Hceres publishes Inria’s evaluation report
As part of Group E of the evaluation of French Higher Education and Research institutions (2018-2019), the High Council for the Evaluation of Research and Higher Education (HCERES) has just published its Inria evaluation report covering the period 2013-2017.
HCERES asked a panel of international experts chaired by Didier Roux (a member of the French Academy of Technologies) to carry out the evaluation.
Inria CEO Bruno Sportisse emphasises “the quality and relevance of the evaluation report, which is a valuable document at a time when the institute is entering into a new contract with the State for the period 2019-2023 with an Objectives and Performance Contract (COP). Its recommendations highlight the momentum generated and the concrete actions we plan to implement. I share the panel’s overall and detailed analysis and endorse the recommendations resulting from this analysis. ”
Findings and Recommendations
The panel highlighted “the excellence of the institute’s research and the originality and effectiveness of its organisational structure based on centres and project teams, which enables it to adapt in an agile way to developments in its scientific field and to engage in site policies as part of a coherent national strategy”. It also highlighted “Inria’s know-how in technology transfer that could be further exploited”, in particular through the creation of technology start-ups. The committee also noted the quality of partnerships with French higher education and research institutions, which is an essential factor in Inria’s success.
To boost the institute’s effectiveness and impact, the panel also proposed numerous constructive recommendations for the future. These recommendations are consistent with the actions proposed under the 2019-2023 COP currently being developed with Inria’s supervisory ministries (the ministries responsible for research and industry, respectively), in particular:
- Make scientific choices;
- Enhance risk-taking capacity and the ability to identify new themes and/or areas of application, not only in terms of exploratory actions, but also in terms of creating new project teams;
- Develop the start-up creation program by building on the know-how acquired, expanding the project base to partners and accepting less stringent selection criteria;
- Continue to develop industrial partnerships in order to support companies in their digital transformation, develop more mixed teams and joint laboratories with large companies and set up specific actions with technological SMEs/mid-cap companies in the digital field to support their innovations;
- Develop software and data strategies;
- Develop a Digital Culture strategy to support the digitalization of society;
- Increase participation in European projects by leveraging Inria’s leadership role;
- Structure its international development strategy more effectively;
- Enhance Inria’s national and international image and its ability to build partnerships;
- Offer a broad range of statuses to researchers to increase the appeal of the institution at all levels;
- Improve policies aimed at increasing diversity and gender equality in recruitment;
- Encourage internal and external mobility with other institutions (universities, INSERM, INRA, etc.) and the industrial sector;
- Reinforce social dialogue;
- Develop multi-annual financial planning;
- Introduce a more diversified set of metrics to measure research excellence and impact.