Strategic Plan

Inalco's training offer is unparalleled anywhere else in France or the world: more than 100 languages and civilisations are available in licence, master and doctorate (LMD). This is regularly updated to reflect changes around the world, in particular with a thematic or training offer. We aim to respond to the diversity of our audiences’ expectations and the imperatives of professionalisation.

Students are at the heart of our training

Attractive training for companies

Asserting digital pedagogy

The reception, orientation and induction of students

Area/ Disciplinary Crossing and Societal Issues

The strategic crossroads between area and discipline, at the origin of our research system, is capable of innovating and renewing the theoretical tools of each disciplinary field. Inalco will contribute to research on societal issues identified within the framework of USPC, especially on the cultural areas that constitute our core business. A doctoral PhD programme on cultural areas, set up within the USPC doctoral college and in which the Inalco’s Doctoral school participates, should be launched in 2016.

Supporting researcher projects

In addition to space left in the research themes, the Scientific Council has developed scientific management tools that will grow during the project’s five-year period. Inalco will support the lecturers in their applications to national and international tenders, to give their work the scale and visibility it deserves and also to increase the financial capacities of the teams. These will be reinforced by the recruitment of additional managers and secretarial staff. 

An affirmed strategic partnership

An essential part of Inalco's scientific strategy will be the internationalisation of its research and the evolution of its relations with the research organisations the Centre national de la recherche scientifique (CNRS) and the Institut de recherche pour le développement (IRD): creation of a UMR CNRS on cultural areas, a UMR IRD in sciences with the Paris Diderot University and collaborations with the CNRS in the context of GIS cultural areas. The strengthening of links with Inalco's international relations will include the establishment of a joint international engineering project.

The Presses 

Launched in the spring of 2014, the Presses de l'Inalco is an ambitious project to promote and enhance the Institute's scientific, educational and translated work.

Steering the modernised project

Through the themes of this project, Inalco commits itself to the quality of the training courses (initial and lifelong), tackles the outcomes of research excellence and the valorisation of its staff’s skills while affirming its dynamism.

The process of developing a master plan for information systems, planned for 2015, will be an opportunity to reflect on our administrative processes and suggest ways to improve them. We must eventually achieve the reliability of data in the various management applications. In terms of management, the development of a risk assessment, initiated in 2014, will result in the establishment of clear administrative procedures that will be made available to staff so that they can identify the way forward. This approach will make it possible to define our project and integrate the use of efficient information systems which will adjust to its evolution. The dematerialisation of certain actions through the provision of IT tools will facilitate internal communication and the transversality of modes of operation.

Finally, tools for evaluating the cost of research activities and training will have to be developed, notably by refining the monitoring of teaching services and complementary hours. In order to respond to these challenges, Inalco will need to assess the management of jobs, staff and skills, through a multi-year recruitment plan based on the institution's priority objectives, in order to have the skills necessary for the implementation of this contract.

Collective governance and a clearer organisation

The organisation and structure of Inalco will be modernised to clarify and streamline operations but also to generate management margins in a constrained budget context. This process is part of a quality approach and consultation. In terms of our internal organisation, reorganisation of the departments and sectors will allow for greater readability of the teaching structures and the creation of new spaces of collaboration. The rewriting of the internal regulations will integrate the past and future evolutions of our organisation and our governance.