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He took on the role of Managing Director at Riopele two years ago. With 25 years of experience across various industries, José Teixeira recalls that the main challenge of integrating into a company with nearly 100 years of history was ‘being accepted by the Team’.
Now that he has a solid grasp of the textile sector and Riopele, he discusses how his strategic vision has shaped the company’s path, the current challenges faced by the textile industry in Portugal, and the ongoing commitment to sustainability.
Do you still remember your first day at Riopele?
I remember it well. Getting to know Riopele's processes and teams was like a marathon. It was a sequence of three days during which Directors and Managers, with great patience, explained their processes, how they managed and measured them. I recall coming home exhausted from the sheer amount of information but highly motivated by the challenge. I would replay everything I had heard in my head, and to make sure I didn't miss anything, I would go over it all with my wife. That first day was crucial for me to connect with Riopele and my colleagues.
What were the main challenges you faced when taking on the leadership of one of Portugal’s oldest textile companies?
The main challenge was being accepted by the Team. A company with nearly a hundred years of history, most of which has been very successful, with unique industrial capabilities and highly skilled staff in its processes, naturally finds it difficult to understand what a manager with a background in other industries can bring to the table. This path was arduous but challenging. Having 25 years of experience across different industrial sectors, immersing myself in Riopele's daily activities, and, most importantly, sharing the strategy and results with the Team helped in this journey.
In the past two years, as Managing Director at Riopele, what have been the most significant milestones achieved by the company?
There have been several milestones, all achieved as part of a truly extraordinary Team. The Riopele Team has clearly defined a strategy through to 2027, based on 3 pillars that we all understand and share today: a focus on profitability, sustainability, and people, supported by improvement plans. The way we break down, involve, and monitor this strategy has become clear and practical for everyone. As a result, even in a highly volatile environment, we have consistently achieved good results across all areas. This consistency allows us to achieve a unique investment pace. We are simultaneously modernising our machinery, enhancing our renewable energy sources, and improving the training of our staff, all while ensuring better working and social conditions for our people.
How has your vision influenced Riopele's strategy?
I believe that, above all, my vision has provided consistency and a methodical approach to achieving the company's goals. The excellence of the processes, and the added value of the products and services, had long been recognised by Riopele's stakeholders. Excellence in industry is achieved through the definition of processes and their reliable repetition. I believe I have fostered these principles. Similarly, in business, it is imperative to understand the objectives and ensure that all actions contribute to achieving them, from the most basic operational tasks to the highest level of decision-making. Aligning objectives and connecting each action to strategic goals have been, and always will be, a priority in my approach to management.
How do you assess the evolution of the Portuguese textile industry in recent years?
Overall, the sector has made significant progress. There have been substantial investments, and automation, digitalisation, and process management are now well-established in our industry. Products and their value are recognised internationally. Companies that haven’t kept pace with these changes in recent years, in textiles as in other sectors, will face significant challenges in competing. Riopele has always stayed at the forefront of best industrial practices, ensuring that the value of our products stems from the excellence of our staff, our innovation, sustainability, performance, and quality. The industry has transformed from being labour-intensive to being focused on capital and technology.
What are the biggest challenges that the textile industry in Portugal and globally will face in the coming years?
Certainly, the capacity of companies in the sector to invest in the continuous technological evolution of processes and systems, as well as the convergence towards established sustainability goals, will be major challenges. The industry entered the 21st century with high debt ratios, which limits the ability to finance with reasonable financial costs.
Additionally, in Europe, given the economic space we are in, sustainability goals are ambitious but clearly necessary, and the pace at which we must achieve them is much faster than in other economic areas. The only way to create a level playing field with these regions is by enforcing the same targets at the same speed. It’s not about creating protectionist barriers through tax or customs measures, as this would send the wrong signal to European industries. Instead, it’s about ensuring equal requirements for marketing products in the European space, covering all ESG aspects.
The result of combining a growing turnover with efficient processes and innovative, sustainable products has ensured the profitability of companies. This approach can help address the third challenge: the ongoing qualification and retention of human resources in our country. Portugal has all the conditions to achieve this; our basic education is of a high standard, and the dedication of Portuguese workers is recognised worldwide. It is crucial to understand that immigration is an asset that requires proper reception and integration, competent legalisation processes that prevent immigrants - essential for our economic growth and demographic balance - from being pushed into informal sectors or, worse, marginalisation.
What areas of technological innovation is Riopele exploring to remain competitive in the textile sector?
More than just exploring, we’re making this happen. Our growing product performance is supported by significant investment in the research and development of new materials, the modernisation of our industrial facilities with a focus on automation, and the digitalisation of all processes. All these efforts contribute to reinforcing our three strategic pillars: profitability, sustainability, and our people. We have invested tens of millions of euros over the past 10 years.
The inauguration of one of Portugal's largest rooftop photovoltaic parks is a significant step. What does this project represent for the future of Riopele?
It represents the strict adherence to our Vision, Mission, Values, and corresponding strategy. The investment in renewable energy sources, which ensure lower costs and reduce dependence on external factors, justifies the investments we have made. In 2023, we replaced over 70% of our fossil thermal energy source with biomass from forest management. Our journey with renewable energy began in the previous decade, with the installation of our first photovoltaic park at Olifil in 2018/19. This year, in September, we began self-consumption production from the photovoltaic installation on the rooftops of Riopele B. This project involves over 7,700 panels in approximately 50,000m2 of roofs, which will produce more than 20% of the unit's consumption. Simultaneously, we have started a similar project on the rooftops of Riopele A, where more than 5,000 photovoltaic panels will make Riopele self-sufficient in electrical energy during daylight hours.
These substantial investments will enhance Riopele's profitability, are a crucial step towards our decarbonisation goal, and, with more efficient roofing, will improve the comfort and working conditions for our employees.
What are your expectations for Riopele's market growth moving forward?
We are aiming for a revenue growth of 3 to 5% per year. We have several initiatives underway to achieve this. We are working to increase our market share in North America and the Far East, two regions with significant growth potential. Simultaneously, we are developing our E-motion (mobility) segment, which is now beginning to show results. These two lines of action are currently our most active, but other strategies are already under consideration to ensure continuous growth throughout this decade and the next.
