PreservaCred · The Brazil field guide

Inside a Brazilian restructuring

A business can have orders and still run short of cash. Explore how debt service, slower collections and tighter credit squeeze working capital, and what management, creditors and investors can do next.

Practical analysis

Explore the interactive guide

The English collection

Understand the pressure. Find the next decision.

Hypothetical example · fictional company

Follow the cash. Explore the options.

Follow the cash cycle of a fictional Brazilian packaging factory, then explore five ways to respond to distress.

The packaging plant · at the start
Line runningCash under pressureProduction paused
Factory animation settings
Cash still circulatingCash buffer narrowingOperating cash shortfall
  1. Inputs
  2. Production
  3. Inventory
  4. Sales
  5. Collections

Collections help fund the next batch

The operating cycle

The factory is running

The plant makes industrial packaging from resin priced in US dollars. Its customers pay in reais after delivery.

  • Buy resin, run the line and ship on credit.
  • Finance duplicatas, which represent trade receivables, to get cash early.
  • Bridge the gap with a credit line tied to Brazil’s DI rate (often called CDI).
  • Cash Ready for next run Buy dollar-priced resin before buyers pay in reais.
  • Credit Credit line available Finance duplicatas and use a DI-linked credit line.
  • Production Line running Turn resin into packaging, then ship on credit.
Read the full factory story

The plant makes industrial packaging from resin priced in US dollars. Its customers pay in reais after delivery.

  • Buy resin, run the line and ship on credit.
  • Finance duplicatas, which represent trade receivables, to get cash early.
  • Bridge the gap with a credit line tied to Brazil’s DI rate (often called CDI).

Pressure builds over successive cycles

The same orders tie up more cash

Orders still ship. The real weakens and the DI rate rises, so resin and credit cost more.

  • Fixed prices squeeze margins. Cheaper imports limit what the plant can charge for new orders.
  • Customers take longer to pay while tax and loan payments fall due.
  • The plant draws more credit to buy resin for the next batch.
  • Cash Buffer shrinking A weaker real raises resin costs. Buyers pay later.
  • Credit Higher drawdowns DI interest rises. Taxes and loans fall due as borrowing grows.
  • Production Orders still shipping Orders still ship. Fixed prices and imports squeeze margins.
Full story and Brazilian risks

Orders still ship. The real weakens and the DI rate rises, so resin and credit cost more.

  • Fixed prices squeeze margins. Cheaper imports limit what the plant can charge for new orders.
  • Customers take longer to pay while tax and loan payments fall due.
  • The plant draws more credit to buy resin for the next batch.

Brazilian risks to the cash cycle

Selic and floating-rate debt
Selic is Brazil’s policy rate and can influence market rates. A rise in DI increases interest on this factory’s DI-linked line under its contract.
Exchange rates and import competition
A weaker real raises the local cost of this plant’s dollar-priced resin. If buyers can switch to lower-priced imports, raising the price of packaging gets harder.
Payment terms and duplicatas
Financing duplicatas can bring forward cash from sales on credit. If a fund advances less while suppliers demand earlier payment, the factory needs more cash of its own.
Fiscal policy and market risk
Uncertainty over public spending and tax policy can affect market rates and the real. A plant with dollar-priced inputs and floating-rate debt faces both risks.
Tax deadlines and invoicing rules
The plant sets aside cash for tax due dates even when buyers pay late. It also checks which electronic invoicing rules apply as Brazil phases in its consumption tax reform.
Enforcement and available cash
If a creditor obtains a court order blocking funds in the plant’s bank account, the plant has less cash available for the next batch.

The next batch needs funding

Production comes to a halt

The bank cuts the credit limit. A fund offers less cash against the plant’s duplicatas, and the resin supplier asks for payment upfront.

  • The plant cannot buy resin for the next batch.
  • The line stops. Delayed orders push collections back again.
  • With less cash coming in, some bills go unpaid.
  • Cash Operating shortfall Resin needs cash upfront. Collections slip and bills go unpaid.
  • Credit Limits cut The bank cuts the line. The fund advances less on duplicatas.
  • Production Production paused No cash for resin. The next production run stops.
Read the full factory story

The bank cuts the credit limit. A fund offers less cash against the plant’s duplicatas, and the resin supplier asks for payment upfront.

  • The plant cannot buy resin for the next batch.
  • The line stops. Delayed orders push collections back again.
  • With less cash coming in, some bills go unpaid.

Acordo privado

Private workout

Negotiate new terms with the creditors the factory needs to keep producing.

What activates it The parties with authority to commit agree to the terms.

How it works
  • Agree on new terms for debt payments and resin deliveries.
What protection can apply
  • Any pause depends on the signed terms.
Who must approve
  • Each party signs through an authorised representative.
What can still stop production
  • A creditor outside the deal can still act.

Possible outcomes

Tutela cautelar antecedente

Interim relief

Ask a court to pause covered enforcement during qualifying pre-filing debt talks.

What activates it The court grants relief during qualifying pre-filing mediation or conciliation.

How it works
  • An RJ-eligible company applies under Article 20-B.
What protection can apply
  • The order can pause covered enforcement for up to 60 days.
Who must approve
  • A judge decides. Article 20-B sets no minimum creditor percentage.
What can still stop production
  • The plant still has to pay for resin and operations.

Possible outcomes

Recuperação extrajudicial (RE)

Out-of-court restructuring

Negotiate a plan for eligible debts and seek court approval.

What activates it The debtor files for court approval. Article 163 can start a limited stay at filing.

How it works
  • An approved Article 163 plan can bind dissenters in covered groups.
What protection can apply
  • The Article 163 stay covers included claim categories and requires judicial ratification.
Who must approve
  • The judge decides. Binding dissenters requires more than half the eligible claim value in each group. Filing with at least one-third in each gives 90 days to reach that threshold.
What can still stop production
  • A tax attachment can still tie up operating cash.

Possible outcomes

Recuperação judicial (RJ)

Judicial restructuring

Seek a court-supervised restructuring while the plant works to keep producing.

What activates it The court admits the case for processing. Granting RJ requires a separate court decision.

How it works
  • Management usually continues under supervision and submits a plan.
What protection can apply
  • The opening order generally starts a 180-day stay for covered enforcement.
Who must approve
  • If a vote is needed, Classes I and IV require a headcount majority. II and III require both a headcount majority and over 50% of counted claim value per class. The court grants RJ.
What can still stop production
  • The plant still needs cash for resin and production.

Possible outcomes

Falência

Bankruptcy

See what happens to the plant, its assets and creditors after a bankruptcy judgment.

What activates it The court issues a judgment declaring bankruptcy.

How it works
  • The judicial administrator takes charge of estate assets.
What protection can apply
  • The judgment stays covered individual enforcement.
Who must approve
  • A court decides whether to declare bankruptcy.
What can still stop production
  • Provisional production needs cash and supplies.

Possible outcomes

  • Preserve productive use If court-authorised operation or a qualifying sale keeps viable assets in use.
  • Wind down the estate Available proceeds follow statutory priorities. The court closes the case by judgment.

Legal details and sources

Read the business and the court file together

A restructuring can create time to negotiate. It cannot, by itself, repair a loss-making contract, replace a cancelled credit line or restore a customer’s confidence. A credible assessment combines the legal route with the cash available to keep trading and the people who can approve a deal.

These guides follow that work in practice: choosing a route, engaging a bank’s workout team, securing supply, checking a creditor list, buying a claim or business, and responding when a plan slips. Each guide explains what to ask for, what a document does and does not establish, and where the next decision sits.

Brazilian law supplies the framework. The debtor’s business, its contracts and the orders in the particular case determine how the framework affects an investment. A national headline or a legal label is not enough to price a recovery.

Three workstreams, one investment decision A practical review framework, not a sequence imposed by law.
  • Legal position Who owes what, which rights are affected, and what the current order allows.
  • Operating runway What must be paid, what cash is available, and which activities can sustain the business.
  • Creditor agreement Who can support the proposal, who can block it, and which approvals remain outstanding.

Start with the decision you actually need to make

A lender deciding whether to extend a standstill needs a different reading from a supplier deciding whether to release a shipment. A fund buying a claim needs to understand the rights that transfer; an investor buying a productive unit needs to know whether the business can operate on the morning after closing.

Give the local team a specific decision, a deadline and the facts that would change your view. Ask for alternatives with their funding needs and execution risks. This makes a discussion more useful than requesting a general explanation of “the Brazilian process”.

  • Existing creditor: verify your debtor, claim, security, deadlines and the source of any proposed recovery.
  • New investor: identify the transaction perimeter, approval route, cash requirements and conditions to closing.
  • Operating counterparty: assess continued supply, collections, service continuity and exposure to a second failure.
  • Head office or investment committee: ask for an evidence trail, an accountable local team and explicit decision triggers.

What tends to surprise an overseas team

A group’s trading name may cover several debtors, guarantors and operating companies. A decision in one case does not automatically answer the question for all of them. Map the entities before discussing “the group’s debt”.

An initial court order, creditor approval and the grant of restructuring are different milestones. Appeals, asset disputes and negotiations can proceed alongside operations. There may be several clocks running at once: a court deadline, a creditor committee meeting and the date the company runs out of cash.

The quality of communication matters, but relationships do not replace authority. A productive meeting with a bank or fund is not an approved waiver. A supportive supplier may still lack the cash to extend new credit. A founder may resist a viable proposal because control, guarantees and a family legacy are at stake.

Treat these as questions to investigate in the particular case. Neither a national stereotype nor an assumption that every creditor behaves alike will help a team understand the decision in front of it.

Turn information into a workable next step

PreservaCred focuses on business insolvency intelligence in Brazil. Search for the company, examine the case information available, identify relevant creditor information and follow developments through the appropriate service. Our data can help frame the questions that the case file and professional review must answer.

Insolve is PreservaCred’s publication on insolvency. News gives the context at publication; a current assessment also needs later orders, creditor-list revisions and the performance of any operating plan. Cite the page, date and scope you actually used.

Discuss the information you need (Portuguese form)

When the next step involves negotiating with creditors or executing a turnaround, Ritus Partners (opens in a new tab), a PreservaCred restructuring partner, can be a point of contact for financial and operational restructuring alongside management. Its team has worked with international investors and funds on Brazilian businesses; the proposed mandate needs to reflect the particular case.

References

Sources and further reading

Read the underlying source alongside the analysis. Check its date, scope and any later decision affecting the case.

This guide provides general information. Decisions about a specific case should rely on the court record and advice from qualified professionals.

When citing this guide’s explanations or data, credit PreservaCred and link to this page. Keep the relevant dates and scope, and link directly to any official record, data panel or report you used.