1. 1

2. 2 “Caring for the world, one person at a time…inspires and unites the people of Johnson & Johnson.”

3. 3 Founded 1886 New Brunswick, New Jersey In a Former Wallpaper Factory

4. 4 4

5. Managed for the Long Term Broadly Based in Human Health Care Decentralized Management Approach Our People and Values Strategic Framework OUR FOUNDATION OUR STRATEGIC PRINCIPLES OUR GROWTH DRIVERS Global Reach / Local Focus Creating Value through Innovation Excellence in Execution Leading with Purpose Our Aspiration Our Credo 5

6. Manage for the Long-Term - Consistent Performance 76 Consecutive years of sales increases through 2008 30 Consecutive years of adjusted earnings increases * 52 Consecutive years of dividend increases** ~70% of sales from #1 or #2 global market share position ~25% of sales from new products introduced in the past 5 years 6 * Non-GAAP: Excludes special items * * Reflects dividend increases through April 2014

7. Historical Performance 7 Year 100 50 20 10 5 1 Reported SalesNet Income * 10.1% 10.6 8.5 5.5 2.3 6.1 10.5% 14.1 11.5 7.6 4.2 10.7 * Excludes special items Note: Above %’s represent CGR’s Through 2013 Year-End

8.  Therapeutic Areas  Immunology  Neuroscience  Infectious Diseases/ Vaccines  Oncology  Cardiovascular & Metabolism/Other  Vision Care / Diabetes  Global Surgery  Surgical Care  Specialty Surgery  Infection Prevention  Cardiovascular Care  Global Orthopaedics  Diagnostics Pharmaceuticals Medical Devices & Diagnostics Consumer Business Structure - Segments  Baby  Skin Care  Oral Care  Women’s Health  Wound Care  OTC/Nutritionals Consumer – Products marketed to the general public and sold both to retail outlets and distributors. Pharmaceuticals – Products distributed directly to retailers, wholesalers, and health care professionals for prescription use. Medical Devices & Diagnostics – Products distributed to wholesalers, hospitals, and retailers used principally in the professional field by physicians, nurses, therapists, hospitals, diagnostic laboratories, and clinics. 8

9. 2013 Sales by Segment 9 Building On Our Foundation Of Growth $27.4 B 41% $14.4 B 21% $25.4 B 38% $14.4B 0.5%* Total Sales $71.3 Billion Operational Change 7.7% *Operational change Note: Excluding the net impact of the Synthes acquisition, WW Operational sales change = 5.2%; MD&D ex. Synthes = 0.1% OPS Pharmaceutical 39% Medical Devices & Diagnostics 40% Consumer 21% $28.1B 12.0%* $14.7B 2.8%* $28.5B 6.1%*

10. Consumer 10

11. Women's Health 2013 Consumer Segment Sales & Operational Growth Rates Skin Care Sales: $14.7 Billion Ops Change: 2.8% Baby Care $1.6 (1%) $3.7 +3% $2.3 +5% $4.0 +7% OTC Wound Care / Other* $1.6 +1% $1.5 (5%) Oral Care Please note: Growth rates represent operational YOY change *Nutritionals is now included in “Wound Care/Other” *Rounded for visual accuracy $ U.S. Billions 11

12. Pharmaceuticals 12

13. 13 1.Novartis21 2.Merck & Co.16 3.Johnson & Johnson15 4.Pfizer14 5.Wyeth13 6.Bristol-Myers Squibb11 7.Hoffmann - La Roche11 8.Lilly11 9.GlaxoSmithKline10 10.Abbott9 Best Drug Companies of the Past 15 Years *per Forbes Magazine Based on new molecular entities produced in the last 15 years

14. Creating Value Through Innovation End-to-End Strategy Focused on Five Therapeutic Areas 14 $9.2B 2013 YE Sales $6.7B $3.5B $4.9B $3.8B $28.1B

15. Medical Devices & Diagnostics 15

16. Medical Devices & Diagnostics $28.5 Billion 2013 Sales Worldwide MD&D Market Rank* #1 Operational Growth** 6.1% * Source Internal Data ** Ex. Net Synthes 0.1% 16

17. Medical Devices & Diagnostics Segment 2013 Sales & Operational Change Sales: $28.5 Billion Ops Growth Rate: 6% $ US Billions Orthopaedics Diabetes Care Infection Prevention / Other Surgical Care Diagnostics Vision Care $9.5 +23% $2.6 +4% $2.9 +3% $2.3 (11%) $2.1 +7% $6.3 (1%) $1.9 (7%) Specialty Surgery Cardiovascular Care $.9 0% Note: Growth rates represent operational YOY change Excluding the net impact of the Synthes acquisition, MD&D Operational change = 0.1% and Orthopaedics Operational change = 2.2% 17 Note: Growth rates represent operational YOY change Excluding the net impact of the Synthes acquisition, MD&D Operational change = 0.1% and Orthopaedics Operational change = 2.2%

18. Enterprise Growth Drivers Leveraging the Power of Our Enterprise OUR GROWTH DRIVERS New Models for InnovationChina StrategyHigh Quality Products Access to Care Global Reach / Local Focus Creating Value Through Innovation Excellence in Execution Leading with Purpose Customer Focused Solutions One Johnson & Johnson in Southeast Asia Standardization and Productivity Engaged Global Team 18

19. 19 Evolving Our Business Model Contracting & New Solutions Unrivaled Solutions 2014 Through 2018 Innovative Contracting Integrated Solutions Supply Chain Solutions Co-Creation through Strategic Partnership Risk Sharing Contract Agreements Value Revenue Market share Patient Engagement Tools Clinical Pathway Programs

20. Global Reach/Local Focus 2013 Johnson & Johnson Sales: $71.3 Billion 55%45% *Developed = US; Canada; Australia; Western Europe; Japan; and New Zealand ** Emerging = all other remaining countries 22% 78% Developed * Emerging ** OUS US 20

21. Reliable, High-Quality Products An Enterprise Approach Ensuring our products meet rigorous standards Strengthening and streamlining Supply Chain Implementing new quality and compliance operating model Setting new benchmarks for medical safety Creating Value through Innovation Excellence in Execution 21

22. Access to Care CARE INSPIRES CARE TM Supporting over 500 community programs in more than 60 countries Advancing global health by ensuring access to infectious disease vaccines Supporting health and wellness Gateway to a Healthy Community TM Global Reach / Local Focus 22

23. 23 caring for the world… 23

24. …one person at a time. 24

25. Our Credo We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs, everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers’ orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens—support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles, the stockholders should realize a fair return. 25