华南第三大沥青厂引入投资人破产重生，曾负债数十亿濒临停摆

Core Viewpoint - The Guangdong High People's Court has released typical cases of bankruptcy reorganization services that support the development of the private economy, highlighting a case involving a major asphalt producer in South China that successfully revitalized through market-oriented bankruptcy principles [1]. Group 1: Company Overview - The company, a significant asphalt producer in South China, ranks third after PetroChina and Sinopec, generating approximately 10 million yuan in annual tax revenue [2]. - The company faced severe financial difficulties due to a bond market default by its shareholders, leading to a broken capital chain and debts amounting to several billion yuan, putting over a hundred employees at risk of unemployment [2]. Group 2: Bankruptcy Reorganization Process - A creditor applied for the company's reorganization, prompting the Zhuhai Intermediate People's Court to initiate pre-reorganization, facilitating consensus on repayment methods and operational models with major creditors and potential investors [2]. - The court merged the company with five subsidiaries to maximize reorganization value, while guiding the company to maintain production through entrusted processing and operations [2][3]. Group 3: New Reorganization Plan - To advance the reorganization, the court approved a new reorganization plan after it was passed by a creditor meeting, which adjusted the rights of investors to zero due to the company's insolvency, while ensuring the feasibility of the operational plan [3]. - The new plan successfully attracted a strong investor who injected 150 million yuan, allowing the company to resume operations and complete previously stalled projects by July 2025, increasing employee numbers from 180 to 435 [3]. Group 4: Broader Implications - This case exemplifies the effective application of the "reorganization over liquidation" principle, showcasing the court's commitment to rescuing struggling private enterprises and supporting the broader economic and social framework [4].