List of insolvent companies, PER, PEAP and PEVE

There are decisions that seem small, but that change everything. Selling on credit, continuing to supply after a delay, accepting a long-term payment plan. A simple insolvency check, PER, PEAP and PEVE can be the difference between receiving payment this year or watching the debtor collapse without being able to do anything.

When a debtor enters a formal restructuring phase or insolvency proceedings, the rules change and time is no longer on the creditor's side. This article was written for creditors who want to act based on facts, understand what each stage means, and choose the next step quickly, without improvisation.

Throughout this text you will learn where to find official information, how to interpret what you find, and what to do when there is already an overdue debt. You will also understand how to reduce risk before selling, because many losses begin months before the "official default".

What do PER, PEAP, and PEVE mean in practice?

When we talk about insolvency, PER, PEAP and PEVE, we are not referring to a single list in a closed file. In practice, it is procedural publicity information, available on official justice platforms, that allows you to confirm whether there is a process associated with a company or an individual. The objective is simple: to know if there is a process and at what stage it is.

For a creditor, this is a risk radar. It helps them decide whether it still makes sense to negotiate directly, whether to proceed with formal means, or whether to prepare a claim for debt within tight deadlines. The great advantage is cutting out promises and sticking to reality.

Where can I find official information about insolvency, PER, PEAP and PEVE?

If you want to use this verification with confidence, the rule is to use official sources and keep proof of what you found. The public consultation of Citius and the procedural publicity associated with insolvencies and special proceedings allow you to search by NIF (tax identification number), NIPC (company tax identification number), company name or case number, and confirm published references.

The most important point is not to memorize links, but to create a routine. Before granting credit, before extending deadlines, before continuing to supply when there are already delays. In a B2B context, this quick check can prevent your company from financing the collapse of another.

Why is this consultation of such interest to creditors?

Most creditors only seek this information when they are already in arrears. There's an overdue bill, unanswered phone calls, promises of "next week," and the debtor starts to disappear. The problem is that, when the case goes to court, the room for maneuver usually shrinks.

In insolvency proceedings, the logic is collective, and there is an order of payments and priorities. In a PER (Special Recovery Plan) or PEVE (Special Recovery Plan for Small Businesses), structured negotiation may occur, affecting actions and executions. In a PEAP (Special Recovery Plan for Small Businesses), the logic is closer to a payment agreement, often impacting creditors and deadlines. Knowing where the debtor stands allows for choosing the right strategy.

If you're already behind schedule and want to act without wasting time, start by structuring the pressure and proof in Extrajudicial Collection. A firm and documented performance improves negotiating power and prepares the ground should you need to take further action.

Insolvency: when the game changes completely

When a consultation indicates insolvency, one thing must be assumed: "normal" debt collection ceases to be normal. Insolvency is regulated by... Insolvency and Business Recovery Code (CIRE) And, in practical terms, it means that the debtor is unable to meet overdue obligations. From here on, each week becomes a burden.

The creditor must consider two key aspects: protecting the credit quickly and ensuring that deadlines for claiming and enforcing rights are met. Standing still is one of the most costly decisions, because deadlines advance and the financial situation can worsen.

If you need a framework and strategy to transform non-compliance into action, align your path with... Debt Collection Action. In many cases, the approach and timing make more of a difference than the "harshness" of the approach.

PER: Special Revitalization Process

The PER (Special Recovery Plan) is a mechanism designed for companies that can still be recovered, but are in a difficult economic situation or facing imminent insolvency. For the creditor, when a PER appears, the interpretation should be clear: there is real financial pressure and there is a process that can lead to a plan with creditors.

This can be an opportunity to recover some of the debt with a realistic plan, but it can also be a way for the debtor to buy time if the creditor doesn't act methodically. What determines the outcome is the ability to read the case, gather evidence, and defend one's position in the negotiation.

If you have business debts and want to focus your efforts, explore Credit and Business Debt Recovery. Often, the best result comes from a combination of well-applied pressure and quick, legal choices.

PEAP: Special Process for Payment Agreement

Many people confuse the processes, but the PEAP has its own logic. As a rule, it is a special process for payment agreements, often associated with individuals, but it may be of interest to the creditor whenever there are personal guarantees, guarantors, sureties, or when the debtor acts as a sole trader.

If your case involves individuals, income, installments, or debts with a personal component, it is essential to adapt the strategy. The form of proof, communication, and expectation of recovery are different from the typical B2B scenario.

For this context, see Debt and Credit Recovery. Acting early is particularly important when income and assets are limited.

PEVE: Extraordinary Process of
Business Viability

The PEVE (Special Economic Viability Plan) was conceived as an extraordinary mechanism for enabling debt restructuring, with its own rules. For the creditor, the essential point is not to discuss the theory, but to understand that there may be an urgent attempt at reorganization and that deadlines and negotiation take on greater importance.

When a PEVE (Special Economic Viability Plan) emerges, don't accept a "pretty plan" without reading the context. It's crucial to understand who the other creditors are, what part of the liabilities are covered, what happens if the plan fails, and what the effective guarantees are. Without this, the creditor is essentially financing hope.

How should we interpret the research results?

This is where many get lost: they see a result and don't know if it's "serious" or "so-so." The interpretation should be simple and pragmatic. Insolvency is a maximum risk because the logic becomes collective and the deadlines are critical.

PER and PEVE indicate high risk and a structured negotiation phase, where the creditor must protect their position and reduce exposure. PEAP points to a payment plan negotiation, often requiring formalization and very well-organized proof.

And there's an important detail: there can be results even if the debtor says "it's nothing." This consultation exists to cut through the noise and establish the facts.

What should you do when a client enters one of these processes?

If you already have overdue invoices and discover there's a lawsuit, you need a cash flow plan and a legal plan. Not an emotional plan, nor a plan based on promises. The first step is to mitigate the risk: suspend credit supplies, review limits and conditions, and put everything in writing.

Next, gather evidence methodically: contracts, invoices, delivery notes, emails, work acceptance documents, proof of delivery. In parallel, define priorities. In some cases, the goal is to recover quickly; in others, it's to secure a position in the process and avoid missing deadlines.

If you want a clear overview of the legal avenues when documentation exists, consult Injunctions and Executive Actions. When the process is well-organized, the difference between acting and postponing can be what separates recovery from loss.

The part that almost nobody does: hedging the risk before selling.

This verification isn't just for "putting out fires." It's for prevention. Before accepting a new client, before increasing credit limits, before renewing a contract, before continuing to supply those who are already in arrears.

Simple routines greatly increase security. For example:

• Periodic verification by Tax Identification Number (NIF) or Taxpayer Identification Number (NIPC) before granting credit and whenever there are delays.
• Monthly review of the largest debtors.
• Conditions updated when there is a sign of risk.
• A requirement for partial advance payment when exposure increases. This is not distrust, it's management.

If debt already exists: negotiate or go to court?

When there is a sign of risk, many creditors fall into the wrong cycle: they postpone payments, accept promises, extend the deadline, and continue providing services. The right question is simpler. Does the debtor have real capacity and is he fulfilling a credible plan, or is he buying time?

If there is genuine capacity to negotiate, you can, but with protection and proof. If the debtor is stalling, proceed with formal means. For commercial debts, an injunction can be an effective way to obtain an enforceable title when documentation exists. For secured debts, enforcement proceedings may allow for seizure of assets.

For a practical guide on collection strategy, explore Debt Collection. The point is not to be "tough," it's to be quick and to the point.

Mistakes that cost you dearly.

Knowing that a process exists isn't enough. What destroys results is ignoring the warning and continuing to increase exposure. A typical mistake is discovering the process and still accepting new orders on credit "so as not to lose the customer." Another common mistake is not collecting proof of delivery and then not being able to effectively claim the credit.

It's also dangerous to miss deadlines by thinking that "someone else will sort it out" without active management. And finally, there's the confusion between company and personal guarantees: in many cases, administrators, partners, guarantors, or sureties can be key to the outcome, but only if they are dealt with in time.

The role of guarantees during restructuring.

In restructuring phases, guarantees determine who recovers and who is left to assist. Therefore, look at your credit and ask yourself three questions: Do you have real guarantees? Do you have a personal guarantee, such as a surety or endorsement? Do you have a reservation of title or clear and complete proof of supply?

If you are negotiating and want to reduce risk with well-structured agreements, the path usually begins with firm and documented action, often initiated in... Extrajudicial Collection. Negotiating without protection is usually just a postponement.

Conclusion

Insolvency, PER, PEAP, and PEVE are not mere administrative details. They are signs that alter timelines, negotiating power, and often the actual probability of recovering your money. The sooner you confirm the situation and gather evidence, the more options you have, whether to negotiate with protection or to pursue the correct legal course of action.

The most costly mistake is waiting for "another promise" when the risk has already been identified. The winning strategy is simple: reduce exposure, act methodically, and decide quickly.

Researching and confirming a process is simple. The complex part is transforming information into recovery, within deadlines and with strategy. It makes sense to speak with a professional when the amount owed is significant, there is a risk of total loss, there are multiple creditors, there are guarantees, or when the debtor has entered insolvency, PER, PEAP or PEVE.

If you want to assess your case and build a recovery strategy quickly and safely, talk to our team. debt recovery lawyers.