The energy sector is undergoing a profound transformation. Beyond the technological shifts towards renewables and sustainability, a crucial evolution is underway: the rise of women as indispensable leaders and innovators. This interview with leaders from the East Mediterranean Gas Forum’s (EMGF) EmpowerMed Women Network delves into the heart of this change, featuring insights from key figures driving gender equality in the Eastern Mediterranean and beyond. This dialogue explores not just the statistical gains, but the tangible impact of women’s expertise, vision, and determination on the future of energy.

EmpowerMed Women Addressing Challenges and Fostering Growth

Women are increasingly assuming leadership roles, excelling in technical fields, and driving policy discussions across the industry. This shift is marked by remarkable contributions in engineering, project management, regulatory affairs, and sustainability initiatives, as well as critical roles in stakeholder engagement, negotiations, and diplomacy. H.E Osama Mobarez, Secretary General of the EMGF and Strategy and Operations Leader of the EmpowerMed Women Network, talked about the evolving role of women in the energy sector, the challenges they face, and the ambitious agenda of the network.

Talking about women’s role in the energy sector, Mobarez stated “The energy sector is undergoing a transformation, not just in terms of technology and sustainability but also in diversity and inclusion. Women are increasingly taking on leadership roles, excelling in technical fields, and driving policy discussions. We see remarkable contributions in engineering, project management, regulatory affairs, and sustainability initiatives. Women have also played a crucial role in stakeholder engagement, negotiations, and diplomacy—areas that are critical in an industry as global and interconnected as energy.

Recognizing this shift, the EMGF launched EmpowerMed Women, a dedicated network to support and amplify the contributions of women in the energy industry. A key focus of this initiative is to enhance women’s skills and provide them with the necessary competencies to thrive in leadership and technical roles. Through targeted capacity-building programs and mentorship, we aim to ensure women are fully equipped to shape the future of the energy sector.”

When it comes to challenges facing women in the sector, Mobarez explained that “one key issue is representation—women remain underrepresented in executive and technical roles, making it harder for young professionals to see clear career pathways. Access to mentorship and networks is another challenge, as the industry has historically been male-dominated, limiting exposure to role models and guidance. Additionally, workplace policies and cultures in some areas still need to evolve to support work-life balance and professional growth for women.

Through EmpowerMed Women, we are addressing these challenges head-on by fostering mentorship programs, creating networking opportunities, and advocating for policies that promote gender diversity across all levels of the energy industry. Additionally, we are committed to enhancing women’s competencies by offering training programs and professional development opportunities that equip them with the skills necessary to excel in this evolving field.”

Mobarez continued sharing thoughts about activities and projects that the network plans to achieve. “EmpowerMed Women has an ambitious agenda for the years ahead, with a strong focus on three key pillars: mentorship, capacity-building, and visibility. Our initiatives are designed to ensure that women in the energy sector gain the competencies, training, and expertise needed to take on leadership roles and technical positions.”

In terms of mentorship programs, Mobarez said, “We [EmpowerMed Women Network] are launching a mentorship initiative connecting young professionals with experienced leaders in the energy sector to provide guidance, career development, and support.”

As for capacity-building workshops, he noted, “We [EmpowerMed Women Network] will host training sessions and leadership programs aimed at equipping women with the technical, managerial, and policy skills needed to excel.”

When it comes to high-profile events and advocacy Mobarez explained that “EmpowerMed Women will organize roundtables, panel discussions, and networking events to give women a stronger voice in shaping the industry’s future.”

“Through these initiatives, we aim to break barriers, create opportunities, and accelerate the progress of women in the East Mediterranean energy sector and beyond. By focusing on skills development and training, we ensure that women are not only present in the industry but are also fully prepared to lead and innovate,” Mobarez pointed out.

The Evolving Role of Women in the Energy Sector

In the rapidly evolving landscape of the energy sector, the role of women is becoming increasingly pivotal. Historically, this industry has been marked by a significant gender gap, with women underrepresented in both technical and leadership positions. However, recent years have seen a shift towards greater inclusivity, driven by technological advancements and a growing recognition of the value women bring to the sector. As H.E. Alexandra Sdoukou, Chair of the EmpowerMed Women Network and Deputy Minister of Environment and Energy of Greece, is at the forefront of efforts to promote gender equality and empower women in the energy sector across the Eastern Mediterranean region.

Sdoukou shares her insights on how women, despite historical challenges, are excelling in various roles within the energy sector, from renewable energy to leadership positions. In this regard, she says, “Historically, the energy sector has been one of the industries with the lowest participation of women. This was largely due to cultural stereotypes that portrayed these roles as technical and physically demanding. Much like in construction, many energy jobs involved long hours and remote locations, which made it harder for women to enter or stay in the industry. As a result, women were often overlooked in favor of their male counterparts.

However, over the past decade, significant shifts have begun to occur. As a policymaker in the energy sector for many years, I have witnessed this transition firsthand. I am pleased to observe an increasing number of women entering the industry, particularly in renewable energy, where women now comprise 32% of the workforce, and even more—40%—in solar energy. Although wind energy still has a lower representation at 21%, it is evident that these numbers are on the rise. Women are now assuming leadership roles across regulatory bodies, corporate boardrooms, and technical positions.

This change has been driven by several factors. Men in the industry are starting to recognize that women possess the same skills and capabilities. Technological advancements have also played a huge role in making the energy sector more accessible. With automation, digitalization, and remote monitoring, jobs that once required heavy manual labor can now be done with the help of robotics and AI-driven predictive maintenance. These changes have shifted the sector’s focus from physical endurance to technical expertise and problem-solving.

I witness this transformation in my daily work—whether I am at conferences, meetings with energy companies, discussions with regulatory bodies or diplomatic engagements. While women’s representation in leadership roles is still lower than we would like, it is steadily increasing. More women are stepping forward, taking on greater responsibilities, and showing that success in the energy sector is about expertise, vision, and determination—not gender.

Women have excelled in all kinds of roles across the sector. From leading projects in renewable energy and gas to driving sustainability initiatives, women are proving themselves in both technical and managerial positions. Their ability to collaborate, manage complex projects, solve problems creatively, and lead diverse teams has been key.

Although the progress we have made is encouraging, there is still more work to do and we should not stay in words. We need to ensure that policies, mentorship programs, and workplace cultures actively support women in advancing their careers. The future of energy needs diverse ideas and experiences, and women must be a part of shaping that future.

I am optimistic that we will see more women taking on crucial roles in the sector. The clean energy transition presents a unique opportunity for change, and it is one that must be driven by the best talent, regardless of gender. With the ongoing skills shortage, we cannot afford to overlook half of the talent pool. Women’s expertise will be crucial as we aim to create 24 million new green jobs by 2030. To accelerate this change, we need to keep promoting mentorship, improving workplace policies, and making careers in energy more appealing to young women.”

Regarding the current challenges for women in the energy sector, Sdoukou explains that “young women in the energy sector face several challenges, and one of the biggest is balancing demanding careers with personal responsibilities. Many women are not just managing their professional aspirations in the energy industry but also juggling personal roles. Achieving a healthy work-life balance is crucial, but it is often a challenge when career goals and family responsibilities clash.

Women entrepreneurs in the energy sector face unique challenges as well. Although progress has been made, female entrepreneurs are still fewer in number than their male counterparts. The challenges they face—often shaped by social, cultural, family, and stereotypical expectations—are different from those experienced by men. For example, in the MENA region, women-led startups receive just 0.7% of all venture capital funding, highlighting the gender disparity that forces women to work harder to get their businesses off the ground.

In many developing countries, limited access to STEM education also restricts opportunities for women to acquire the skills they need to thrive in the energy sector. Without access to quality education in science, technology, engineering, and mathematics, women in these regions are left out of critical growth opportunities. Moreover, the lack of mentorship and networking opportunities in male-dominated fields means young women often struggle to find role models or support systems to guide them, especially in areas where female representation is low. Pay disparities only make these challenges worse.

Finally, organizational cultures that are slow to adapt combined with rigid work structures that do not accommodate family needs create even more barriers. These challenges, compounded by biases in hiring and performance evaluations, can significantly hinder young women’s career advancement.

Reflecting on my journey, I remember facing similar challenges early in my career. I was fortunate to have mentors who believed in my potential and encouraged me to pursue leadership roles. So, to address these challenges, we need to implement comprehensive measures. Workplace policies need to be reformed, equal pay must be promoted, mentorship programs should be strengthened, flexible work options need to be offered, and an inclusive culture that values diverse perspectives must be fostered. Only by taking these steps can we ensure that young women have equal opportunities to thrive and lead in the energy sector.”

Supporting Career Advancement for Women

In today’s fast-paced business landscape, where gender equality is increasingly recognized as a cornerstone of corporate success, fostering a diverse and inclusive workplace is no longer a choice but a necessity. As Commissioner Josie Christodoulou, the Cypriot Government’s Commissioner for Gender Equality, and Diversity; Equity and Inclusion (DEI) Lead at the EmpowerMed Women Network, emphasizes, creating a gender-equal work environment requires more than just symbolic gestures. It demands a comprehensive approach that integrates practical strategies into the fabric of organizational governance.

Christodoulou highlights the importance of involving all stakeholders in discussions about gender equality, noting that it is not solely a women’s issue. “Companies can take practical steps to form a set of good practices in their governance that are conducive to a gendered work environment and which foster a culture of gender equality. It is vital that all members of the organization understand that gender equality is not only a women’s issue. Companies should involve men in discussions about gender equality and make them allies in the effort to apply policies and practices that advance it.

Organizations should set clear and measurable gender equality goals that are tied to specific outcomes, such as increasing the number of women in leadership positions, closing the gender pay gap, and improving recruitment and retention rates for women in underrepresented roles. In recruitment and promotion processes, it is essential to ensure a bias-free approach through hiring panels with a balanced representation of men and women, structured interviews, and job descriptions that do not sustain gender biases and stereotypes.

With regard to pay, it is important to identify and address gender-based pay disparities. In this context, transparency around pay and benefits can also help to address inequities.

Providing mentorship programs, leadership development training, and opportunities for career advancement specifically tailored to women can help overcome relevant barriers.

Companies should facilitate the reconciliation of women’s working conditions with their parental role by providing, for example, flexible working arrangements and childcare support wherever possible.”

Ultimately, Christodoulou suggests that companies should develop a comprehensive plan that outlines guidelines and resources for addressing gender-based discrimination. “To ensure that women feel equal, supported, and valued, organizations can form a corporate ‘gender equality action plan’ with all the above suggested practices as well as a ‘code of conduct’ with guidelines and clear resources for addressing issues such as gender-based discrimination, harassment, and violence, fostering a zero-tolerance policy for such behaviors.

Leadership must be held accountable for achieving gender equality goals so the suggested practices should become a key performance indicator in executive evaluations.

The above are some examples of concrete and sustained actions that would enable organizations to move beyond symbolic gestures and create a corporate environment, which is sensitive and responsive to the different needs of men and women. Such an environment ensures that all members feel satisfied and motivated, thereby enhancing the organization’s profitability and competitiveness,” Christodoulou points out.

Diversity and Growth Mindset

Mirna Arif, General Manager at Microsoft Egypt, and Innovation and Digital Strategy Lead at the EmpowerMed Women Network, talked about her career, which exemplifies the power of embracing change and continuous learning, experiences that directly inform her perspective on the broader landscape of women in STEM. Her journey, marked by international exposure and a commitment to diversity, provides a personal context for understanding the challenges and opportunities facing women in technical fields.

“Throughout my career journey, I have worked for different companies across multiple countries and stepped out of my comfort zone so many times, and that drove a rich learning experience. My passion for learning drove others to take an interest in my professional development. They advocated for my progression, and became allies, mentors, and friends. The most important lessons I learnt are the importance of speaking up, the importance of asking for support, and building a strong network of mentors. The exposure to different cultures and living in different countries also empowered my commitment to diversity and inclusion, which is one of the main attributes that allow a growth mindset to flourish. I developed an active interest in learning about other people’s thoughts, feelings, and conditions from their point of view, rather than from one’s own. A growth mindset and humility help us value the perspectives of others and be more willing to change one’s mind when presented with new information.”

This personal narrative of growth and advocacy seamlessly transitions into a broader societal observation: “While more women are entering the STEM workforce than ever before, women are still significantly underrepresented in STEM occupations in many countries. In fact, a recent UNESCO study found that women make up only 15-25% of the STEM workforce. There is strong evidence to suggest that increased investment in women’s education is a major catalyst for women in emerging markets becoming business leaders. Women are increasingly shaping the future of business, starting from influencing purchasing decisions to taking on more decision-making roles,” she pointed out.

Mirna’s emphasis on mentorship, support networks, and cultural understanding directly aligns with the need for increased investment in women’s education and support in STEM. The challenges she overcame personally highlight the broader systemic issues that contribute to the underrepresentation of women, while her success underscores the potential impact of fostering a growth mindset and inclusive environments.

Creating a Culture of Inclusion

In a world where diversity and inclusion have become key pillars of organizational success, the conversation around gender diversity in the workplace has evolved beyond mere numbers to focus on fostering real cultural change. Today, we have the privilege of speaking with Aida Araissi, Founder & CEO of the Bilateral Chamber of Commerce, a trailblazer in promoting diversity and empowering women in leadership roles. Aida’s insights and experiences offer a unique perspective on how companies can ensure that gender diversity efforts translate into tangible cultural shifts within their organizations.

“To ensure gender diversity efforts lead to real cultural change, companies should focus on fostering growth for all employees. Offering diverse career paths, particularly in leadership and international roles, encourages more women to aspire to senior positions, especially in industries like energy, where women in C-suite roles are traditionally rare,” Araissi said.

“Investing in training and continuous education equips employees with the necessary skills to advance their careers. Additionally, fostering mentorship programs can help empower women and create a support network.

Facilitating mobility and international careers broadens employees’ professional horizons, helping build a diverse, global leadership team. Telling the story of these efforts internally and externally can inspire others and highlight the company’s commitment to change, motivating further engagement. Companies can integrate these strategies into their approach to ensure that their efforts go beyond hiring targets and lead to lasting cultural change, creating a more dynamic, innovative, and inclusive global work environment,” according to Araissi.

Recognizing Diverse Contributions

The inclusion of women in decision-making roles is not just a matter of equity, but a catalyst for innovation and sustainable growth. Sameh Sabry, Senior Vice President and MD for Middle East & North Africa at Harbour Energy, emphasizes the profound impact women have had historically and continues to have in shaping communities and organizations. He advocates for a shift in perspective that recognizes the diverse contributions of women, moving beyond traditional metrics of success. Sabry said “I think women have always been greatly impactful in decision making and the importance of such an impact is not even a question.

They have been the backbone of the growth and long-term development of communities and nations since the beginning of times. Decision making and leadership do not necessarily come from behind a desk. The major issue has been a certain narrow view causing only certain forms of contribution and involvement to be measured, recognized, and rewarded while other forms, also referred to as ‘thankless tasks’ were totally unvalued.

Understanding this is key to approach the issue of gender equality with the required prerequisites and in the right context. Having women in leading positions is a natural continuation of their efforts and significant contribution over the years.

On a corporate level but also as male partners, focus should be on enabling and supporting women not to lead, because that is something they have been doing, but receive due recognition and shine!”

At Harbour Energy, this philosophy is reflected in their commitment to true inclusion: “In Harbour Energy, we believe that women deserve more than just a seat at the table, we do not do tokenism, our female leaders are appointed on merit, and they are doing an amazing job!

We promote diversity and inclusion, but above all, we are an equal opportunity employer, and we do not play the numbers game. Market is full of female calibers in all different sectors waiting for a chance and that is what we are providing, a work environment in which they are enabled and impactful.

On a more tangible level, we have established clear aspirations for gender diversity aligning with UN Sustainable Development Goal 5.5. and have established a network for female employees to exchange ideas and promote each other.

Harbour Energy would not be the same without its female team members and we are inviting stakeholders and active players in MENA to not miss such a great opportunity!”

In closing, he emphasizes the importance of male allyship in this journey: “Male allyship is also crucial in this journey. This is not just a women’s issue! I encourage male leaders to contribute to mentoring and making the next generation of female leaders!”

The insights from this interview underscore a pivotal moment in the energy sector, where the transformation toward gender equality is not merely a statistical improvement but a profound cultural shift. As women increasingly occupy leadership roles and drive innovation, the energy landscape is enriched by diverse perspectives and expertise.