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<ul><li>India’s <keyword id="6355291" type="UNKNOWN" weightage="20" keywordseo="Cancer">cancer</keyword> burden is expected to increase from a little over a million new cases in 2012 to over 1.7 million by 2035.</li><li>The top three most common cancers in India, by incidence are breast, lip and oral cavity, and cervix.</li><li>The 5-year cancer survival rate for patients in India stands at nearly 30% while for those in North America and Western Europe it is at over 60%. </li></ul>India’s cancer burden is expected to increase from a little over a million new cases in 2012 to over 1.7 million by 2035 and the number of cancer deaths will rise from about 0.68 million to 1.2 million during the same period. Cancer is amongst the leading causes of mortality and morbidity in India with most deaths reported in North-eastern states. Reports have indicated that India has high age-specific mortality due to cancer in spite of low incidence. The key reasons for this include a young population, high infection rates, rampant use of tobacco, poor awareness and lack of access to screening. The top three most common cancers in India, by incidence are breast, lip and oral cavity, and cervix. In males, oral cavity and lung cancer - and in females cervix and breast cancers account for over 50% of all cancer-related deaths. The 5-year cancer survival rate for patients in India stands at nearly 30% while for those in North America and Western Europe it is at over 60%. This poor survival rate can be attributed to a delay in diagnosis, poor availability of and access to treatment centres as well as incomplete or inadequate treatment. Notions surrounding cancer such as the fear of death and misconceptions around the high cost of treatment further prevents patients from seeking early care. Prevention of Cancer In general, there are five basic strategies to combat cancer. First is to increase <keyword id="454340" type="ORGANIZATION" weightage="20" keywordseo="Cancer-awareness">cancer awareness</keyword>, the risk factors surrounding it and to promote advocacy towards the same. Second is early identification through community and hospital-based screening methods. Third is to focus on preventing the occurrence and proliferation of risk factors such as tobacco, indoor air pollution, etc., for each cancer. Fourth is to develop a comprehensive care system that focuses strongly on accurate diagnosis and treatment facilities. Fifth is to ensure access to and completion of treatment and regular follow-ups that include physical access and financing mechanisms as well as palliative care. Piramal Foundation and its contribution to cancer prevention In India, North-Eastern states have reported a high proportional mortality rate due to cancer. The DESH Program - Detect Early, Save Her &amp; Him, designed by Piramal Foundation is implemented in the rural district of Kamrup in Assam. Piramal Foundation has partnered with Dr. B Borooah Cancer Institute, Guwahati, (BBCI) to create an end-to-end care model for the prevention of oral, breast and cervical cancer. Critical elements of the programme include creating awareness about the disease, its risk factors, screening methods and treatment facilities.‘The Pink Van’, a mobile medical unit that also acts as a community-based screening clinic, has been placed in these areas and is equipped with state-of-the-art facilities such as a digital mammography machine and a digital system to record data. Dr. Mehra Golshan, Associate Professor, Surgery, Harvard Medical School, said "Cancer morbidity and mortality in India is a rapidly growing societal challenge. Partnerships like the Piramal Foundation and the BBCI creating project DESH are critical to giving access to the most vulnerable population to screening, navigation, counseling and when necessary cancer therapy. Healthcare is a human right and first hand I have seen and worked with an amazing group of empathetic, dedicated and talented healthcare and support team in giving women and men access to life giving screening and treatment of breast, cervical and oral cancer". Beneficiaries that have been screened positive are attended by tele-counsellors for follow-ups. These tele-counsellors assist the patients with navigation activities at BBCI. Till date, 21,227 people have been screened for oral, breast, and cervical cancers. Conclusion The key to comprehensive cancer care programmes is creating awareness and early detection and its success lies in community engagement programmes that are carried out at the grass-root level, followed by a strong diagnostic and treatment programme. A strong referral link must be established between the screening point and final treatment center. An ideal screening programme should be followed by an appropriate plan comprising diagnosis, treatment and follow-up plans, to avoid any ‘moral dilemma’. To combat cancer and a host of non-communicable diseases, the Ministry of Health and Family Welfare, Government of India, initiated the National Programme for Prevention and Control of Cancer, Diabetes, Cardiovascular Diseases and Stroke (NPCDCS). While the strategies are comprehensive, the size of the problem itself is far too big for the Government alone to combat. Therefore, it is vital for not-for-profit organizations, civil society organizations and private sector players to collaborate with one another in order to combat cancer. See Also: <a href="https://www.businessinsider.in/business/news/foreign-tourist-arrivals-in-india-slowed-down-in-jan-oct-2019-eco-survey/articleshow/73804771.cms">Foreign tourists in India fell sharply even before the corona virus outbreak</a>

On Cancer Day, healthcare veteran Swati Piramal highlights the ‘moral dilemma’ in screening programmes

<ul><li><a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink">Global Trends Festival</a> is one of the world's most prestigious events which will be live from Oct 19-23.</li><li>While nobel laureates, some of the biggest political and corporate icons will provide thought leadership, it's a great platform to network with CXOs from around the world.</li><li><a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink">Global Trends Festival 2020</a> is presented by <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://aws.amazon.com/" data-type="tilCustomLink">AWS</a>.</li><li>Register for the <keyword id="10088455" type="UNKNOWN" weightage="20" keywordseo="global-trends-festival">Global Trends Festival</keyword> <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://www.businessinsider.in/trendsform_2020.cms" data-type="tilCustomLink">here</a>.</li></ul> <keyword id="192486" type="PERSON" weightage="20" keywordseo="Nandini-Piramal">Nandini Piramal</keyword> has worked hard to make her mark and be recognised for her own merits in this competitive landscape. And it was no easy feat to achieve, given her famous last name and the legacy built by her parents, who are super achievers. She is the daughter of Ajay Piramal, known as the man with the Midas touch, and Swati Piramal, who has helped shape policies and governance related to healthcare. Nandini joined the Piramal Group in 2009. And a year later, she played an instrumental role in the sale of Piramal Healthcare’s main formulations business to Abbott in a multi-billion dollar deal. However, the Oxford and Stanford educated Nandini has no intention of giving up on the pharma business. She carved her niche with the OTC or over-the-counter drugs business. When she took over, the company had six brands and ranked <a href="https://www.businesstoday.in/current/economy-politics/piramal-enterprises-boosts-otc-business-brand-acquisitions/story/265342.html">40 in an industry </a>crowded with FMCG majors like Dabur and Unilever and pharma majors like Cipla and Sun Pharma. Since then, she has been acquiring OTC brands, re-launching products, <a href="https://www.businesstoday.in/magazine/most-powerful-women/the-right-dosage/story/416359.html">and improving </a>distribution with phenomenal results. Some of its brands, like Saridon and i-Pill, are amongst the top sellers within their category. When the COVID-19 pandemic spread across the world, the unit also quickly launched sanitizers, wipes, and much more to cater to the growing demand in a new world. Nandini dons multiple hats and also heads HR and IT at the Piramal Group. She credits most of her success to being the daughter of a working mother, apart from being one herself. At the Global Trends Festival 2020, she will share insights on the need to increase women’s participation in the economy and help transform India’s potential. SEE ALSO: <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://www.businessinsider.in/business/news/catch-kavin-mittal-one-of-indias-youngest-billionaire-entrepreneurs-at-the-global-trends-festival-2020/articleshow/78600950.cms" data-type="tilCustomLink">Catch Kavin Mittal, one of India’s youngest billionaire entrepreneurs, at the Global Trends Festival 2020</a> <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://www.businessinsider.in/business/news/watch-sangita-reddy-president-ficci-speak-about-women-entrepreneurship-and-economic-leadership-at-the-global-trends-festival-2020/articleshow/78574587.cms" data-type="tilCustomLink">Watch Sangita Reddy, President, FICCI, speak about women entrepreneurship and economic leadership at the Global Trends Festival 2020</a> <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://www.businessinsider.in/business/news/watch-out-for-prajakta-koli-the-social-media-queen-at-the-global-trends-festival-2020/articleshow/78566982.cms" data-type="tilCustomLink">Watch out for Prajakta Koli, the social media queen at the Global Trends Festival 2020</a>

Watch out for Nandini Piramal on breaking barriers, and transforming businesses at the Global Trends Festival 2020

Chairman of <a href="http://www.piramal.com/our-businesses/piramal-healthcare">Piramal Healthcare</a>, <keyword id="6411578" type="PERSON" weightage="20" keywordseo="Ajay-Piramal">Ajay Piramal</keyword> and his wife Dr. Swati Piramal believe in nurturing social-impact projects. 
 They are extensively involved with the <keyword id="322617" type="ORGANIZATION" weightage="20" keywordseo="Piramal-Foundation">Piramal Foundation</keyword>, the philanthropic arm of the <keyword id="6400918" type="COMPANY" weightage="20" keywordseo="Piramal-group">Piramal Group</keyword>, a diversified global business conglomerate, which has presence across various sectors such as healthcare, life sciences, drug discovery, healthcare information management, specialty glass packaging, financial services and real estate. They personally lead, guide and nurture the foundation. 
 
Each social project that is funded and nurtured by Piramal Foundation lies within one of the four broad areas – healthcare, education, water and empowerment. Projects like Piramal Sarvajal and e-Swasthya are now Harvard Business School Case Studies. 
 
Read more about how Ajay Piramal, a member of <a href="http://www.ypo.org/">Young Presidents' Organization</a> since 1992, started the Piramal Group and his inspirations and stories about the Piramal Foundation’s groundbreaking philanthropic work: 
 
1. What was your first job or business? 
My father acquired a machine tools business when I was 24. In a sense, he gave me the “keys to the shop.” I had to handle everything from marketing, sales, strategy and quality. It was a very good training ground for later in my career when my father and older brother died in quick succession and I became chairman of the group at 29. 
 
Our flagship was a textile mill, which was founded in 1871. These were challenging times for the textile industry, and I was able to turn around a nearly bankrupt business, which was badly hit by the longest textile strike in India’s history. I honed my management skills in my first job in the machine tools business and that helped me to form the Piramal Group. 
 
2. What is one must-read book for business leaders? 
The “<a href="http://www.amazon.com/The-Bhagavad-Gita-Penguin-Classics/dp/0140449183">Bhagavad</a><a href="http://www.amazon.com/The-Bhagavad-Gita-Penguin-Classics/dp/0140449183"> </a><a href="http://www.amazon.com/The-Bhagavad-Gita-Penguin-Classics/dp/0140449183">Gita</a>” is a 3,500-year-old text and a must-read on how to understand the true meaning of life and how to apply the lessons in both life and business. The Piramal Group operates with a single-minded purpose of “doing well and doing good” underpinned by its core values of knowledge, action and care. 
 
3. Fill in the blank: If I wasn’t a business leader, I would be a [BLANK] because [BLANK]. 
If I wasn’t a business leader, I would be a teacher. I enjoy working with young people and helping them realize their own dreams. At the Piramal School of Education and Leadership we train young people to become leaders. We take young postgraduates who want to make a difference and let them work for two years in rural and urban areas to help improve education standards for under-privileged children. When I see the aspirations of these young people I am extremely moved by their passion to make the world a better place. I also serve as chairman of India’s largest NGO Pratham, which helps millions of children learn to read. 
 
4. What is the most difficult leadership lesson you’ve learned? 
 To have the courage to take the “path less traveled” and believe that “values create value” (in business and life). To keep to your values in a turbulent and ever-changing world is a challenge<ins cite="mailto:Jeannette%20Acton-Shanks" datetime="2016-01-14T07:28">,</ins> but we believe that business must do well and do good to make a difference to the world around us. 
 
5. What is one of the most successfully funded and realized projects your foundation has helped bring to fruition? 
In 2007, a young social entrepreneur, Aditya Natraj, approached me with an unconventional idea to improve the quality of education in government schools. The idea involved investing in improvement of leadership capabilities of headmasters — implemented through young fellows who were keen on contributing to the social sector. I have always believed that the social issues that have persisted after more than 68 years of India’s independence require a solution that is innovative, can achieve breakthrough results and deliver change. Aditya's concept, starting with 10 schools and 10 fellows in Rajasthan<ins cite="mailto:Jeannette%20Acton-Shanks" datetime="2016-01-14T07:29">,</ins> was this kind of solution. We began our journey with a small seed capital of Rs5 million. After eight years of learning, the program now covers 1,300 schools across three states with a fellowship strength of 250 and an equal number of alumni. 
 
While the program sought to inspire unique leadership qualities of every headmaster, we were equally conscious that this had to result in an improvement in learning levels in these schools. Documented reports have shown that roughly 50 percent of students in Grade 5 in rural government schools are three grades behind in learning levels in language and mathematics. Our program over the last two years has consecutively delivered an average improvement of 20 percent in learning levels, as measured by an independent agency. In the course of this journey, we have innovated, failed, learned<del cite="mailto:Jeannette%20Acton-Shanks" datetime="2016-01-14T07:31">,</del> and refined the solution through a strong collaborative approach with the government. 
We believe that our approach to philanthropy —providing risk capital to promising ideas and incubating them to achieve scalable results — has provided a new model for this sector in India. We’ve learned immensely, and the results are a glimmer of hope while the journey has been encouraging and enriching. 
 
 6. Who is/are your business role model(s)? 
Warren Buffett because he has made sound investment decisions and has now willed considerable wealth to socially relevant purposes. 
 
7. What is the best piece of leadership advice you have received? 
Act as a trustee of the wealth that has been given to you and work in the interest of your beneficiaries; shareholders, employees, customers and society. 
 
8. How has the Piramal Foundation affected the Piramal Group as a business? 
The Foundation has a unique place in the group's contribution to its stakeholders and to society. The issues that we are trying to address in the Indian social milieu – primarily healthcare, quality of education, safe drinking water and women's empowerment – are complex issues with key development parameters. The Foundation's direct engagement in implementing a solution with governments, international donors and non-government agencies is creating replicable models that can be applied at scale. Our work across 15 Indian states is to create a platform for the Piramal Group to contribute in a meaningful manner to the country's progress. 
 
To me, the Foundation's work is indicative of a holistic approach to the group's purpose of doing well and doing good. Not only do we contribute to nation building, but we do it with a professional and ethical approach. The Foundation has successfully built a strong and professional leadership team serving a large organization of 2,000 employees. Building a sustainable enterprise, not just a portfolio of projects, driven by a common purpose has called for investments in building a talent pipeline, strengthening governance mechanisms and a robust operational backbone. The application of innovation principles in a practical, frugal and inclusive manner have had huge learnings for the business too. Above all, we focus on outcome-based plans and execution. 
 
The leverage that business and the Foundation derive from each other is a huge strength of the Piramal Group. The symbiotic relationship between the two parts of the organization builds an energy far beyond what each is capable of. 
 
9. What is the process to determine which projects should be funded by the Foundation? 
The philosophy of what the Foundation seeks to address, rests on three pillars: 
 
1. In India, we need solutions that are innovative and have the potential of delivering a step change in results. Innovation has a wide connotation in the social context – innovations in the solution set, innovative technology, a new delivery model, and process innovations. Governments have traditionally shunned innovation for the risk of failure (which is so inherent in the process), and this is where the private sector needs to step up. Learning from failures is a unique quality that we can bring to the foundation's approach. We continue to push the bar on what we strive for in the foundation and, to that extent, are hoping to create 'models' that can be replicated in varied context 
 
2. India's challenges are large. An innovative solution that works in a lab will not be of interest to policy makers who are trying to achieve a large task. Scale is critical in India and in that spirit, we believe that the models we create should be robust enough to work across large geographies and be sustainable (not just financially) in the long term. Ability to deliver scale, with the operational rigor that does not compromise on quality, is of immense value to governments and policy makers. 
 
3. We acknowledge the fact that the Piramal Group will never have all resources required to solve any problem nationally. By establishing innovative models that have potential to scale, we are happy to share these in open-source partnerships. Our biggest partner currently is the Indian government, besides a host of national and international partners. The collective force of collaborative partnerships work at different levels – Piramal Foundation as an implementing agency, a knowledge partner that seeks to contribute to a better understanding of the eco-system, partnerships to further research in public policy, etc. We believe that partnerships are crucial to address large problems, and we actively seek these in the quest of a more equitable India. 
 
 10. How has being in <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> positively affected your business or leadership? 
Interacting with successful world leaders and creating friendships with them has helped me stay updated on the latest developments taking place in other parts of the world and equip our company to meet these challenges. 
 
11. An insight I would like to share with business leaders: 
Professor Shikhar Ghosh at Harvard Business School works closely with our Group. He made up a puzzle called Ajay Piramal’s Rules of Business for amusement of my colleagues at work and for my family. The puzzle, hints and answers are below. 
 
 
 
 
 
 
 
(The article is written by Erin Enberg) 
 
 YPO (Young Presidents’ Organization) is a not-for-profit, global network of young chief executives connected through the shared mission of becoming Better Leaders Through Education and Idea Exchange™. For more information, visit <a href="http://www.ypo.org/">www.ypo.org</a>. 
 
(Image: Thinkstock)

Nurturing a Social Impact Eco-System: 11 Questions with Social Impact Entrepreneur Ajay Piramal

<keyword id="3227612" type="UNKNOWN" weightage="100" keywordseo="Burjis-Godrej">Burjis Godrej</keyword>, the customer support Asian development specialist at Conservis has a surname that surely makes people ask him if he is related to the Godrej family, the one that owns the <keyword id="113571" type="CITY" weightage="100" keywordseo="Godrej-Industries">Godrej Industries</keyword>. He is, in fact, the son of Nadir Godrej (MD, Godrej Industries). 
 Similarly, when Mukesh Ambani's daughter <keyword id="617730" type="PERSON" weightage="100" keywordseo="Isha-Ambani">Isha Ambani</keyword> worked at <keyword id="6372399" type="COMPANY" weightage="100" keywordseo="McKinsey">McKinsey</keyword> &amp; Co before joining the family business, she surely would have been the topic of many coffee break discussions that her colleagues would have had. 
 <keyword id="130464" type="PERSON" weightage="100" keywordseo="Lakshmi-Venu">Lakshmi Venu</keyword>, daughter of Venu Srinivasan (<keyword id="190592" type="COMPANY" weightage="100" keywordseo="TVS-Group">TVS group</keyword>), <keyword id="192486" type="PERSON" weightage="100" keywordseo="Nandini-Piramal">Nandini Piramal</keyword>, daughter of Swati and Ajay Piramal (<keyword id="6397591" type="PERSON" weightage="100" keywordseo="Piramal-Enterprises">Piramal Enterprises</keyword>); <keyword id="114302" type="PERSON" weightage="100" keywordseo="Radhika-Piramal">Radhika Piramal</keyword>, the daughter of Dilip Piramal (<keyword id="114305" type="COMPANY" weightage="100" keywordseo="VIP-Industries">VIP Industries</keyword>) and <keyword id="389611" type="PERSON" weightage="100" keywordseo="Anant-Goenka">Anant Goenka</keyword>, the son of Harsh Goenka (RPG Enterprises); all these kids belong to reputed business families of India, but what binds them is the fact that they chose to be trained in companies not belonging to their families. 
 There seems to be a growing appeal in the trend of working outside the family business, outside the country. While they have a lot of options to go to, they prefer global consulting companies like McKinsey, Bain, <keyword id="6370971" type="CITY" weightage="100" keywordseo="Accenture">Accenture</keyword> and <keyword id="6358918" type="PERSON" weightage="100" keywordseo="Deloitte">Deloitte</keyword> to be groomed for leadership. They also feel more comfortable in working at companies outside India so that they can get real-world experience and boost their learning trajectory. It also seems apt, because these scions would get special treatment at their own companies and a lot of unwanted attention if they work outside their companies but in the same county; working outside prevents this. 
 
“Besides, the bias of being unfairly judged is removed. And, global consulting companies and banks are known for quality, speed of work and accelerated learning on assignments,” SV Nathan, senior director and chief talent officer at Deloitte in India, told ET.

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On Cancer Day, healthcare veteran Swati Piramal highlights the ‘moral dilemma’ in screening programmes

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Watch out for Nandini Piramal on breaking barriers, and transforming businesses at the Global Trends Festival 2020

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Nurturing a Social Impact Eco-System: 11 Questions with Social Impact Entrepreneur Ajay Piramal

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Indian business family scions like it better to work with foreign firms for global exposure

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