President Alain Seban, appointed to the Presidency of the Centre Pompidou on 2 April, 2007, encouraged the institution to adopt a strategic approach, unique among major cultural institutions.

This would reaffirm the mission and priorities of the Centre Pompidou as a platform for exchanges between society and contemporary creation, in pursuit of a vision outlined directly by President Georges Pompidou. A popular venue designed for the entire French populace, the Centre Pompidou closely follows the world of contemporary design and establishes links with a number of artists, particularly those on the French scene.

In response to these challenges, the cultural programme of the Centre Pompidou has been designed around three dimensions (exposition of the history of art, multidisciplinary thematic exhibitions and monographs of contemporary designers) and a new multidisciplinary vision.

Thus defined, the Centre Pompidou has a national mission implying that the institution not only has a presence in Paris and Ile-de-France, but seeks to develop its activity countrywide with a firm commitment to cultural decentralisation.

Furthermore, because the Centre Pompidou is tasked with maintaining and developing a national collection of modern and contemporary art, it is committed to honouring this heritage role as part of its essential mission, thus playing an active part in the study and popularisation of the history of art – one of the main tasks of MNAM.

As part of its strategic planning, the Centre has identified a number of priorities in structuring its activities over the period 2007-2012:

Showcasing our heritage: The heritage of the Centre Pompidou consists of both collections entrusted to our care by the State, which the institution aims to raise bring to a wider public through its policy of regular renewal of the presentation spaces on Levels 4 and 5, but also through an active policy of loans and deposits as well as travelling exhibitions outside the Centre's premises, especially abroad, and of course through projects such as the Centre Pompidou-Metz and the mobile Centre Pompidou, but also in the Piano and Rogers building itself, whose much-needed renovation is the subject of a multi-year investment, the first component of which involves the replacement over three years (2012-2014) of the air handling units that provide the air conditioning;

Clarifying our services: In line with its strategic priorities, the Centre Pompidou has adopted a programming strategy in respect of temporary exhibitions organised around three themes (exhibitions of art history, multidisciplinary thematic exhibitions and monographs by contemporary artists) whose success resulted in a dramatic spurt in attendance (+30% between 2007 and 2011); the DDC was tasked with developing a new more proactive multidisciplinary programme, returning to its original role at the heart of the institution's missions as a centre of creativity as envisioned by President Pompidou and with forging a closer relationship with creators;

Renewing our proposals: The Centre Pompidou has reasserted itself as a forum for cultural innovation with a number of major strategic projects (see below) such as the New Festival, Studio 13/16, the Centre Pompidou-Metz, the mobile Centre Pompidou, the virtual Centre Pompidou or the "Paris-Delhi-Bombay." exhibition, in addition to experimenting with new formats, intermediaries between exhibitions, show and performance, after the example of the "Rendez-vous Forum" opened in 2010;

A global player: In response to the globalisation of artistic creation, the Centre Pompidou's collection has become global. This is, for MNAM, the major challenge of the twenty-first century. Rising to this challenge assumes that the institution knows how to build a global network of information and support to maintain the truly universal character of its collection.

The Board of Directors consists of 18 members, including the President of the Centre Pompidou, who presides:

- 6 representatives of the State, including 5 representatives of the Ministry of Culture and one representative of the Ministry of the Budget;
- 4 parliamentarians (2 members of parliament and 2 senators) representing the Cultural Affairs and Finance committees of the two assemblies;
- the Mayor of Paris or his representative;
- 3 qualified persons designated by the Minister of Culture;
- 3 elected staff representatives.

The institution's General Manager, departmental heads and directors of partner organisations, the representative of the general economic and financial control and accounting officer, and any person whose presence the President deems useful, attend meetings of the Board of Directors in an advisory capacity.

The Board meets at least three times per year and determines, through its deliberations, the institution's affairs. As such, it is responsible for adopting the budget and its amendments as well as the financial accounts for the year ended, the main directions of cultural policy and programming events of the establishment, pricing policy and the annual activity report.

The Programming Board includes the President, the General Manager, directors of departments and agencies involved in the Centre: MNAM-CCI, DDC, BPI and IRCAM, the director of the Centre Pompidou-Metz, the directors of communication and partnerships, legal and financial, production, human resources, audiences, publishers, information systems and telecommunications, the delegate for audiovisual cultural activities and the deputy director of MNAM CCI in charge of cultural programming.

It is consulted by the President for his decisions on programming events, exhibitions, performances, film cycles or activities involving the spoken word. It meets about twice a month and hears the views of the Centre's curators and programmers or external auditors with a project to propose. A discussion takes place following the presentations, before the President validates, defers or rejects the principle of adding the project to the Centre's calendar of events.

The Programming Board, which seeks to act transparently at all times, is the body which ensures the multidisciplinary nature of events. In this way, significantly upstream of projects, the managers of different departments and directorates can make associated proposals and design effective multi-disciplinary events.

The TC, which succeeded the Joint Technical Committee on 1 November  2011, includes two representatives of the administration (the President of the institution and the General Manager) and 10 representatives elected by the staff. It is chaired by the President of the Centre who may also be assisted as necessary by the representative or representatives of the administration of his choice in exercising functions and responsibilities alongside him which are concerned with the issues put before the committee.

It meets at least two times a year when convened by its President on his own initiative or within a maximum period of two months, upon the written request of at least half of staff representatives.
It is consulted and tasked with expressing its views on the following:
- issues and draft texts relating to the functioning and organisation of the Centre;
- outlining broad guidelines for the Centre's tasks;
- programmes to modernise work methods and techniques and their impact on the staffing situation;
- social reports and various provisions of collective management of staff;
- statutory rules governing personnel.

Decree No. 82-452 of 28 May 1982 amended
Decree No. 2011-184 of 15 February 2011

Common to the CNAC-GP and the BPI, the HSC is chaired by the General Manager. It includes, in addition to the human resources manager and the director of BPI, staff representatives appointed by trade unions and the occupational physician. Also associated with the work of the HSC are the Health and Safety Inspector (formerly Inspector for Hygiene and Safety) and prevention assistants or advisers (formerly officers tasked with implementing hygiene and safety, Acmo).

It contributes to the protection of health and safety at work of all employees of the Centre Pompidou. It is common to CNAC-GP and BPI.

It addresses issues such as:
-the observance of statutory and regulatory requirements for health and safety;
- work methods and techniques and choice of work equipment where these are likely to have a direct influence on the health of workers;
- projects involving the planning, construction and maintenance of buildings in terms of health, safety and welfare at work;
- measures taken to facilitate the adaptation of workplaces for the disabled;
- measures involving the development of workstations to promote women's access to all jobs and necessary for pregnant women.

The HSC also conducts analysis of occupational risks faced by agents and each year debates a report on the changing situation of occupational hazards. It suggests measures to improve health and safety at work and cooperates in the preparation of training in health and safety.

Decree No. 82-452 of 28 May 1982 amended
Decree No. 2011-774 of 28 June 2011

The Joint Administrative Committee (CAP) is an advisory body made up of representatives of the institution designated by the President and elected staff representatives. This committee expresses its opinion prior to major decisions relating to the career of individual agents. Through their representatives, the agents of the Centre Pompidou also participate in the preparation of decisions regarding their career.

The CAP examines questions such as:
- internal staff mobility;
- allocation of statutory benefits (except for seniority benefits within the hierarchy);

It may also be called upon to sit as a disciplinary board.

The members of the Commission sit in three committees:
- the first college addresses issues relating to personnel classified in group I (1A et 1B);
- the second college addresses issues relating to personnel classified in group II;
- the third college addresses issues relating to personnel classified in groups III, IV and HE.

For more information, see the following documents on the Intranet: Resources / official texts / Human Resource Management

Decree 82-451 of 28 May 1982 on the joint administrative commissions, amended
Decree 82-447 of 28 May 1982 on the exercise of trade union rights in public service

Missions

A department of the National Museum of Modern Art, the roles of the Industrial Design Centre are as follows:
1. inventory, conserve, restore, enhance, present to the public and showcase the art collections in the custody of the Georges Pompidou National Centre for Art and Culture, in the fields of visual arts, graphic arts, photography, experimental film, new media, industrial design, design and architecture from the early 20^th Century, these collections also include the documentary base and archives concerning them;
2.  present to the public, in all places, any event designed to disseminate and deepen knowledge of Art since the early 20th Century;
3° to promote contemporary creation in all its forms.

Organisation

The functions of the department of the National Museum of Modern Art-Industrial Creation Centre include:
- the conservation of visual art collections, organised in eight departments: modern collections, contemporary collections, contemporary and prospective, graphic arts, photography, experimental film, new media and the restoration of works;
- the industrial design department, which includes architecture, industrial and prospective design;
- the Kandinsky Library department – the research and documentation centre of the National Museum of Modern Art – the Industrial Design centre, which includes a reading room also open to researchers in the history of 20^th Century art;
- the collections department, under the joint authority of the production division.

Note that the staff of the restoration of works and collections department in part carries out its tasks within the reserves, located outside the main Centre Pompidou.building.

The museum department provides the secretariat for the acquisitions committee and the secretariat of the committee on loans and deposits, and the curators concerned with hanging works from the collection and temporary exhibitions.

Missions

The Department of Cultural Development is responsible for:
- participating, in all ways, in the enrichment and dissemination of contemporary art in all its forms as a reflection on issues affecting society and contemporary culture;
- presenting to the public, in all places, any event within its mission, particularly in the fields of the performing arts, cinema and audiovisual promotion of emerging art forms, reflection on the major changes in art and culture.

Organisation

The DDC consists of:
- the spoken word department
- the film department
- the live performance department.

Missions

The public division trains the audiences of tomorrow through educational activities and special programming for children, adolescents and young adults in order to:
 - retain visitors and search for new audiences, through development actions, appropriate pricing policy, and promote access for the disabled and disadvantaged;
 - provide the general public with written, oral and multimedia resources offering a better understanding of the Centre's programming and its collection;
 - welcome, guide and inform the Centre's visitors and monitor the works in the Museum's exhibition galleries and spaces
 - contribute to a better public understanding of the Centre through regular surveys.

Organisation

The management consists of four departments:
 - the educational and youth programming department;
 - the public development department;
 - the public services department
 -The public reception department.

Missions

The building and security division is responsible for the safety of persons and property, especially art works around the clock. The division ensures the smooth operation of the building and adjoining premises and technical installations. As such it is responsible for work, maintenance, upkeep, furniture and signage.

Organisation

The building and security division consists of three departments:
- the building department;
- the security department;
- the general resources department.

Missions

The communications and partnerships division proposes and implements the institution's communications strategy and image policy. 
As such, it guarantees the identity of the institution, organises the promotion of events and activities at the Centre Pompidou, produces or commissions resources for media communications. Through research for sponsors and media and international partners, it contributes financially to the realisation of strategic projects, exhibitions and events at the Centre.
It also manages the reception of personalities and the use of private spaces.
It is in charge of internal communication.

Organisation

The communication and partnerships division consists of a department, 5 units and a delegation:
- public relations and private operations department;
- sponsorships and partnerships unit;
- press unit;
- image unit;
- internal communications unit;
- management unit.

Missions

The publications division is responsible for publishing books in the fields of intervention of the Centre Pompidou and the realisation of products.  It defines the dissemination policy of these productions and provides editorial responsibility for the institution's website.

Organisation

The publications division consists of four departments and two units:
- publishing department;
- iconography and rights management department;
- commercial department;
- multimedia department (SMU);
- administrative and financial management unit;
- manufacturing unit.

Missions

The legal and financial division outlines the budget and control its execution. It is responsible for all financial matters under the authorised financial officials. It leads on public procurement policy and as such plays an analytical and advisory role to departments during procurement. It manages the network of budgetary correspondents and market correspondents in the departments. It also provides the secretariat for tenders, the treatment of legal issues and an advisory and analytical role, particularly in respect of litigation. It is responsible for archiving policy within the institution.

Organisation

The legal and financial division consists of:
- the public procurement department;
- the finance and management control department;
- the legal and archive department.

Missions

The productions division is responsible for the production of the Centre's artistic and cultural activities, designed and programmed by the departments, the public division and partner organisations. It is responsible for the design and technical realisation of these demonstrations, exhibition spaces and common areas. It oversees the reception and organisation of logistical and technical events that take place in theatres and cinemas, as well as on the Piazza. It establishes and manages the budgets and contracts. It manages the institution’s mission expenses.

Organisation

The productions division consists of eight departments:
- the architecture and museum productions department;
- the works management department;
- the audiovisual department;
- the workshops and technical resources department;
- the events department;
- the administrative and financial department;
- the premises management department;
- the collections department (under the joint supervision of MNAM BCC).

Missions

The HR division is responsible for outlining and implementing human resources policy at the Centre Pompidou. To this end it manages processes related to recruitment, career development and continuing professional development. It supports personnel administration including payroll transactions. It is responsible for preventive medicine, the application of health and safety and social welfare policy for staff. Finally, it coordinates social relations and provides the secretariat for staff representative bodies.

Organisation

The Human Resources Division consists of:
• the personnel department;
• the careers and training department;
• the preventive medicine department;
• the social relations unit.

Missions

The information and telecommunications systems division is responsible for the development and cohesion of the Centre's information systems. As such, it assists users in defining their functional needs, proposes and implements IT solutions, installs and maintains computer equipment and networks.

Organisation

The information and telecommunications systems division consists of:
- the research and development department;
- the network exploitation department.

MISSIONS

The accounting department is responsible for all operations of receipt of resources, payment of expenses, maintenance of accounts of the institution, including the production of the financial account, including its Annexes, Banking thereto, of managing its liquidity and the balance sheet presentation. It provides an advisory role to the Authorising Officer in the areas of its competence.

ORGANIZATION

The accounting firm consists of a central service fund and the following sections:
- Accounting;
- Expenses;
- Pay;
- Revenues.