 Introduction History and geographical location of the unit

Since its creation in 1999, the LBCMCP research unit is located in the 4R3 building on the site of the University of Toulouse Paul Sabatier. This research entity was founded in 1999 by Pr. Bernard DUCOMMUN, with the support of the CNRS and of the University of Toulouse 3. During ten years, this lab focused on the various molecular and cellular processes that control cell cycle progression, division, survival and differentiation of eukaryotic cells. In 2010, several teams of this first version of the LBCMCP left the campus, including Mr Bernard DUCOMMUN's team. This also coincided with a marked increase in the space allocated to the LBCMCP due to the departure of a neighbouring unit from the 4R3 building; the current allocated space is 1100 m 2 spreaded on four floors of this building. Staff turnover and increase in lab space led to the creation in 2011 of a 2.0 reorganized version of the LBCMP under the directorship of Mr Didier TROUCHE. The 2010-2012 evolution of this second LBCMCP was rapid and marked by the creation of 4 new junior teams supported by competitive starting grants (ATIP/AVENIR program, ANR jeune chercheur, FRM "amorçage", Installation grant from the region Midi-Pyrénées), and by the arrival of additional researchers with permanent positions. To the point that LBCMCP now tends toward the critical mass required to be considered as an institute. Hence, the current (2014) and proposed (2016-2020) LBCMCP projects, both headed by Mr Didier TROUCHE, involve around 60 people (30 permanent staff), reorganized in 7 teams sharing a technical platform (imaging) and supported by an administrative team and support services shared with a nearby Institute (Dev Biol Institute/CNRS).

The current research field of this 2.0 version of LBCMCP is broader than the previous one. The 7 teams develop projects exploring cell dynamics, morphogenesis and chromatin-dependent controls of cell fates, using various model organisms (yeast, drosophila and mouse).

In brief, the recent history of the 7 teams that compose LBCMCP can be summarized as follows:

Team 1, headed by Mr Didier TROUCHE, entitled Chromatin and cell proliferation was already existing in LBCMCP before 2011.

Team 2, co-headed by Ms Sylvie TOURNIER and Mr Yannick GACHET, entitled Spatio-temporal control of cell division was already existing in LBCMCP before 2011.

Team 3, headed by Mr Malek DJABALI entitled Role of polycomb/MLL-group genes in transcriptional control of target genes was pre-existing in Marseille (CNRS) and joined the LBCMCP in 2010.

Team 4, headed by Ms Gaëlle LEGUBE (CR1 CNRS) entitled Chromatin and DNA repair, is a spin-off of team1 (the team leader, is a former researcher of Team 1), created in 2010 with the support of a starting grant 'jeune chercheur' from the French governmental agency ANR.

Team 5, headed by Ms Magali SUZANNE entitled 'Regulation and role of apoptosis during development' was created in 2011, a research associate coming from The Rockefeller University (New York, USA), with the support of a starting grant 'jeune chercheur' from the French governmental agency ANR.

Team 6, headed by Ms Luisa DI STEFANO entitled Histone demethylases in development and in cancer was created in 2012 following an international call launched by the LBCMCP for new teams working on chromosome and chromatin dynamics. The new team leader was a post-doctoral fellow in Boston (USA) who obtained a CR1 INSERM position as she joined the LBCMCP. The installation of this new team was supported by an installation grant (program 'Amorçage, jeunes équipes') from the French 'Fondation pour la Recherche Médicale' (FRM), by a 'chaire d'excellence' from the ANR and by an ATIP/AVENIR starting grant from CNRS.

Team7, headed by Mr Xiaobo WANG entitled Cell Migration and Cancer was created in 2012. The team leader was a senior postdoctoral fellow from Baltimore (USA) who obtained a CNRS position and an ATIP/AVENIR starting grant from CNRS to set up his lab at the LBCMCP.

Noteworthy, yet another critical evolution of the unit is foreseen in 2018 since the LBCMCP is involved and acts as a driver in the creation of a future research centre termed CBI (Centre de Biologie Intégrative) that should regroup around 400 people in a new building of the university campus which opening is expected late 2018. This initiative should regroup LBCMCP and 4 other neighbouring CNRS-University units sharing overlapping interests (LMGM/Laboratoire de Microbiologie et de Génétique Microbienne, LBME/Laboratoire de Biologie Moléculaire Eucaryote, CRCA/Centre de Recherche sur la Cognition Animale, CBD/Centre de Biologie du Développement). At this stage the deadlines, milestones and teams/units reorganizations that will result from this merging remain unclear. However, this ambitious project will place LBCMCP at the center of an exciting initiative to federate the biomedical and biological research community of the University of Toulouse 3 that, in fine, should increase its international visibility.

Management team

The proposed management team of the new LBCMCP (2016-2020) consists of the current director (Mr Didier TROUCHE) and of a new deputy director (Ms Sylvie TOURNIER), i.e. the two most experienced team leaders of the current LBCMCP. This management team is seen as an asset for structuring LBCMCP and to prepare its integration in the future CBI.

The director (Mr Didier TROUCHE) is a man of energy and drive, and a productive and imaginative scientist who has excellent scientific records. He has demonstrated a good expertise in lab management. He is also currently involved in the evaluation of scientific programs for caritative agencies and is driver in the project of creation of the CBI (Centre de Biologie Intégrative), i.e. an asset for LBCMCP. Decisions and orientations on scientific, financial and organizational matters concerning LBCMCP are taken with the help of a team leaders assembly and of a mandatory laboratory internal council that meet on a regular basis. 2  Overall assessment of the unit Global assessment of the unit LBCMCP develops projects exploring cell dynamics, morphogenesis and chromatin-dependent controls of cell fates, using various model organisms (yeast, drosophila and mouse). The research unit groups around 60 scientists, students, technical and administrative staff in 7 research teams. The director of the unit is a man of energy and drive who has been very successful since 2010 in structuring the new LBCMCP while maintaining an excellent scientific activity. It is noteworthy that 4 out of the 7 LBCMCP teams that participate to the new project have been created very recently (2011 and 2012) by young high-profile French (2) and foreign (2) team leaders who all obtained competitive starting grants (ATIP/AVENIR, ANR/JC, FRM/Amorçage, Region Midi-Pyrénées Marie Curie Reintegration Grant). Of notice, 2 out of the 4 new teams already secured a second wave of French funding (post-installation grant) and are pre-selected to compete for European Grants (ERC). With active management, commitment to compete and the application of appropriate resources and mentoring, all these new teams have the potential to become internationally competitive.

HCERES nomenclature

SVE1_LS2, SVE1_LS3

Unit workforce

Unit workforce

LBCMCP teams conduct original and highly competitive research programs that span curiosity-driven investigations on cell dynamics and chromatin-dependent controls of cell fates, to health-oriented research involving cancer biology. Although significant differences exist among the different teams, overall, the training records and publication output of the unit are excellent, with several publications accepted in the most prestigious international journals, especially in 2014. All projects have been financed by grants from various French agencies. The multidisciplinary profile of the research entity can be a scientific asset that has to be promoted to attract scientists from other disciplines and additional funding dedicated to interfaces. Although the science is excellent, the international visibility of LBCMCP does not necessarily match the excellent quality of the work. This could easily be improved by appropriate and collectively organized communication. This should also provide the opportunity to attract more self-funded post-doctoral fellows. This rapid evolution of LBCMCP is far from being fully achieved as the unit is involved in the creation of a future research center termed CBI (Centre de Biologie Intégrative) that should regroup 5 units and around 400 people in a new building (2018) of the university campus. The review group strongly encourages this mid/long term scenario, considering it is an opportunity for mid-size units like LBCMCP to reach the critical mass of people required to become a competitive and operative multidisciplinary research center with common facilities, fruitful scientific exchanges, international visibility and capacity to attract new high profile scientists. Meanwhile, it is essential to set aside funds for the proper maintenance of the current premises, since the poor state of the building is alarming and is posing a real health and safety risk that cannot wait 2018 and the CBI.

Strengths and opportunities in relation to the context

Strongly supported by local authorities.

The unit is very attractive for young high-profile biologists, as indicated by the recent arrival of new group leaders (French and foreigners) who all obtained very competitive installation grants and permanent positions.

Most teams, including the most recent ones, secured outside funding.

Most team members have consistently delivered high quality results in their field and published as senior author in the best journals, including in Nature, Nature Com, Nature Struct & Mol Biol, Nature Protoc, J Cell Biol, PLoS Genet and EMBO J.

Most projects developed in the unit are strengthened by the extensive use of model organisms and/or by multidisciplinary approaches. This is an asset that has to be promoted by authorities.

Excellent governance. The director of the unit has been very successful in structuring the new LBCMCP while maintaining an excellent scientific activity.

The overall number of PhD and Master students that have been trained in the unit is excellent by French standards. All PhD students were/are fully supported by fellowships.

The mid-term (2018) objective to be part of a new large research center (CBI) on the same campus open multiple opportunities for better support services, collaborations and exciting developments of multidisciplinary approaches.

Weaknesses and threats related to the context

Although the science is excellent, the invitations of some LBCMCP members to international conferences and participations to international networks do not necessarily match the good quality of their work. This could easily be improved by appropriate and collectively organized communication.

Too few self-funded post-doctoral fellows.

Uncertainties about Institutional funding and of large external funding that allow recruitments of postdoctoral fellows. At this stage, too few international funding (however, two teams have been pre-selected for the ongoing ERC competition).

The funding of young groups may/will decrease abruptly after the end of their installation grants. This could be a serious threat for these teams and for the unit as a whole. To secure funding during this transition period, young teams have to engage as soon as possible in collaborations (network, participant on grants) headed by high-profile laboratories.

The external teaching commitment (undergraduate level) of unit members is modest and could be improved (i.e. at the interface between biology and biophysics/bioinformatics). Some equipments (imaging/confocal, new generation of live imaging equipments) are overbooked. This could become a problem for young teams that entirely rely on these equipments.

Uncertainties about the expertise in quantitative or computational biology, bioinformatics and system assistance, modeling. The panel feels there is a need to secure permanent positions in these fields.

Recommendations

Newly formed teams will probably need some additional assistance (management, grant writing). Some thought should be given to the limited personnel resources available and to the effort which will be required to advance each of the numerous individual projects in a competitive manner.

Promote and communicate about the multidisciplinary profile of the unit. This could become a scientific asset for the unit and represent a source of funding and of interactions with other departments of the University. Ask for a "chaire d'attractivité Idex" at the interface of biology and physics, that could later result in University positions. Be promoter in organizing a bio-physics training and postgraduate program at University of Toulouse.

To improve the visibility of LBCMCP, its members are encouraged to attend more international meetings and to write reviews in very high impact journals to place the Institute at the forefront of international science.

Invest more in last generation imaging equipments.

Invest urgently, in modeling and bioinformatics and work at securing positions in these fields Pursue the objective to regroup with other neighbouring units on one building to create CBI. The proposed project appears to be adequate in order to create an internationally recognized Research Center in Toulouse University.

Waiting for the CBI (2018), immediately set aside funds and /or seek help from authorities for the proper maintenance of the current premises. It was felt that, as well as posing a real health and safety risk, the poor state of repair impacts on the work of the laboratory and might rapidly reduce its appeal.


 Introduction History and geographical location of the unit

The Institute Albert Bonniot was created in 2007 with a main research focus dedicated to similarities and shared mechanisms between normal development and cancer ("Ontogenesis and Oncogenesis"). It is located in a 4444 sq meter building on the Health Campus of Université Grenoble-Alpes, next to the Centre Hospitalo-Universitaire (CHU) of Grenoble. It is presently composed of 13 teams organised in two departments ("Différenciation et transformation cellulaire" and "Oncogenèse et biotechnologie"). The number of teams will increase to 17 according to the proposal, organised in three departments ("Signaling through chromatin", "Microenvironment, cell plasticity and signaling" and "Prevention and therapy of chronic diseases"). Ten of the previous teams are proposed for renewal, one with a new team leader. Five new teams will be led by scientists originating from other IAB teams or from other institutes from Grenoble. In addition, two team leaders were attracted from Nantes and Paris. As the present IAB building will not support the planned increase in team numbers, some of the new teams will be located in a nearby building of the Health Campus (Jean Roget building).

The scientific environment of IAB is excellent, comprising the Institute of Structural Biology (IBS), the Institute of Life Science Research and Technologies (IRTVS), the Grenoble Institute of Neuroscience (GIN), the Interdisciplinary Laboratory of Physics (LiPhy), the Departments of Molecular Pharmacology (DPM) and of Molecular Chemistry (DCM) of Université Grenoble-Alpes/Université Joseph Fourier (UGA/UJF) and the Laboratoire d'Electronique des Technologies de l'Information of CEA (CEA-LETI), all structures with which the IAB develops collaborations. The IAB hosts four technological platforms, including Optical Microscopy/Cell Imaging (MicroCELL), Bioinformatics (EpiMed), Imaging in live animals (OPTIMAL) and Animal Advanced Technologies (PHTA) in addition to the common animal house. It also supports two shared facilities with other nearby structures, Flow Cytometry and Molecular Detection in Situ (MDiS).

Management team

Mr Christian BRAMBILLA was director of the IAB from 2007 to September 30, 2014. Mr Pierre HAINAUT took over on October 1, 2014, and is proposed as director for the next period. The director is responsible for the scientific strategy, the administrative management, representation in official committees and external bodies and general communication. A vice-director is responsible for the coordination of infrastructure and logistics. IAB has since 2011 a Director of administration, finances, human resources and logistics who supervises a team that includes seven budget assistants, one human resource officer, four technical/logistical support staff and one assistant/secretary. The main structure assisting the director is the "Steering Committee" (replacing the former "Management Committee"). It is composed of the three directors, team leaders and Department heads, one elected representative of each staff category (researchers, professors/lecturers, ITA/ITOS and students) and ad hoc members designated by the director for specific missions. It meets at least 6 times a year, and discusses most aspects of the Institute's life, including rules of procedures, scientific and social animation, platform development and management, staff development and training, allocation of resources. A new "Science and Strategy Committee", composed of the three directors, team leaders and department heads, and meeting on a monthly basis, will assist the direction in all aspects of science and strategy, including risk-taking scientific initiatives, prioritization of applications for permanent positions and grants, allocation of shared resources and space. The "Senior Leadership Group" replaces the former "Executive Board". It is composed of the three directors, the Department heads and three senior scientists appointed by the director, and assists the management in running the Institute. A "General Assembly" is held at least once a year. A Scientific Advisory Board (SAB) assists the direction in strategic planning. It is composed of six renowned scientists from France (2 members), Germany, Switzerland, Italy and Sweden, as well as observers from INSERM, CNRS and UGA/UJF. This SAB was consulted for defining the strategy proposed for the next period.

Overall, the expert committee felt that the Institute is very well managed and that the changes made by the new director are improving the organisation significantly. It is however difficult to appreciate entirely how the life of the Institute will change as a result of this new organisation and management, as some of the proposed measures are not yet implemented. Nevertheless, it was felt that moves are being made in the right direction. 2  Overall assessment of the unit

HCERES

Global assessment of the unit

The IAB is composed of a set of excellent teams active in cell biology, epigenetics and translational research. The scientific output is impressive, both quantitatively and qualitatively. A new director, with very strong international reputation and management skills, was recruited recently. The new management has initiated a very effective process of reorganisation of the Unit, with the advice of a newly appointed Scientific Advisory Board. New teams and team leaders were proposed, together with a shift in the general research focus from "Development and cancer" to "Epigenetics, chronic diseases and cancer". The ongoing changes should provide more cohesion to the Unit, as well as an enhanced capacity to establish a strong institutional scientific strategy for the future. Among the 17 teams proposed for the next period, seven are either new teams created around promising young investigators, or teams imported from other structures. A significant addition to the Unit is the recruitment of three excellent teams active in the study of parasites of the phylum Apicomplexa (Toxoplasma and Plasmodium). The Institute is located in a very strong scientific environment and benefits from an outstanding set of technological platforms. Among the main assets of IAB are the very close links with clinicians of the nearby Grenoble Hospital and the strong involvement of its teams in clinical and epidemiological studies. The output of IAB is also exceptional in terms of patent applications, development of new diagnostic tools and therapeutic agents, and the creation of spin-off companies. Overall, the expert committee felt that the Institute will likely continue over the next 5 years to generate excellent science and increase further its attractiveness and international visibility.

Strengths and opportunities in relation to the context

The IAB is located in an excellent scientific environment, including the nearby Grenoble Medical Center with which important links have been established in translational research, and other renowned Institutes such as the Institute of Structural Biology (IBS) and the Laboratoire d'Electronique des Technologies de l'Information of CEA (CEA-LETI). This environment is the basis for efficient scientific collaborations and the establishment of common resources, particularly shared technological platforms.

The Institute has a strong and clear scientific strategy. The newly recruited director has excellent management skills and has initiated a very effective process of reorganisation of the Unit. A shift in the general research focus was proposed, from "Development and cancer" to "Epigenetics, chronic diseases and cancer" in order to adapt the translational research of the Institute to the patient recruitment profile of the nearby Centre Hospitalier Universitaire (CHU) of Grenoble. The broad scientific objective is to understand which epigenetic modifications drive the expression of (normal and) pathological phenotypes, and to develop diagnostic and therapeutic strategies based on the interplay between diseased cells, their (epi)genome and their environment. This strategy is supported by an international Scientific Advisory Board (SAB) composed of high profile scientists and scientific administrators. The SAB has played an important role in the recent reorganisation of the Unit and constitutes an asset for the future, by helping the management to establish the scientific strategy of the Institute and in the recruitment of new team leaders.

New management structures were proposed, clarifying the decision-making processes, and reinforcing the role of the director. These structures are better adapted to the increased size of the Institute, and should allow the rapid implementation of new policies suggested by the SAB.

There is a strong commitment of the new management to evolve toward a better cohesion of the Institute, and to provide the Unit with the capacity of developing a strong institutional scientific strategy, such as the support of high-risk innovative projects. This will involve a redistribution of recurrent funds in favor of common structures (platforms and departments), the implementation of an overhead policy on grants, and new procedures allowing the (re)allocation of staff and surfaces.

The Institute hosts a number of outstanding teams, and the overall scientific output is impressive both quantitatively and qualitatively. Many IAB scientists have strong international visibility in their fields, including epigenetics, cell biology, environmental epidemiology and translational research, which results in a strong attractiveness of the Institute as a whole.

Excellent new teams are also proposed to join the Unit. These include three groups active in the study of parasites of the phylum Apicomplexa (Toxoplasma, Plasmodium). This constitutes a rare opportunity to create in this research area a very powerful critical mass that is almost unique in Europe, and favors the interaction of these teams with the strong epigenetic component of IAB.

The IAB teams have maintained a good balance between basic science and efficient translational approaches. Strong connections with clinicians have been established, allowing biobanking of very valuable material, and a deep involvement of the Unit in clinical trials and the development of therapeutic agents, diagnostic tools and biomarkers. The Institute has also an exceptional output in terms of technology transfer (patent applications, licensing, creation of start-up companies).

The Unit has also demonstrated its high efficiency in attracting financial support, from governmental agencies, charities and more particularly from the European Union.

The IAB has developed an excellent set of technological platforms with state of the art equipment. The privileged access to these platforms and the corresponding expertise constitute an invaluable asset for all IAB projects.

The IAB has a strong and highly motivated support staff, committed to delivering the best service to the scientists. There appears also to be a very good Institute spirit and a friendly atmosphere. The activity of IAB teams is highly collaborative, within the Institute, but also with the Grenoble Medical Center, other research structures of the Grenoble area, and other national and international groups.

The willingness of CNRS to become a stakeholder for the whole Institute constitutes an interesting opportunity for IAB.

Weaknesses and threats related to the context

No major weaknesses were identified by the committee. Some of the obvious threats are linked to external factors affecting French science in general. These threats were identified by the management and were considered in the report of the unit, with proposed solutions to limit their impact.

Probably the most significant weakness is the low number of post-doctoral fellows in the Unit (4 % of total staff), particularly foreign fellows. This number has actually decreased since the beginning of the previous 5-year period. This situation does not reflect the excellent environment and the international recognition of IAB teams, which should allow the Unit to attract many more post-doctoral fellows from abroad. The recruitment is partly hampered by the combination of European and French regulations, which limit practically the duration of postdoctoral positions to 3 or 4 years, and by the limited number of positions funded through grants. This is however a significant issue, as post-doctoral fellows are often in the most productive period of their career, and can represent a very significant workforce and source of innovation for an Institute such as IAB. Care should therefore be taken to improve the recruitment of this category of staff in the future.

There is also a relatively low proportion of PhD students (19 % of total staff). The number of IAB scientists holding an HDR should allow more PhD students to be attracted. This might be increased, for example through international calls and specific partnerships with foreign institutions.

Another relative weakness is the present lack of in-house capacity in bioinformatics and NGS technologies. This should constitute a clear priority for additional staff linked to the EpiMed platform offering unique epigenetic datasets for bioinformatics analysis.

Despite an overall increase in the core funding, received mainly from INSERM and the UGA/UJF, the proportion of expenses allocated to staff salaries has increased progressively, reducing the funds available for the support of common structures and specific teams. The Unit and its teams will therefore depend more deeply on external grants in a scenario where funding faces overall reductions in France (with for example a decrease of the ANR budget). Funding the structure at an adequate level for meeting its ambitious objectives and developing a strong institutional strategy will therefore remain a permanent challenge for the IAB.

With the increase in the number of teams and the space limitation in the main building of IAB, a larger proportion of the groups will be located outside this building, disrupting geographical unity, and proximity to the common technological platforms. Care should be taken to maintain a common spirit among the teams located on different sites.

The excellent technical platforms constitute a major asset of IAB. It will however be a permanent challenge to maintain these platforms competitive and up to date, through the upgrade/maintenance of existing equipment and the acquisition of new ones.

A number of present team leaders will reach the age of retirement within the next 5 to 10 years. This will require their replacement by other team leaders pursuing the same scientific goals, but also the recruitment of new PIs importing their own research themes.

The present management is planning to modify significantly the way financial and staff resources are allocated to individual teams, with a reinforcement of common structures. This is a necessary move to allow the development of a strong institutional strategy. To be fully efficient, such change will however require the full adhesion of the different teams to this policy, and a deep endorsement of the reallocation of resources to joint ventures.

The IAB is mostly visible through the international recognition of its individual teams, but presently lacks a strong institutional image. This should be improved in the future.

Recommendations

The committee strongly supports the present director and managing team, as the process to reorganise the Institute and incorporate new teams with high potential has been fast and efficient. This strategy should be pursued, and a number of proposed changes should be implemented in the near future. The important role of the international Scientific Advisory Board in this process should also be maintained in the future.

In particular, the ongoing process of reinforcing the cohesion of the Institute should be led to completion, by investing more resources (support staff, equipment, recurrent funds) into existing technological platforms and new ones as needed, and by implementing the overhead policy for some grant categories. One of the priorities should be the staffing of the Epimed platform with a bioinformatics engineer. Care should also be taken to (re)allocate support staff to groups on the basis of present scientific staff and output.

In the future, molecular diagnostics will heavily rely and include epigenetic profiling. Since the Institute will have a main pillar in epigenetic analysis and translational activities in lung cancer and other tumor entities suggests the management to consider the investment into epigenetic profiling technologies (e.g. Illumina human 450K bead array and/or NGS) and the needed bioinformatics platform, in order to prepare for future developments and to place their research teams at the forefront of translational molecular epigenetics.

The creation of new independent teams led by young scientists with an excellent track record is proposed by the Institute's management. The committee supports this early recognition of talented scientists. However, the committee would recommend to establish mentoring of these young team leaders by more experienced scientists of the Institute working in the same field, in order to keep these teams in focus and prevent the pursuit of too diverse or overambitious goals. Future recruitment of new team leaders should preferentially be made through international calls, with the help of the SAB.

The IAB should increase its recruitment at the international level, particularly for post-doctoral fellows, but also for PhD students. Increasing the proportion of post-doctoral fellows should be another priority of the Unit. The use of English in the daily life of the Institute should be further reinforced to attract foreign fellows Requests should be made to the doctoral schools for translating their regulations into English.

The IAB is known essentially through its teams, and less as an Institute. In order to make the Institute and its teams more attractive, it will be wise to establish a strategy to increase the international visibility of the Institute as such, through the organisation of international calls for PhD students, post-doctoral fellows or new team leaders, or the organisation of international meetings and summer schools in the name of the Institute. In the same line, the way the IAB is presenting itself to the outside world through its website should be improved.

A number of concerns raised by ITA/BIATSS staff should be addressed by the management, such as Unit policies for acknowledgements in publications, technical staff assignment changes, annual evaluations, and technician training.

The Unit is presently supervised by INSERM and the Université Joseph Fourier. Up to now, only one team had received the CNRS label. Provided the present activities of the Unit, and the recruitment of several teams labelled CNRS, and/or headed by CNRS researchers, the CNRS has expressed interest in sharing the supervision of the whole Unit, together with INSERM and the University. The expert committee fully supports this extension of the CNRS label to the whole unit. This is amply justified by the strong involvement of many IAB teams in fundamental cell biology, and by the large number of CNRS scientists who will join the Unit during this next period. There are also many interactions, established or planned, between the (future) CNRS and INSERM teams of the Unit.


president Didier Houssin

Shahragim Mr

Tajbakhsh

Mr Roger Patient

Markus Mr

Affolter

James Mr

Briscoe

Giacomo Mr

Cavalli

Freddy Mr

Radtke

Claudio Mr

Stern

Azim Mr

Surani

Pierre Mr

Couble

Alain Mr

Israel

Laurent Mr

Kodjabachian

History and geographical location of the unit

The Department of Developmental and Stem Cell Biology evolved from the Department of Developmental Biology which was last reviewed in 2010. There is still an emphasis on mouse genetics but it is strongly supported by other model organisms and systems, including embryonic and induced pluripotent stem cells, with a greater emphasis on stem cell biology more generally. Research covers the developmental processes that occur from fertilisation to the generation and homeostasis of multicellular organisms. Areas of research emphasis include cell differentiation and the balance with self-renewal necessary for adult stem cells, organogenesis, gene regulation, epigenetics, Notch signalling and disease resistance.

Management team

The Department is being led with flair and great energy by Mr Shahragim TAJBAKHSH, aided and abetted by Mr Christian MUCHARDT, and in very close liaison with Mr François SCHWEISGUTH, the head of the URA CNRS 2578. They have created a highly cohesive, interactive and productive environment in which cutting edge, world class research can thrive.

HCERES nomenclature

SVE1_LS3 Cell Biology, Animal Developmental Biology SVE1_LS2 Genetics, Genomics, Bioinformatics 2  Overall assessment of the unit

Unit workforce

Unit workforce

Global assessment of the unit

The Department of Developmental and Stem Cell Biology is considered one of the top Departments in the world in this field, with multiple internationally recognised stars. The research themes under study comprehensively cover the central questions in developmental and stem cell biology. The great tradition and strength in mouse genetics has been continued, reinforced by cutting edge studies in other model organisms and systems. There have been four high quality appointments at the G5 level, in large part funded by the LabEx REVIVE consortium. There is a good critical mass of research teams and a good balance of tenured scientists, postdoctoral fellows, graduate students and technical staff. The Department has a strong record of training, reflected in the number of post-docs appointed to PI positions in good institutions around the world, and the number of graduate students landing prestigious post-doctoral positions. The publication record is outstanding, both in number and quality, and the Department has outstanding European and international visibility, with international recognition widely evident. The Department is very cohesive and well-run, with excellent research seminar programs, including cutting edge technologies, student-led initiatives and Departmental retreats.

The committee was overall very impressed with the Department. However, the panel identified one or two areas for improvement. The committee feels that the G5 group leaders should be mentored by at least one senior member of staff as they take the substantial step from hugely successful post-doc to effective group leaders. In addition, although we found a very positive atmosphere in the Department, which is appreciated by students, postdocs, staff scientists and technicians alike, we did identify some concerns amongst them. These centred on better communication, mentoring, careers advice and, for the students and postdocs, a greater appreciation of the difficulties of working in Paris.

Strengths and opportunities in relation to the context

The productivity and reputation of the Department is outstanding. All groups are studying topics at the cutting edge of their fields and many are showing great scientific bravery in going after key, but difficult, questions. The support facilities are of a very high standard and the cohesion between teams is excellent.

Weaknesses and threats related to the context

The committee was a little concerned that the G5 group leaders were in danger of being over ambitious and felt that their research could be a little more focussed. The panel also feels that the future of mouse genetics at the Institut Pasteur needs to be addressed with the imminent retirement of Mr Jean-Jacques PANTHIER.

Recommendations

The committee recommends supporting all groups in full and maintaining an appropriate level of support for the core facilities. We feel that the G5 PIs should be mentored by at least one senior member of staff as they take the substantial step from hugely successful post-doc to effective PI. The committee also feels that the future of mouse genetics at the Institut Pasteur needs to be addressed.

TOTAL N1 to N6 141 123 Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Doctoral students	16
	Theses defended	23
	Postdoctoral students having spent at least 12 months in the unit	15
	Number of Research Supervisor Qualifications (HDR) taken	4
	Qualified research supervisors (with an HDR) or similar positions	18	15
		Number as at	Number as at
		30/06/2014	01/01/2016
	N1: Permanent professors and similar positions	2	2
	N2: Permanent researchers from Institutions and similar positions	28	25
	N3: Other permanent staff (without research duties)	82 (77,6)	72 (64)
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)
	N5: Other researchers (Emeritus Research Director, Postdoctoral students, visitors, etc.)	25	24
	N6: Other contractual staff (without research duties)	4 (3)

signed by their chairman.by the chairman of the expert committee".


Mr Gilbert

Jean-Michel Mr

Jault

Robert Mr

Tampé

Frédéric Mr

Barras

Ms Sandrine

Cavarelli

Mr William

Mr Gilles

Ms Catherine Schuster

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee.

The research unit "Molecular and Structural Bases of Infectious Systems" (BMSSI) is located at the Gerland site of Lyon. BMSSI is one of the two research entities that compose the "Institute of Biology and Chemistry of Proteins" (IBCP) at the Gerland Campus (South of Lyon city), the other being the unit "Laboratory of Tissue Biology and Therapeutic Engineering (LBTI)". The IBCP was built in 1990 under the direction of Mr Alain COZZONE. In 1999, the IBCP became a Mixed Research Unit (UMR) under the direction of Mr Alain COZZONE. The UMR was renewed in 2007 when Mr Gilbert DELÉAGE became the new director. In 2011, the UMR split in three different entities one became the "Federation of Research" (FR3302, head Mr Gilbert DELÉAGE), one BMSSI (head Mr Gilbert DELÉAGE) and one LBTI (head Mr Bernard VERRIER). Following two renovations IBCP now offers a surface of 5500 m 2 dedicated to research. The role of the FR is to administer the IBCP building and technological platforms. Apart from these two research units, the IBCP building hosts two companies (CALIXAR that was set up by a staff member of BMSSI and Adjuvatis), the "protein part" of the "Rhône-Alpes Pole of Bioinformatics" (PRABI) and the technical platforms devoted to protein biochemistry and managed by the Mixed Service Unit (UMS) 3444 (SFR BioSciences Lyon), which gathers 10 research units in south Lyon.

BMSSI is composed of nine teams (T1 to T9). Research focuses on the study of molecular mechanisms of infectious processes responsible for human diseases, dealing with Structural Biology, Molecular Microbiology, and Bioinformatics. Infectious model systems studied come from parasites, bacteria, and viruses. BMSSI is a unique research unit in Lyon with expertise in structural biology (X-ray crystallography, nuclear magnetic resonance spectroscopy, and structural bioinformatics).

During the last contract apart extension of the building, the direction of BMSSI launched an open call to hire the future new director (Mr Jean-Michel JAULT). Mr Jean-Michel JAULT has been the deputy head of BMSSI since 2014 and will be head of the unit for the next contract. Over the period, whereas new team leaders emerged internally (T1, T6), BMSSI attracted three new teams: The ATIPE Avenir team headed by Mr Laurent TERRADOT (T4) arrived in 2010, the team of Ms Suzana SALCEDO (T8) on a "new team chair program from FINOVI-RTRA" in 2012, and more recently in 2014, T9 headed by the new deputy head (Mr Jean-Michel JAULT). The main scientific interests of the new teams are focused on structural biology, bacteria-host interactions at the molecular level, and the design of new microbial therapeutic targets, respectively, fitting perfectly in the scope of the unit.

For the next contract over the nine teams forming BMSSI, one team T5 "Extracellular interaction networks" (headed by S. RICARD-BLUM) will leave BMSSI and it is proposed that Team 1 splits in two independent teams (T1 and T5). At the beginning of the next contract the majority of team leaders will have been renewed. Geographically, BMSSI is ideally located in a very dynamic and rich scientific area, including the International Research Center for Infectiology (CIRI, 23 research teams), several multinational companies (MERIAL, SANOFI) and an exceptional portfolio of technological platforms some of them hosted at the IBCP (part of UMS 3444) as well as the P4 laboratory of Lyon.

Management team

Current head: Mr Gilbert DELÉAGE: current deputy head: Mr Jean-Michel JAULT 2  Overall assessment of the unit

Global assessment of the unit

The global assessment of the unit is very positive. The unit has started to develop into a dynamic, interdisciplinary center with very promising young group leaders and excellent research. The unit has responded well to the challenges in changes of the staff profile and has picked a clear direction forward. This includes successful recruitment of three very strong young investigators. The majority of the teams are internationally competitive, reflected by outreaching contributions. The overall topic of the research unit is well chosen and offers an excellent directional transition going from biochemistry to a transdisciplinary approach in infectious diseases and microbiology. The young investigators will provide the driving force for the future and set the standard. The unit has an ideal wellbalanced gender politics.

Strengths and opportunities in relation to the context

The unit was successful in refocusing on a collaborative team spirit. Young team leaders are seen as a new focal point of the unit. The new directorship was successful in shaping the fruitful environment for the new funding period.

Most of the research topics are well chosen and focused to be internationally competitive. The strengths in collaborations and successful funding mostly based on national sources are apparent. In the near future, excellent but partially unexplored chances are seen to strengthen the link with the University of Lyon. Young investigators should take the opportunity to team up with the University. Young team leaders may be encouraged to be involved in teaching at higher level. In essence, there is an optimal time point and real chance to create a strong long-term relationship with the universities. Moreover, more fruitful interaction and collaborations between the infectious biology units from Lyon and the research unit can be envisioned. Apart from notable external funding on national sources, international funding should be encouraged. Open access to the different platforms provides interesting opportunities. The genesis of new startup companies in the unit is specially acknowledged to strengthen the link between basic and applied research.

Weaknesses and threats related to the context

The transition on a well-focused and international competitive program must be carried through to the staff. The objectives and missions need to be well communicated. Vertical and horizontal communication and transparency may strengthen the cohesion between teams. The successful momentum should be carried through all personnel layers of the unit. Some uncompetitive projects, which need refocusing, have to be identified by more rigorous internal self-evaluation. Careful consideration should be given to maintain and promote international, focused research projects. A better synergistic interaction between labs in structural biology and bioinformatics is recommended. An optimized redistribution of technical staff and work forces could be reconsidered. A deficiency in technical staff has been identified in some teams. Based on the overall excellent evaluation, the unit is encouraged to support the internationally highly competitive topics.

Recommendations

Careful consideration should be given to maintain and promote internationally competitive research projects. Seek to improve vertical communication within the unit and understand the need for competitive research. Teaching and training tasks at the M1 and M2 level should be encouraged for all staff members. A new team leader in the field of structural biology could help the unit. The technical staff and work forces could be reinforced to support competitive topics and research groups. Some teams need to be closely directed in terms of focus and success. An increased degree of self-assessment in the productivity of the teams will help to increase the international visibility of the unit.

  Representatives of the unit's supervising institutions and bodies: Ms Emmanuelle CANET-SOULAS (representative of the Doctoral School EDISS N°205 ) Mr Frédéric FAURE, CNRS Mr Pierre-Germain GILLET, University Claude Bernard Lyon 1 Mr Jean-Claude MICHALSKI, INSB Mr Bruno MIROUX, CNRS 1  Introduction History and geographical location of the unit


experts committees and signed by their chairman.

 Introduction History and geographical location of the unit

The Immunogenomics and Inflammation unit was created in 2002 as a joint effort between public and private bodies, namely the University Hospitals of Lyon and BioMérieux. The research activities of the EA 4130 unit are primarily focused on translational projects in the field of rheumatoid arthritis (RA) with a specific interest in cytokine biology. The research laboratories are located within the Hospital and benefit of a close interaction with clinicians and an easy access to biological samples. Using samples from the clinic the research team has obtained interesting results on biomarkers predicting the therapeutic response to biological agents and disease severity, as well as on the role of interleukin (IL)-17 in the pathogenesis of RA.

Management team

The research team is led by Professor Pierre MIOSSEC and includes 2 other academic researchers, 2 tenured researchers, 2 technicians, and 4 post-doctoral fellows and PhD students. 2  Overall assessment of the unit

HCERES

Global assessment of the unit

The research unit is an excellent example of translational research with strong interactions between the Rheumatology clinical unit and the laboratory located within the Hospital. The overall research questions focus on cytokine biology in inflammatory rheumatic diseases with a specific interest in IL-17 biology. The unit has published several original articles in leading journals of the speciality such as in Ann Rheum Dis and Arthritis Rheumatol during the last five years. As a reflection of its productivity in the field, the unit director has been invited to contribute to several review articles in leading journals such as the New Engl J of Med, The Lancet and Nature reviews. The director of the unit has also been rewarded by several awards during the last five years, including the Carol Nachman prize of Rheumatology, the Leon Kochman lecture prize of the University of Maryland (USA), and the Jean Dausset prize from the French Society of Immunology. The unit is also involved in clinical research on biomarkers of response to therapy and in predictors of disease severity. The unit participates also to the training of young scientists and physicians; two of them have recently obtained Professor positions.

The evaluation of the unit is excellent (within the 20% of the best) taking into account its productivity, the international visibility of its director, the interactions with local partners as well as international collaborations, and the teaching activities.

Strengths and opportunities in relation to the context

The location of the unit at the University Hospitals of Lyon is excellent and has provided clinical samples to perform cuting-edge translational research. The research is mostly focused on IL-17 cytokine and has been very successful as far as publication numbers during the last 5 years. The laboratory has examined the expression of IL-17 cytokines, mainly IL-17A and Il-17F in different tissues and circulating blood cells. With a primary interest in rheumatoid arthritis, they have progressively also extended their research interests to other pathological consitions such as myositis and atherosclerosis. They have also examined the function of IL-17 alone or in combination with other cytokines such as TNF- in the stimulation of inflammatory responses in vitro.

The unit has developed a partnership with industry (Biomérieux) that provided access to research platforms (genomic facility).

Weaknesses and threats related to the context

The size of the unit is relatively small and is also isolated from other Immunology research units in Lyon. In particular, the access to research platforms, the academic interactions with other research groups is limited, although the director of the unit has developed many local and international collaborations. The relative lack of close interaction with basic science laboratories is a limitation for the development of in vivo experimental approaches, the use of cuting-edge molecular approaches, as well as the interaction of PhD students and post-doctorants with other junior and senior researchers from other laboratories. This potential weakness is somehow counter-balanced by the close interaction with the clinical environment that has been essential for the research projects of the unit. The committee felt that the lack of tenured scientist position is a potential weakness for the future of the unit, as well as for the training of postdoctoral fellows and PhD students.

Recommendations

The unit has been very successful so far. We would recommend to establish a tenure position for a scientist in order to reinforce the research structure.

Unit workforce Unit workforce Number as at 30/06/2014 Number as at 01/01/2016 N1: Permanent professors

	nomenclature
	SVE1_LS6 Immunology, microbiology, virology, parasitology
	and similar positions	2	2
	N2: Permanent researchers from Institutions and similar positions
	N3: Other permanent staff (without research duties)	1	1
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)
	N5: Other researchers from Institutions (Emeritus Research Director, Postdoctoral students, visitors, etc.)	4	4
	N6: Other contractual staff
	(without research duties)
	TOTAL N1 to N6	7	7

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Doctoral students	2
	Theses defended	4
	Postdoctoral students having spent at least 12 months in the unit	2
	Number of Research Supervisor Qualifications (HDR) taken	1
	Qualified research supervisors (with an HDR) or similar positions	2	2


president Didier Houssin

Evaluation report

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee.

Unit name:

Nutrition and the Brain The present evaluation and the project follow the creation of the Inserm unit 855 and its previous evaluation in 2010. The unit is part of the Lyon 1 University, located in the Faculty Laennec.

Management team

M. Gilles MITHIEUX (DR1) is the director of the unit.

HCERES nomenclature

SVE1-LS4

Unit workforce 2  Overall assessment of the unit

Global assessment of the unit

The document provided by the director of the unit reflects the exceptional quality of the research performed during the last five years. The work carried out so far extended and made the most of the previous remarkable findings of the group. In view of the relatively small size of the team, the publication record is outstanding with papers published in top journals of the field. A new paradigm is reported that changes our perception of the system controlling glucose and energy homeostasis. It offers excellent future prospects.

Briefly, the creation of murine models of tissue-specific deletion of the catalytic unit of G6Pase is a significant breakthrough that has paved the way for a better understanding of the pathology of Type 1 glycogenosis. Their previous discovery of intestinal gluconeogenesis led to the study of the possible role of this intestinal gluconeogenesis in the beneficial effects of glucose, protein-enriched diet, dietary soluble fibres and gastric by-pass on food intake, insulin sensitivity and energy homeostasis, which are mediated by gut-brain neural circuits. These original and important discoveries shed a new light on the mechanisms involved in the control of satiety and energy expenditure, and are related to the pathogenesis of Type 2 diabetes mellitus (T2DM).

Strengths and opportunities in relation to the context

The members of the experts committee unanimously concluded that the scientific achievements of the unit are excellent and seminal. The discoveries of the research unit changed our understanding of glucose and energy homeostasis and opened a new field of investigation in the control of the central nervous system activity by nutrients. The novelty as well as the promising future prospects of the research contributed to establish the worldwide leadership and expertise of the director of the unit.

The group has also established a fruitful collaboration with colleagues specialized in the study of gut-brain neural circuits and of the hypothalamus, which augurs well for what is to follow. This may help to consolidate the new paradigm, namely that the intestinal gluconeogenesis controls glucose and energy homeostasis, and to expend it to other control mechanisms.

The quality and the originality of the current research may also lead to a better recruitment of post-docs from abroad and to new financial support.

Weaknesses and threats related to the context

There are no fundamental weaknesses. A few points should be considered to consolidate the new concept.

the importance and the physiological relevance of Intestinal Gluconeogenesis are somewhat over-interpreted and would benefit from a more precise qualification; -the project is rather vague and lacks focus, with no clearly defined hypotheses or objectives to consolidate the new paradigm;

there is no exploitable medical or dietary translation of the new concept.

Recommendations

The new concept has not yet come of age and its credibility would benefit from a comprehensive review detailing the pros and cons.

Given the relative modest size of the unit, the number of projects should be limited and a post-doc with an established experience in neurosciences and hypothalamic studies should be recruited.

Nutritional recommendations should be considered.

  , Université Catholique de Louvain, Brussel, Belgium Experts: Mr Pierre FAFOURNOUX, INRA, Clermont-Ferrand (representative of the CSS INSERM) Mr Matthias TSCHÖP, Institute for Diabetes and Obesity, München, Germany Scientific delegate representing the HCERES: Mr Jean GIRARD Representatives of the unit's supervising institutions and bodies: Ms Bénédicte DURAND (representative of the Doctoral School N° 340 BMIC) Mr Denis FOUQUE, Université Lyon 1 Ms Anne ROCHAT, Inserm 1  Introduction History and geographical location of the unit

signed by their chairman.by the chairman of the expert committee".


Evaluation report

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee.

Unit name:

Laboratory on language, Brain and Cognition This laboratory originates from a research group that has developed in the CNRS research institute for cognitive sciences, an Institute founded by the late Pr Marc JEANNEROD and the Institute has now received the name of its foundator. This laboratory (thereafter L2C2), lead by Ms Tatjana NAZIR and Ms Anne Reboul will be the director of the laboratory for the next contract period. L2C2 has not been included in the neuroscience institute of Lyon in 2010, as explained in the introduction of the application document, mainly as a result of the absence of consensus between the two supervising bodies (INSERM and CNRS). After yet another evaluation in 2012, L2C2 regained the status of UMR that started again in January 2013. L2C2 is localized in a building (Institut Sciences Cognitives -Mr Marc JEANNEROD) in which another CNRS laboratory is also hosted, UMR 5229.

Management team

The group represented now by L2C2 has involved Ms Tatjana NAZIR as senior researcher by more than a decade; this scientist became officially director of the laboratory in 2010. 2  Overall assessment of the unit Global assessment of the unit L2C2 has long established lines of research in the domain of cognitive neuroscience and psycholinguistics. A hallmark of this group is inter-disciplinarity from language philosophy to neuroscience, a rare feature whose relevance should be underlined. L2C2 focused especially on the relationships between language functions and other domains such as the motor system and higher level cognitive representations; a non limitative list of those involves logical inferences, pragmatics, social cognition as well as some aspects of the neural correlates of these processes. The latter are explored with a dedicated neuroimaging platform, "Cognitoscope" that combines psychophysic, robotic and EEG equipment; some of these facilities consist of in-house developpements and are especially original, notably: dual EEG equipment, visuomotor on-line recording Optotrak, and the ability to explore cognitive functions in infants as well as in adults. Over the past contract period, scientific productions have developed alongside these lines. While maintaining the core of this research, some new topics are being added to the scientific program of L2C2, such as speech perception development.

HCERES nomenclature

SVE_LS5; SHS4_1

Unit workforce

Unit workforce

L2C2 has produced a number of original publications in good journals: this production reflect clearly the scientific objectives put forward by senior researchers in the group; most of these papers were published with doctorate students as 1st author.

The future research plans involve ambitious objectives such as an emphasis on the early development of speech perception and genetically-related disorders, the influence of social interactions and cultural context on language processing as well as the impact of education. While highly relevant, these objectives will require rigorous action plans to develop in an optimized way.

Strengths and opportunities in relation to the context

The group has proven its attractiveness and efficient recruitment strategy, as over the past contract period a number of new researchers were recruited: 3 CR2, 1 Assistant Professor, 2 DR (in fact one of them was already member of the team but was working abroad in the Centre de recherche français in Jerusalem 2011-2014). The team has also excellent collaborations with clinicians especially paediatricians and experts in developmental cognitive disorders (e.g. Fragile-X) at Lyon University Hospital.

A relative lack of integration / collaborations in the local neuroscience network, such as the neighbouring UMR 5229 and the Centre of Neuroscience, also localized in the nearby environment. The reasons for this situation have been clearly stated in the director report as well as orally during the visit. The team could clearly benefit from these interactions in both scientific and organisational terms. The research strategy of theme Reasoning may need further specification and strategical development. The integration of a new research theme, early speech development, that will be carried out by two new senior researchers may need further work to reinforce the coherence of research activities with other team members. Leadership of international projects has to be developed.

Recommendations

A number of new challenges and specific objectives are brought out by the new research projects, especially topics on development of cognitive abilities; meanwhile L2C2 is a relatively small group in spite of the recent recruitment of several new researchers. The overlap between the research themes is considerable, hence tight interactions between the activities of researchers. The Director and her colleagues may want to work out optimized research strategies so as to distribute more clearly the respective assignments to be undertaken by each scientist according to a prioritized action plan for the next 5 years.

  François DÉMONET, University of Lausanne, Switzerland Experts: Ms Ghislaine DEHAENE-LAMBERTZ, CNRS Mr Nicolas MATHEVON (representative of the CNU) Ms Elizabeth PACHERIE (representative of the CoNRS) Scientific delegate representing the HCERES: Ms Celine SOUCHAY (SHS) Mr Jean-Marie ZAJAC (SVE) Representative(s) of the unit's supervising institutions and bodies: Mr Denis FOUQUE, Université Claude Bernard Lyon 1 Mr Rémi GERVAIS (representative of the Doctoral School CSV N°476) Mr Jean-Louis VERCHER, CNRS 1  Introduction History and geographical location of the unit

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Doctoral students	15
	Theses defended	14
	Postdoctoral students having spent at least 12 months in the unit	1
	Number of Research Supervisor Qualifications (HDR) taken	1
	Qualified research supervisors (with an HDR) or similar positions	9	12
		Number as at	Number as at
		30/06/2014	01/01/2016
	N1: Permanent professors and similar positions	3	5
	N2: Permanent researchers from Institutions and similar positions	9	10
	N3: Other permanent staff (without research duties)	5	6
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)	-	-
	N5: Other researchers (Emeritus Research Director, Postdoctoral students, visitors, etc.)	1	1
	N6: Other contractual staff (without research duties)	2	1
	TOTAL N1 to N6	20	23


Evaluation report

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee.

Unit name:

Management team

The unit is headed by Mr Hubert VIDAL, who is assisted by a steering committee composed of the heads of the 5 teams and a unit council.

Team 5 is headed by one team leader, whereas teams 1-4 are each headed by two team leaders (one basic researcher and one clinical scientist) in order to emphasize the translational research approaches and to facilitate the interaction between clinicians and basic scientists.

The 3 sites have an independent general organization (hygiene, safety, etc.) and budget management consisting of financial, hygiene & security and quality managers.

A general assembly is held annually and specific committees (students, technical platforms, etc.) are organized on a regular basis. 2  Overall assessment of the unit

HCERES nomenclature

SVE1_L4

Unit workforce

Unit workforce

Global assessment of the unit

The research unit CarMeN is a joint research unit (Inserm, INRA, INSA, University Lyon 1) performing bench-tobedside studies on the mechanisms of metabolic and cardiovascular diseases as well as their prevention, through nutritional and environmental approaches, and treatment, through therapeutic approaches. Through efficient "clinician-basic scientist" partnerships, the research unit develops in 5 research teams original, translational research projects. The attractivity of the unit is illustrated by the fact that its initial size of 140 members has been increasing throughout the years (to 180 in 2014). The scientific production and, in particular, the quality of papers in high-end journals has also been steadily increasing. The research unit has a large scientific output, with a good balance between "basic/clinical" and "internally managed/external collaboration" publications. A large number of national and international collaborations illustrate the recognition of the unit and its members. The internal organisation is exemplary with an overall management team assisted by appropriate committees. Several technical platforms have acquired ISO9001 labels and the unit is developping appropriate approaches to deal with data management. Internal/external communication is well organized through intra-and internet websites. Overall the research projects of CarMeN are of very high scientific and societal relevance, the organisation very strong and the scientific production steadily increasing in quantity and quality. This excellently organized unit has reached cruising speed.

Strengths and opportunities in relation to the context

The intense research activity is illustrated by the large number of publications, which has been steadily increasing in quantity and quality over the years. A good balance between internal and external, collaborative publications is maintained, illustrating that the unit initiates original research projects.

The geographical location of the unit, until now divided over 3 distinct campuses, will be improved by the construction of new research laboratories allowing the different teams to be closer together.These infrastructural developments have been possible thanks to the strong implication of unit members in important research initiatives, such as the IHU Opera and "Centre Européen Nutrition Santé" (CENS) projects.

The translational approach of its research, combining basic scientists with clinicians in each team, allows the development of translational approaches with high relevance to the medical community as well as the general population.

Excellent organisation of the unit, with appropriate internal research platforms (of high quality as illustrated by ISO9001 labeling), management board, scientific animation, well-balanced human ressources (full time scientists, university professors, hospital doctors, students and post-doctoral fellows, engineers and technicians).

A balanced budget, with ressources coming from recurrent funds, grant applications (national and EU), as well as industry collaborations, thus limiting the financial risk of the unit. The unit has taken a large number of patents, illustrating its strong valorisation activity.

Leader and participant in several structuring initiatives, such as IHU, FHU, CENS, ANR, Equipex, etc.

Weaknesses and threats related to the context

The dispersed location of the teams in a large city could hamper day-to-day interactions between members of the teams, which may interfere with the fostering of novel ideas. However, the research unit has obtained sufficient funds to construct new laboratories allowing to regroup several teams, which will certainly improve interactions, importantly also among fellows and PhD students to exchange scientific ideas. The unit has also developped an intranet website allowing communication between all its members.

Current threats for the research society reside in the increasing administrative burden (the unit director is without managerial assistance), lower success rates of funding applications, hence requiring more sustained search for funding. It is clear that the unit does not dispose of a sufficient logistical staff to assist its director and permanent researchers in the management of this increasing burden.

Although the retirement of several unit members has been well absorbed by hosting new members, the attraction of young researchers of high quality is essential, not only to maintain scientific research output levels, but also in light of the future directorship and management. However, the unit has already taken appropriate measures to send out young fellows for training and guiding candidates for applications.

Recommendations

This unit is a remarkably organized and structured unit. Given the strong translational approach of the unit, particular attention should be given to generate an even stronger implementation of preventive and therapeutic outcomes to serve patients and the general population, which is in line with the major strengths of the unit. The experts committee also recommends to further structure its administrative staff to face the increasing administrative burden.

  , University of Auvergne, CHU de Clermont-Ferrand (representative of the CSS INRA) Mr Stefano DEL PRATO, University of Pisa, Italy Mr Jean-Claude MARTINOU, University Geneva, Switzerland Ms Catherine POSTIC, Institut Cochin, Paris (representative of the CSS Inserm) Mr Bruno VERGÈS, CHU Dijon Scientific delegate representing the HCERES: Mr Jean GIRARD Representatives of the unit's supervising institutions and bodies: Ms Emmanuelle CANET-SOULAS (representative of the École Doctorale EDISS, ED n°205) Mr Jean DALLONGEVILLE, INRA Mr Jean-François GERARD, INSA de Lyon Mr Germain GILLET, Lyon 1 University Ms Muriel MALBEZIN, DRCI, Hospices Civils de Lyon Ms Anne ROCHAT, Inserm 1  Introduction History and geographical location of the unit CarMen laboratory was created in january 2011, gathering about 140 members coming from the Inserm/INRA unit 870/1235 (headed by Mr Hubert VIDAL) and the Inserm unit 886 (headed by Mr Michel OVIZE) joined by researchers and clinicians from different other laboratories. The CarMen laboratory is currently located in 3 distinct places: the Lyon-Sud Medical School (Oullins), the Rockefeller Medical school (Lyon-Est) and the IMBL (Institut Multidisciplinaire de Biochimie des Lipides) Building at INSA de Lyon (Villeurbanne).

Number as at 30/06/2014 Number as at 01/01/2016 N1: Permanent professors

	and similar positions	57 (21)	55 (20)
	N2: Permanent researchers from Institutions and similar positions	21	19
	N3: Other permanent staff (without research duties)	23	24
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)	2	1
	N5: Other researchers (Emeritus Research Director, Postdoctoral students, visitors, etc.)	6	6
	N6: Other contractual staff (without research duties)	15	15
	TOTAL N1 to N6	124 (88)	120 (85)

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Doctoral students	29
	Theses defended (since 2011)	37
	Postdoctoral students having spent at least 12 months in the unit	12
	Number of Research Supervisor Qualifications (HDR) taken (since 2011)	6
	Qualified research supervisors (with an HDR) or similar positions	53	53


Ms Nicole Cotte-Pattat

William Mr

Nasser

Mr Charles

James Dorman

Frédéric Mr

Barras

Ms Martine Collart

Mr Antonio

D I Pietro

Pierre Mr

Leblond

Ms Catherine Schuster

Fabrice Mr

Cordey

Denis Mr

Fouque

Bernard Lyon

Jean-François Mr

Gerard

Domenico Mr

Libbri

Keywords:

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

 Introduction History and geographical location of the unit

The unit "Microbiologie, Adaptation & Pathogénie" (MAP), was created in 2007 and renewed in 2011 through the fusion of l'UMR2847, CNRS -Bayer CropScience, and l'UMR5122, CNRS-UCBL-INSA. MAP associates 4 partners CNRS, University Claude Bernard of Lyon 1 (UCBL), INSA Lyon, and the company Bayer CropScience. The 6 teams composing MAP are located on three sites: a main building (Lwoff, UCBL at the scientific Campus La Doua, Villeurbanne) and two satellite sites in the north of Lyon (Team 6, FungiPath, at the Bayer Research Centre at La Dargoire and Team 4, Amoeba, at the Pharmacy Faculty UCBL, Rockefeller Campus). Research interests at MAP are focused on molecular mechanisms of microorganism adaptation. MAP has been organized as six research teams in the previous 5-year contract (head N COTTE-PATTAT) and this structure will continue in the new contract period (head W NASSER) with the following modifications: The previous Team 1 will become "Membrane trafficking and signalling in bacteria"; Team 2 remains as "Chromatin and regulation of bacterial pathogenesis"; Team 3 is new and will be called "Adaptation in extreme environments" -the previous Team 3 (ATIPE Avenir team "Competence") has divided with most of its former members relocating to the International Centre for Infection Research (its French designation: 'CIRI') in Lyon but will retain collaborative links with the new Team 4 ("Amoeba"); Team 5 remains in the new contract period as "Yeast molecular genetics" and Team 6 remains as "Functional genomics of phytopathogenic fungi". MAP operates two technical platforms "Protéomique" cofinanced by the Bayer Research Centre at La Dargoire and the platform "Biomolécules". MAP is also a partner of the Federation de Recherche (FR41) "BioEnvironnement et Santé", composed of 5 platforms shared by of 7 research units of the site La Doua at Villeurbanne and a founder members of the LabEx ECOFECT. 2  Overall assessment of the unit Global assessment of the unit MAP (Microbiology, Adaptation and Pathogenesis) is a well-integrated research unit consisting of six teams whose work collectively encompasses the three domains of life: archaea, bacteria and eukaryotes. The unifying research theme is molecular mechanisms of microorganism adaptation. MAP has a sound track record of scientific achievement with good research outputs and shows evidence of impact and having a high national and international reputation in a number of areas. It has a good governance structure showing evidence of sound management and forward planning, although vulnerabilities were detected in some areas. Although MAP is mainly publicly funded, it demonstrates an awareness of the importance of diversifying its sources of funding (EU programs, LabEx ECOFECT, ANR and private partners). Research at MAP is predominantly basic in nature but there is also evidence of translational research and a strong awareness of the importance of finding practical applications for the new knowledge discovered there, especially in the context of agriculture, the health of crop plants and environmental protection. MAP is making important contributions to advanced scientific training and education at masters, doctoral and postdoctoral levels and is also making significant contributions to the wider community through a number of outreach schemes. Overall, this is a well-balanced research unit that uses its limited resources to good effect. Its successes reflect well on the leadership of MAP and on all of its staff. The unit has drafted a credible strategic plan that should allow it to build on its successes over the next five years.

Management team

Head

Strengths and opportunities in relation to the context

MAP has significant strengths in molecular microbiological research in the context of environmental adaptation at both basic and applied levels. It is contributing to socioeconomic development nationally and is a provider of advanced scientific training and education. MAP has drafted a credible 5-year strategic plan that builds on its achievements, exploits overlaps between its research strands to generate coherence and aims to enhance its governance and scientific direction in the next 5-year period.

Weaknesses and threats related to the context MAP has vulnerabilities in its financial support due to declining investment by the state, creating pressure to find alternative sources of income. One of its newly-created teams is particularly vulnerable from the perspective of scale and funding and is in need of careful attention. In addition, a second, new team is in need of careful mentoring as it establishes itself. MAP can become much more ambitious in its scientific planning, its funding planning and its recruitment strategy. At present, the profile of MAP is more strongly national than international in character. Recommendations 1. Write and publish a mission statement for MAP that sets out clearly its purpose, its strategic goals and the means to be used to achieve these goals.

2. Retain those features of MAP that are and already bringing success: flexible research team structure with porous boundaries between teams; democratic system of governance; productive collaborative contacts with academia and industry; ambition to participate in events within the wider society.

3. Move immediately to identify the means to diversify MAP's research funding to include sources additional to national ones (e.g. Horizon 2020 programmes, ERC, EMBO, HFSP, etc.).

4.

At the same time measures should be taken to make MAP a desirable research destination for high quality research staff from locations worldwide. This should include recruitment of high-performing research fellows supported by their own fellowships (from e.g. EMBO) who will add to the research capacity of MAP without becoming long-term members of its staff. The alumni of MAP can be among those enlisted in this task. Hire motivated postdocs by advertising vigorously internationally for new research staff.

5. The new scientific advisory board should be established as quickly as possible and include scientists from outside France to help MAP to make fully a transition to an internationally-oriented organization.

6. To set an appropriate atmosphere of research ambition for MAP, each Team should set itself the goal in the next 5-year contract of publishing at least one paper in a top-tier general science journal (Nature, Science, Cell, PNAS etc.).

7. Encourage all research staff to increase their international visibility and that of MAP by helping to organise, by speaking at and by chairing sessions at major international conferences, especially conferences held outside France.

8. Create a programme of regular visiting international speakers and advertise this though the MAP website. 9. Revise the unit's website, preferably using the services of a professional website designer, to make the site attractive to an international audience. The revised site should include the mission statement of MAP, complete descriptions of each Team's research (including colour figures and tables) in English as well as French. Biographical statements for at least the Team leaders should be presented on the website. A description of the seminar programme and seminar announcements should be provided and social media (Twitter, Facebook, LinkedIn etc.) exploited where appropriate to broadcast MAP's news and to establish a vibrant presence on the internet. Include on the website information suitable for an international audience on PhD opportunities at MAP (this should include a clear description of the PhD programme with information for prospective students about mentoring, course-work, milestones, transferable skills, thesis defence, thesis committee system).

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Unit workforce
	N1: Permanent professors and similar positions	17	21
	N2: Permanent researchers from Institutions and similar positions	8	8
	N3: Other permanent staff (without research duties)	17 (14)	17 (14)
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)	1
	N5: Other researchers (Emeritus Research Director, Postdoctoral students, visitors, etc.)	6	1
	N6: Other contractual staff (without research duties)	5	3
	TOTAL N1 to N6		54 (51)	50 (47)
		Unit workforce	Number as at 30/06/2014	Number as at 01/01/2016
	: Ms Nicole COTTE-PATTAT Doctoral students	14
	Deputy Head: Mr Christopher BRUEL
	Head for the next contract: Mr William NASSER Theses defended	32
	Deputy Head for the next contract: Mr Christopher BRUEL Postdoctoral students having spent at least 12 months in the unit	14
	HCERES nomenclature Number of Research Supervisor Qualifications (HDR) taken	2
	Principal:	SVE1_LS6 Immunologie, microbiologie, virologie, parasitologie
	Qualified research supervisors (with an HDR) or similar positions	14	17
	Secondaire:	SVE2_LS9 Biotechnologies, sciences environnementales, biologie synthétique, agronomie
		SVE1_LS2 Génétique, génomique, bioinformatique


Evaluation report

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee.

Unit name:

Institut de Physique Nucléaire de Lyon and of the Claude Bernard Lyon 1 University. The laboratory is involved in most domains of subatomic physics, namely, particle physics of the Standard Model and beyond, astro-particles and cosmology, nuclear structure and quark-gluon plasma, transdisciplinary physics related to health and environmental applications. In addition, a theory group is conducting researches on all these fields together with more formal developments. The laboratory staff is 211 persons, including 144 permanents with CNRS or University positions. 2  Overall assessment of the unit

Management team

Global assessment of the unit

The committee recognizes that the scientific activities of IPNL is based on an extremely interesting and original pluridisciplinarity with high international impact and visibility. The IPNL operates relying on very competent technical and administrative services. It is present in the local regional reality with significant impact through outreach activity.

The experimental teams are committed to very important international projects and the theoretical group works in tight and supporting contact with the experimental activities. The interdisciplinarity opens possibilities of external contracts, very desirable to achieve the rich scientific program performed by IPNL. The laboratory is very attractive for high qualified PhD students, to whom the laboratory direction dedicates particular attention.

Strengths and opportunities in relation to the context

The high degree of international visibility of IPNL is translated into very important responsibilities, ranging from the leadership of a member of the CMS group for the entire upgrade project of the CMS detector, and the important role within the international France-China laboratory (LIA FCPPL) all the way to the responsibility for data handling and analysis for the CosFlow activity.

National rewards came through the appointment of one member of the theory group as IUF in 2013 and best PhD 2011 prize from the EADS foundation in Physics-Chemistry.

The successful pluridisciplinar research activity both in the experimental and theoretical fields is proved by hundreds of papers published in the relevant international scientific journals with a very high number of citations.

The IBEX project in the Radiation Science sector and the EUCLID project in the Astroparticles and Neutrino sector will strengthen the international visibility of IPNL in the respective fields.

The activity in the domain of radioactivity metrology and research in radiobiology is inserted in the local environment raising many possibilities of applications and interactions in the local social network and opening the possibility of connections with the local environment through external contracts from industries and state agencies like EDF and AREVA.

IPNL is operating on the university campus, and it brings very important innovative contributions to the academic life and organization with the creation of masters SYVIC and "licence professionelle".

The internal organization of IPNL relies on administrative, representative (Conseil du Laboratoire) and scientific (Conseil Scientificque du laboratoire) bodies which allow the participation of all the components in the laboratory life. The technical teams, organized as a central service, put their high quality competence in the domain of mechanics, electronics, informatics, instrumentation, radioprotection and administration, at the service of the different experimental activities running at IPNL.

Weaknesses and threats related to the context

The committee expresses the worry about the smallness of some research groups, involved in international commitments, which could lead to the risk of not satisfying the responsibilities taken. Some of the projects, like ILC which could not to be realized or phase 2 of Spiral2 which could be delayed, can imply a reconversion of some researchers into other activities. The committee however takes note that the direction of the laboratory is conscious of the risk, working actively towards trying to keep the continuity of the number of personnel in each project, including the administration service, even in the present unfavorable economic conjuncture.

In this respect, the committee takes also note that the technical services are sometimes overloaded, putting stress on defining priorities among the projects. The direction actively tries to cope with the decrease of the administration personnel, working also in upgrading the informatization of some aspects of the administrative work load.

The 4 MV machine starts to be too old for a reliable operation. The consequent low efficiency could jeopardize some of the acitivities related to the irradiation programs.

Recommendations

An important part of the scientific activity of IPNL relies on the 4 MV machine. The committee considers that the new machine project IBEX, which should replace and upgrade the old one, must be strongly pushed to give IPNL a leading role in the concerned sector. The committee recommends to give high priority to the project IBEX in its full design.

It is very important that the flow of information, from the direction to all the members of the community is kept at a satisfactory level. The internal organization already in place, gives the instruments which can be however improved, in order to reach all levels of IPNL members.

It could be very useful to introduce a support network for postdocs, similar to the one in place for students.

Exploiting the interdisciplinarity of the IPNL activity, a constant effort to find external contracts as well as European funding must be pursued. The opportunity to make of IPNL an important actor in the frame of the future "Grande region Rhone-Alpes-Auvergne" should not be missed.

  , IPNO (representative of the CoNRS) Mrs Isabelle MONNET, CIMAP Mr Elias KHAN, IPNO Mr James RICH, CEA IRFU Mrs Evelyne SAGE, CNRS Institut Curie Mr Pierre TAXIL, Université d'Aix-Marseille (representative of the CNU) Mr Guillaume UNAL, CERN, Suisse Scientific delegate representing the HCERES: Mr Cristinel DIACONU Representatives of the unit's supervising institutions and bodies: Mr Serge KOX, IN2P3/CNRS Mr Frédéric FAURE, CNRS Rhône Auvergne Mrs Christelle GOUTAUDIER, Université de Lyon Mr Henning SAMTLEBEN (directeur adjoint de l'École Doctorale Physique et astrophysique (PHAST ED52) 1  Introduction History and geographical location of the unit The Institut de Physique Nucléaire de Lyon (IPNL) has been founded in 1961 and is located on the La Doua campus in Villeurbanne since 1963. IPNL is presently a joint research unit (UMR 5822) of the Institut National de Physique Nucléaire et de Physique des Particules (IN2P3) of the Centre National de la Recherche Scientifique (CNRS)

N6 179 Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Mr Guy CHANFRAY, Director Mr Patrice VERDIER, Deputy Director Mr Christophe PEAUCELLE, Technical Coordinator Mrs Geneviève GATEAUD, Administrative Officer HCERES nomenclature ST2 Physique Unit workforce Unit workforce N1: Permanent professors and similar positions N2: Permanent researchers from Institutions and similar positions N3: Other permanent staff (without research duties) N4: Other professors (Emeritus Professor, on-contract Professor, etc.) N5: Other researchers from Institutions (Emeritus Research Director, Postdoctoral students, visitors, etc.) N6: Other contractual staff (without research duties) Theses defended Postdoctoral students having spent at least 12 months in the unit Number of Research Supervisor Qualifications (HDR) taken TOTAL N1 to Doctoral students Qualified research supervisors (with an HDR) or similar positions	Number as at 30/06/2014 37 26 81 6 22 7 32 61 14 7 48	Number as at 01/01/2016 42 30 82 6 12 6 51


3

Evaluation report

This report is the result of the evaluation by the experts committee, the composition of which is specified below.

The assessments contained herein are the expression of an independent and collegial deliberation of the committee. Presently, this unit is the largest research unit in France dedicated to the improvement of care of benign and malignant bone disease. Its main objective is to investigate and understand the mechanisms leading to bone fragility in osteoporosis and to identify the molecular mechanisms preceding the occurrence of bone lesions in metastatic cancer. The unit is composed of 3 teams on 2 sites, which are close geographically, with full complementary medical, scientific and technical competences, enabling a fully translational research approach of the objectives. One site is at the UFR de Médecine Lyon-Est (Laennec complex) and the second at the Hôpital Edouard Herriot (pavillon F -service de Rhumatologie) where the clinical research is run. Thanks to sites very close to each other (a few minutes by foot), interaction is very easy between the collaborators working at each of the sites.

Translational research and its international recognition are undoubtly the major assets of the unit.

Management team

The staff is composed of 60 employees, including 15 on temporary contracts, 9 Inserm/CNRS researchers, including 6 qualified research supervisors (HDR), 7 teacher-researchers, including 6 HDR. The unit has experienced a 22% increase in size since 2011 and beneficiates of 900 m 2 of laboratory on the Laennec site and of 400 m 2 on the Edouard Herriot hospital site, for clinical investigation.

The management is ensured by the unit director assisted by the 2 teams' leaders. 2  Overall assessment of the unit

HCERES nomenclature

SVE1_L4

Unit workforce

Global assessment of the unit

The Inserm unit UMR S1033 is considered as the first one in France in the field of translational research related to bone fragility and metastatic cancer. It is among the first 10 in Europe and probably 20 in the world. The recognition is based on the scientific visibility from publications, the participation to multicenter trials, the presence as speakers in congresses, the number and quality of publications, the participation to various networks, the attraction of industry funding, and the active participation of unit members in numerous committees of scientific societies.

Strengths and opportunities in relation to the context

Strengths:

translational research projects, encompassing molecular mechanisms to clinical applications, ie a full bench to bed approach; -availability of several well documented and investigated patients cohorts, some followed since many years; -transdisciplinary research projects;

numerous high quality publications;

high capacity of resilience, as demonstrated by a fully smooth transition after the 2011 merging.

Opportunities:

-"Horizon 2017" project of the Hospices Civils de Lyon (HCL): Expert Center in Oncology on Bone Metastasis (CEMOS); -Laboratory of Excellence "DEVweCAN" (10 years, 12 M€) Laboratory of Excellence: includes 11 research teams that have been ranked A+ at the previous HCERES evaluation campaign 2011-2014. Arrival of 3 scientists: one PHU from HCL, one CR1 CNRS and one MCU-PH from HCL. This arrival coincides with the retirement of the current head of team #3. European partnerships: TURBO project: TumoUR and BOne. Horizon 2020: Marie Curie Action Initial Training Network (ITN). 8 academic partners, 4 SMEs (budget: 3 M€). Primary objective: to improve career perspectives of early-stage researchers in both public and private sectors. Secondary objective: to foster collaboration between participating laboratories, in which fellows will take part through individual training-through-research projects.

Weaknesses and threats related to the context

Teams missing a statistician-data manager, an animal care engineer.

Various key positions are covered by temporary contracts. The loss of these important and useful elements would be a major threat for the unit efficacy.

The 7 cohorts of osteoporotic patients are mostly dependent on the leader of team 1.

In addition to publications in specialized journals, some key papers in prestigious general journals are missing.

External fundings are too industry-dependent.

Mostly internal recruitment of collaborators.

Lack of a future identified deputy leader in each team.

Recommendations

A data-manager-statistician should complete the team. A part time collaborator with an affiliation to an university biostatician group would be a good option.

A deputy team leader should be identified for each team.

An unit director should be identified for the next mandate.

A diversification of non-institutional funding to become less dependent on industry should be a priority.

  , Université de Nice (representative of the CSS) Mr Nick HARVEY, University of Southampton, United-Kingdom Mr Luis MARQUES DA COSTA, Instituto de Medicina Molecular, Lisbon, Portugal Mr Philippe ORCEL, University Paris Diderot Scientific delegate representing the HCERES: Mr Jean GIRARD Representatives of the unit's supervising institutions and bodies: Ms Benedicte DURAND (representative of the Doctoral School ED n°340 "Biologie Moléculaire et Intégrative de la Cellule") Mr Germain GILLET, University of Lyon 1 Ms Anne ROCHAT, Inserm 1  Introduction History and geographical location of the unit The INSERM unit UMR S1033 is the result of the merging in 2011 of 2 Inserm units in the Lyon area. Unit Inserm UMR_S 664 (dir.: Mr Philippe CLÉZARDIN) set up on January 1 st 2005 and unit Inserm UMR_S 831 (dir.: Mr Roland CHAPURLAT) set up on January 1 st 2007. The research theme of unit U 664 focused on the study of "Mechanisms and Treatments of Bone Metastasis and Solid Tumours". That of unit UMR_S 831 was aimed at studying "Osteoporosis and Bone Quality". In the framework of the evaluation campaign 2011-2014, it appeared logical to Mr Roland CHAPURLAT and Mr Philippe CLÉZARDIN to group their forces to form a single research unit dedicated to Bone Diseases.

-

  ARROW (INCa November 2014 -November 2017): Role of axon guidance receptors in the colonisation of the osteoblastic niche by cancer cells.Includes 2 academic labs (Lyon, Paris); -INCa (November 2014 -November 2018): Identification of ion channel functional signature for the metastatic prostate cancer prognostic and targeting. Includes 5 academic labs (Lille, Lyon, Nantes, Tours, Brest); -MOUSE-KOSTO (ANR Blanc; 2014 -2017): Redundancy and complementarity of osteopontin and bone sialoprotein in skeletal biology -generation and experimental analysis of double knockout mice. Includes 2 academic labs (Lyon, Saint Etienne); -MULTIPS (ANR Blanc; 2014 -2017): Multiphysic and multiscale assessment of bone quality. Includes 2 academic labs (Lyon).

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	N1: Permanent professors and similar positions	4	3
	N2: Permanent researchers from Institutions and similar positions	11	14
	N3: Other permanent staff (without research duties)	17	19
	N4: Other professors (Emeritus Professor, on-contract Professor, etc.)
	N5: Other researchers (Emeritus Research Director, Postdoctoral students, visitors, etc.)	6	7
	N6: Other contractual staff (without research duties)	10	5
	TOTAL N1 to N6	48	48

Unit workforce Number as at 30/06/2014 Number as at 01/01/2016

	Doctoral students	17
	Theses defended	8
	Postdoctoral students having spent at least 12 months in the unit	3
	Number of Research Supervisor Qualifications (HDR) taken	4
	Qualified research supervisors (with an HDR) or similar positions	11	12