作为亚洲陆地最大、国内规模最大的液化天然气工厂，昆仑能源湖北黄冈液化天然气有限公司（简称黄冈LNG工厂）深陷10年停滞困局，一度是天然气销售公司亏损治理清单上最难啃的硬骨头。

As the largest land-based liquefied natural gas plant in Asia and the largest in China, the Huanggang Liquefied Natural Gas Co., Ltd. of Kunlun Energy (referred to as the Huanggang LNG Plant) has been mired in a 10-year stagnation predicament. It was once the most difficult problem on the list of losses to be addressed by the natural gas sales company.

历经数年攻坚改革、破壁脱困，这座承载能源保供使命的老牌工厂实现华丽蝶变：2025年，黄冈LNG工厂的净利润超1.6亿元，彻底扭转了连年亏损的被动局面，以满负荷生产姿态奔赴高质量发展新征程。

After years of arduous reform and breaking through obstacles to overcome difficulties, this old factory that was responsible for energy supply security has undergone a magnificent transformation: In 2025, the net profit of Huanggang LNG Factory exceeded 160 million yuan, completely reversing the passive situation of consecutive losses and embarking on a new journey of high-quality development with full-load production.

十年桎梏陷僵局，老牌标杆濒临停摆

Ten years of restrictions have led to a stalemate, and the established benchmark is on the verge of shutting down.

2012年，黄冈LNG工厂在黄冈市黄州火车站化工园区正式落成，设计日处理能力为500万立方米、LNG年产量达120万吨，是保障华中地区能源稳定供应的标杆项目。然而投产之后，每年折旧与财务费用，持续消耗着黄冈LNG工厂的现金流，再叠加电费，占据了一半的运行成本，降本增效空间被极度压缩，日常经营举步维艰。

In 2012, the Huanggang LNG plant was officially completed in the chemical industrial park of Huangzhou Railway Station in Huanggang City. With a designed daily processing capacity of 5 million cubic meters and an annual LNG production of 1.2 million tons, it is a benchmark project for ensuring the stable energy supply in the Central China region. However, after its commissioning, the annual depreciation and financial expenses continuously depleted the cash flow of the Huanggang LNG plant. Coupled with electricity costs, they accounted for half of the operating costs, severely compressing the space for cost reduction and efficiency improvement. Daily operations were extremely difficult.

比成本压力更棘手的是，黄冈LNG工厂长期受制于僵化的股权治理结构，彻底陷入“想干干不了、想改改不动”的被动局面：无自主降本增效决策权限，技术改造缺乏资金支撑，产能盘活缺少措施支持。虽然多次尝试自救，但是悉数落空。长期的亏损停滞与改革无望，让全员产生“等兜底、靠上级、熬日子”的消极心态。

What is even more challenging than the cost pressure is that the Huanggang LNG plant has long been constrained by an inflexible equity governance structure, completely falling into a passive situation where "one can't do what one wants, and one can't make changes even if one wants to": there is no authority for independent cost reduction and efficiency improvement decisions, technological renovations lack financial support, and there are no measures to revitalize production capacity. Although it has made multiple attempts to save itself, all have failed. The long-term losses and stagnation, along with the hopelessness of reform, have led all employees to develop a negative mindset of "waiting for support, relying on superiors, and enduring the situation".

彼时的厂区毫无生机，处处充斥着焦虑与迷茫。核心机组反复启停，坚守岗位的老员工忧心设备彻底停运、丢失工作；年轻员工人心浮动，纷纷暗自谋划离职。人才懈怠、设备闲置、经营亏损，多重压力叠加，让这座昔日行业标杆老厂彻底沦为亏损治理重难点，陷入停滞不前的绝境。

At that time, the factory area was lifeless, filled with anxiety and confusion everywhere. The core machinery kept restarting and stopping repeatedly. The veteran employees who remained at their posts were worried about the equipment completely shutting down and losing their jobs; the young employees were restless and secretly planned to resign. The lack of talent, the idleness of equipment, and the operating losses, all these pressures piled up, turning this once industry-leading old factory into a major problem area for loss control and a situation of stagnation.

锚定生死破困局，股权破冰激活全盘

Anchor life and death to break the deadlock, and through equity reform, activate the entire system.

绝境之下，唯有突围方能重生。一场由天然气销售湖北公司党委组织召开的专项亏损治理专题会，为黄冈LNG工厂脱困定下调子：治亏不是可选项，而是生死必答题，不改革、不突围就只能被清算。

In a desperate situation, only a breakthrough can lead to a new beginning. A special loss control meeting organized by the Party Committee of the Gas Sales Company of Hubei Province aimed to provide a solution for the difficulties faced by the Huanggang LNG plant: Overcoming losses is not an optional choice, but a life-and-death question that must be answered. Without reform and breakthrough, one can only be liquidated.

此举让全体员工认清了严峻形势，凝聚起“唯有改革求生”的共识。

This move enabled all employees to clearly understand the severe situation and unite in the consensus that "only through reform can we survive".

“那段时间心里拧成了麻花，一边是一锹一土建起来的站场，一边是硬邦邦的改革任务。”黄冈昆仑燃气有限公司（原湖北新捷天然气有限公司）党支部书记、总经理田光胜主动扛起第一责任人职责，带领班子成员下沉一线，与干部员工逐一谈心谈话，摒弃空洞说教，实打实算清生存账、责任账与未来账，实现了从“推着走”到“主动冲”的观念之变。

During that period, his heart was in a state of extreme tension. On one hand, there was the station site built with one shovel of soil; on the other hand, there was the tough task of reform. Tian Guangsheng, the Party branch secretary and general manager of Huanggang Kunlun Gas Co., Ltd. (formerly Hubei Xinjie Natural Gas Co., Ltd.), voluntarily took on the responsibility of the first person in charge. He led the team members to go to the front line and had individual heart-to-heart talks with the cadres and employees. He abandoned empty preaching and realistically calculated the survival account, the responsibility account and the future account. This led to a change in mindset from "pushing along" to "taking the initiative to advance".

股权治理僵局是10年未解的最大难题，也是黄冈LNG工厂脱困的核心突破口。专项攻坚专班扎根一线近10年，反复梳理问题清单、打磨改革方案，先后研究推敲股权分立、解散清算、定向减资、股权收购、债转股等多条处置路径，持续与股东方谈判沟通，却屡屡受阻。

The deadlock in equity governance has been the most persistent and intractable problem for the past 10 years, and it is the key breakthrough point for the Huanggang LNG plant to break free from its predicament. The special task force has been working on the front lines for nearly 10 years, repeatedly sorting out the issue list and refining the reform plans. They have studied and deliberated on multiple disposal paths such as equity separation, dissolution and liquidation, targeted capital reduction, equity acquisition, and debt-to-equity conversion, and have continuously negotiated and communicated with the shareholders, but have encountered repeated setbacks.

2024年，企业改革迎来关键性转机。历经多轮艰苦谈判与专业审计评估，股东方顺利退出，黄冈LNG工厂正式改制为中国石油全资子公司，彻底破解困扰企业10年的股权死结。为巩固改革成果，专项攻坚专班快速敲定处置方案，推动3家子企业全部强制清算退表，保留母公司并转型为专业LNG销售平台。

In 2024, the enterprise reform witnessed a crucial turning point. After multiple rounds of arduous negotiations and professional audit eva luations, the shareholders successfully withdrew. The Huanggang LNG plant was officially restructured into a wholly-owned subsidiary of China National Petroleum Corporation, completely resolving the 10-year-old deadlock over the company's equity. To consolidate the reform achievements, the special task force quickly determined the disposal plan, promoting the compulsory liquidation and deregistration of all three subsidiaries, while retaining the parent company and transforming it into a specialized LNG sales platform.

股权壁垒被彻底打破后，黄冈LNG工厂的审批流程大幅精简，办事效率翻倍，彻底摆脱多方掣肘的经营困境，体制机制全面焕新，为后续产能释放、提质增效扫清了核心障碍。

After the equity barriers were completely removed, the approval process for the Huanggang LNG plant was significantly streamlined, with the efficiency doubling. The factory completely escaped the operational predicament caused by multiple constraints and underwent a comprehensive transformation of its systems and mechanisms, clearing the core obstacles for subsequent capacity expansion, quality improvement, and efficiency enhancement.

技改赋能提产能，从亏损大户到保供标杆

Technical transformation empowers and boosts production capacity, transforming from a major loss-making entity to a supply guarantee leader.

股权破冰为黄冈LNG工厂的复苏奠定了基础，而设备老化、工艺滞后、管理松散、人才短缺等问题，仍是制约企业发展的短板。为此，黄冈LNG工厂启动全方位、深层次提质改革，开展设备基础管理、腐蚀防护管理专项提升行动，搭建动态维保机制，落实“一设备一策”管控方案，全面优化生产体系。同时，修订中控、报警联锁等数百项工艺参数。近3年，累计完成246台机泵设备专项维保，精准完成近千台安全阀、2000余块压力表检测校验，设备运行稳定性大幅提升。

The equity breakthrough has laid the foundation for the revival of the Huanggang LNG plant. However, problems such as aging equipment, lagging processes, loose management, and shortage of talents remain as the weak links restricting the development of the enterprise. Therefore, the Huanggang LNG plant has initiated a comprehensive and in-depth quality improvement reform, carried out special improvement actions for equipment basic management and corrosion protection management, established a dynamic maintenance mechanism, implemented the "one equipment, one plan" control scheme, and comprehensively optimized the production system. At the same time, hundreds of process parameters such as central control and alarm interlocks have been revised. In the past three years, 246 sets of pump equipment have been specially maintained, nearly 1,000 safety valves and over 2,000 pressure gauges have been inspected and calibrated precisely, and the stability of equipment operation has significantly improved.

2025年年初，天然气销售湖北公司党委出台《黄冈绿色现代化LNG工厂三年整体提升方案》，设立工厂技术中心，落地火炬长明灯节能改造、BOG回收等多项节能增效项目。系列技改落地后，黄冈LNG工厂顺利恢复500万立方米/日的设计满负荷生产能力。2025年10月，天然气处理量达1.28亿立方米，设备平均负荷82.58%，创下历史单月最高纪录。火炬长明灯耗气量由84立方米/时降至21立方米/时。装置停产阶段，BOG反输国家管网，年节约天然气460万立方米，降本达1200万元。

In early 2025, the Party Committee of the Gas Sales Hubei Company issued the "Three-Year Overall Improvement Plan for the Huanggang Green Modernization LNG Plant", establishing a factory technology center and implementing multiple energy-saving and efficiency-enhancing projects such as the energy-saving renovation of the torch constant flame lamp and BOG recovery. After the series of technological renovations were implemented, the Huanggang LNG plant successfully restored its designed full-load production capacity of 5 million cubic meters per day. In October 2025, the gas processing volume reached 128 million cubic meters, with an average equipment load of 82.58%, setting a historical monthly record. The gas consumption of the torch constant flame lamp decreased from 84 cubic meters per hour to 21 cubic meters per hour. During the equipment shutdown period, BOG was reversed and sent to the national pipeline network, saving 4.6 million cubic meters of natural gas annually and reducing costs by 12 million yuan.

黄冈LNG工厂办公室主任匡思玮说：“以前，凡事需要层层审批。现在制度流程规范了，大家都能专心干好自己的活。”

Kuang Siwei, the director of the office of Huanggang LNG plant, said: "Previously, everything required multiple levels of approval. Now that the system and procedures have been standardized, everyone can focus on doing their own jobs well."

扭亏为盈的成果，数据是最直观的体现。

The achievement of turning losses into profits is best demonstrated by the data.

2024年，黄冈LNG工厂处理量突破10.2亿立方米，同比增长54%，成为我国第一个年处理量突破10亿立方米的液化天然气工厂，彻底扭转亏损局面。

In 2024, the processing capacity of Huanggang LNG plant exceeded 1.02 billion cubic meters, an increase of 54% compared to the previous year. It became the first liquefied natural gas plant in China to achieve a processing capacity of over 100 million cubic meters per year, completely reversing the loss situation.

2025年，黄冈LNG工厂乘势而上，天然气年处理量突破11亿立方米。

In 2025, the Huanggang LNG plant took advantage of the situation and its annual processing capacity of natural gas exceeded 1.1 billion cubic meters.

2025年至2026年供暖季，黄冈LNG工厂累计处理天然气6.8亿立方米，外运液化天然气42万吨。

During the heating season from 2025 to 2026, the Huanggang LNG plant processed a total of 680 million cubic meters of natural gas and exported 420,000 tons of liquefied natural gas.

从10年亏损的问题企业，到提质增效的盈利标杆，黄冈LNG工厂凭借刀刃向内的改革勇气、久久为功的攻坚韧劲，完成了脱胎换骨的蝶变，以全新姿态续写能源保供与高质量发展新篇章。

From a struggling enterprise that suffered losses for 10 years, to a benchmark for improving efficiency and achieving profitability, the Huanggang LNG plant, through its bold and innovative reform spirit and persistent and tenacious pursuit of goals, has undergone a complete transformation. It has taken on a new appearance and continues to write a new chapter in energy supply security and high-quality development.