The Houphouët-Boigny National Polytechnic Institute (INPHB), established in 1996 through the merger of several schools, is now considered Côte d’Ivoire’s leading educational institution. Despite past challenges, the institute is undergoing significant changes under Director General Moussa Kader Diaby to expand its international presence.

In an exclusive interview with Ecofin Agency, Diaby discussed the hurdles this prestigious institution must overcome, as well as its future development prospects.

Ecofin Agency (EA): How is INPHB adjusting its training programs to keep pace with the changing demands of the job market, especially in tech and industry?

Moussa Kader Diaby: INPHB was initially designed to bolster Côte d'Ivoire's socio-economic transformation and, critically, its industrialization. Established in 1996 through the merger of several institutions, the Institute originally comprised six main schools, each aligned with the nation's priority needs.                                             

     "INPHB constantly adapts its training offerings to meet the country's strategic priorities."

The Higher School of Agronomy focused on the primary sector. The School of Mines and Geology, also created in 1996, addressed national ambitions in extractive industries, including mining, oil, and gas. The School of Public Works trained engineers for infrastructure and modernization, a vital component for agriculture and logistics. Additionally, the Higher School of Industry handled issues related to agro-processing, technologies, computing, and telecommunications. The Higher School of Commerce and Business Administration covered the tertiary sector, offering training in banking, finance, and insurance. Finally, the Continuing Education School provided professional development for public and private sector executives.

This structure has facilitated the training of over 30,000 graduates. However, with the rapid evolution of the global economy, INPHB recognized the need for transformation. Challenges such as energy transition, circular economy, biotechnology, artificial intelligence, aeronautics, and even space have become central.                                      

“With the rapid evolution of the global economy, INPHB recognized the need for transformation. Challenges such as energy transition, circular economy, biotechnology, artificial intelligence, aeronautics, and even space have become central.”

To address these emerging fields, INPHB has established new schools. The Higher School of Chemistry, Petroleum, and Energy trains engineers for the oil and gas sectors, and also for renewable energies. This aligns with recent offshore discoveries and the development of solar power plants. The Higher School of Aeronautics and Space aims to support the country's ambitions in aviation and space exploration, drawing parallels with efforts in Morocco or Ethiopia. The institute is already training aeronautical engineers for Air Côte d'Ivoire.                                                                                                             

                                                                Moutiou Adjibi Nourou (Left), Public Policy Editor-in-Chief at Agence Ecofin, and Moussa Kader Diaby (Right), INP-HB's Director General.

The School of Industry is also expanding to include new fields, such as biomedical engineering, to meet demands in health equipment and technologies. Furthermore, six years ago, INPHB launched the International Data Science Institute, a cutting-edge training center in artificial intelligence and Big Data, which is now being integrated into industrial curricula.

In the agricultural sector, a partnership with the Moroccan Phosphates Office and Mohammed VI Polytechnic University led to the creation of the Digital Farming School. This specialized school focuses on digital agriculture and agritech.

Finally, INPHB is actively preparing young Ivorians for the space sector through the development of a national nanosatellite, in partnership with UNOSA and the Japanese space agency. The first training programs in this field are set to begin next academic year.

In summary, INPHB continuously adapts its training offerings to align with the country's strategic priorities. This agility ensures the institute remains a central player in Côte d'Ivoire's industrial and technological development.

Ecofin Agency: How does INPHB gauge its performance?

Moussa Kader Diaby : Since 2020, with the implementation of program budgets in national public institutions (EPN), the Houphouët-Boigny National Polytechnic Institute (INPHB) has fully embraced results-based management. This approach is guided by a performance and objectives contract signed among the Institute, the Ministry of Higher Education, and the Ministry of Budget.

Our actions align with three strategic frameworks. First, the National Development Plan (PND) outlines the country's economic and social directions. Consequently, our projects must contribute to achieving the supervising ministry's objectives, consistent with the President's vision. Second, the Multiannual Investment Plan (PIP) specifies our development, infrastructure, and equipment needs, alongside formal commitments to the State. Third, the performance and objectives contract contains concrete indicators that evaluate our results.                 

“ Third, the performance and objectives contract contains concrete indicators that evaluate our results.”

These indicators are diverse. One type focuses on the Institute's governance, measured by adherence to statutes, sound administrative management, and particularly the ability to mobilize internal resources. INPHB demonstrates efficiency by attracting partners to finance its projects.

Next are the academic indicators. Our internal efficiency, reflecting students' ability to successfully complete their courses, is a strong point, with over 96% of our students earning their degrees. This high rate stems from our rigorous selection process, which is reserved for top high school graduates. External efficiency measures professional integration. Eighty-five percent of our graduates secure employment within four months of completing their training, and approximately 100% find jobs within a year.

“ Over 96% of our students earn their degrees. 85% of our graduates secure employment within four months of completing their training, and approximately 100% find jobs within a year.”

Another key indicator is international outreach. Each year, our students gain admission to prestigious institutions like École Polytechnique in France. While we currently send only a few, this underscores the quality of our training. Simultaneously, INPHB attracts students from 22 different nationalities, primarily from West and Central Africa. Our current goal is to expand this presence across the rest of the continent.

In terms of research, we measure our performance by the number of defended theses, projects transferred to industry, and patents filed, which typically range from four to five per year. Although this figure is below our aspirations, we are actively working to increase it. Finally, the valorization of research results is also a major focus. This translates into support for young entrepreneurs through our incubator and the creation of companies stemming from our laboratories.

All these indicators enable monitoring and evaluation by public authorities, as well as by our technical and financial partners.

Ecofin Agency: What are INPHB's strategic priorities for the next five years?

Moussa Kader Diaby : Under the 2021–2025 National Development Plan (PND), the Houphouët-Boigny National Polytechnic Institute (INPHB) aligned its strategic orientation plan with national objectives. This aimed to strengthen our position as a driving force within the higher education system. This alignment has focused on several key areas: internationalizing the Institute, expanding our training offerings, developing research and scientific production, establishing a technopole in Yamoussoukro, and solidifying our status as a center of excellence. As this phase concludes, we are now preparing for the new strategic cycle that will accompany the 2025–2030 PND.

We have defined new priorities for this upcoming period. The first centers on developing the Yamoussoukro technopole, which has become a vital issue for us. We aim to transform our campus into a genuine innovation ecosystem, capable of fostering technology transfers and hosting technology companies and startups, much like successful models found around major international universities.                                                     

“ We aim to transform our campus into a genuine innovation ecosystem, capable of fostering technology transfers and hosting technology companies and startups, much like successful models found around major international universities.”

We also intend to bolster our position in research. INPHB seeks to become an African benchmark in several priority areas, including the circular economy, artificial intelligence, digitalization, and energy transition. To achieve this, we are prioritizing research partnerships, particularly South-South collaborations, to address issues specific to our region in conjunction with other African institutions.

Furthermore, we aim to broaden access to our training programs, especially continuing education and distance learning. Currently, some of our offerings remain too centralized in Yamoussoukro. The recent redeployment of our Abidjan branch, initiated with ministerial impetus, aims to correct this. This expansion will be supported by an enhancement of our digital tools and online training platforms.

Entrepreneurship is another key priority. We want to position INPHB as a significant player in this field by supporting the creation of companies from our laboratories and incubators. The upcoming establishment of the INPHB Foundation will serve as a crucial catalyst for resources and development opportunities.

Finally, we place particular importance on our civic engagement. It is essential for the Institute, its students, and its staff to demonstrate accountability to the nation by undertaking concrete actions that benefit local communities. This approach guides our efforts to build an exemplary institution that serves Ivorian and African society. These main lines will direct our actions over the next five years.

Ecofin Agency: What would it take for INPHB to become a globally recognized institution, on par with leading international schools?

Moussa Kader Diaby : I would say INPHB is on a positive trajectory. Just a few years ago, the Institute did not appear in any international rankings. In 2022, we made our first appearance, ranking 150th. In 2023, we were ranked 27th in another ranking, and 36th last year in yet another. While each methodology differs, our progress is real and continuous.

Today, when we examine the institutions ranked above INPHB, we notably find a Moroccan institution, which is not surprising given Morocco’s lead in the education sector. Being just behind it and ranked second among Francophone institutions in Africa is reassuring. However, we also observe a clear dominance of schools from English-speaking countries. This pushes us to adapt our strategy.

One key lever we have identified is integrating English into our programs. For the past two years, English proficiency has been mandatory for obtaining an engineering degree. The objective is to gradually transition to a bilingual campus. This approach aims to open the Institute to students from the English-speaking world and to facilitate the international mobility of our graduates.

We also need to strengthen our presence in English-speaking and international university networks. Major universities like Harvard, MIT, Stanford, and Berkeley lead global rankings. Getting closer to them, as well as to leading Asian institutions featured in the Shanghai ranking, would allow us to benefit from valuable spillover effects. These partnerships are also essential for attracting internationally renowned professors to our campus, whose presence directly enhances our visibility and appeal.

Another major criterion in the rankings is the quality of research. This involves regular publication in high-impact scientific journals. To achieve this, it is essential to collaborate with researchers from prestigious institutions who can co-publish and bring greater scientific recognition.

However, reaching this level also requires substantial resources. INPHB is currently 95% funded by the state budget. This dependence is too high. We must increase our financial autonomy by developing partnerships with companies and donors, and by capitalizing on our production activities.

“ We must increase our financial autonomy by developing partnerships with companies and donors, and by capitalizing on our production activities. ”                                        

Our goal by 2030 is for the Institute’s own resources to represent 25% of our total budget.

This ability to mobilize resources, forge high-level partnerships, strengthen our attractiveness, and support scientific excellence will determine our rise in international rankings and our global recognition.

Ecofin Agency: Considering your points, could it be argued that Francophone African education systems would benefit from adopting more elements of the Anglophone model to better compete with top global institutions? Does this mean greater focus on innovation, entrepreneurship, and international engagement?

Moussa Kader Diaby: We must acknowledge that France remains our primary reference. France itself is evolving, restructuring its higher education system by consolidating institutions to create true centers of excellence. IP Paris is a prime example, uniting several prestigious grandes écoles such as Polytechnique, ENSTA, Télécom Paris, and École des Ponts. Similarly, PSL (Paris Sciences et Lettres) and Université Paris Cité resulted from mergers aimed at strengthening critical mass in research, education, and academic influence.

“ For the past two years, English proficiency has been a mandatory requirement to earn an engineering degree. Our goal is to gradually transition to a fully bilingual campus.” 

This approach seeks to pool expertise, increase funding capacity, foster interdisciplinarity, and improve international positioning on strategic themes. This is a dynamic we must follow in Francophone Africa by rethinking the organization of our higher education.

France has also fully embraced another key strategy: the partial Anglicization of its system. Today, engineering students must validate a certain English proficiency, such as an 850 TOEIC score, to earn their degree. The use of English in scientific publications has become widespread, as has its use in teaching certain modules. This transition has occurred naturally within the context of academic globalization.

Major collaborations, whether European, transatlantic, or now with Asia, increasingly take place in English. Therefore, this adaptation is unavoidable if we want to be present in global rankings and networks.

We are adopting these approaches within our own context, drawing inspiration from our historic partners like France while also opening up more broadly to English-speaking regions, Asia, and the United States. This well-managed openness, built on a solid foundation, will allow us to elevate our institutions to the ranks of leading international schools.

Interview by Moutiou Adjibi Nourou,

Translation by Mouka Mezonlin