The development of strategic plans for the INRH to translate national ambitions in the sectors of fisheries, research and scientific innovation to 2020 becomes an imperative for an effective conduct of the development of the INRH.

Following the example of its First Strategic Development Plan 2011-2013, which is divided into four components: (1) INRH Ambitions, (2) Vision for Research, (3) Governance Plan, (4) Three-year budget Programming, the Strategic Plan 2015-2017 sets the strategic goal for fisheries research to be able to produce all the scientific knowledge needed for sustainable management of the fisheries sector by 2020.

INRH bases its new strategic plan on an adaptation and innovation approach that will allow to integrate its environment by anticipating the changes, in particular these of the fisheries sector.

This three-year Strategic Plan is aligned with the strategic objectives of the Halieutis plan, in particular those projected by the Sustainability of the sector plan. Thus, it sets four strategic development objectives.

1. The first strategic objective concerns the positioning of INRH's scientific strategy, as the main actor in fisheries research, in the context of the transformation of natural marine ecosystem, fisheries, economic and societal systems. INRH plans to develop research in fisheries and marine sciences according to the following principles:

  • The INRH's activities must contribute to a large majority of the strategic objectives of the Halieutis plan and the INRH must give priority to its resources.
  • A significant part of INRH's activities should focus on scientific subjects that are likely to contribute to the development of the knowledge and methodological tools necessary for the long-term maintenance of the relevance of INRH's expert opinions.
  • The development of services for the benefit of public or private applicants, within the framework of objective contracts with institutional actors or services for third parties.

2. The second strategic objective is to improve the organizational structure of the INRH, which is necessary for the success of its missions. It results in an alignment of the INRH organization and the strengthening of the deconcentration process based on a relevant and effective territorial deployment policy.

Organizational alignment should focus on consolidating what has been achieved, while at the same time introducing a new organizational subdivision aimed at strategically refocusing the priority areas of activity with a view to aligning them with the Institute's core missions and with the expectations of the sector and The Halieutis strategy. This segmentation into priority areas of activity is also a means of increasing and optimizing the use of human, material and financial resources by improving critical mass levels in the various fields of activity.


3. The third strategic objective seeks to establish an effective mode of governance based on:

  • Valuing human capital through a human resources management policy.
  • Implementation of a management mode by objectives.
  • Deconcentration and strengthening regional centers.
  • Introduction of management tools such as the Management Information System, the Quality Management System etc.


4. The fourth strategic objective concerns INRH's investment policy in terms of reinforcement and consolidation of infrastructures, which will be guided by two principles: Sustainable intervention and observation capabilities at sea (oceanographic research vessel and coastal vessels) and to equip INRH with required infrastructure for aquaculture research