Introduction: Chief Corporate Officer Montse Adán reflects on the importance of culture, internal development and inclusion as Areas continues to expand across Europe and the Americas.
The Moodie Davitt Report: You hold a very transversal role at Areas. How would you describe your position?
Montse Adán: My role as Chief Corporate Officer is about supporting all countries by building the right structures, processes and people strategies, with the best technology.
I lead departments linked to People, Culture & Organization; Planning & Control; Processes, Systems & Technology; as well as our Transformation Projects Office. It’s a very transversal position, closely connected to the business, which allows me to approach challenges from different angles.
What I enjoy most is connecting the dots exactly. When you understand the needs of the business and align people, processes and technology, you build strong teams and a solid talent pipeline. It’s a very dynamic role and I’m constantly learning from everyone.
You often say, “our people are our key assets”. What does that mean in practice?
It’s something we try to make real every day. In a company with more than 24,000 employees across 11 countries in Europe and the Americas, everything starts with people.
Through our strategic plan ‘You Drive Areas’ that embodies our key initiatives, we’ve placed people at the centre. It focuses on attracting, developing and engaging talent, but also on wellbeing and inclusion.
In practice, this means investing in internal development. A large percentage of our managers come from internal promotion, which creates continuity and a strong sense of belonging.
We also structure our talent processes globally, so people have visibility on opportunities and clear career paths. The goal is simple: people don’t just join Areas; they grow with us.
Aligning such a large and diverse workforce in different countries must be complex. How do you ensure everyone moves in the same direction?
It is one of our biggest challenges. We operate in many countries in the food & beverage travel industry, across very different cultures and environments, so alignment doesn’t happen automatically.
The key for us is having a strong cultural framework. ‘You Drive Areas’ integrates our values and translates them into behaviours, creating a shared language across the organisation.
But the real challenge is making that tangible for thousands of people in different contexts. That’s why we focus on structured processes, systems and consistent communication, always adapted locally.
We also create opportunities for teams to connect. The ‘Areas Worldwide Challenge’ is a good example: teams from different countries collaborate and compete, aligning goals while building a sense of belonging and sharing best practices.
Our site managers play a critical role in bringing this culture to life on the ground.
A clear example of this in action is the recent integration of the THS business in the USA. Aligning thousands of new employees with our culture and ways of working has been a major exercise in scaling culture.
Diversity, Equity and Inclusion is a key pillar. How is it embedded in Areas?
DEI is part of who we are. We operate in a global environment, and our teams reflect that diversity.
Our approach focuses on gender equality, diversity of age, inclusion of people with special needs and multiculturalism.
But what really matters is how we bring this to life. We work on inclusive recruitment, equal opportunities and creating supportive environments for everyone.
We also collaborate with external organisations to support underrepresented communities, because we believe our impact should go beyond our own teams.
What are the main challenges when implementing a global DEI strategy?
The biggest challenge is balancing a global vision with local realities. Each country has a different starting point. That’s why we conducted a global DEI assessment across all business units, which helped us define tailored action plans.
Another challenge is making DEI part of everyday decisions. It must be present in how we hire, develop and manage teams. Global initiatives such as World Diversity Day help raise awareness and engage employees across countries.
In the end, it’s about consistency over time.
Talent attraction is a major issue in the sector. How are you addressing it?
It is a key challenge, especially in operational roles and remote locations. We are addressing it through different initiatives. One is ‘You Drive Areas’ – our employer branding campaign – where our own people are the ambassadors, showing what it’s really like to work here.
At the same time, we are reinforcing the experience once people join. For example, we have developed a global onboarding programme across all countries, which helps new employees understand who we are from day one: our culture, way of working and values under ‘You Drive Areas’. It creates a consistent experience and helps people feel part of something bigger from the start.
Retention is just as important, so we are also investing in development and high-potential programmes across our business units. These initiatives help us grow talent internally and build long-term careers within Areas.
How does your ESG programme ‘Areas for Change’ connect with your people strategy?
Our ESG strategy is fully integrated into the business and ‘For the People’ is one of its core pillars. We are a company built around people; our teams are the ones who make everything happen.
So our responsibility is to create an environment where they feel valued, supported and able to grow. This includes development, wellbeing and inclusion, but also building a culture where people feel they belong and can reach their full potential.
Looking ahead, what are your priorities?
Our focus is on scaling what we’ve built. In a company our size, consistency and growth across countries is always the challenge. We want to keep strengthening our culture, embedding DEI, attracting the best talent, and developing our people – all while adapting to a changing travel industry.
If I had to summarise it: keep growing, with people always at the heart of our strategy. ✈
This Partner Content was first published in The Moodie Davitt Magazine, June 2026. Click here for access.
