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Press conference on 14 October 2016: a global strategy through to 2025. © INRA

Agricultural performance, food security, bioeconomy & innovation: INRA's global strategy for the next ten years

Stabilise global warming, reduce food insecurity, ensure energy transitions, construct agricultural systems for the future, prepare Open Science and Big Data… agricultural research will be confronted throughout the 21st century with unprecedented challenges. Philippe Mauguin, the President of INRA, has presented the Institute's global strategy for the next ten years, focused on permitting our societies to live better and more sustainably.

Updated on 05/18/2017
Published on 10/14/2016

"We are at a turning point: agricultural, food, ecological or energy transitions in a context of climate change are revolutionising the questions posed to agricultural research.  
In this context, INRA has decided to update its strategic orientations through to 2025. This new orientation document, which is based on that which previously covered the 2010-2020 period, has been driven by the priorities of the national research strategy, sustainable development goals, recent external evaluations of the Institute (HCERES, evaluations of INRA's scientific divisions, audit by the Cour des Comptes), the last self-assessment report issued by INRA and the collective thinking of its management bodies.

These orientations for 2016-2025 will be structured around five priority thematic areas:
A global ambition to achieve food security in a context of planetary transitions and changes;
The economic, environmental, health and social performance and diversity of French agriculture, enhanced by agroecology and digital farming approaches;
The adaptation of agricultural and forestry systems to climate change, the attenuation of their effects on the climate and the ecosystem services they can offer so as to contribute to controlling greenhouse gas emissions;
The development of healthy and sustainable food systems;
The complementarity and competing uses of bioresources to meet food needs in the first instance, and also those for energy, chemistry and biosourced materials.

Furthermore, three major general policy drivers are defined:
INRA's commitment to the dynamic initiated by the digital revolution, which is transforming our research issues, methods and practices;
Pursuit of INRA's openness to its academic, industrial and public partners, from the local to the global scale, including non-market actors through citizen science approaches;
Changes to the organisation of INRA and its practices in order to achieve it objectives.

The whole programme is broken down into goals that clarify these orientations. These will require management and monitoring, in articulation with the strategic plans of Scientific Divisions and Research Centres and modernisation of the Institute's management.

An operational plan to serve a collective adventure

The management team and I hope that these orientations will be reflected operationally in five action plans to mobilise all INRA staff members and our partners in research, higher education and the industrial world:
Human resources and internal communication: to ensure the attractiveness and cohesion of a working community responsible for a major public service mission, while ensuring the motivation and quality of life at work of full-tenure or contractual staff and partners;
Cooperation with higher education: to break down INRA's priority themes into scientific strategies for different sites, shared with our partners in the regions, thus contributing to ensuring that each major university centre becomes a cluster with an international reputation in INRA's areas of excellence;
Innovation: to exploit and broaden the Institute's extraordinary potential for innovation, by combining disciplines, developing projects in partnership with actors from different sectors and regions, drawing strength from our infrastructures and targeting priority areas for innovation;
European and international strategy: to align INRA's scientific strategy with an action plan to mobilise our principal partners in our priority areas through a global network for agricultural and food research, and ensure our presence in international institutions;
Interdisciplinary scientific foresight: to inform future scientific frontiers, enrich our orientations, develop incentive actions, and foster scientific, economic, discipline-based or training partnerships. Some initial projects are described in this document, and concern the future of livestock sectors, the integration of research in health, food and the environment, and new research frontiers in agroecology.
These action plans will be compiled and shared with the different stakeholders. They must achieve publicised and tangible results.  I propose placing them at the heart of INRA's next Contract of Agreed Objectives with the French government, covering the period 2017-2021.
Through a pragmatic breakdown of these ambitious strategic orientations, we shall therefore be able to ensure that by 2025, INRA has become a research institution that is attractive to its staff and partners, an acknowledged global expert in its areas of competence, and committed to taking up crucial challenges for the future of our planet”.

Philippe Mauguin, President of INRA
Extract from the foreword of the Orientation Document #INRA2025.

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Orientation Document #INRA2025

orientation document #Inra2025