Decision-Making and Living Our Credo

Credo Paragraph 1

100

Paragraph 1 of the Credo focuses on our responsibility to which groups of people?

Doctors, nurses and patients, mothers, fathers, and all others who use our products and services

200

Reducing costs in order to maintain reasonable prices is a Credo Objective – true or false?

true

300

Please fill in the blank: The values and principles spelled out in Our Credo serve as our compass; the Johnson & Johnson        &nbsp                is the road map that helps us stay on course with those values

Code of Business Conduct

400

Our Credo-Based Decision Making Guide is a 4 step process which ensures that we are making appropriate ethical decisions. Step 2 encourages us to search for a good solution after we identify that a Credo conflict exists. What happens if we cannot think of a good solution, even after we may have consulted with others? What option would be available to us 24 hours a day, seven days a week to report a violation. What is the name of this service?

OUR CREDO HOTLINE (credohotline.com) is available 24 hours a day, seven days a week. It is independent, secure and confidential. In most regions, employees can choose to remain anonymous, but are encouraged to identify themselves and to provide as much information as possible so the Company can conduct an efficient and effective investigation of the reported issue.

Credo Paragraph 2

100

Paragraph 2 of the Credo states that Johnson & Johnson has a responsibility to whom?

Employees

200

What must be fair and adequate?

Compensation

300

Why is this paragraph an important part of the Credo?

Different thoughts, abilities, experiences and individual characteristics make our work environment richer and lead to better business decisions. When our employees are fully engaged and empowered, we drive innovation and create health care solutions that benefit communities around the world.

400

Using Credo-based decision making, how would you manage a request from your direct report to switch from being an on-site worker to a remote/virtual worker.

Understand the reason for the request, analyze the impact to the company, the team and the individual if this change is implemented, understand the financial impacts, set goals and expectations with the direct report, arrange a “trial” to see if it will work, and set check points with the direct report to ensure the new work arrangement remains suitable for both the department and the individual.

Credo Paragraph 3

100

The 3rd paragraph of the Credo says that Johnson & Johnson has a responsibility to whom?

Communities in which we live and work

200

Name at least 3 different ways J&J lives into Paragraph 3 of the CREDO globally

a. Disaster relief b. Vaccines c. Philanthropy d. Free care, i.e. vision screenings, consumer products

300

In an online article for Forbes, Glen Llopis describes “6 Reasons Leaders Make Bad Decisions”. Name one (or more) bad decision-making reasons articulated in this situation: “After a strong hurricane hit the East Coast, thousands of people are injured, lost their homes, and without personal belongings. The Company Group Chairman of the J&J Consumer Products division is under pressure to meet financial targets and thus, has decided not to provide free consumer products in relief because of the high cost to serve.”

a. Addicted to Corporate Politics = “Losing sight of your primary role and responsibilities as a leader in order to focus on political agendas and successes” b. Lack Clarity of Purpose = “When you don’t know what you stand for it becomes more difficult to make good decisions…Your decision making capabilities erode because you have allowed yourself to lose touch with your values”

400

Using the 4-step approach of the Credo Based Decision Making Model (Recognize..., Search…, Test…, Act…), discuss how you would address the following situation: “An Operations Manager at a division of J&J discovers there is excess waste leaking into the nearby lake and harming the local environment and wildlife. The local community is upset and demanding something be done to correct the problem. How should the head of this division proceed to address this problem?”

a. Recognize = confirm a problem exists and the magnitude of the situation b. Search = find alternatives to address the problem for long term sustainability c. Test = present the case to leadership and how this will impact the division’s reputation d. Act = communicate and explain the decision to upset people/communities and implement safeguards to prevent future issues

Credo Paragraph 4

100

The 4th paragraph of the Credo says that Johnson & Johnson has a responsibility to whom?

Stake Holders

200

How do we ensure that business makes a fair profit and that our Stake Holders make a fair profit?

We are a publicly traded company that conducts business in many countries. In all of our dealings, we must keep accurate books and records that maintain the integrity of our financial reporting, support our internal decision-making and strengthen our reputation with stakeholders.

300

The 4th Credo paragraph focuses on Financial Integrity & Protecting Our Assets. What must we do to ensure that our company equipment is always protected?

When working with Company information or technology tools (such as laptops, email, databases, etc.), employees should set up complex passwords that cannot be easily guessed and should never share passwords. Company information should not be stored with unapproved Internet or cloud services as that information may not be protected and may be accessed by unauthorized people.

400

The first tenant of Our Credo – Responsibility to the Medical Profession, Patients, and Consumers: This early philosophy of putting patients and consumers first, irrespective of profit was stated by whom?

Robert Wood Johnson

Credo History

100

In what year was the J&J Credo written?

Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Company’s founding family, crafted Our Credo himself in 1943, just before Johnson & Johnson became a publicly traded company.

200

In 1982, the J&J Credo was put to the test. What did the company do at that time?

Tylenol was being tampered with so J&J pulled 330 million pills off the shelf, going from a 34% market share to 0%. The company also immediately retooled their factories to create a visual metaphor for safety, introducing an aluminum tamper-evident seal, plastic coating, and pill capsules that couldn’t be broken apart easily. Within 90 days, the consumer trust was so high that market share skyrocketed to 46%.

300

What was the name of the 5 year Credo based strategic roadmap for citizenship and sustainability priorities? This initiative extends the Company’s commitment to help address global health needs with goals ranging from targeting affordable access to HIV and TB therapies for populations in some of the least-developed countries of the world, to donating medicines for treating intestinal worms in more than 30 countries where prevalence is high. These targets align with the United Nations Millennium Development Goals and the Company’s commitments to date.

Healthy Future 2015

400

If you are faced with a difficult decision about business conduct, what is one of the questions you should ask yourself?

a. Is the conduct a violation of the J&J Code of Business Conduct, Company policy or the law? b. Is the conduct inconsistent with Our Credo responsibilities? c. Will this conduct appear unethical to stakeholders outside our Company? d. Could the conduct harm my reputation or the reputation of J&J?