{"id":60413,"date":"2020-07-21T00:00:00","date_gmt":"2020-07-20T22:00:00","guid":{"rendered":"https:\/\/llyc.global\/2020\/07\/21\/quando-a-reestruturacao-e-a-melhor-ou-unica-opcao\/"},"modified":"2020-07-21T00:00:00","modified_gmt":"2020-07-20T22:00:00","slug":"quando-a-reestruturacao-e-a-melhor-ou-unica-opcao","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-br\/ideas\/quando-a-reestruturacao-e-a-melhor-ou-unica-opcao\/","title":{"rendered":"Quando a reestrutura\u00e7\u00e3o \u00e9 a melhor (ou \u00fanica) op\u00e7\u00e3o"},"content":{"rendered":"

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V, W ou u. Economistas, pol\u00edticos e especialistas de todos os tipos n\u00e3o conseguem chegar a um acordo sobre qual ser\u00e1 o ritmo de recupera\u00e7\u00e3o ap\u00f3s a crise econ\u00f4mica derivada do alerta de sa\u00fade da COVID-19. No momento, o \u00fanico ponto com o qual todos parecem concordar diz respeito sobre o impacto brutal que essa situa\u00e7\u00e3o j\u00e1 est\u00e1 causando na atividade empresarial.<\/p>\n

Ap\u00f3s dois meses confinados, pouco a pouco voltamos \u00e0 nossa vida anterior, mesmo que seja lentamente. As limita\u00e7\u00f5es impostas para conter novos surtos e o medo que muitos cidad\u00e3os mant\u00eam s\u00e3o fatores que afetam o consumo \u2013 algo que se reflete no aumento das taxas de poupan\u00e7a, que j\u00e1 est\u00e3o nos n\u00edveis de 2013, segundo dados do Instituto Nacional de Estat\u00edstica (INE).<\/p>\n

REESTRUTURA\u00c7\u00c3O EMPRESARIAL: O CAMINHO PARA A SOBREVIV\u00caNCIA<\/strong><\/h2>\n

Essa situa\u00e7\u00e3o complicada est\u00e1 afetando especialmente setores como o turismo, o varejo ou o setor dependente de bens de consumo, com o consequente risco para a viabilidade futura de muitas empresas, um cen\u00e1rio que j\u00e1 est\u00e1 trazendo \u00e0 tona a possibilidade de tomar decis\u00f5es mais dr\u00e1sticas, por\u00e9m necess\u00e1rias, para garantir a sobreviv\u00eancia e minimizar os danos.<\/p>\n

Nesse sentido, as reestrutura\u00e7\u00f5es corporativas parecem ser uma alternativa inevit\u00e1vel para muitas organiza\u00e7\u00f5es. O ambiente em que as empresas operam mudou radicalmente e ser\u00e1 necess\u00e1rio adaptar as estruturas \u00e0 nova realidade de cada momento. Um processo que, dependendo do tamanho do problema, ser\u00e1 mais intenso ou duradouro e que, para ser encerrado com sucesso, exigir\u00e1 o apoio de diferentes grupos de interesse. Para isso, ser\u00e1 importante identificar suas diferentes fases e as prioridades em cada uma delas, utilizando a comunica\u00e7\u00e3o como ferramenta b\u00e1sica para obter a ades\u00e3o dos stakeholders<\/em> chave.<\/p>\n

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Fase 1: flexibilidade do trabalho <\/strong><\/h4>\n

Esta \u00e9 a primeira medida que as empresas adotaram diante da suspens\u00e3o de suas atividades causada pelo decreto do estado de calamidade. Na grande maioria, a decis\u00e3o foi suspender temporariamente o v\u00ednculo empregat\u00edcio com seus colaboradores, por meio da chamada ERTE (Expediente de Regula\u00e7\u00e3o Tempor\u00e1ria do Emprego), por motivo de for\u00e7a maior, e que poder\u00e1 entrar em vigor, por enquanto, at\u00e9 setembro.<\/p>\n

A partir de ent\u00e3o, muitas organiza\u00e7\u00f5es ter\u00e3o que avaliar se podem reassumir a carga salarial de antes da crise da sa\u00fade. Caso a resposta seja negativa, as alternativas propostas s\u00e3o a busca por solu\u00e7\u00f5es tempor\u00e1rias que deem mais tempo \u00e0 organiza\u00e7\u00e3o (ERTE por raz\u00f5es produtivas e\/ou econ\u00f4micas) ou a redu\u00e7\u00e3o definitiva da for\u00e7a de trabalho por meio da extin\u00e7\u00e3o da rela\u00e7\u00e3o empregat\u00edcia (ERE – Expediente de Regula\u00e7\u00e3o do Emprego- devido \u00e0 perda de contratos e clientes).<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

Nesta fase, o objetivo deve ser facilitar o acordo entre os representantes dos colaboradores e a empresa para minimizar o impacto em ambas as partes. Para isso, \u00e9 importante tomar a iniciativa<\/strong> e explicar com transpar\u00eancia o cen\u00e1rio que a empresa enfrenta, compartilhando os motivos que justificam a inevitabilidade da decis\u00e3o e todas as medidas associadas para proteger a sobreviv\u00eancia empresarial. Algo a se ter em mente \u00e9 que isso \u00e9 incompat\u00edvel com decis\u00f5es a curto\/m\u00e9dio prazo que buscam apenas garantir o lucro empresarial. Portanto, tome cuidado com an\u00fancios financeiros positivos<\/strong> se o relacionamento completo com os colaboradores n\u00e3o tiver sido restaurado antes.<\/p>\n

Al\u00e9m disso, \u00e9 importante ter em conta que o fato de o ambiente geral predispor a aceita\u00e7\u00e3o de uma ERTE, ou uma demiss\u00e3o coletiva como algo irremedi\u00e1vel, n\u00e3o implica em uma aus\u00eancia de conflito<\/strong>. Portanto, ao assumir a ado\u00e7\u00e3o de uma medida dr\u00e1stica com impacto social, tamb\u00e9m devemos antecipar os poss\u00edveis<\/strong> cen\u00e1rios <\/strong>para gerenciarmos o processo de comunica\u00e7\u00e3o e estarmos preparados para cada um deles.<\/p>\n

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\u201cO objetivo deve ser facilitar o acordo entre os representantes dos colaboradores e a empresa para minimizar o impacto em ambas as partes. Para isso, \u00e9 importante\u00a0tomar a iniciativa<\/b>\u00a0e explicar com transpar\u00eancia o cen\u00e1rio que a empresa enfrenta.\u201d<\/h2>\n

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Fase 2: administra\u00e7\u00e3o de caixa no curto\/m\u00e9dio prazo – cash management<\/strong><\/h3>\n

\u00c9 um processo que geralmente coexiste ao longo do tempo juntamente com a flexibiliza\u00e7\u00e3o da m\u00e3o-de-obra e cujo \u00fanico objetivo \u00e9 ganhar tempo para poder buscar solu\u00e7\u00f5es estruturais que garantam o futuro. As primeiras medidas s\u00e3o geralmente a solicita\u00e7\u00e3o de uma morat\u00f3ria para as obriga\u00e7\u00f5es tribut\u00e1rias (adiamento do pagamento do IVA, prorroga\u00e7\u00e3o do pagamento fracion\u00e1rio do imposto sobre as sociedades, prorroga\u00e7\u00f5es de reten\u00e7\u00e3o por conta do IRPF sem sobretaxa…) e com o Seguro Social (solicita\u00e7\u00e3o de adiamento de taxas) \u2013 tudo isso acompanhado pela renegocia\u00e7\u00e3o de contratos com fornecedores e arrendat\u00e1rios.<\/p>\n

Contidas as perdas, a prioridade \u00e9 a busca por assist\u00eancia financeira governamental para atender \u00e0s necessidades de liquidez em condi\u00e7\u00f5es mais favor\u00e1veis \u200b\u200bdo que as do mercado de cr\u00e9dito convencional, uma fun\u00e7\u00e3o que hoje na Espanha est\u00e1 sendo realizada pelo Instituto de Cr\u00e9dito Oficial (ICO) e \u00e0 qual os fundos europeus esperados provavelmente ser\u00e3o adicionados nas pr\u00f3ximas semanas.<\/p>\n

Dada a insufici\u00eancia dessas ferramentas, deve-se buscar alternativas de liquidez. Uma das que vem surgindo com mais for\u00e7a \u00e9 a chamada direct lending<\/em>, empr\u00e9stimos-ponte a altas taxas de juros que lhe permitem sobreviver at\u00e9 o fechamento de uma reestrutura\u00e7\u00e3o de d\u00edvida de m\u00e9dio\/longo prazo \u2013 op\u00e7\u00e3o geralmente fornecida por fundos internacionais especializados em d\u00edvida.<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

O objetivo priorit\u00e1rio deve ser evitar impacto na reputa\u00e7\u00e3o que coloque em d\u00favida a viabilidade do neg\u00f3cio a longo prazo, ou seja, deve-se evitar a todo custo que se inflame a ideia de que a empresa est\u00e1 morrendo. Para isso, ser\u00e1 necess\u00e1rio antecipar o ru\u00eddo gerado por terceiros com interesses contr\u00e1rios (proatividade controlada<\/strong>), ser muito transparente com o mercado<\/strong> para evitar a sensa\u00e7\u00e3o de urg\u00eancia que a falta de informa\u00e7\u00f5es transmite, no caso das empresas listadas, e encontrar aliados<\/strong> que possam refor\u00e7ar a confian\u00e7a no modelo de neg\u00f3cios (por exemplo: seguradoras via classifica\u00e7\u00e3o de cr\u00e9dito).<\/p>\n

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Fase 3: redimensionando os neg\u00f3cios atrav\u00e9s de tr\u00eas linhas de trabalho:<\/strong><\/h3>\n

3.1 Reestrutura\u00e7\u00e3o operacional\/sustentabilidade dos neg\u00f3cios:<\/em><\/strong><\/p>\n

Ap\u00f3s a conclus\u00e3o do processo de desacelera\u00e7\u00e3o e reiniciada a atividade comercial, as empresas se comprometem a avaliar o impacto da COVID-19 em seus neg\u00f3cios recorrentes. Depois disso, muitas delas concluir\u00e3o que suas atividades n\u00e3o v\u00e3o recuperar os n\u00edveis pr\u00e9-crise e que devem adaptar suas estruturas. Como consequ\u00eancia, \u00e9 prov\u00e1vel que haja uma transi\u00e7\u00e3o do ERTE para o ERE, causando redu\u00e7\u00f5es na for\u00e7a de trabalho e tornando definitivas algumas suspens\u00f5es tempor\u00e1rias da rela\u00e7\u00e3o trabalhista. A isso devemos acrescentar o fechamento das unidades de neg\u00f3cios mais impactadas ou a execu\u00e7\u00e3o de desinvestimentos parciais.<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

Nesse tipo de situa\u00e7\u00e3o, a prioridade deve ser garantir que ajustes parciais no trabalho ou nos neg\u00f3cios n\u00e3o afetem a atividade do restante da organiza\u00e7\u00e3o. Para isso, \u00e9 fundamental estabelecer um canal de comunica\u00e7\u00e3o direta com clientes e fornecedores cr\u00edticos<\/strong>, garantindo a manuten\u00e7\u00e3o dos neg\u00f3cios. Essa \u00e9 a \u00fanica maneira de garantir o fornecimento e o fluxo de caixa, algo que ter\u00e1 que ser feito em paralelo com o apoio dos processos de regulamenta\u00e7\u00e3o de emprego ou desinvestimento<\/strong> que se originam.<\/p>\n

3.2 Reestrutura\u00e7\u00e3o financeira<\/em><\/strong><\/p>\n

O aumento dos n\u00edveis de endividamento das empresas durante o confinamento e a redu\u00e7\u00e3o de sua capacidade produtiva devido \u00e0 diminui\u00e7\u00e3o da demanda, juntamente com o consequente impacto na gera\u00e7\u00e3o de fluxo de caixa ou EBITDA, motivar\u00e3o a incapacidade de muitas empresas em atenderem seus compromissos financeiros. Situa\u00e7\u00e3o que, provavelmente, as entidades banc\u00e1rias tentar\u00e3o adiar at\u00e9 o \u00faltimo trimestre devido \u00e0 falta de recursos existentes para cobrir toda a demanda.<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

O grande objetivo \u00e9 garantir uma estrutura financeira sustent\u00e1vel a m\u00e9dio e longo prazo. Algo que ser\u00e1 decidido em um exigente processo de negocia\u00e7\u00e3o com os bancos. Portanto, a comunica\u00e7\u00e3o deve ser uma ferramenta que ajude a criar um clima de opini\u00e3o favor\u00e1vel aos interesses da empresa<\/strong>, facilitando a imposi\u00e7\u00e3o de suas teses em conversas abertas. Para isso, ser\u00e1 essencial transmitir a percep\u00e7\u00e3o da viabilidade<\/strong> do neg\u00f3cio e aumentar a press\u00e3o sobre os tomadores de decis\u00e3o<\/strong>.<\/p>\n

3.3 Processos distress – M&A<\/em><\/strong><\/p>\n

Aqueles que n\u00e3o puderem ter acesso a novos aux\u00edlios banc\u00e1rios ter\u00e3o que procurar alternativas mais exigentes e caras, como o mercado secund\u00e1rio (via extens\u00f5es ou emiss\u00f5es de d\u00edvida) ou capital privado (via entrada no capital ou d\u00edvida). Este \u00faltimo come\u00e7aria a ser considerado no final do ano com a irrup\u00e7\u00e3o de private equities<\/em> ou fundos especializados em determinados setores, o que poderia impor planos estritos de desinvestimento.<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

De maneira semelhante \u00e0 vivida em um processo de reestrutura\u00e7\u00e3o financeira, ser\u00e1 essencial promover um clima de opini\u00e3o favor\u00e1vel<\/strong> que contribua para o sucesso do processo de compra e venda. Nesta tarefa, ser\u00e1 fundamental ter uma hist\u00f3ria que coloque a transa\u00e7\u00e3o como a \u00fanica op\u00e7\u00e3o<\/strong> para economizar neg\u00f3cios e emprego, insistindo na sensa\u00e7\u00e3o de urg\u00eancia<\/strong> e inevitabilidade.<\/p>\n

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Fase 4: Pr\u00e9-licita\u00e7\u00e3o e licita\u00e7\u00e3o de credores<\/strong><\/h3>\n

Essa ser\u00e1 a \u00faltima alternativa existente para as empresas que n\u00e3o conseguiram sua reestrutura\u00e7\u00e3o financeira ou n\u00e3o atra\u00edram o interesse de um investidor e desejam evitar sua dissolu\u00e7\u00e3o. A declara\u00e7\u00e3o volunt\u00e1ria da pr\u00e9-licita\u00e7\u00e3o, antes que o credor exija o processo, facilitar\u00e1 o controle da mesma pelos atuais acionistas.<\/p>\n

Como a estrat\u00e9gia de comunica\u00e7\u00e3o deve ser abordada?<\/em><\/p>\n

Para poder direcionar o processo, os atuais acionistas ter\u00e3o que trabalhar para unir a viabilidade da empresa \u00e0 abordagem futura<\/strong> facilitada por eles. Algo a que devemos acrescentar a identifica\u00e7\u00e3o e ativa\u00e7\u00e3o de terceiros aliados<\/strong> (imprensa, institui\u00e7\u00f5es, sindicatos…) que aumentam a press\u00e3o sobre os tomadores de decis\u00e3o<\/strong> (autoridades judiciais).<\/p>\n

ELEMENTOS-CHAVE A SEREM CONSIDERADOS AO DEFINIR A ESTRAT\u00c9GIA PARA SER DESENVOLVIDA<\/strong><\/h2>\n

Contexto em que \u00e9 realizada e a import\u00e2ncia da esfera pol\u00edtica:<\/u> em compara\u00e7\u00e3o com as ondas anteriores de reestrutura\u00e7\u00e3o, \u00e9 prov\u00e1vel que vejamos um n\u00edvel mais alto de participa\u00e7\u00e3o pol\u00edtica, dada a magnitude da crise. Em particular, as empresas que se beneficiam de algumas medidas excepcionais (como empr\u00e9stimos da ICO) enfrentar\u00e3o maior escrut\u00ednio sobre o tratamento dos colaboradores ou a remunera\u00e7\u00e3o dos executivos, entre outros aspectos.<\/p>\n

Alinhamento dos grupos de interesse<\/u>: \u00e9 importante transmitir a mensagem correta a cada um dos stakeholders<\/em>. Para isso, \u00e9 muito importante conhecer suas percep\u00e7\u00f5es pontualmente e, assim, poder definir uma estrat\u00e9gia que permita que sejam alcan\u00e7adas com os argumentos apropriados.<\/p>\n

Papel chave da imprensa<\/u>: as opini\u00f5es de jornalistas e l\u00edderes de opini\u00e3o especializados podem ser muito influentes, j\u00e1 que t\u00eam acesso a relat\u00f3rios de uma ampla variedade de fontes pr\u00f3ximas ao processo. Esses jornalistas geralmente s\u00e3o r\u00e1pidos, bem informados, com conhecimento financeiro e familiarizados com os aspectos t\u00e9cnicos, e por isso, um di\u00e1logo aberto e confi\u00e1vel com eles \u00e9 essencial.<\/p>\n

\u00a0<\/u>Propaga\u00e7\u00e3o de vazamentos e rumores<\/u>: \u00e9 um processo altamente sens\u00edvel e pode haver vazamentos para a imprensa devido ao grande n\u00famero de assessores que participam (bancos, advogados…), para um concorrente ou fornecedor e tamb\u00e9m devido aos baixos requisitos de confidencialidade na divulga\u00e7\u00e3o. H\u00e1 informa\u00e7\u00f5es privadas que geralmente vazam e devemos estar preparados para agir em cada uma dessas situa\u00e7\u00f5es.<\/p>\n

\u00a0<\/u>Diferentes sensibilidades e culturas<\/u>: Entre os efeitos da globaliza\u00e7\u00e3o est\u00e1 a internacionaliza\u00e7\u00e3o dos processos empresariais. No entanto, a ampla variedade de culturas que influenciam uma negocia\u00e7\u00e3o \u00e9 frequentemente negligenciada. Uma empresa sediada em um pa\u00eds espec\u00edfico pode ter um acionista de refer\u00eancia de um pa\u00eds, e a maioria de seus detentores de t\u00edtulos ser de outro, afinal, uma empresa multinacional opera em muitos pa\u00edses diferentes. A maioria dos pa\u00edses agora est\u00e1 estabelecendo diferentes estruturas legais para proteger empresas vulner\u00e1veis, e as batalhas judiciais de neg\u00f3cios al\u00e9m-fronteiras em v\u00e1rios idiomas, de fato, podem se tornar um dos pr\u00f3ximos grandes desafios de comunica\u00e7\u00e3o.<\/p>\n

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\u201cH\u00e1 informa\u00e7\u00f5es privadas que geralmente vazam e devemos estar preparados para agir em cada uma dessas situa\u00e7\u00f5es.\u201d<\/h2>\n

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