Confianz

Etiqueta: reestructuración empresarial

  • Sanción régimen FEAC anulada por vulnerar el principio de proporcionalidad

    La multa de 10.000 euros por comunicar tardíamente el régimen FEAC ha sido recientemente anulada por el Tribunal Superior de Justicia de Castilla y León. Esta sentencia de julio de 2025 cambia las reglas  para miles de empresas que realizan operaciones de reestructuración.

    ¿Tu empresa hizo una fusión, escisión o aportación de activos y comunicaste tarde el régimen especial? Hasta ahora, la Agencia Tributaria aplicaba automáticamente una sanción fija de 10.000 euros. Sin embargo, el TSJ acaba de establecer que esta práctica vulnera el principio de proporcionalidad.

    Por qué se anula la sanción del régimen FEAC

    El artículo 89 de la Ley del Impuesto sobre Sociedades establece que las operaciones de reestructuración empresarial se acogen por defecto al régimen fiscal especial de neutralidad. No hace falta optar expresamente. Solo hay que comunicarlo en tres meses.

    Pero ¿qué pasa si comunicas fuera de plazo?

    La Administración Tributaria venía imponiendo una sanción fija de 10.000 euros por cada operación no comunicada, sin distinguir entre falta absoluta de comunicación y presentación tardía. Esta rigidez acaba de caer.

    El TSJ analiza un caso donde una empresa presentó la comunicación ocho meses tarde, pero voluntariamente y antes de cualquier requerimiento. La Administración impuso la sanción automática sin valorar que no hubo perjuicio económico ni ánimo defraudatorio.

    La sentencia es contundente. El tribunal establece que imponer una sanción fija sin posibilidad de modulación vulnera el principio de proporcionalidad cuando la conducta no causa perjuicio a la Hacienda pública.

    ¿Por qué no hay perjuicio? Porque desde 2015 el régimen FEAC se aplica por defecto salvo renuncia expresa, por lo que la comunicación es un requisito meramente formal cuyo incumplimiento no afecta a la aplicación del régimen.

    Cuándo aplicar el régimen FEAC sin sanciones

    El régimen fiscal especial de neutralidad permite realizar fusiones, escisiones, aportaciones de activos y canjes de valores sin tributación inmediata. Es una herramienta fundamental para reestructurar empresas de forma eficiente.

    No se exige optar expresamente por este régimen para su aplicación. Simplemente opera. Pero hay un único requisito formal: comunicar a la Agencia Tributaria qué operación hiciste.

    El plazo es de tres meses desde la inscripción de la escritura pública en el Registro Mercantil o desde su otorgamiento si no requiere inscripción.

    Hasta ahora, la normativa establecía que la falta de comunicación constituye infracción tributaria grave sancionable con multa fija de 10.000 euros. El matiz clave: la norma no distinguía entre no comunicar nunca y comunicar tarde.

    El TSJ introduce ahora proporcionalidad. La sentencia se apoya en jurisprudencia del Tribunal de Justicia de la Unión Europea y del Tribunal Supremo que establece que las sanciones no deben ir más allá de lo necesario para garantizar la recaudación y prevenir el fraude.

    ¿Resultado? Si presentaste la comunicación tarde pero voluntariamente, sin perjuicio económico y sin intención defraudatoria, tienes argumentos sólidos para impugnar la sanción.

    Cómo proteger tu empresa del régimen FEAC

    La sentencia no elimina la obligación de comunicar. Tampoco convierte la comunicación tardía en algo deseable. Lo que hace es introducir sentido común en un sistema que aplicaba sanciones automáticas.

    En Confianz, cada semana vemos empresas que realizan operaciones de reestructuración sin asesoramiento fiscal especializado. Firman la escritura, la inscriben en el Registro Mercantil y se olvidan de comunicar el régimen FEAC a Hacienda.

    Tres meses después llega la sanción. Y hasta ahora, no había defensa posible.

    Esta sentencia abre una vía. Pero requiere trabajo. Hay que demostrar tres elementos clave: presentación voluntaria antes de requerimiento, ausencia de perjuicio económico y falta de ánimo defraudatorio.

    El TSJ recuerda que la normativa ya prevé una cláusula antiabuso para supuestos de fraude. Si hay fraude, Hacienda puede inaplicar el régimen y eliminar la ventaja fiscal. Pero si no lo hay, la sanción automática no se sostiene.

    Un dato relevante: el TSJ no admite el argumento de perjuicio en el control tributario cuando la comunicación se presenta antes del vencimiento del plazo de declaración del Impuesto sobre Sociedades.

    La realidad práctica: esta es una sentencia de un Tribunal Superior de Justicia, no del Tribunal Supremo. Por tanto, no establece jurisprudencia vinculante para toda España. Pero sienta precedente.

    ¿Tienes una sanción por comunicación tardía del régimen FEAC? Revísala. ¿Cumples los requisitos que valora el TSJ? Entonces tienes opciones de impugnación.

    ¿Vas a hacer una operación de reestructuración? No improvises. El régimen FEAC tiene requisitos sustantivos más allá de la comunicación. Hace falta demostrar motivos económicos válidos, porque la ausencia de estos puede implicar la inaplicación del régimen Fiscal Impuestos.

    En Confianz diseñamos operaciones de reestructuración que cumplen todos los requisitos desde el principio. Comunicaciones en plazo, documentación de motivos económicos válidos y seguimiento de plazos. Porque anticiparse sale más barato que corregir.

    La sanción automática de 10.000 euros ya no es tan automática. Pero eso no convierte la comunicación tardía en una opción razonable. Hazlo bien desde el principio o tendrás que pelearlo después.

    Contáctanos para poder asesorarte.

  • Tax control of holding companies increases following new interpretations by the TEAC

    The inspection of holding companies following the 2024 TEAC rulings has intensified tax scrutiny of corporate structures that use the special FEAC regime. The interpretative changes made by the Central Economic-Administrative Court mark a turning point in the supervision of these operations. Companies can no longer rely solely on formal compliance with legal requirements.

    The rulings of 22 April, 19 November and 12 December 2024 have established stricter criteria. The TEAC now examines in greater depth the valid economic reasons justifying each operation. This new doctrine has a direct impact on corporate restructuring and tax planning strategies for corporate groups.

    The creation of holding companies has slowed considerably due to fears of the tax authorities. Tax advisers report «brutal legal uncertainty» that is paralysing numerous business reorganisation projects. It is therefore essential to understand the new parameters for tax inspection.

    The criteria applied by the inspectorate to holding companies following the TEAC 2024 rulings

    The most significant change lies in the requirement for valid economic reasons beyond mere tax savings. The inspection must now assess whether there is a real business purpose behind each FEAC transaction. This new approach requires companies to thoroughly document the commercial reasons for their restructuring.

    In addition, the TEAC has modified the way in which transactions considered abusive are regularised. Tax advantages can only be regularised to the extent that they are realised. This means that the tax authorities cannot correct the entire latent capital gain in one go.

    The court has determined that only the abusive effects of the tax advantage obtained should be eliminated. This modular approach allows tax corrections to be adjusted on a year-by-year basis, as distributed profits materialise or capital gains are realised.

    The inspection of holding companies following the TEAC 2024 rulings has also refined its temporal analysis. The control bodies can review future periods when the tax advantages are progressively materialising. This extension in time requires continuous monitoring by companies.

    Defensive strategies in the face of the new tax inspection of holding companies

    To successfully deal with inspections of holding companies following the TEAC 2024 rulings, companies must implement robust preventive measures. Prior documentation of valid economic reasons becomes the key element of any defensive strategy.

    The first line of defence is to reliably prove that the transaction responds to real business needs. This includes expansion projects, operational efficiency, centralisation of resources or improvement in group management. The TEAC does not consider the placement of future profits under a holding company to be abusive when there is business justification.

    It is essential that the holding company carries out effective economic activity. It must charge for services at market prices or receive dividends as justified consideration for its role within the group. Merely holding shares without additional activity is insufficient under the new criteria.

    Internal control of allocated expenses is another critical aspect. Companies must avoid charging partners’ personal expenses without adequate documentary support. The inspection thoroughly examines whether the expenses truly respond to business needs.

    The preparation of adverse scenario tax simulations allows for the anticipation of possible corrections. This proactive planning facilitates informed decision-making on dividend distributions and share sales. In this way, future regularisation does not take the company by surprise.

    New tax challenges

    At Confianz, we understand that the inspection of holding companies following the TEAC 2024 rulings requires a comprehensive and personalised approach. Our methodology combines exhaustive technical analysis with business pragmatism. We do not impose standard solutions, but rather adapt each strategy to the specific needs of the business group.

    Our work process is structured in three complementary phases. First, we carry out an in-depth diagnosis that identifies all FEAC operations carried out, analyses their economic motivation and assesses their vulnerability according to current TEAC criteria. This assessment allows us to determine the actual level of tax exposure.

    Next, we develop the supporting documentation and defence strategy. We generate all the necessary documentation to support the company’s position in the event of an inspection. This includes corporate minutes, financial reports, business plans and any other supporting documentation that substantiates the business reasons for the transactions.

    Finally, in cases presenting greater risk, we suggest adjustments or restructuring to minimise future exposure. These changes always respect the group’s business logic and do not compromise operational efficiency. The aim is to maintain commercial advantages while reducing tax risk.

    What sets Confianz apart is the balance between technical vision and practical application. We do not design sophisticated structures without real economic substance. We are committed to consistency between tax strategy, effective business operations and the ability to defend ourselves before the tax authorities.

    The new tax reality requires companies to review their structures with more demanding criteria. It is no longer enough to comply with legal formalities; operations must be justified from a real business perspective. If your group has implemented holding companies or is planning a restructuring, now is the time to evaluate each operation and shield it appropriately.

    We invite you to learn more from our tax expert in this video.

  • Key points for preparing your family business for restructuring

    In Spain, family businesses are the backbone of our economy: more than 1.1 million companies representing 92% of the business fabric and generating 70% of private employment. With such significant figures, any restructuring process in this sector has a fundamental impact not only on the business families themselves, but on society as a whole.

    However, the reality is stark: only 29.3% of family businesses manage to survive at least one generational change, and barely 1.2% reach the third generation. Recent cases such as Celsa, Naviera Armas and Rator remind us that poor planning can lead to loss of family control, destructive conflicts and erosion of business value.

    Anticipating restructuring is a necessity if you want to protect the value, continuity and legacy of your company, as we have also explained in our video podcast. This list will help you prepare for an orderly, efficient restructuring with control over the process.

    1. Analyse your financial situation objectively

    Before making any structural changes, you need a complete, unfiltered financial overview. Review your current liquidity, debt levels, operating cash flow and profit margins. Do not settle for the data you already know: request independent analyses that include optimistic, realistic and pessimistic projections.

    Practical tip: Prepare an up-to-date financial dossier that you can present to potential investors, partners or financial institutions. In 2023, 43% of mergers and acquisitions in Spain involved family businesses, demonstrating the constant activity in this sector.

    Checkpoint: Are you clear about your self-financing capacity for the next 24 months?

    2. Assess the corporate and governance structure

    Your current structure may be a legacy of the past, not the solution for the future. Review whether the share distribution, shareholder agreements and family protocols are aligned with your current objectives. Many family businesses have complex structures that hinder agile decision-making.

    Practical tip: Map out who has real decision-making power, who can block operations, and what mechanisms exist to resolve conflicts. If there is no up-to-date family protocol, developing one should be a priority.

    Checkpoint: Does the current structure facilitate or complicate the strategic decisions you need to make?

    3. Prepare a tax assessment prior to any changes

    Tax surprises can ruin even the best restructuring. Anticipating this means identifying potential hidden capital gains, optimising asset transfers and assessing the tax implications of mergers, spin-offs or changes of control. A poorly executed spin-off can generate unnecessary tax costs that compromise the entire operation.

    Practical tip: Work with tax advisers who specialise in family businesses to model different restructuring scenarios. Each alternative should include its actual tax impact, not just the operational advantages.

    Checkpoint: Do you know the tax cost of each restructuring option you are considering?

    4. Assess your workforce and internal leadership

    Even the best restructuring plan will fail without the right team. Assess whether your current workforce, especially the management team, can sustain a new phase or operating model. Internal conflicts and a lack of prepared leadership are common causes of failure in restructuring.

    Practical tip: Identify key professionals whose departure could jeopardise the operation. Develop specific retention plans and assess whether you need to bring in external talent for critical roles.

    Checkpoint: Do you have the leadership necessary to execute and sustain the planned changes?

    5. Communicate clearly and in a timely manner

    Lack of internal communication breeds resistance, talent drain and destructive rumours. Poorly communicated restructuring can become a self-fulfilling prophecy of failure. Employees, partners and stakeholders need to understand not only what is going to change, but why it is necessary and how it affects them.

    Practical tip: Design a communication plan with differentiated messages for each audience: business family, employees, customers, suppliers, and financial institutions. Involve key leaders from the beginning of the process.

    Checkpoint: Do you have a structured communication plan that prevents speculation and rumours?

    6. Consider the family and generational context

    Almost 70% of family businesses do not survive the first generational handover. Unresolved family tensions can explode during a restructuring, turning a business process into a destructive personal conflict. It is essential to separate family dynamics from business decisions.

    Practical tip: If there are underlying family conflicts, resolve them before beginning the restructuring. Consider professional family mediation and establish clear decision-making mechanisms that do not depend on complex family consensus.

    Checkpoint: Are family relationships an asset or a risk to the restructuring process?

    7. Design a structured plan with timelines, responsible parties and scenarios

    Restructuring without a plan is costly improvisation. You need a clear roadmap with specific milestones, defined responsibilities, and alternative scenarios. Planning in advance is always better than deciding in a crisis, when options are limited and costs multiply.

    Practical tip: Develop a realistic timeline that includes time for negotiations, due diligence, legal procedures, and organisational adaptation. Each phase should have measurable success criteria and review points.

    Checkpoint: Do you have a detailed plan that you can follow and adjust as circumstances evolve?

    8. Seek legal, tax and financial advice from the outset

    The cases of Celsa, Rator and Naviera Armas demonstrate the serious consequences of inadequate planning. Reactive restructuring, managed under pressure from creditors or crises, dramatically limits options and can result in the loss of family control.

    Practical tip: Seek out advisors with specific experience in family businesses and restructuring. Not all professionals understand the particularities of managing family and business interests simultaneously. The difference between planned and reactive restructuring can be the survival of your business.

    Checkpoint: Do you have a comprehensive advisory team that understands both the technical aspects and family dynamics?

    Your next step

    A well-prepared restructuring preserves value, talent, control and family legacy. On the contrary, failing to anticipate can lead to destructive conflicts, costly litigation, loss of control and an unnecessary tax impact that compromises the future of your company.

    Remember that in a planned restructuring, you maintain control of the process and decisions. In a reactive one, others set the timing, conditions, and outcomes.

    Does your family business need to reorganise or prepare for a new phase?

    At Confianz, we can help you structure the process with a global vision and a practical approach. Request a personalised diagnosis.

  • How company spin-off are managed

    Understanding how to manage company spin-offs requires distinguishing between a full spin-off, a partial spin-off and a segregation. A full spin-off divides all assets into several companies and extinguishes the original company. Partial spin-off transfers an economic unit to another created or existing one, without extinguishing the original one. Segregation is similar to partial segregation but involves a more specific transfer of assets.

    First the spin-off project is prepared: it identifies the companies involved, assets, liabilities, valuations, spin-off balance sheet, exchange fees and accounting effect date. It also defines special rights and examines how they fit into the tax neutrality regime. The existence of an «economic unit» is key to the partial spin-off.

    2 Legal approval and tax neutrality

    Once the project has been drafted, an independent expert’s report is required if a company is a public limited company. A shareholders’ meeting is then convened for approval. If approved unanimously, the resolution is published in the BORME or provincial newspaper.

    It is then notarised and registered in the Mercantile Register. It is also communicated to employees and creditors who may be affected.

    In order to qualify for the tax neutrality regime, it must have a valid economic rationale and comply with corporate income tax requirements. This regime does not allow latent income from tax-value differences to be included.

    3 How company spin-off are managed, operational effects and monitoring

    After registration, tax and labour formalities are carried out. The spun-off company is deregistered with the tax and social security authorities and the beneficiaries are deregistered and registered as appropriate.

    The new balance sheets and accounting records must also be incorporated. The spin-off balance sheet may differ from the last approved balance sheet and include adjustments for real value. However, its contestation does not suspend the spin-off.

    Operationally, it is essential to plan the transition. Confianz facilitates integration between separate units, defines governance structures, independent systems and technological supports. This ensures operational continuity and avoids duplication.

    What we do at Confianz

    • Strategic design of the spin-off project with identification of business units, valuations and operational objectives.
    • Fiscal neutrality management, verifying economic purpose, avoiding tax risks and guaranteeing access to the FEAC regime.
    • Legal and vocal coordination: expert reports, meetings, public deeds, registration and official announcements.
    • Internal and external communication plan, informing employees, creditors and affected parties, managing expectations.
    • Operational implementation, with separation of functions, technology and accounting appropriate for each new company.
    • Post-decision monitoring, to verify tax and legal compliance, ensuring the effectiveness of the new business model.

    At Confianz we design and execute each step, with a practical and human approach, facilitating a business transformation that brings stability and value. If you need to structure a spin-off, we can help you do it with confidence and vision. In our restructuring playlist you can find more information on this topic.

  • The ideal time to restructure a company

    Although no company is born with the need to be restructured, growth and diversification often create challenges that make it imperative to rethink the organisational structure. But when is the right time to restructure your company? Let’s look at the key signs and some practical examples.

    Why does growth drive the need for restructuring?

    As a company grows, it is common for it to diversify its business lines, broadening its portfolio beyond its core business. This diversification, while beneficial, introduces different types of risks that need to be properly managed. Manuel Urrutia of Confianz points out that growth can generate financial and operational stresses that require restructuring to be managed effectively.

    Signs indicating the need to restructure

    1. Financial risk: If different business areas have disparate payment and collection schedules or inconsistent cash flows, it is advisable to consider separating these units into different legal entities. This strategy facilitates negotiation with investors and financial institutions, allowing for more efficient management of financing needs.
    2. Labour risk: Companies with divisions that have significantly different labour requirements, such as variations in the number of employees or union obligations, may benefit from restructuring. By segmenting these units, the labour particularities of each can be managed more effectively.
    3. Commercial or operational risk: Different business units may serve different types of customers or have different profitability margins. A restructuring allows commercial and operational strategies to be tailored to the specific needs of each segment, thereby optimising the company’s overall efficiency and profitability.

    Practical cases of restructuring in Spain

    In Spain, several companies have successfully restructured to adapt. For example, Clínica Baviera, specialising in eye care, has experienced significant growth, expanding to 135 clinics in Europe and performing 180,000 interventions per year. This expansion has required a restructuring to efficiently manage its operations and maintain its focus on reliable techniques and continuing education.

    Another example is Caser, the Spanish insurer which, under the new leadership of Juan Estallo, has initiated an organisational transformation with a clear focus on the customer. This restructuring aims to create a more flexible and market-oriented organisation, strengthening key areas such as technology, human resources and strategy.

    In addition, Banco Sabadell decided to move its headquarters back to Catalonia after several years in Alicante. This strategic move, in the midst of a takeover bid by BBVA, seeks to secure the loyalty of Catalan shareholders and to take advantage of a more stable political climate in the region.

    Benefits of well-planned restructuring

    Adequate restructuring can offer multiple benefits:

    • Resource optimisation: Aligning the organisational structure with the specific needs of each business unit allows for a more efficient allocation of financial and human resources.
    • Improved risk management: By segmenting business units according to their risk profiles, it facilitates the implementation of more effective mitigation strategies.
    • Increased profitability: Tailoring operational and commercial strategies to the particularities of each segment can lead to improved profit margins.
    • Attracting investors: A clear and well-defined organisational structure can be more attractive to potential investors, facilitating access to capital for future expansion.

    It is important to stress that restructuring is not a one-off event, but a continuous process that must be aligned with the evolution and growth of the company. As our chairman, Manuel Urrutia, points out, «when you start with restructuring, you don’t stop seeing improvement actions, so it’s a virtuous circle».

     

     

    Are you considering a restructuring for your company? Our team of experts is ready to help you identify the opportunities and strategies that best suit your needs. Contact us for a personalised consultation and find out how we can boost the success and sustainability of your business.

  • What we have learned in these two years of insolvency reform in Spain

    Time goes by, and with it, the evolution of the legal and practical framework surrounding Law 16/2022 on insolvency reform. Two years after its entry into force, it is time to take stock, but not with a superficial view. The reality of corporate restructuring in Spain has changed, and this change is accompanied by lessons learned, challenges overcome and challenges to be solved.

    Pre-bankruptcy practice

    It is not news that restructuring plans are now the central focus to avoid insolvencies in Spain. However, numbers and experiences make it clear that we are not facing an easy path. Three out of four plans are still non-consensual, a fact that reflects the fact that reaching agreements between creditors and debtors is more complicated than it seemed.

    In addition to this, there has been a marked increase in litigation. Increasingly, courts are the arena where the limits and possibilities of restructuring plans are defined. Is this a bad thing? Not necessarily. This litigiousness has served to clarify key concepts, such as the perimeter of affectation or class formation, fundamental elements that are still under debate.

    At Confianz, we have seen first-hand how these disputes can become opportunities. Anticipation and clarity of strategy are key to avoiding problems that can otherwise escalate quickly.

    Innovations that have made a difference

    Internal financing and new financing have become undeniably important. This not only means more options for distressed companies, but also a change in how the affected credits are structured within aircraft. This type of financing has proven to be a lifesaver for many companies, although there is still room for simplification and standardisation in its application.
    Another element that deserves attention is the figure of the restructuring expert. Their role has established itself as an essential part of ensuring that aircraft are viable and have a real impact on business survival. But not all experts are the same. Experience and practical insight make the difference between a successful restructuring and one that falls by the wayside.

    The future of restructuring

    Increasing judicial scrutiny is a double-edged sword. On the one hand, it ensures that restructuring plans meet high technical and legal standards. On the other hand, it increases the complexity and time needed for approval. This brings an uncomfortable reality to the table: companies that act late have less room for manoeuvre.

    The tendency for creditors to file aircraft is still limited. Although this could change in the future, for now, the burden of initiative lies with the debtor. This fact underlines the importance of being well advised from the outset. At Confianz, we have learned that acting quickly and clearly in the early stages can make the difference between saving a company or letting it fall.

    Finally, the capitalisation of claims, although not widespread, offers an interesting horizon for certain companies. This mechanism, together with the strategic design of creditor classes, remains an under-utilised tool with enormous potential.

    The insolvency reform is not a magic solution, but it has opened doors that were previously closed. It has moved terms such as «restructuring plans», «scope of affectation» or «internal financing» out of the technical realm and into the day-to-day business world. However, its practical application remains as much an art as a science.

    At Confianz, we understand that every company is different and that standard solutions do not work in such complex contexts. That’s why we focus on offering customised strategies that combine technical robustness and flexibility. Experience has taught us that, although laws are important, what really makes the difference is how we apply them.

  • The evolution of the insolvency system in Spain

    In recent years, the insolvency system in Spain has undergone significant changes that seek to adapt. In 2023, 21,298 insolvency proceedings were registered, and this year a significant increase is expected, reaching 33,623 insolvency proceedings, according to data from the General Council of Economists. This increase represents a 25% increase in corporate insolvencies and a 75% increase in individual insolvencies. These figures highlight not only the current economic challenges, but also the urgency of modernising and strengthening the system to ensure a safer and more dynamic environment.

    Bankruptcy proceedings and the situation of micro-enterprises

    In Spain, 81.5% of insolvencies are «insolvencies without mass», i.e. they lack sufficient assets to cover the costs of the process. i.e. they lack sufficient assets to cover the costs of the process. In these cases, the figure of the insolvency administrator is not mandatory, unless it is requested by a creditor, which is rarely the case. This situation raises doubts about the effectiveness of the proceedings in ensuring fairness and legal certainty for all parties involved.

    The electronic procedure for micro-enterprises, an innovation designed to streamline these processes, has had a low take-up. This could be due to technical barriers, lack of knowledge or lack of confidence in its effectiveness. Given that microenterprises represent a fundamental part of the Spanish business fabric, it is crucial to promote and facilitate access to these procedures, ensuring greater equity and efficiency.

    An added challenge is the lack of updating of insolvency administrators’ fees, which have not been adjusted to the CPI for 20 years. This not only discourages new professionals from entering the sector, but has also led to a decrease in the number of active administrators. This aspect is key to the sustainability of the system and deserves priority attention in future reforms.

    Restructuring plans

    Restructuring plans have been one of the great bets of the Consolidated Text of the Insolvency Act. This pre-bankruptcy tool allows companies to renegotiate their debts and avoid insolvency. Although its use is growing, it is still limited, especially among small and medium-sized enterprises (SMEs).

    Restructuring plans not only benefit companies by allowing them to maintain their operational activity, but also have a positive impact on the economy by reducing unemployment rates and maintaining growth assets. However, for this tool to serve its purpose, it is necessary to simplify the associated processes and to increase outreach to companies that could benefit from it.

    The future of the insolvency system in Spain

    The insolvency system must evolve to adapt to the new economic and social challenges. One of the fundamental pillars is the professionalisation of insolvency administrators. Ensuring that these professionals have continuous training in legal, economic and management areas is essential to ensure transparent and efficient processes.

    In addition, the new Insolvency Administration Regulation is expected to introduce significant improvements. This text could address issues such as the updating of fees, the regulation of access to the profession and the more efficient management of resources in insolvency proceedings. The possibility of converting insolvency administration firms into professional partnerships is also being considered, which could improve the quality and efficiency of case management.

    An opportunity to build a stronger system

    The increase in insolvency proceedings is a reflection of the current economic challenges, but it also presents an opportunity to improve the insolvency system in Spain. Tools such as restructuring plans, the digitalisation of processes and the professionalisation of insolvency administrators can make a big difference in the way companies deal with insolvency situations.

    At Confianz, we work to offer customised solutions to help companies overcome these challenges. From advising on restructuring plans to the comprehensive management of bankruptcy proceedings, we are committed to protecting our clients’ assets and ensuring their business continuity.