizenship Trust (2011: none). The costs relating to Johnson & Johnson Corporate Citizenship Trust are recharged on a quarterly basis.

Fixtures and fittings £ 18,319 (18,319) -

Total £ 18,319 (18,319) -

12,213 (12,213) -

12,213 (12,213) -

- 6,106

6,106

11. Creditors: amounts falling due within one year

10. Debtors

Accrued income Other debtors

Cost At 1 January 2012 Disposals At 31 December 2012

Depreciation At 1 January 2012 Released on disposal At 31 December 2012

Net book value At 31 December 2012 At 31 December 2011

2012 2011 £ £ - 8,333 - 64,518 - 72,851

Grants payable Accruals Amounts due to related party

2012 2011 £ £ 312,316 386,862 77,077 79,448 - 16,062 389,393 482,372

12. Analysis of reserves

Balance at

1 January 2012

£ Endowment funds 100,859 Designated funds 833,751 Unrestricted funds 652,445 Total 1,587,055

Balance at Incoming resources £ 1,022 558,758 4,915,091 5,474,871

Incoming Resources expended £ - (690,324) (4,934,548) (5,624,872)

Resources Balance at 31 December 2012 £ 101,881 702,185 632,988 1,437,054

Included within the endowment fund is £101,881 (2010: £100,859) for the benefit of the College of Surgeons West, East and Central Africa.

13. Designated funds

Balance at

1 January 2012

£ Social Innovation Fund 63,078 Janssen EMEA 542,518 Janssen Disaster Fund 95,375 Janssen Nordics 130,554 Lifescan Scotland 47,988 UK CSR Operational (64,482) Designated Corporate Budget 18,720 Total 833,751

Balance at Incoming resources £ - - - - 40,000 80,550 438,208 558,758

Incoming Resources expended £ (8,878) (181,321) - - (65,136) (54,339) (380,649) (690,324)

Resources Balance at 31 December 2012 £ 54,200 361,197 95,375 130,554 22,852 (38,271) 76,278 702,185

Social Innovation Fund

The Social Innovation Fund has been developed to enable the Trust to support projects and programmes that develop and promote new and innovative approaches to some of the major health care issues impacting society.

Janssen EMEA Fund

In 2011 Janssen EMEA made a considerable donation to the Trust. The designated fund is used to explore and support innovative solutions that improve health and well-being in underserved communities.

Janssen Disaster Fund

In the aftermath of the Pakistan 2010 flood disaster, the Trust created this designated fund to specifically support the short, medium and long-term relief and reconstruction efforts in Pakistan.

Johnson & Johnson Corporate Citizenship Trust 2012

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As part of its commitment to social entrepreneurial initiatives in Nepal, Janssen EMEA, on behalf of the Nordic Janssen organisation made a donation to the Trust in 2011. Funds are administered for specified initiatives within Nepal.

Lifescan Scotland 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 CSR Operational Fund

Funds donated by Johnson & Johnson companies in the UK to support the development and implementation of the UK CSR Strategy. Prior to receipt of these donations, money from this fund was spent in order to continue the CSR Strategy and partnerships during the year. The donations are expected to be received in 2013, which will bring the balance of the fund back to a surplus.

Designated Corporate Fund

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

Janssen Nordics Fund

14. Analysis of net assets among funds

Fixed assets Net current assets Total

Endowment funds £ - 101,881 101,881

Designated funds £ - 702,185 702,185

Unrestricted funds £ - 632,988 632,988

Total 2012 £ 1,437,054 1,437,054

15. Analysis of net assets among funds In common with many other organisations of its size and nature, the Trust uses its auditors to assist with the preparation of the financial statements.

16. Related parties During the year, £5,336,793 of donations were received from DePuy International Limited (2011: £5,299,834). DePuy International Limited is a related party under common control. C Morgan is a director of Johnson & Johnson Medical Limited, controlling shareholder of Depuy International Limited. At the year-end £nil (2011: £16,062) was due to DePuy International Limited.

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

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The Trust team 2012 Board of Directors Jane Griffiths, Trust Chairman, Company Group Chairman, Janssen EMEA (UK) David Atkins, Global VP, Acclarent Mentor (UK) Wim Bossens, Assistant General Counsel EMEA (B) Dirk Collier, Board Member, Janssen Pharmaceutica (B) Cathy Dalene, Business Unit Dir. GS Emerging Markets (N) Sabine Dandiguian, Reg. MD Emerging Markets, Janssen EMEA (F) Jose Justino, Company Group Chairman, Johnson & Johnson Consumer EMEA (CH) Nikos Kefalas, President and Managing Director, Janssen Greece (G) Khaled Mansour, (Chairman ME branch), area-MD, Janssen MEWA (Eg) Colin Morgan, Regional VP Public Affairs UK – Ireland – Nordics, (UK) Staffan Ternström, Reg. VP GS Emerging Markets EMEA (B) Christian Verbeeck, independent (till 12/13)(B) Frank Welvaert, Trust MD – CSR Director EMEA (B) Neil Wood, Finance Director, GMED Healthcare (B) Willie Printie, Managing Director, LifeScan Scotland (SCT)

2012/2013 Programme Operations Committee Frank Welvaert, Managing Director Johnson & Johnson Corporate Citizenship Trust CSR EMEA Director, Johnson & Johnson Ben Davies, Director Corporate Social Responsibility Johnson & Johnson Corporate Citizenship Trust Annet Eijkelkamp, Trust Manager EMEA Johnson & Johnson Corporate Citizenship Trust Christine O’Gorman, Project Manager Johnson & Johnson Corporate Citizenship Trust Marion Birnstill, CSR Project Manager EMEA Johnson & Johnson Corporate Citizenship Trust Ailbhe Timmons, Communications Project Manager Johnson & Johnson Corporate Citizenship Trust Bhavna Mehta, CSR Manager Middle East Johnson & Johnson Corporate Citizenship Trust Paula Mulligan, Project Manager Middle East Johnson & Johnson Corporate Citizenship Trust Sarah O’Leary, Trust Services Manager Johnson & Johnson Corporate Citizenship Trust Virginie Delwart, CSR Manager EMEA Johnson & Johnson Tiana Connor, Communications Fellow Rutgers University Graeme Turnbull, Intern Edinburgh Napier University

Johnson & Johnson Corporate Citizenship Trust 2012

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Credits

Registered Charity Charity Number SC017977 Company Limited by Guarantee Registered Number No 327028 Registered Office 5 Atholl Crescent, Edinburgh EH3 8EJ, Scotland Correspondence Office Leonardo Da Vincilaan 15, 1831 Diegem, Belgium Telephone +32 2746 3619 Fax +32 2746 3001 Email csremea@jppbe.jnj.com 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 Trust Contact Christine O’Gorman, Trust Services Manager, Johnson & Johnson Corporate Citizenship Trust, Leonardo Da Vincilaan 15, 1831 Diegem, Belgium, +32 2746 3619 Editor Frank Welvaert, Managing Director, Johnson & Johnson Corporate Citizenship Trust, Leonardo Da Vincilaan 15, 1831 Diegem, Belgium Editorial Support Annet Eijkelkamp, Trust Manager, Johnson & Johnson Corporate Citizenship Trust Ailbhe Timmons, Communications Project Manager, Johnson & Johnson Corporate Citizenship Trust Karl Wouters, Sensus Communications, www.sensuscommunications.be Writers Graham Look bvba, Graham.look@telenet.be Design & Production Bailleul Ontwerpbureau, www.bailleul.be Š 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.

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The Johnson & Johnson

Family of Companies Credo

JOHNSON & JOHNSON CORPORATE CITIZENSHIP TRUST Registered Office: 5 Atholl Crescent, Edinburgh EH3 8EJ, Scotland Charity No: SC017977, Company Registered by Guarantee in Scotland No: SC327028