Without doubt, this is the most ambitious business plan we have launched since I joined UICC in 2009. It is focused, meaningful, inspirational, and challenging. In the next four years, we will impact the lives of cancer patients around the world, working with our members and partners in all countries. I would like to thank all of the UICC partners for supporting our work in recent years, and I look forward to working with you all in delivering this business plan. Your support will be critical.
Cary Adams, Chief Executive Officer, UICC
Introduction
Every year, over 20 million people around the world are diagnosed with cancer, and nearly 10 million lose their lives to the disease. The vast majority—over 70%—live in low- and middle-income countries (LMICs), where access to early detection, essential medicines, and quality treatment is often out of reach. The number of cancer cases is expected to continue increasing in the coming years. The International Agency for Research on Cancer (IARC) predicts 35 million new cancer cases annually by 2050.
UICC, its members, and partners are committed to tackling these challenges and are uniquely positioned to catalyse change. UICC’s diverse and far-reaching membership is not only a source of insight and innovation— it is the foundation of our collective power to drive meaningful, lasting change in cancer control worldwide.
Access to cancer diagnosis, treatment and care is absolutely critical. Through the ATOM (Access to Oncology Medicines) Coalition, UICC and its partners are removing barriers country by country, improving the availability and affordability of cancer medicines and technologies. But medicines alone are not enough. Resilient health systems are needed - systems that include cancer in national health strategies, that fund and implement ambitious cancer control plans, and that treat cancer as a core component of universal health coverage (UHC). Health systems that put people at the centre of cancer care. Listening to patients, valuing lived experience, and embedding that wisdom into services and systems is how we move from care that treats a disease to care that heals a person.
Lung cancer remains the world’s deadliest cancer, responsible for 1.8 million deaths each year. Addressing the causes of lung cancer and detecting it early are key actions every country can take.
Breast cancer is now the most commonly diagnosed cancer, affecting more than 2.3 million women annually—yet many still lack access to timely screening and treatment. Cervical cancer is a disease that can be eliminated, but it continues to claim over 350,000 lives each year, the overwhelming majority in countries without the resources or infrastructure to prevent and treat it. These are not just statistics—they are failures of health systems.
Women’s cancers and lung health intersect with inequality, gender, poverty, pollution, and policy. Addressing them demands bold, cross-sector collaboration and long-term investment. It also requires amplifying the voices of those most affected and creating the conditions in which every country, regardless of income level, can deliver the right care at the right time for everyone.
UICC has a long track record of impacting cancer control globally by uniting the community on critical issues affecting the lives of people around the world. UICC’s Business Plan 2025–2028 focuses on areas of cancer control in which we are uniquely placed to drive action: lung cancer, cervical cancer, breast cancer, access to medicines and technologies, improving health systems for cancer and advocating for people-centred care. It is a commitment to those we serve— our members across the globe and people affected by cancer. The objectives reflect the strength of our global membership, the trust of our partners who help implement the agenda and the urgent need to scale impact.
More than ever, we are determined to turning the tide on the growing global cancer burden.
Cary Adams Chief Executive Officer, UICC
A long-term view
UICC reviews its long-term strategic ambitions every four years. It maps out the implementation through a rolling Business Plan guided by successive Boards of Directors. This document covers the Business Plan period 2025-2028. It sets out an agenda that fulfils the promise of UICC’s mission statement, builds on the successes of recent years, and advances towards the long-term ambitions defined by the Board in the 2022 strategy review:
→ Collaborating with UN Agencies, Member States and the global health community to ensure that cancer control is prioritised and supported at the highlevel meeting on non-communicable diseases (NCDs) in 2025 and the Sustainable Development Goals (SDG) reviews conducted before 2030.
→ Encouraging and enabling governments around the world to take action to reduce the growing burden of cancer in their countries by implementing effective plans and increasing investment in cancer control.
→ Engaging with cancer and other NCD organisations and policymakers to address risk factors related to cancer.
“As cancer prevention and care evolve, our responsibility is to ensure innovation reaches all who need it. Lasting progress in cancer control depends on deep collaboration across sectors and borders. This business plan strengthens UICC’s role as a global convener— bringing together governments, civil society, academia, and industry to align efforts, share solutions, and drive equitable, system-wide impact in cancer care and prevention.”
Gilberto Lopes, UICC Board Member, Chief Medical Oncologist, Sylvester Comprehensive Cancer Center at the University of Miami
→ Partnering with cancer organisations, governments and others to close the gaps in prevention, early detection, the treatment of cancer and quality of survivorship between countries, across regions and globally.
→ Consulting with industry and business leaders and those with the power to purchase, to ensure that the benefits of ground-breaking discoveries are shared equally, by establishing equity as a core principle of corporate social responsibility and enabling affordable access to medicines and treatments to disadvantaged communities.
→ Inspiring the cancer community to raise its voice in unison, secure more resources and embrace new opportunities to improve communication and joint action to reduce the cancer burden globally.
The next strategic review will be undertaken by the Board of Directors in 2026. Ultimately, UICC wishes to contribute positively to a world in which no-one dies from a preventable cancer, and those who live with cancer have access to quality treatment and care. To do this, UICC will operate in the domains where it can have the greatest impact.
“We’re continuing to build on a strong foundation with fresh energy and ideas. This plan is our roadmap to a bold, resilient future — one where coordinated cancer control efforts deliver measurable impact and lasting change.”
Zainab Shinkafi-Bagudu, UICC Presidentelect, Founder and CEO of Medicaid Cancer Foundation in Nigeria
Achievements since 2022
UICC has made substantial progress since the end of the Covid pandemic. The aspirations set out in the previous Business Plan have been successfully pursued. UICC has a vibrant and increasingly interactive membership base, engaged in its events and activities and driving change at a local level.
Some of the activities included in the previous plan will continue into the 2025-28 cycle, but other ambitions will be curtailed or stopped as they are less relevant in the current global context.
Progress since 2022
Advocating for the prioritisation of cancer on behalf of UICC members at the World Health Assembly and various high-level meetings at the United Nations in New York.
Successfully delivering the World Cancer Day campaign “Close the Care Gap”, followed by the launch of the next campaign “United by Unique”.
Drawing attention to the importance of National Cancer Control Planning, culminating in the design and delivery of the first Cancer Planners Forum, held in Geneva in May 2025.
Running a successful World Cancer Leaders’ Summit in Long Beach (2023) and two World Cancer Congresses in Geneva (2022 and 2024).
Launching the online platform UICC Connect, increasingly utilised by UICC members for connections and collaboration.
Raising the profile of anti-microbial resistance (AMR) across the UICC community.
Increasing membership engagement on key topics like cervical cancer, AMR, tobacco control and equity in access to cancer care.
Winning, among other awards, the “International Association of the Year” award in 2023 during UICC’s 90th anniversary.
The next four years
This section presents the work UICC will undertake with its members and partners to drive the long-term ambitions forward until the end of 2028. It builds on the successful work of the recent past. This effort is in line with UICC’s mission statement and the ambitions of the new World Cancer Declaration.
The next four years
Improving member centricity
Objective
To position UICC as a leading membership organisation by deepening engagement, amplifying members’ voices, and delivering tailored experiences and support aligned to their needs, enabling them to drive change within their local and national contexts.
→ Increase member engagement and growth across the network: Strengthen the value proposition and relevance of UICC membership by offering more tangible benefits, fostering community, and expanding the membership base.
→ Deliver personalised and data-driven member engagement: Advance a membership data strategy that enables targeted, insight-driven engagement and decision-making across UICC teams.
→ Enhance member-focused communication and storytelling: Strengthen UICC’s identity as a member-powered organisation by amplifying member voices and showcasing their collective impact through strategic communications.
→ Support member organisations through inclusive learning and leadership development: Provide accessible and tailored capacity building opportunities via UICC Connect and associated initiatives to strengthen member leadership in cancer control.
→ Support member-led advocacy in global and national agendas: Ensure UICC’s advocacy strategies are grounded in member priorities, while supporting them to engage in policy processes.
→ Expand strategic member partnerships for greater impact: Deepen relationships with key member organisations and foster new collaborations that drive visibility, programme delivery, and funding.
→ Deepen member integration in UICC flagship events: Foster a sense of the member community by ensuring meaningful participation of member organisations in global and regional UICC events, fostering peer exchange, learning, and visibility.
→ Strengthen financial and administrative support to members: Improve internal systems and external support mechanisms to reduce administrative burden and enhance member experience.
“Sound strategy means sound stewardship. Investing in this plan creates long-term value and ensures resources are focused where they matter most — preventing cancer, improving care, and saving lives.”
Kenji Lopez Cuevas, UICC Treasurer, Founder and President of Cancer Warriors of Mexico
The next four years
Improving access
Objective
Accelerate equitable access to essential cancer medicines and diagnostics— particularly in low and lower-middle income countries (LLMICs)—by addressing policy, procurement, and delivery barriers through coordinated global and national action. Efforts will focus on 46 targeted LLMICs, ensuring alignment with global priorities and tailored national strategies for maximum impact.
→ Increase the availability of cancer medicines in ATOM Coalition countries.
→ Strengthen member engagement and country-level collaboration: Leverage UICC’s membership base to drive accessrelated progress in target countries.
→ Strengthen capacity and share knowledge on access: Equip healthcare professionals and organisations with the tools and knowledge to improve access.
→ Support national advocacy and policy reform: Influence national cancer policies to include essential medicines, diagnostics, and supportive care.
→ Expand partnerships and mobilise resources: Secure financial and technical support for access initiatives including radiotherapy, particularly through the ATOM Coalition.
→ Ensure strong operational backbone for access initiatives: Provide efficient financial, HR, and operational support to deliver on the access agenda.
“I have been a cancer doctor for more than 40 years and have lived through the remarkable advances we have seen in understanding the biology of cancer and its application to the development of novel treatments. No organisation is better placed than UICC to strengthen access to essential medicines and diagnostics through the ATOM Coalition.”
David Kerr, UICC Board Member, Professor of Cancer Medicine in the University of Oxford
“To treat cancer appropriately, we need the right diagnosis and the appropriate medications. The UICC led ATOM Coalition is a unique and visionary initiative that addresses these critical needs in the fight against cancer.”
Eric Bouffet, UICC Board Member, Professor of Paediatrics in the Hospital for Sick Children
“The next four years are pivotal: multilateral collaboration and effective policy action are essential to delivering equitable, peoplecentred cancer care worldwide. The UICC Business Plan 2025–2028 is committed to advancing and expanding the global dialogue to drive meaningful change.”
Maira Caleffi, UICC Board Member, Volunteer President of FEMAMA and Chief of the Breast Center at Hospital Moinhos de Vento in Brazil
The next four years
Improving health systems for cancer
Objective
Support countries in developing and implementing costed, actionable National Cancer Control Plans (NCCPs) that are integrated into broader health systems and Universal Health Coverage frameworks.
Advocating for greater people-centred care
Objective
Advance a more inclusive, responsive cancer care model by embedding patient voices and lived experience in decision-making, service delivery, and advocacy through comprehensive whole-of-systems approach.
→ Support NCCP development and UHC integration: Support country-level progress on costed NCCPs and embed cancer in UHC frameworks.
→ Engage members to drive national cancer planning: Leverage UICC’s membership to support national action on cancer control.
→ Build capacity for cancer registries and surveillance: Strengthen national cancer data systems through technical training and advocacy.
→ Run an annual Cancer Planners Forum in Geneva: bringing together national cancer planners from countries around the world.
→ Raise the profile of people-centred care: through the World Cancer Day campaign “United by Unique”.
→ Engage member organisations and patient support groups more effectively: Strengthen engagement of member and patient organisations across UICC platforms and external spaces.
→ Build capacity for people-centred systems: Promote adoption of peoplecentred care principles through training, mentorship, and inclusive programming.
→ Influence policy and reduce stigma through advocacy: Drive policy change that embeds patient rights, health literacy, and equity in national cancer strategies.
“Many of the challenges and opportunities we face are shared. Our curiosity to learn from one another is one of the greatest resources we have in achieving our cancer ambitions.”
Todd Harper, UICC Board Member, CEO of the Cancer Council Victoria
→ Innovate through ATOM Coalition-led pilot projects: Improve patient navigation and explore new financial models to reduce access barriers.
The next four years
Increasing attention on women’s cancers
Objective
Strengthen the collective response to cervical and breast cancer, aligning with global WHO targets and enabling locally driven solutions.
→ Engage and mobilise priority member organisations working on women’s cancers: Deepen engagement with members working on women’s cancers and expand UICC’s presence in underrepresented spaces.
→ Strengthen capacity for national action: Build knowledge and support locally led implementation aligned with relevant WHO frameworks.
→ Advance policy integration of women’s cancers: Promote inclusion of cervical and breast cancer services in national policies and UHC packages.
→ Expand access to treatment via ATOM Coalition partnerships: Improve treatment availability through collaborative efforts in LLMICs.
Increasing attention on Lung Cancer
Objective
Unify efforts in tobacco control, lung cancer, and air pollution driving crosssector collaboration to reduce risk, improve screening, and shape national policies.
→ Strengthen member engagement in lung cancer: Increase participation from members working on lung cancer, tobacco control, and air quality.
→ Build provider capacity and support advocacy: Equip providers and advocates with the skills and resources to improve lung cancer outcomes and tobacco policy.
→ Work with IARC and WHO to set out global policy recommendations for lung cancer screening.
→ Influence national lung health policy: Integrate lung cancer into national agendas by aligning action across tobacco, air pollution, and cancer screening.
→ Improve access through the ATOM Coalition: Expand access to lung cancer diagnostics and advance tobacco control via ATOM’s country presence.
The next four years
Cross-cutting core UICC activities and objectives in support of the above:
Objective
UICC will amplify the impact of its thematic areas through cross-cutting initiatives that raise global awareness, drive engagement at key events, and ensure operational excellence. This includes delivering targeted communications, showcasing innovation across flagship events, and building a supportive internal environment to enable effective and sustainable implementation.
→ Raise global awareness through strategic communications: Drive global awareness, engagement, and advocacy for UICC’s thematic priorities - including peoplecentred care, women’s cancers, lung health, and health system strengthening— through integrated and targeted communication activities.
→ Develop thought leadership on AI implications for cancer care: Throughout the business plan, UICC will aim to develop and provide resources, supporting its community in understanding the implications of AI in cancer care
→ Elevate strategic areas across UICC events: Showcase best practices, drive collaboration, and catalyse action on UICC’s strategic priorities through its flagship events, including Summits, Congresses, and the Cancer Planners Forum.
→ Strengthen operations and staff experience: Build a high-performing internal environment that supports effective delivery of all strategic priorities and fosters a positive, growth-oriented workplace culture.
Together, these actions and outputs form the foundation of UICC’s contribution to reducing the global burden of cancer and closing persistent gaps in access and outcomes. These interconnected themes are intended to guide collective impact, ensuring that cancer control efforts remain inclusive, sustainable, and grounded in the realities faced across the membership.
Ensuring membership satisfaction
Member organisations are at the heart of UICC’s mission. The diverse and vibrant community- from patient support groups to research and cancer centres, NGO’s and professional associations, work relentlessly around the world to take action against cancer. UICC is planning to grow its membership base from 1170 to 1250 by the end of 2028 with a greater proportion of members being full members (currently 44%). No significant change in the geographical representation of the membership is anticipated, with more than 60% from LMICs. Patient support groups will continue to be the largest group (40%) and one third of the membership will be based in the Asia Pacific region (further enhanced due to the Summit taking place in Australia in 2025 and the Congress taking place in Hong Kong in 2026).
In addition to its main events, UICC reaches out to its members through its capacity building services, the online platform UICC Connect and its regional activities, addressing the issues most pertinent to members in different regions. There is always room to improve interactions, engagement, and understanding of members around the world, and UICC’s continues to seek out new ways to bring value to its community. This is why “member centricity” is positioned so prominently in this business plan.
Over many years, the feedback from the membership on the quality of support and services they receive from the UICC team has been excellent. In Q4 2025 (and Q4 2027), the biennial membership surveys will be undertaken to help understand member priorities for engagement in the coming years.
Growing the partnership base
UICC plans to increase the number of organisations it partners with to deliver its strategic ambitions and fund the anticipated activity growth. In addition to deepening the relationship with existing long-standing partners, UICC aims to expand the portfolio of funders to a wider range of private sector organisations, foundations and governmental agencies.
Around 30 UICC members also act as funding partners, supporting specific programmes or sponsoring events. While these contributions are typically restricted and vary in duration and from year to year, they are strategically important.
In addition to a strong partnership model based on shared values, partners benefit from frequent engagement opportunities at UICC events, special access to the Summit, Congress and Forum and the ability to work with UICC
on projects of mutual benefit, in line with this Business Plan.
UICC will continue to work closely with UN agencies that have an impact on global health and cancer. It will continue in formal relations with WHO and the United Nations Office on Drugs and Crime (UNODC), maintain the UN Economic and Social Council (ECOSOC) status and work strategically with the International Atomic Energy Agency (IAEA) and the International Agency for Research on Cancer (IARC).
Given that UICC played a fundamental role in the establishment of the NCD Alliance, McCabe Centre for Law and Cancer, City Cancer Challenge Foundation and International Cancer Control Partnership (ICCP), it will continue to support their plans throughout the period of this Business Plan.
Financial outlook 2025–2028
UICC has successfully navigated the challenging financial landscape of the past few years. The year 2024 ended with a small surplus despite revenues being slightly below the original budget. UICC maintains a healthy reserve position and has managed its financial resources effectively. UICC partners continue to be active supporters, participants and funders of the work done by UICC.
Like many NGOs in global health, staff costs represent a significant proportion of the overall costs of running UICC. Over the past four years, the average staff base has been approximately 50 FTE, including a growing number of consultants within the ATOM Coalition secretariat. The number of staff required to support the new Business Plan is expected to be approximately 80 by 2028, including an estimated 10–15 for the ATOM Coalition and a further 10–15 for UICC specific activities.
This careful financial management positions UICC well for the upcoming years – it has adequate levels of reserves, funds to kick-start the work in each focus area and a funding model with provides confidence that further income can be secured to ensure growth and help drive its new agenda. However, to be as impactful as UICC wishes to be, a significant uplift in funding is required to support the ambition of this Business Plan.
Conclusion
UICC is proud to present an ambitious Business Plan for the 2025–2028 period. With its unique position and global reach, UICC is well placed to drive meaningful impact at both national and international levels across the identified focus areas.
The success of this plan relies on a growing and engaged membership and partnership base—essential to strengthening global collaboration in cancer control and securing the financial resources needed to achieve the plan’s objectives.
The launch of the new World Cancer Declaration in November 2025 will serve as a powerful rallying call. UICC hopes that international organisations, governments, civil society, and the private sector will embrace this call to action with enthusiasm and shared commitment.
“This plan represents more than just a vision — it is UICC’s commitment to lead with purpose, innovate with integrity, and grow sustainably for years to come. At its core, it is a unified effort to strengthen cancer control and reduce the burden of cancer together with our members and partners across every community we serve.”
Ulrika Årehed Kågström, UICC President, Secretary-General of the Swedish Cancer Society, board member of the Nordic Cancer Union and member of the Swedish Government’s Life Science Advisory Group
