On the one hand, there is a structural need for more housing, urban requalification, modern infrastructure and an energy transition that inevitably passes through buildings. On the other hand, the sector faces slowdown cycles, high costs, a shortage of skilled labour, and increasing regulatory pressure. What is at stake is no longer just to get through next year, but to understand who will be standing in 2035.

A recent international analysis of construction megatrends points out paths that make perfect sense when we look at the Portuguese reality. The future of the sector will not be defined only by the volume of work, but by the operators' ability to adapt. Housing, public infrastructure and energy rehabilitation will continue to be engines of growth, but they will only benefit those who know how to work differently.

One of the central axes will be the circular economy applied to construction. In Portugal, with an ageing building stock and a strong commitment to urban rehabilitation, the reuse of materials, selective dismantling and modular solutions are no longer theoretical concepts to become a competitive advantage. Building will not only be building new, but knowing how to transform the existing one with efficiency, a smaller environmental footprint and greater cost control.

Digitalisation will be another decisive factor. We are not just talking about design or construction management software, but integrated processes, planning based on digital models, intelligent logistics and administrative automation. In a country where the lack of labour is increasingly evident, these tools can compensate for part of this shortage and improve productivity, especially in small and medium-sized companies that today operate with very tight margins.

The structure of the sector will also tend to change. Greater concentration is expected, with smaller companies disappearing or joining larger groups. But this does not mean the end of the local business fabric. On the contrary. It makes room for regional specialists, companies focused on specific niches, maintenance, rehabilitation, energy efficiency or highly specialised technical solutions. Those who diversify services and offer complete solutions will be more resilient.

In Portugal, where the construction sector is historically fragmented, cooperation will gain weight. Partnerships between companies, integration in consortia and collaboration networks will make it possible to respond to more complex and demanding projects, whether public or private. Flexibility, so characteristic of Portuguese companies, can become a real advantage in a context of accelerated change.

The next few years will not be easy, but they will be decisive. The construction sector will not disappear or lose relevance. It will transform. And this transformation will benefit those who invest early in new methods, people, technology, and more agile business models. By 2035, the work will exist. The question will be simple: who will be prepared to carry it out.