Néjib Zaafrani: Uniting the Tunisian Diaspora for a Brighter Future

With 45 years of international experience in the energy sector, Néjib Zaafrani has held top responsibilities within Royal Dutch Shell, the Petroleum Institute, and the Emirates Foundation. He has been an international advisor to high-ranking public and private sector leaders in the energy industry, the first CEO of the Supreme Energy Council of Dubai, President of Dewan, independent administrator of Topic, member of several professional associations, and President of Tunisian Talents United.

A Vision for the Tunisian Diaspora

You are part of the Tunisian diaspora that has given international renown to our talents. Is this the path that Tunisian Talents United (TTU) has embarked on?

In truth, I don't like using the term "diaspora." I prefer to speak of the "global Tunisian community," as I believe we must unite all Tunisians, including the two million living abroad, who contribute to the country's prosperity. To address our short, medium, and long-term challenges, we must structure and connect the entire Tunisian community worldwide. This is the idea behind the creation of TTU by 20 founding members in Tunisia in 2016.

The Tunisian Talents United (TTU)

The TTU is a financially modest but highly skilled organization. We militate for the future, and to do so, we must structure and integrate the entire community. The founders have given birth to a solid organization aimed at bringing together the best Tunisian talents to help young Tunisians evolve and become future leaders. Our support focuses on personal development before discussing skills. We start from the observation that Tunisian talent is competitive on a global scale and has a positive impact wherever it goes. That's why it's sought after by the largest companies. We build on this foundation.

Expectations of the Global Tunisian Community

The Tunisian community abroad has contributed 7 billion dinars to our GDP (6.6%). It is the economic and social support of Tunisia and the social support of families. Its brightest fringes are constantly rising. For my part, I have lived abroad since 1972; currently, I am in Dubai, where there is a secure and prosperous environment. To encourage the international community to invest and have interests in Tunisia, we must facilitate procedures, modernize regulations. When they return to Tunisia for a few days, it's not to spend time on administrative procedures. These problems can be eliminated through digitalization. We could save hundreds of millions of dollars per year at this level alone. This situation is not due to a lack of expertise, but rather a lack of will to reform.

How the Global Tunisian Community Can Help Tunisia

Investing in new generations, coaching, and exposing them... The TTU is a young organization that thinks and acts for the long term. We work on an impact within 15 to 20 years. We shouldn't say it's a shame that young people leave Tunisia. When they leave, they develop and help their families and the country. The TTU offers them mentoring and coaching while giving them visibility.

Personal Experience and Inspiration

When I started at ETAP, it was only four years old. I followed a training program in the USA and had the opportunity to experience American culture. In a few months, my vision cleared: I couldn't stay in Tunisia, as I had the ambition to climb the global ladder. When I applied to Shell, they asked me what I wanted, and I replied that I wanted to reach a level of expertise where "when I speak, people listen." I was the first international cadre from the region. I made a 30-year career. I didn't go for a salary tripled but for knowledge, know-how, technology, and opening doors to talents from our region. When I left, I told them, "Maybe one day, there would be a corporate CEO from the region," and it happened!

Qualities That Contributed to Success

It's my innovative side that ensured my evolution. In large companies, people make careers by playing politics. I always had the courage to say what I thought. I imposed respect. I developed fields, managed reservoirs, took care of 250 operators, developed a whole concept, and was promoted to headquarters. At that time, in 1985, we were already applying AI. I played a role in identifying the needs of petroleum engineers for model development in the economy of drilling. It was a global success. I made a presentation on a pack that every engineer should use. This boosted my potential. I did three times The Hague (headquarters), and I was highly appreciated. I was in charge of the Syrian office to innovate in the management of Syrian reservoirs and contributed to increasing production from 25 to 400 thousand barrels. It was the peak of my technical career. For the first time, an Arab was appointed to this level of responsibility.

Conclusion

With all this expertise, have you also been approached by Tunisia?

In 2012, I organized the UN Energy Forum in Dubai. Then, I was invited by the Arab Institute of Business Leaders (IACE), which was leading a reflection on competence governance. When I came to Tunisia for this purpose, I was contacted by the presidency at the time, with whom I had a long exchange. I advised them to count on young people and that I was ready to support them. Then, I proposed drafting a law on the creation of a National Supreme Energy Authority (ASE) to govern all aspects of energy in an integrated manner. For the first time in Tunisia, a Secretary of State for Energy was appointed. Unfortunately, my 12-page document was not read!

The Added Value of TTU

Last year, TTU seized the opportunity to allow the participation of about 40 Tunisian entrepreneurs at COP28. Thanks to a collaboration with the Ministry of Environment, they were even able to set up shop in the Blue Zone, the heart of COP28, where official sessions, meetings, events, and press conferences took place. I am convinced that value can only be created if all structures unite their forces. If we don't think about an integrated structure where members of the diaspora and government structures come together to play a role of counsel and pilot of large projects... our initiatives won't go far. For us, it's not about replacing what exists, but creating trust, and that doesn't come with speeches. We must organize, encourage people to see further. Why not enormous projects that federate Tunisians, all Tunisians? When you see far, it generates colossal projects: a federating city, for example, to be built over several decades.

Motivation and Energy

It's the young talents that give me hope. For short-term problems, you don't need visionaries but troubleshooters. Bourguiba was a visionary and developed human resources. I am the product of this vision, and I remain optimistic, never backing down from problems.