From Antalya to action: Maya Jerbi on inclusion, digital transitions and the partnerships that change trajectories

Young people who are neither in employment, education nor training — the so-called NEET generation — represent one of the Mediterranean region’s most persistent and complex challenges. The scale of the problem is well documented. The solutions, however, rarely emerge from a single organisation or a single country working in isolation.

At the 5th UfM Digital Transformation Conference, held in Antalya on 20–21 May 2026, Maya Jerbi, President of Fondation Orange Tunisie, took part in the conference’s curated B2B sessions alongside participants from 15 UfM Member States. There, she connected with the Institut Européen de Coopération et de Développement (IECD), a meeting that opened a conversation about what a joint approach to NEET support across the Mediterranean might look like.

We asked Maya two questions: one about the structural levers for change that remain underused, and one about what the UfM setting specifically brought to that exchange. Her answers are below.

Young people who are neither in employment, education nor training represent one of the most persistent challenges in the Mediterranean region. Where do you see the most promising — and most under-used — levers for change?

I believe that the first step is to recognise that NEET youth are not a homogeneous group. Behind the acronym are very different realities: young people facing school dropout, economic hardship, geographical isolation, restrictive social norms, loss of self-confidence or limited access to opportunities. Many of these challenges have deep-rooted causes that emerge long before a young person becomes disconnected from education or employment.

Addressing the NEET challenge therefore requires us to look beyond employability alone. It is, above all, a question of equity and inclusion. While we must tackle the root causes of disengagement through prevention and early intervention, we must also create new pathways for talented and motivated young people who struggle to find their place in society and the labour market.

In this context, I see several promising levers for change. First, there is no one-size-fits-all solution. Effective support should combine psychological guidance, skills development, mentoring and practical opportunities, adapting to the circumstances and aspirations of each individual. Equally important is the development of strong partnerships between public institutions, the private sector and civil society, as sustainable solutions can only emerge through collective action.

Another key lever is preparing young people for the jobs of the future, particularly those linked to the climate and digital transitions.

The digital transition itself deserves a balanced approach. Digital technologies can be powerful tools for inclusion, opening access to learning, entrepreneurship and new forms of employment. However, if digital divides in terms of equipment, connectivity or skills are not addressed, they can also reinforce existing inequalities. Technology should therefore be seen as an enabler, supported by human guidance and accessible opportunities, rather than a solution in itself.

Ultimately, supporting NEET youth is not only about creating opportunities; it is about preventing exclusion, accompanying individual journeys and building bridges between potential and opportunity.

This is a shared responsibility that calls for stronger collaboration between institutions, businesses and civil society. In particular, the private sector has enormous untapped potential to contribute beyond job creation, by helping young people discover career pathways, develop relevant skills, access mentoring opportunities and better understand the evolving world of work.

This is precisely the vision that guides our commitment at Orange and Fondation Orange Tunisie. Through initiatives such as Digital Schools, Solidarity FabLabs, Women Digital Centers and Orange Digital Centers, we strive to create inclusive ecosystems where children and  young people can develop skills, build confidence, discover opportunities and strengthen their digital and entrepreneurial potential.

These initiatives are built on strong partnerships, bringing together businesses, public institutions, civil society organisations and local communities.

Ultimately, we need to move beyond isolated projects and towards smart, connected ecosystems, where institutions, businesses, civil society and local communities each have a role to play.

At the Antalya Conference, Fondation Orange Tunisie identified a potential collaboration with the IECD on NEET support. What did the UfM setting bring to that conversation that a standard bilateral meeting would not have?

This is precisely where the UfM framework brings unique added value. By creating a space for dialogue and cooperation across the Mediterranean, it enables organisations with complementary expertise to move beyond isolated initiatives and explore joint solutions to shared challenges.

Our discussions with the IECD perfectly illustrate this dynamic. While the IECD has developed strong expertise in supporting young people facing school dropout and social exclusion through tailored guidance and second-chance pathways, Orange and Fondation Orange Tunisie have built extensive experience in digital inclusion and preparing young people for the opportunities created by the green and digital transitions. Rather than overlapping, these approaches naturally complement one another.

What made this exchange particularly meaningful was the recognition that we share the same ambition: to transform life trajectories. By combining complementary strengths, we can help build more coherent pathways for young people, connecting confidence-building and social inclusion with future-oriented skills and access to new opportunities.

More broadly, this is where the UfM plays a unique role. Beyond facilitating dialogue, it helps connect ecosystems across the Mediterranean, encouraging collaboration, sharing good practices and creating an environment where meaningful partnerships can emerge and grow. The openness, trust and shared sense of purpose that the UfM fosters make these connections possible and inspire organisations to think beyond their individual programs.

The UfM embodies a simple but powerful idea: the challenges facing Mediterranean societies are shared, and so should be the solutions.