Pedro Couto took the reins of Telhabel 25 years ago, today a renowned civil construction and public works company, which he inherited from his father and which in 2023 will celebrate half a century. Behind him lie the footprints of a journey made up of ups and downs, but always trodden with a great deal of determination. The past and the present of this construction company have much in common. Quality, reliability and humility are just three of these commonalities. But the major commitment of the CEO of Telhabel Construções, a man who likes controlled risks, is to have his sights set on the future.
Telhabel started in 1973, with a dream of your father. How far did the company make it until it got into your hands?
Telhabel was set up in 1973 as Telhabel - Fábrica de Telha de Betão Lda., thanks to the market vision of its founders – my father among them –, who soon realized that concrete roof tiles had significant potential.
In the 80s, Telhabel diversified its activity by dedicating itself to the production of prefabricated concrete structures, once again anticipating a market trend. This activity, which was generally neglected by large companies, ended up being an excellent opportunity for a small company to achieve a leading position through a very specific service provision adapted to the characteristics and needs of the construction industry. Once the company’s position in the prefabricated concrete market in the building industry was consolidated, during the 1980s, Telhabel expanded its field of action into the construction of industrial premises, taking advantage of all the know-how acquired at the beginning of the decade by entering the prefabricated structures business. From the mid-1980s, Telhabel felt that it should diversify its activity once again, investing heavily in the construction of residential buildings.
The year 1996 is especially important because it marks Telhabel’s entry into the public works construction sector, a commitment which enabled greater growth and presence of the company in all aspects of construction in Portugal. And it is precisely at the end of the 90s that I began my journey at Telhabel. I took an accounting course and started working when I was 19 years old. I took the course while I was working, basically. When my father passed away in 1997, I had three subjects left to finish. I finished them after about four years.
What was it like for you to take on the company at such a young age?
I was 25 and it was very difficult. I was already working with my father, but nothing prepares you for such a dramatic and unexpected change... It was very complicated.
«We will privilege partnerships and networked development»
In almost 50 years you learn a lot, especially about resilience. These decades have demanded many sacrifices, but there have also been many successes. What assessment would you make?
I turn 50 years old this year, the company does next year, and we are very proud of everything we have done and have even greater expectations in what we propose to do. Looking back, today it is particularly clear that there was courage and assertiveness when there had to be; our work has quality and reliability; we managed to create and maintain a superlative team; and we have the best partners, clients and suppliers. Even so, we consider ourselves to be in a long-distance race, where our sights are set on the future, but with the humility that we always have to learn and improve. I hope to continue for many years with this stance of constant learning.
What have been the company’s most remarkable moments?
Internationalisation. We were one of the first companies to effectively internationalise. With progress and setbacks, as this is an inherent process. We ended up shutting shop in Spain, but Angola is a market where we still remain and we continue to invest. We have been to many other countries, but we ended up returning, taking into account the group’s balance in measuring risk, which we have always made a point of maintaining.
«Our main motivation is to leave future generations the best Telhabel possible»
Within what is being worked on, what can you tell us about the future?
I would risk saying that in almost 50 years of activity, the future has never been so uncertain, for everyone. Just when we thought we had overcome a pandemic, a war breaks out in Europe and the scenario in which we move changes drastically. Nevertheless, the maturity achieved by Telhabel will allow us, on the one hand, to consolidate the investments and projects currently in progress and, on the other hand, to selectively expand our internationalisation. In effect, we want to continue our growth into other locations, but this growth will always have to be supported by a strong risk management and operationalised in a sustainable way. Therefore, we will favour partnerships and networked development.
How many direct and indirect jobs do Telhabel Portugal and Angola guarantee?
Today, Telhabel Group has 300 workers. Indirectly, the group undoubtedly guarantees thousands of jobs. The main reason for pride for us, is, however, the very low level of employee rotation. We are privileged to have employees who were contemporaries from my father’s time and who have been with Telhabel for longer than me, for whom I nurture a deep respect.
Today they are specialists in various areas: education, health, residential projects, but also in works of art. How do you achieve this level of excellence?
With the best team and a great spirit of teamwork. I strongly believe that each of Telhabel’s employees has a special predisposition for challenges. Enthusiasm and adrenaline can be felt in each new project. We are also very open to innovation – it’s not by chance that we usually say we are natural born entrepreneurs. At the same time, our main motivation is to leave future generations the best Telhabel possible. I believe that it is in this interplay of forces – the urge to excel, but with responsibility and sustainability – that our added value lies.
