中国石油网消息：面对生产经营连年亏损的严峻形势，今年年初以来吐哈油田贯彻集团公司决策部署，全力扭亏脱困，一场扭转战局、推动业务归核做强的改革正赋予吐哈油田新的发展内涵。数据显示，吐哈油田吐鲁番采油管理区的人均商品量当量增幅达78%，预计全年人工成本降幅达43%。被压减人员有序转岗，填补公司内外部市场缺员，“小前方”一线轻装上阵，精干高效。

China Petroleum News: In the face of the severe situation of consecutive years of operating losses, since the beginning of this year, Tuha Oilfield has implemented the decisions and arrangements of the group company, making every effort to turn losses into profits and get out of the predicament. A reform aimed at reversing the situation and promoting the core and strengthening of business operations is currently giving Tuha Oilfield new development connotations. Data shows that the per capita commodity volume equivalent of the Turpan Oil Production Management Area of Tuha Oilfield has increased by 78%, and the total annual labor cost is expected to decrease by 43%. The reduced personnel have been orderly repositioned, filling the vacancies in both internal and external markets, and the "small frontline" has been operating with light equipment and in a lean and efficient manner.

油田高站位谋划“开发+服务+低碳”融合发展新路径，重构资源配置，解决当前最突出的堵点、难点、痛点问题。

The oilfield has formulated a high-level plan for the integrated development of "development + service + low-carbon", reconfiguring resource allocation and addressing the most prominent bottlenecks, difficulties and pain points currently existing.

聚焦提升油气主营业务运营效能，大力推行生产辅助业务专业化改革。精简内设机构，全面推行采油管理区“两办+四部+N中心”新型组织架构，加快推动生产管理数字化转型。勘探、开发部门剥离项目实施职能，聚焦规划部署与方案管理等核心业务，强化专业统筹与战略引领能力。优化新能源业务管理与运营架构，厘清规划统筹、节能管控、碳排放治理等职能边界，打造集规划、建设、运营于一体的专业化支撑体系。

Focus on enhancing the operational efficiency of the oil and gas main business, and vigorously promote the professionalization reform of auxiliary production operations. Streamline internal institutions, fully implement the new organizational structure of "two offices plus four departments plus N centers" for oil production management areas, and accelerate the digital transformation of production management. The exploration and development departments will separate the project implementation functions and focus on core businesses such as planning and deployment, and scheme management, strengthening professional coordination and strategic leadership capabilities. Optimize the management and operation structure of new energy business, clarify the functional boundaries of planning coordination, energy conservation control, and carbon emission governance, and build a professional support system integrating planning, construction, and operation.

在科研管理方面，油田聚焦架构优化、攻关机制深化改革。管理架构上，组建专业技术委员会，建立重大科研项目全流程管控机制，整合两院核心资源，建设“超级能源盆地”创新中心，整合全公司科研力量，打破科研与生产脱节、技术与实操分离的壁垒。攻关机制上，升级“揭榜挂帅”模式，紧扣生产难点设立专项课题，配套专项经费、压实考核责任，坚持自主攻坚、杜绝外协依赖。同时，完善大科研平台，靶向引进高端专家，落地青年创新专项行动，健全考核激励机制。

In terms of scientific research management, the oilfield focuses on optimizing the organizational structure and deepening the reform of the research breakthrough mechanism. In terms of management structure, a professional technical committee has been established, a full-process control mechanism for major research projects has been set up, the core resources of the two institutes have been integrated, the "Super Energy Basin" innovation center has been constructed, and the scientific research strength of the entire company has been consolidated, breaking the barriers of disconnection between research and production, and separation of technology and practical operation. In terms of the breakthrough mechanism, the "challenge and reward" model has been upgraded, special projects have been set up closely related to production difficulties, special funds have been provided, assessment responsibilities have been strengthened, independent breakthroughs have been insisted on, and reliance on external cooperation has been eliminated. At the same time, a large-scale scientific research platform has been improved, high-end experts have been targeted introduced, the youth innovation action has been implemented, and the assessment and incentive mechanism has been improved.

油田还依托技术与资源禀赋，搭建内外市场开发与创效平台，上半年完成价值工作量同比增长28.7%，实现内部提质与外部增收协同并进。海外市场深耕中亚、中东等重点区域，有序推进气举技术服务、油藏地质研究、场站运维等核心业务，深化国际合作，以可靠的技术实力和良好的履约口碑稳固存量、拓展增量。国内方面强化跨单位协同联动，精准对接区域油气企业外协需求，常态化开展气举工艺等成熟技术服务。

The oilfield also leverages its technological capabilities and resource endowments to establish platforms for internal and external market development and efficiency creation. In the first half of the year, the value work volume completed increased by 28.7% year-on-year, achieving a coordinated advancement of internal quality improvement and external revenue growth. The overseas market has been deeply developed in key regions such as Central Asia and the Middle East. Core businesses such as gas lift technology services, reservoir geological research, and station operation and maintenance have been有序推进. International cooperation has been deepened， with reliable technical strength and a good track record of performance delivery firmly securing existing customers and expanding new ones. Domestically， cross-unit collaboration and coordination have been strengthened. Precise alignment with the external contracting needs of regional oil and gas enterprises has been achieved. Mature technical services such as gas lift technology have been regularly carried out.