Rooted in Our Credo, the values of diversity, equity and inclusion fuel our pursuit to create a healthier, more equitable world. Our diverse workforce and culture of belonging accelerate innovation to help solve the world’s most pressing healthcare challenges.
Our DEI definition: we all belong
Be yourself, change the world.
Make diversity, equity & inclusion how we work every day.
At J&J, DEI is a business imperative. We deliver our DEI vision and mission through our DEI strategy that is focused on four areas:
- Build a workforce of individuals with diverse backgrounds, cultures, abilities and perspectives.
- Accelerate our global culture of inclusion where every individual belongs.
- Transform talent and business processes to achieve equitable opportunities for all.
- Drive innovation and growth with our business to serve diverse markets around the world. Policies & Positions: Diversity, Equity and Inclusion
The annual Our Credo survey serves as a significant indicator of employee satisfaction and measures important aspects of our culture. A subset of responses from the Our Credo survey is aggregated to form the Inclusion Index—a measure of how our people leaders are delivering a culture of inclusion. Our Credo Survey results in 2023 confirmed that DEI values are embedded across J&J:
- 85% of employees agreed that “J&J provides an inclusive work environment where each employee is considered as an individual.”
- 86% of employees agreed that “My workgroup has a climate in which diverse perspectives are valued.”
In 2023, we reevaluated our Health for Humanity aspirational diversity goals following the separation of our consumer health business and corresponding reduction of approximately 15% of our workforce. Given the change to our employee total, rather than evaluate our progress of Black/African Americans in Management as a percentage of growth, we have restated this aspirational goal as a percentage of our workforce, which is aligned to how we measure our other aspirational diversity goals. This method helps normalize hiring, turnover, and acquisitions/divestitures and is also consistent with industry best practice.
We have a responsibility to drive positive change within J&J and around the world. We continuously evolve our strategies to address market demands and be globally relevant while always maintaining our commitment to equity.”
Women in Management
Health for Humanity goals
Our aspirational goal
By 2025, achieve 50% of women in management positions globally.
Our results
- As of the end of 2023, 49% of management positions globally were held by women.29
On track
Black/African Americans in Management
Health for Humanity goals
Our aspirational goal
By 2025, achieve 6.8% representation of Black and African American employees in management positions in the U.S.30
Our results
- As of the end of 2023, 6.5% of management positions globally were held by Black and African American employees.
On track
In 2022, we achieved 36% ethnic/racial diversity in management positions within the U.S. In 2023, we improved our results by achieving 36.4% ethnic/racial diversity in management positions.29
Highlights of our progress in advancing DEI in 2023 include:
- Launching Conscious Inclusion training for leaders and individual contributors as an enterprise-wide effort to heighten skills in recognizing and mitigating unconscious bias. More than 90,000 employees completed the training, with the remainder planned for 2024.
- Leveraging the J&J Learn platform to engage employees in DEI through a dedicated DEI Learning Channel, which offers a comprehensive catalog of digital learning opportunities to enhance DEI skills and knowledge within J&J. More than 16,000 employees have subscribed to this channel.
- Expanding activity of our 12 Employee Resource Groups (ERGs) engaging 24,800 colleagues across 512 chapters around the world in taking action to help drive better outcomes for our employees, our patients, our communities and our business, leveraging diverse insights and experience.
- Driving initiatives for veterans to make our workplace more accessible and help them transition to civilian life. This included hosting the U.S. Chamber of Commerce’s Hiring Our Heroes industry-wide roundtable discussion, bringing together leaders across sectors to explore how best to enhance military-connected talent pathways in the healthcare industry—the first time an industry-specific lens was applied to a working discussion on this topic.
- Advancing our Access-Ability disability recruitment and support program to provide an inclusive and enabling environment for people with diverse abilities to join our team and thrive at J&J. We started with a focus on attracting, hiring and retaining qualified people with disabilities in temporary roles, and have now extended support models and are also integrating full-time opportunities as well. More than 50 individuals with diverse abilities were hired through the program in 2023.
See other sections in this Report relating to how we are advancing DEI in our markets and our innovation (Our Race to Health Equity, Research for healthier outcomes, Responsible supply base). Our most recently filed U.S. Federal Employer Information Report EEO-1 is also publicly available.31
Our fifth annual We All Belong: DEI Impact Review shares insights into how we have brought our DEI strategy to life across the organization in 2023.
Gender representation
Ethnic/racial diversity in the U.S.
DEI in 2023 by the numbers
of our Vice Presidents globally are women
of our workforce is over the age of 50
of our U.S. workforce identifies as ethnically or racially diverse
of new hires were women
of our Directors and Managers in the U.S. identify as ethnically or racially diverse
employees engaged in Employee Resource Groups (ERGs)
29 Management positions are defined as all positions M1+ across Johnson & Johnson business sectors and functional groups.
30 Target has been updated to reflect population representation.
31 Federal reporting obligations require specific employee categorization that differs from the way we measure our diversity progress, as reflected in our Health for Humanity Report, and is, therefore, not directly comparable.
