中国石油网消息：6月22日，塔里木油田千里探区呈现火热奋战场景：钻塔林立、车辆穿梭，干部员工在滚滚热浪中抢抓生产黄金季。这一火热生产场面的背后，是国企改革深化提升行动在塔里木油田落地生根的生动写照。

China Oil News: On June 22nd, in the thousands-of-miles-long exploration area of Tarim Oilfield, a scene of intense hard work was witnessed: drilling towers stood in rows, vehicles moved back and forth, and the management and staff worked diligently in the scorching heat to seize the golden season of production. Behind this intense production scene lies a vivid illustration of the in-depth and enhanced action of state-owned enterprise reform taking root in the Tarim Oilfield.

近年来，塔里木油田在“向地球深部进军”进程中，有力有序推进国企改革深化提升行动，坚决贯彻集团公司治企兴企方略和深化改革部署，以三项制度改革为突破口，深耕管理人员能上能下、员工能进能出、薪酬能增能减“三能”机制建设，激发全员价值创造活力。截至2025年底，该油田全员劳动生产率实现“六连升”，并成功入选国资委建设世界一流专业领军重点企业。

In recent years, during its "advancing towards the Earth's deep layers" process, the Tarim Oilfield has effectively and orderly carried out the deepening and improvement actions of state-owned enterprise reform, resolutely implemented the group company's corporate governance and development strategies as well as the reform deployment. Taking the three Reform of the system as the breakthrough point, it has deeply cultivated the "three capabilities" mechanism construction of managers being able to be promoted or demoted， employees being able to enter or exit， and salaries being able to increase or decrease. This has stimulated the vitality of all employees' value creation. By the end of 2025， the total labor productivity of the oilfield has achieved "six consecutive increases"， and it has successfully been selected as a key enterprise for building a world-class professional leading enterprise by the State-owned Assets Supervision and Administration Commission.

树立“能者上、庸者下”的鲜明导向。塔里木油田全面推行公开招聘与全员竞聘制度，不仅在科研单位和采油气管理区全面铺开，而且建立了专业技术人员年度考核排名后20%重新竞聘的硬性机制。“能者上、庸者下、劣者汰”不再是口号——年度考核末位者将失去原有岗位，与其他竞聘者站在同一起跑线上重新竞争。这一机制将“下”的压力切实转化为“干”的动力，倒逼技术人员持续提升业务能力。近3年，该油田组织63个专业组排名靠后的中层级专业技术岗位开展全油田竞争选聘，累计20人落聘至下一级岗位，彻底打破专业技术岗位“能上不能下”的固化格局。

Establish a clear orientation of "the capable take the lead and the mediocre are demoted". Tarim Oilfield has fully implemented the system of open recruitment and all-staff competition. This initiative has not only been fully implemented in research institutions and oil and gas production management areas, but also established a strict mechanism where the bottom 20% of professional and technical personnel in the annual assessment will be re-competitively hired. "The capable take the lead, the mediocre are demoted, and the poor are eliminated" is no longer just a slogan – those at the bottom of the annual assessment will lose their original positions and will compete again on the same starting line with other candidates. This mechanism effectively transforms the pressure of "downward mobility" into the driving force for "action", compelling professional and technical personnel to continuously improve their professional capabilities. In the past three years, the oilfield has organized the competition and selection for the bottom-ranked middle-level professional and technical positions in 63 professional groups across the entire oilfield. A total of 20 people were demoted to the next lower-level positions, completely breaking the rigid pattern of "being able to move up but not down" in professional and technical positions.

构建“干好干坏不一样”的分配格局。在分配机制上，塔里木油田彻底打破“大锅饭”，全面推行工资总额管理和岗位价值评估制度，建立考核结果与薪酬、岗位聘任强关联机制。最引人注目的是，同级岗位因价值贡献不同，岗位价值系数最高可达2倍。这意味着在同一级别岗位上，业绩突出者的收入可能是业绩平平者的2倍。同时，该油田加大对科研核心骨干的甄选激励力度，关键核心科研人员收入增幅超过20%，用真金白银体现对创新的尊重、对人才的重视。

Establish an "performance-based pay system where good and bad performers receive different rewards". In terms of the distribution mechanism, the Tarim Oilfield has completely abolished the "one-size-fits-all" system and fully implemented the wage total management and position value assessment system. It has established a mechanism where the assessment results are closely linked to salary and position appointment. The most notable aspect is that for the same position, due to different value contributions, the position value coefficient can reach up to twice. This means that in the same position level, the income of outstanding performers can be twice that of those with average performance. At the same time, the oilfield has increased the selection and incentive efforts for key core research personnel. The income of key core research personnel has increased by more than 20%, demonstrating respect for innovation and emphasis on talents through real money.

搭建“以岗定能、能岗匹配”的成才阶梯。塔里木油田建立“上岗要认证、在岗要赋能、晋级要达标”的培训体系，通过积分制培训和能力评估，为员工持续赋能。据悉，在最近一次能力评估中，对安全评估不合格的12人绩效奖金下浮20%，对综合评估不合格的13人调整岗位或降低职级，营造了人心思齐、人心思干、人心思进的浓厚氛围。

Build a career development ladder based on "performance determined by position and matching of position and performance". Tarim Oilfield has established a training system of "certification required for entry, empowerment needed while on the job, and compliance required for promotion". Through point-based training and capability assessment, continuous empowerment is provided to employees. It is reported that in the most recent capability assessment, the performance bonuses of 12 people with failed safety assessments were reduced by 20%, and 13 people with failed comprehensive assessments were adjusted in position or demoted, creating a strong atmosphere where people are eager to work together, eager to be proactive, and eager to advance.

塔里木油田人力资源部/党工委组织部副主任（副部长）林俊杰说：“国企改革的关键在于让制度真正‘长牙齿’——干部‘下’得去、收入‘拉’得开、人才‘活’起来，才能真正释放国企高质量发展的内生动力。”

Lin Junjie, the deputy director (deputy minister) of the Human Resources Department and the Party Committee Organization Department of the Tarim Oilfield, said: "The key to state-owned enterprise reform lies in making the system truly 'effective' - ensuring that officials can be removed from their positions, incomes can be increased, and talents can be motivated. Only then can the internal driving force for high-quality development of state-owned enterprises be truly unleashed."

在国企改革深化提升行动成果的基础上，塔里木油田进一步深化改革，部署了8个方面205项任务，由主要领导挂帅，建立了“日跟踪、周报告、重大事项即时协调”的推进机制。除此之外，该油田还同步消除未上市业务体制机制障碍，实现了未上市业务“无生产经营性业务、无管理机构、无从业人员”目标。

Based on the achievements of the deepening and upgrading action of state-owned enterprise reform, Tarim Oilfield further carried out reforms, deploying 205 tasks in 8 aspects. The main leaders were in charge of these tasks, and a promotion mechanism of "daily tracking, weekly reporting, and immediate coordination for major matters" was established. In addition, the oilfield also simultaneously eliminated the institutional obstacles of unlisted business, achieving the goal of "no production and operation activities, no management institutions, and no employees" for unlisted business.