The Campaign

Individual integrity is a critical element of business success and the reputation of companies rests on the actions of every employee doing the right thing. Integrity has been Rule #1 at the Johnson & Johnson (J&J) Family of Companies for generations, and subsidiary Janssen Pharmaceuticals Asia-Pacific has embraced the “J&J Credo” as the moral compass that guides our business and preserves the trust of stakeholders. Because every Janssen employee is such an important link in the reputational chain, we created an employee engagement campaign – I AM JANSSEN. I AM INTEGRITY – to get every single person in Janssen’s 14 regional operating companies to take a personal pledge to live it each day. Driven by a real-time online race to be the first to achieve 100% employee pledge participation, the campaign ignited an all-in competitive spirit to motivate signing on to integrity at the most personal level. On its first day of launch, over one third of employees (2,655) took the Integrity pledge and the 100% target was achieved within the targeted period. Following this, employees submitted their own artistic interpretation of what integrity means to them with over 100 submissions to the microsite receiving some 2,500 votes from fellow employees.

The Brief

Our goal was to ensure that each and every one of Janssen’s 7,321 employees across all 14 operating companies in the APAC region have a clear understanding of the importance of ‘Our Credo’ in guiding business decision-making; and to celebrate the commitment of the company and its entire workforce to upholding the high standards of integrity Janssen sets for itself. The campaign aimed to: 1) capture universal, employee attention, 2) drive employees to pledge to uphold the highest standards of integrity demanded by ‘Our Credo’ and 3) inspire employees to discuss, engage with and understand the true meaning of integrity.

Results

On day one of launch one-third (2,655) of employees took the pledge and by day two almost 50% of the target was achieve. By April 2013 100% of employees (7,321 employees) had successfully taken the pledge 75 employees recruited to Action Teams >2,700 answers received on what integrity means to employees Five integrity e-newsletters have been published to date and the creative competition secured entries from >100 employees, with 2,500 votes cast on the gallery The company’s annual employee survey showed integrity scores had risen from 2012: o “Unethical behavior is not tolerated in my department” up 2% to 90% o “Management at my company would turn down business or other opportunities if it meant compromising our Credo values” up 2% to 84% The ‘I AM JANSSEN. I AM INTEGRITY.’ campaign has recently been recognized through an internal award program recognizing the best regional programs, campaigns and initiatives.

Execution

1. A teaser email campaign built to a regional Town Hall launch that featured a word cloud graphic inspired by employee input around the meaning of integrity. All collaterals were translated into Chinese, Indonesian, Japanese, Korean, Malaysian, Thai and Vietnamese. 2. At launch, members of the Global Leadership Team signed a giant integrity pledge and a video featuring an ‘integrity airplane’ signaled to employees they were being taken on a journey. 3. A microsite delivered a video message from the Regional CEO guiding employees to take the online integrity pledge and allowed teams to track pledge activity in real-time, showing the proportion of employees who had pledged from each company. 4. Integrity e-newsletters provided updates, shared interviews and explored what integrity means to different parts of the business. The site also launched a Pinterest-inspired online contest encouraging employees to express their interpretation of integrity through creative means.

The Situation

Corporate values have never been more important to corporate reputation and business success. The actions of one employee can change the fortunes of a business overnight. Robert Wood Johnson, J&J company chairman (1932-1963) was acutely aware of this when he crafted ‘Our Credo,’ one of the earliest statements of CSR. The importance of operating with integrity is clearly articulated throughout this document, and 70 years after first being published, its visionary expression of the values that guide the company’s decision-making is as important and true today as it was all those years ago. Employee understanding of this is crucially important.

The Strategy

Janssen’s core strategy was to create an internal campaign to motivate every single employee to take a personal stake in integrity. Driven by a real-time race among the operating companies to be the first to achieve 100 percent employee participation in taking the Integrity pledge, the campaign focused on an all-in competitive spirit to motivate groups and individuals to sign on to integrity at the most personal level. Planning began with the formation of an Integrity Council of senior leaders to advise on campaign content. Integrity Action Teams in each company drove implementation locally and involved representatives of healthcare compliance, communications and HR. We kicked off the program with an internal communications push to find out what integrity means to employees. The results from this informed the development of a branded, translatable communications platform – ‘I AM JANSSEN. I AM INTEGRITY.’ kicked off at a regional Town Hall in Sydney.