About Janssen

This year, Janssen has been setting up Bridge to Employment, a business education partnership model, inspired and delivered by Johnson & Johnson across the globe. Set up by J&J 10 years ago the programme is designed to encourage more young people to pursue further education in maths and science and help them identify career opportunities that they may not realise are open to them. They have partnered with a local school Highcrest Academy and will work closely with a range of partners to deliver the mentoring programme including Bucks New University, Young Enterprise and FHI 360 (a non-profit human development organisation who are working with J&J globally on BTE initiatives). A group of fifty, year 10 students from Highcrest are being selected to participate in the programme for 3 years and around 30 Janssen employees have volunteered to act as mentors for this cohort of students, supporting them in a variety of exercises to help build their confidence and self-esteem and inspire them to achieve their potential. Mentors will be trained in preparation for the scheme to officially launch in January 2016. Numerous other charitable and community based initiatives are supported throughout the year. Employees have an annual allocation of 5 days paid leave (in addition to annual leave) to pursue charitable or community related events of their choice. Many participate as a team e.g. employees from the diabetes team cycled from their High Wycombe offices to Janssen Beerse in Belgium in the aid of the Juvenile Diabetes Research Foundation.

Janssen UK have recently changed the way they communicate their company mission, vision and priorities. They have simplified the mission and this, together with an updated vision, is communicated together with just 4 company strategic objectives. These are built around the balanced scorecard: Customers, People, Enablers (business processes) and Financial. Each of these 4 strategic objectives is supported with 4-5 strategies stating what they need to do to have the greatest impact on achieving their strategic objectives. This approach is simple and clear and uses everyday language and has really helped to improve objective setting and focus employees around priorities. This new approach to company objective setting was part of their integrated health & wellbeing strategy. Feedback has been extremely positive as they do away with lists of 15+ objectives! Most employees now have around 5 key objectives which is a huge step forwards for them. They incorporate the new mission, vision and company strategic objectives into the company-wide quarterly updates where their MD reinforces/references them e.g. by highlighting examples of best practice or describing progress against key metrics. Their Credo is prominently on display in the main entrance to their building as a visual reminder to their employees and visitors of their core values.

Their “Club Excel” programme has been running for some years now. Club Excel is an all-expenses paid 5* holiday, for a period of 4 days and includes excursions, a gala dinner and other special events. The top 5% of employees (32 employees in 2014) are selected from all parts of the business including sales and head office functions to recognise unique and outstanding contributions. Winners are announced as part of a gala dinner at their annual company conference that all employees attend. Winners can take their partners if they wish. Previous destinations have included Monte Carlo, Lisbon, Cape Sounio and Montreaux