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INRA's "in-house culture" is based on clear objectives that are in touch with demands from society. This is indicated by the desire to work at the service of high-quality and collaborative science with an impact.  Matrix-based management is also characteristic; by combining a disciplinary or thematic area with a particular region - associated via metaprogrammes with transversal programmes on major societal challenges - it ensures that research work is aligned with the multitude of contexts it must address. This "matrix" is also an advantage in view of the current growth of site policies: these may offer opportunities but INRA's response needs to be regulated at a national scale, notably in order to maintain its global coherence and to control the costs involved.

This in-house culture is strong but could be enhanced, both internally and with our partners. It contributes to the external attractiveness of the Institute, and also to its ability to involve and draw strength from partners who can address shared challenges. As a major asset which contributes to the cohesion of research communities, it requires particular attention from all parties in a context that is becoming increasingly competitive, notably with respect to the funding of research.