Today’s rapidly changing world requires new and innovative thinking and solutions. The intertwining strands of change in healthcare, patient and consumer demographics and the workplace pose challenges and opportunities for Johnson & Johnson. These can only be met by using diversity and inclusion (D&I) as a key lever to drive innovation and business results. D&I enables us to better understand and connect with our diverse and multicultural patients, customers and consumers—so we can better serve them every day.
We know that bringing our diverse backgrounds, cultures, and perspectives together is the way to solve today’s complex health problems. Our Credo outlines our responsibility to create an inclusive environment and respect the dignity and diversity of all people. This makes D&I everyone’s responsibility—that of every employee around the globe. Empowering everyone at Johnson & Johnson to perform at their best while being themselves is fundamental to our continued success. That is why we strategically approach D&I as we would any other business imperative.
In 2018, we continued to progress on D&I by further implementing our D&I strategy, which focuses on three pillars: advance a culture of inclusion and innovation, build a diverse workforce of the future, and enhance business performance and reputation. The strategy starts with helping our people discover ways of working that foster a deep sense of belonging—for themselves, for their teams, for Johnson & Johnson. This enables us to further a culture that can fully leverage the diverse mindsets, experiences and skills of our people and improve health for billions of people.
At Johnson & Johnson, D&I is built into the fabric of our DNA and has always been critical to our success in delivering quality health solutions and innovations to the billions of people we serve around the world. Our commitment to D&I starts at the top with our Chairman and CEO, who holds his senior leaders accountable for progress against their D&I strategies, and drives this commitment through the organization by embedding D&I in his employee communications and engagements. We have systems of accountability through a variety of programs and controls, business reviews and our performance management system. Our leaders role-model inclusive behaviors by holding conversations with employees around mitigating unconscious bias, including D&I in town halls and communications, and by serving as executive sponsors for our Employee Resource Groups (ERGs). In fact, every member of the Executive Committee sponsors an ERG. D&I is both who we are and what we do; it’s how we work every day.
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