A Coffee With: Mónica Chao
A Coffee With: Mónica Chao
Interview with Mónica Chao, President of WAS, by Teresa Zamora
January 21, 2025
An expert in designing visionary strategies based on sustainability, ESG, and social impact, Mónica Chao has dedicated her life to helping others in the way she knows best: by defining a roadmap for each company so they can position themselves as leaders in sustainability, reputation, innovation, and business development.An economist by training and profession, she became interested in sustainability at a very young age. She began to question the economic value of so-called free goods—air, water, animals—and to reflect on pollution and who should bear the cost of it. These concerns led her to advise companies and, in 2020, to found Women, Action and Sustainability (WAS), a non-profit organization aimed at empowering women and promoting their role in the ecological transition. The success of WAS is both her personal achievement and that of all the women who have been part of it since the beginning—a team that managed to turn the organization into what it is today: a benchmark in the field.
You’ve worked in a wide range of companies—from Mapfre and NH to IKEA—always closely linked to sustainability. How was this field perceived back then, and how has it evolved over the years?
I believe there’s been a lot of semantic debate, which has cost us time, but what truly matters is how we’ve come to recognize the social and environmental risks we face today—and how those risks affect businesses. These are risks that were already foreseen by thinkers, scientists, economists, and other experts; they eventually entered the public conversation and have now become more evident, diminishing business value, increasing costs, or demanding new responses. That’s why there’s so much talk about sustainability, but it’s still not fully understood—and we’re not yet fully focused on finding solutions and moving beyond confrontation.
How did the idea of founding WAS come about during such a globally challenging time?
For years, many people have worked tirelessly to drive the changes that are now within our reach.
It’s those people who need to be given a voice, resources, and a seat at the table—in company leadership teams—so that the sustainable future they envision can become a reality.
At a certain point, I started sharing these reflections with a few friends and began organizing informal breakfast meetings. Over time, those gatherings gained momentum, frequency, and shape until we finally established ourselves as an association and invited others to join our mission. That’s how WAS was born—out of committed breakfast conversations.
We’re now 250 members and continue growing, cautiously and deliberately, maintaining rigor and clear criteria for welcoming new members. Each member must have at least 15 years of experience in executive roles and a proven track record in social, environmental, and corporate governance matters. They must also contribute to a collaborative environment where all members can find real value.
Given your experience in the tourism sector, how can ILUNION Hotels continue to strengthen its sustainability strategy?
There’s something truly interesting about discovering what lies behind ILUNION Hotels, because your loyalty comes from something beyond location, price, design, or comfort. You’ve chosen to connect with your guests through your company’s purpose and the importance you place on people.
Your hotels are spaces for awareness and inspiration—and that’s exactly what you should continue to be.
What have been the main milestones of WAS over its four years of existence?
The most important milestone is an intangible one: the impact we’ve had on people. Many have shared how WAS has inspired them. People value the association and want to remain part of it. There’s a strong sense of alliance, unity, and reputation that has also been publicly recognized. For instance, El Español awarded us the León for Best Social Initiative in 2023, and more recently, El Economista recognized us with the Contribution to Equality award for our extensive work in advocacy and mentorship in the field of sustainability.
But there are also tangible results: we’ve published 12 technical reports, mentored nearly 100 young professionals, reached thousands through our events, and delivered training programs—including the Women Board Members in Sustainability course we launched in collaboration with AFI. In March, we’ll host the third edition of the WAS Awards, which recognize the commitment of individuals and organizations to sustainability.
WAS also aims to lead a business transformation so that women reach leadership positions based on their merit. From an external perspective, how is a company like ILUNION Hotels perceived—known for its leadership in universal accessibility, its inclusion of people with disabilities in the tourism sector, and the fact that 4 out of 8 members of its Management Committee are women?
ILUNION Hotels is seen as a company that speaks the language of leadership and purpose, but more importantly, knows how to turn those words into action. It focuses on generating real results and leading by example, and gender equality is no exception.
Ultimately, reputation is a formula made up of multiple variables: financial performance, social impact, environmental responsibility… and ILUNION Hotels is working across all of them. It follows a thoughtful approach that allows the company to grow without compromising the fundamental pillars it is built upon.
What projects are you currently working on?
Our 2025 agenda is shaped by the interests of our members and the most relevant topics in today’s market. We will continue with our training and leadership programs, as well as our mentoring groups, which now collaborate with nearly 10 universities.
But the most exciting development is that we are in the midst of a strategic review to define WAS’s next steps—steps that will help us generate the kind of influence we believe is essential in Spanish society.
When we talk about sustainability, we talk about the future. What advice would you give to young people who are just starting their professional careers?
Naturally, young people are full of questions and eager to find their place. But at that stage in life, what matters most is taking time to enjoy the journey, to learn, and to gather experiences that will be meaningful in the future.
It’s a time to understand and internalize that everything we do is in service of a greater good, and to feel connected to that purpose—which is none other than building a better society. It’s essential that they understand how their individual purpose can contribute to the common good, because everyone, from different roles and organizations, can make a difference.
Let’s set aside egos and individual achievements—what matters is that things happen, not who was right.
I invite everyone reading this interview to reflect on how many global crises and conflicts exist today because we’ve failed to find consensus and build alliances. What truly matters is people—that they can enjoy a prosperous future, and that they don’t have to wait too long for it; if it can happen today, even better.
A thought:
Everything passes, nothing is permanent.
A lesson:
In contrast: everything comes, so we must work, build, and prepare for the moment when things happen.