By Asmaa Fathy
Cairo -Although women have always been an integral part of Egypt’s labor force, their presence within trade unions has remained limited for many years—both in leadership positions and in effective participation in decision-making. As women’s participation in the labor market has grown and their awareness of the importance of union organization as a tool for defending their rights has increased, serious efforts have emerged to break into this challenging field and establish a meaningful female presence within the union structure.
Today, female unionists are working to overcome the stereotypical image that confines women to the margins or to administrative roles, by directly engaging in committees, leading labor campaigns, and building solidarity networks that strengthen communication between female workers and unionists of both genders. These efforts mark an important step toward creating a more inclusive and diverse union culture—one capable of redefining leadership and collective work from a fairer and more equitable perspective.
Yet this path has not been an easy one. Women still face intertwined challenges, starting with cultural discrimination and weak institutional support, followed by the pressure of social responsibilities, and finally the limited spaces available for them to express their voices freely. Despite these obstacles, several successful female figures have managed to establish their presence in trade union work with competence and determination. Among them is Howeida Ali, Women’s Secretary in the “Youth and Women Up to the Challenge” bloc, who turned her experience into an inspiring example of constructive communication and responsible leadership in one of the most male-dominated and demanding sectors—land transport.
Below is our conversation with her:
Having a woman in the land transport sector is remarkable. How did you manage to enter such a heavily male-dominated field?
My trade union journey began in 2006, when I was only 18 years old. My family—especially my father—encouraged me to take this step. I decided to run in the elections and became the first woman in the land transport sector to do so, competing against 65 men.
Trade union work is a talent in itself. Since childhood, I have been inclined to support others and look for solutions to their problems, whether they were men or women. During the election experience, I felt the strong support of my colleagues, which motivated me to provide more services and maintain constant communication with them to address their concerns and learn from their experiences.

I inherited this spirit from my father, who was always supportive of his colleagues. I witnessed firsthand the difficulties he faced in his work, and over time, we became very similar. We now work together along the Upper Egypt route, despite the challenges and the reluctance of some to accept a woman in a leadership position. Although I won the seat of union president, I chose instead to serve as the general secretary, which strengthened my relationships with everyone.
Land transport is a male-dominated field. What services do you offer to women workers there?
Trade union work makes no distinction between men and women. Services are provided equally to all, regardless of gender. The number of women in the company is small, while the majority are men.
We always aim to listen to all parties and mediate between workers—both male and female—and the company to prevent any conflicts. Through this approach, we have managed to achieve several gains that benefited all employees equally.
There is also strong competition at work. When travel or overtime is required, women often show remarkable initiative. Many of them have an additional advantage, as their husbands also work in the same sector, making the work environment feel like one big family.
What are the main challenges women face in this field?
The biggest issue arises during the election period. I wish there were a designated space for women, as the overcrowding during this time is unbearable. The procedures are complicated and lengthy—it can take up to six hours in unsuitable conditions for women, with long travel distances to complete paperwork. This burden could be eased to encourage more women to participate in elections.
During the elections themselves, travel is often required, as colleagues view in-person visits as a sign of respect. It’s exhausting and demanding to move between cities. In one of my election campaigns, I traveled to Assiut and tried to book a room, but I was refused accommodation simply because I was a woman from another city. After many failed attempts, I told the staff I would sleep in the reception area. Only then, at 1 a.m., was I allowed to enter—and I left five hours later.
However, things are improving gradually. At first, I was the only woman among 65 men. In the next term, we were two women, and in the latest, three. This steady increase reflects progress toward greater female representation in this space.
You have branch unions across distant cities. How do you coordinate and share experience with all of them?
At the central union, we regularly receive intensive courses, seminars, and training. I make sure to document these experiences so I can transfer them to colleagues and prevent any gap between the central and branch unions. We operate in 17 cities from Cairo to Aswan, and I often visit these branches to share knowledge and hold meetings—either by traveling to them or hosting them at the central office.
The sector is large and service-oriented, which requires great effort and perseverance to ensure the exchange of expertise. Listening to colleagues is crucial, as are communication skills and relationship-building, which help establish partnerships among female unionists in different sectors. I’ve collaborated with many in other fields, exchanging services and experiences for the benefit of our target groups.
I plan to run in the next elections. My strategy always begins by identifying weaknesses and shortcomings from the previous phase. Listening to people’s problems is essential for developing my program, since real understanding of challenges comes from direct experience. This, in turn, allows us to propose smart, practical solutions to the issues at hand.