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48 MODERNISING ADMINISTRATION TO BENEFIT RESEARCH Financial resources Human resources Information systems 50 52 54 Laboratory for Processes and Transfers in Geology, Toulouse 49 FINANCIAL RESOURCES In addition to the considerable staff mobilisation to launch the new Sorgho management information system on 1 January 2005, 2004 was marked by preparation for the French government’s new budgetary and accounting framework (NCBC) for public sector scientific and technological establishments (EPSTs). Here the Institute is the pilot body among all the EPSTs for operational implementation of the NCBC. The Board of Trustees meeting of 14 December 2004 consequently approved the Institute’s 2005 budget within the terms of the NCBC, which stresses consistency between the presentation of resources and the activity they are intended for. This workstream is clarifying the missions of the Institute’s various sectors of activity and their impact on research for development. Continued policy of overseas placement and support for scientific communities in the South The Institute has maintained its priorities: pursue our support for scientific activity by maintaining the resources of the research and service units; strengthen our active policy of partnership and the development of multidisciplinary research topics by providing incentives for national programmes, research partnerships and federative institutes; conduct an extensive programme of investment in property operations and major scientific equipment; continue to implement the information systems master plan, including the Sorgho project. The Institute’s 2004 budget included: contribution to the extension of the Luminy engineers’ school; renovation of the Ile-de-France centre’s reception building; construction of a building for CAPMéditrop at La Valette; development of GM greenhouses in Montpellier; change of premises for the geophysics and satellite oceanography laboratory (LEGOS) in Toulouse. The Institute also helped buy a particle accelerator for the Plateau d’Arbois/ CEREGE, and acquired a multi-satellite image receiving station in French Guiana (SEAS). The Institute decided to contribute €600,000 for the Antéa research vessel’s new engines. Financial resources The Institute’s income was €179m – $162.2m in the form of the State grant, $14.3m from research agreements and€2.5m from miscellaneous earnings. The State grant consisted of €136.6m allocated to staff pay, residence grants, in-service training and welfare activities, and €25.6m for investment. Expenditure was €176.7m, of which 72% (€127.5m) went on staff pay. Resources maintained for research and service units As in 2003, the 2004 budget allocated considerable resources to the research and service units. Despite tight budget constraints, these resources remained stable (€10.9m was allocated as basic support), as a result of the French government’s decision to protect research spending. Partnership and multidisciplinary topics developed 50 The Institute maintained the level of contributions to our various types of partnership groups (GIE, GIP, IFR, ORE), to demonstrate our commitment to other French and international research establishments. Over €28m was devoted to overseas placement, and IRD researchers are working in nearly 50 countries. There was a significant increase in secondments to Africa and Asia. In addition, the budget for the support and training of researchers from the South was increased by 6%. Property operations and acquisition of major equipment in common with universities and other bodies Implementing the information systems master plan Work on the Sorgho project intensified during the year to ensure launch at the start of 2005 for the financial part, so that the Institute could shift its management to the new budgetary and accounting framework. Implementation of the second tranche of the information systems master plan continued, and the IRD drew €5.5m from its operating funds to finance it. This new stage means that the master plan can be implemented without touching the resources the Institute has available for research and training. Contact df@paris.ird.fr THE IRD IN 2004 (€M) �� 14.29 Research contracts and targeted support for research 8.0% 0.23 Service provision and commercial application of research results 0.1% 1.3% 2.29 Other subsidies and products �� 90.6% 179,04 ORIGIN OF RESEARCH CONTRACT REVENUES (€M) 1.77 Other partners (public and private) �� 162.21 Operating and investment grants from parent ministries 2.04 International institutions � 2.82 European Union 12.4% 23.8% 14.3% 7.3% 22.5% 19.7% 14.30 � 3.40 Ministry for Youth, National Education and Research 1.05 Ministry of Foreign Affairs 3.22 Other Ministries and French public sector establishments GEOGRAPHICAL BREAKDOWN OF EXPENDITURE IN 2004 (€M) � � � � 5.60 Asia/Pacific 12.25 Latin America 29.45 Africa and Indian Ocean 5.60 Other countries 3.5% 3.5% 7.6% 18.3% 54.8% 88.56 France 12.3% 19.93 French overseas dependencies 161.41 Selon les données disponibles au 1er mars 2005 Annual medals award ceremony, Dakar �� WOMENS �� AGE HUMAN RESOURCES The Institute has 1,653 budgeted employees. In recent years, the proportion of women has increased significantly at all levels of employment. In 2004, 39% of the Institute’s tenured staff were women, unevenly distributed across the categories. They included 168 researchers, 21.3% of the total, and exactly half the 396 engineers. The average age at the IRD is 45.5 years, nearly 47 among researchers and 44 for engineers and technicians. On every continent Recruitment and promotion In the French overseas dependencies, the Institute’s main presence is in New Caledonia, which has 58% of this set of staff. In the researcher category, 52 posts were on offer, for 26 Grade 2 senior researchers, 8 Grade 1 junior researchers, and 18 Grade 2 junior researchers. To these must be added 9 further posts granted by the Ministry of Research. In all, 61 researchers joined the Institute in 2004. Back in France, although most staff work at the IRD centres in Paris, Brest, Orléans, and Montpellier, 31.5% are hosted by partner structures (laboratories, universities, etc.) in the regions of Ile-de-France, LanguedocRoussillon, Provence-Alpes-Côte d’Azur and Midi-Pyrénées. Of the 461 applications accepted for the competitive entrance procedure, 42.5% were women, just over 2% more than in 2003. Long-stay missions (MLDs) were created to achieve more flexible posting to strengthen scientific teams overseas; they last on average four months. The number of long-stay missions has continually increased, and 115 were carried out in 2004 (33 in 2002, 81 in 2003). The most frequent destinations are Latin America (39% of MLDs), Africa (36.5%) and Asia (17.5%). In 2004, 8 new outside staff were seconded and 10 had their secondments extended; 34 employees were promoted to a higher grade or to senior status. In the engineer and technician category, 47 posts were on offer for external competitive recruitment. The first round concerned 37 posts, followed by a second round for 10 more. In all, 6 research engineers, 14 study engineers, 8 assistant engineers, 15 technicians and 4 research technical officers joined the Institute. To strengthen the Institute’s technical competencies, the recruitment of engineers and technicians focused mainly on scientific posts. Of the top-level posts open to external recruitment, 10 were in the “life sciences” professional category, 3 in “engineering science and scientific instrumentation”, and 4 in “informatics and scientific computing”. Secondment and delegation of outside staff also increased the numbers. The Institute hosted 27 engineers and technicians and 31 researchers from other research establishments or universities. �� MENS The increase in the Institute’s funds made it possible to recruit short-contract staff under research agreements or European contracts. On the promotion front, 82 engineers and technicians were promoted to a higher grade or category. Among researchers, 34 rose a grade and 20 were promoted to senior researcher. 52 Of all IRD staff, tenured and untenured, 43% work outside France. The Institute’s presence in Africa is significant, with 71% of overseas-based staff working in sub-Saharan and North Africa. Human resources management As part of the multi-year contract and the modernisation and administrative simplification plan, a number of workstreams have been launched. Sorgho as a management tool The personnel department has been working on remodelling its human resources management information system since 2002, and continues its investment in designing an IT solution to put the staff management and salary payment functions on a sound footing and strengthen the role of local stakeholders. The aim of this project is to reform staff administration, especially the forward planning of staff numbers, posts and skills. �� BREAKDOWN OF BUDGETED STAFF BY COMMISSION �� 203 S4 Human and social sciences �� 250 S3 Sciences of ecological systems 15.7% 26.1% 13.7% 15% 218 S2 Biology and medicine 237 S1 Physics, chemistry and global environment sciences BREAKDOWN OF ENGINEERS AND TECHNICIANS BY BAP CATEGORY 18% 7.9% �� 505 Africa, Middle East 243 French tropical dependencies 3 Countries of the North 0.1% 2.9% 5.7% 23.3% 56.8% 11.2% �� 29 Human and social sciences 61 Informatics and scientific computing 76 Documentation, publishing, communication GEOGRAPHICAL BREAKDOWN OF STAFF 124 Latin America �� 44 Engineering sciences and scientific instrumentation 9.5% 63 Property, logistics, prevention 63 Asia/Pacific �� 5.5% 3.6% � �� 144 Life sciences 43 Chemistry and materials science 7.6% � �� 415 A2 Administration and management 5.4% � �� 16.1% 12.8% 42.5% �� 256 A1 Engineering and consultancy 0.6% 339 Scientific and technical management of PSREs � �� 9 None 1234 Mainland France Staffing and competencies management plan A staffing and competencies management plan was formulated, based on staff data gathered in 2003 and an analysis of the staffing needs of the research units created or carried forward on 1 January 2005. Priority actions for staffing under the Institute’s forthcoming objectives contract will be defined by the following guidelines: • anticipate changes in staffing and competencies in line with the Institute’s scientific policy and research programming, • supply decision aids for defining and implementing IRD staffing policy, • help the scientific and other departments to prioritise their staffing requirements. On the engineers and technicians side, more staff are needed to support research in the life sciences and for scientific instrumentation, data processing and geomatics. On the research side, a breakdown of competencies into work areas shows that the Institute’s scientific output is organised around three pivotal disciplines: life sciences, sciences of the universe and human and social sciences. The Institute’s key disciplines are affected by the expected departure of a quarter of our research staff over the next ten years. In the human and social sciences this concerns 30% of staff. Replacement and redeployment are organised according to the strategic orientation of research. A career guidance structure for research staff, engineers and technicians A new career guidance and mobility assistance system for current IRD staff was introduced, with a team that helps staff plan their careers and helps managers improve their personnel management planning. Hospitality days for new recruits Hospitality days were held to help new staff become integrated, strengthen cohesion among IRD staff and help research and support staff get to know each other and their managers. INFORMATION SYSTEMS After three years of work, the information systems master plan produced practical results. To strengthen the information infrastructure, buildings have been re-cabled and transmission rates significantly increased at most of the IRD’s establishments and for Southern partners in Cairo, Cotonou, Antananarivo and elsewhere. The use of free video conferencing and Internet telephony increased in 2004 and experiments in collaborative work and distance learning were conducted. The security policy defined earlier was implemented. The different information services’ material and human resources were organised to handle the increased requirements due to the introduction of new management applications, the extended scope of application and a growing number of Websites. The Institute acquired a management and steering information system on a par with its missions. After 22,000 person-hours of work that involved up to 150 staff and service providers over two years, the Institute now has the core of an integrated management system, Sorgho, built around the SAP software package. With this new integrated, open, shared system the IRD can pursue the modernisation of its administrative management and acquire the necessary steering tools. The information systems master plan also concerns our support functions: the photo library and map library, updating the documentation systems and management of the Support and Training department. A comprehensive examination of scientific data processing was begun, covering computing power, storage capacity, availability of skills and heritage conservation. Contact dsi@paris.ird.fr New training courses In 2004 we ran several new training courses to help staff in their missions. Two of these courses, addressing both staff and managers, concerned the evaluation of engineers and technicians, the aim being to spell out the focus and purpose of staff evaluation interviews. Contact dp@paris.ird.fr 54 e in te rn aco du rin g th d en ce at Un es y: Sc ie nc e an sit er iv Vi de o co nf er od en ce on Bi ce tio na l co nf er an rn ve Go

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