As an undertaking operating in healthcare we have the responsibility to not only focus on the well-being of patients, but also that of our employees. The company invests in the total health of its employees and is considered by many as an example in this area. 

Lots of initiatives have been launched at the Janssen Campus in recent years in line with the Healthy Future objectives of parent company Johnson & Johnson. These objectives are aimed at improving the health and well-being of employees. The initiatives were welcomed with great enthusiasm in 2013.

Health profile

For example, 1,244 employees determined their Health Profile in 2013. The Health Profile is an extensive, confidential report which records the health situation of employees on the basis of the replies they give to a series of questions about their current lifestyle. More than 82% had a green profile, which means that only 2 of the 11 health risks were qualified as 'unfavorable'. The Health Profile also offers tips and advice on improving one's health. Employees are free to discuss the report and outline a plan of action with a health consultant of the Flemish Institute for Health Promotion and Sickness Prevention (VIGeZ). 




Employee associations such as Janssen Lives!, Geel Party Committee and Janssen Sport! have worked hard on organizing numerous sporting activities. Several start-to-run programs are launched every year and signposted hiking routes are available on the campus. Janssen organizes two- or three-weekly exercise sessions (zumba, pilates, yoga) at the Beerse and Geel sites. The beach volleyball tournament during the summer months is always a big hit. The tennis, golf and angling tournaments, and the annual sports day are also on the list of sports-related activities. 

Move@Janssen is an individual coaching program, intended to persuade less sporty employees to limber up and work on improving their fitness and health under professional supervision. In 2013 the Move@Janssen coaches guided 157 employees through the full process. Another 50 were tested a few times and were given advice just once about how to exercise.

For the Antwerp Ten Miles, the biggest running event in Flanders, 249 employees registered. In addition, 90 employees conquered the Col du Galibier and supported a charity (research on asthma and cystic fibrosis) during Climbing for Life 2013.

In 2013, 650 employees took part in the EFPIL workshops. meaning ‘Energy For Performance in Life’. During training sessions, participants can learn more about their own energy management. Thus there are workshops in tai chi, zumba, healthy eating and healthy “gaming”, and people can gain an insight into their physical condition on the “fit bus." The aim is to get at least half of Janssen employees at our campus acquainted with the principles of personal "energy management" by the end of 2015. EFPIL is a cooperation between Global Health Services (GHS) and the Human Performance Institute (HPI), an organization which J&J took over in 2008. For more information see:


The food offering is also reviewed in 2013. A dietician from VIGEZ analyzed the composition of the food that is offered in the company canteen and the vending machines will offer healthy snacks. 

What is more, Janssen pays special attention to the World Health Organization (WHO) annual days, which explain diseases such as AIDS, hepatitis, Alzheimer’s etc., to make employees more aware of the diseases we at Janssen Campus are developing medicines to combat.

The initiatives supported the health, safety and environmental policy statement. 

RAPSY project: well-being at work

here is a Psychosocial Wellbeing Workgroup (PSWW) active on the Janssen Campus, where employers and employee representatives, the Prevention Service and HR work together around actions in relation to the well-being of employees.  An important achievement of this working party is the RAPSY project, our own approach to the risk analysis of psychosocial stress at work.  The work group looked at this more broadly from the perspective of how we can further reinforce a culture of dialogue, cooperation, feedback, respect and valuing diversity.


This approach consists of bringing all the existing teams together for approximately one day around this topic  and to have them provide an answer to three questions via individual questionnaires and group discussions: Which three elements of psychosocial well-being contribute most to our well-being?  Which three elements are most stressful?  What are we going to do about this in concrete terms?  This results in an action plan, with the emphasis on the actions that the team can take and follow up. Our ideal is that every team that becomes involved in the RAPSY project will have a consultation time every year regarding psychosocial well-being and discuss and adjust the action points and results.

The project has been rolled out more widely following a pilot phase.  The reactions are positive. We are now training our own staff to facilitate RAPSY workshops. The follow-up still came from external consultants during the first team sessions. We are planning to develop a toolkit on the basis of the experience that has been built up which bundles all our know-how.  With this we wish to ensure that managers and employees themselves take on responsibility for psychosocial well-being.

Well-being initiatives

Janssen pays a lot of attention to the psychosocial well-being of employees. Janssen we take numerous preventive measures to reduce the psychosocial stress arising from work. The Janssen Campus is a pioneer in this preventive approach at Johnson & Johnson. The organization after all wishes to take full responsibility to prevent or reduce psychosocial stress.

The psychosocial offer consists of several strategic pillars. The first pillar is individual support, counselling and advice (curative). The curative pillar offers support to individual employees. This involves confidential services provided to employees to support them with issues or difficulties affecting their personal welfare and/or performance at work.  There is always someone available in crisis situations. There are internal counsellors, an internal psychologist and an external counselling partner (EUPORA). This allows Janssen to provide this support day and night.

The second pillar involves preventive actions, like the Risk Analysis Psychosocial Well-Being (RAPSY) project, training and courses. Training contains a "toolkit for resilience" and a workshop on work-life balance. 

Since the roll-out of the RAPSY in October 2012, 600 people have taken part in the program. RAPSY is about 3 basic principles: discuss what does and does not work, take concrete action through conversation, and create an open communication culture. Janssen nv developed this interactive and proactive method to promote psychosocial well-being. The welfare act requires companies to develop a policy about the approach of psychosocial stress arising from work.

The third and fourth pillar are in line with the policy and ensure that the well-being initiative continue to meet the needs of Johnson & Johnson Belgium. The communication strategy aims to be very clear about the path taken by Janssen, to make sure everyone knows their role.


Janssen takes responsibility for its employees, patients and the local and international community.
We therefore work on deploying talent in a sustainable way and take care of the physical and mental health of personnel and their safety and continuing training.

Patient associations receive support from Janssen so they can realize their projects independently. Janssen pays special attention to young persons (training), informs local residents and becomes involved in local projects.

Access to and the affordability of health care are a core international theme at Johnson & Johnson and Janssen, who also support specific philanthropic projects.