8月份，中利集团董事局主席王柏兴登上哈佛商学院线上工程师杂志GineersNow封面，杂志通过15页的内容展示了中利集团在王柏兴的带领下30年来取得的巨大成就。

GineersNow是首家也是唯一一家全球青年工程师在线社区，受众涵盖土木、机械、电力、化学、计算机、软件、生物医药、工业、设计、电子等行业工程师，以及科学、物理、数学等领域的专业人士，在专业领域影响力深远。Facebook创始人马克·扎克伯格、阿里巴巴董事局主席马云等知名企业家曾登过该杂志封面。

该报道同时在Google News、Apple News、Samsung Flipboard、Youtube、Issuu等受众群体庞大的海外媒体平台发布。

以下为GineersNow刊发全文：

1988 年的中国，雄狮觉醒，灰尘已湮没了它的光芒和那曾经的威武。它尽力咆哮着，拖着沉重而疲惫的身体，但始终不变的，是那双看遍五千年历史、饱经沧桑的双眸，以及那依然火热而跳动的心脏。

1988年，中国改革开放的第一个10年。王柏兴自掏五千元人民币创建了常熟市唐市电缆厂，历经三十年的不断创新与转型升级后，慢慢构建了涵盖特种电线电缆、光纤光缆系列，新能源光伏产业链系列，高分子新材料系列，军工电子，钛金属3D打印高端制造五大类产业领域的中利商业版图，成为国家级重点高新技术集团企业，中国民营企业500强和自主创新十强企业。

中利过往每一次飞跃都与产品创新有密切关系。

1994年阻燃软电缆的研制成功，为中利带来了第一次腾飞，新品当年实现销售1000万元。1996年再度开发的防火低烟无卤软电缆，填补了国内空白，获得15项国家发明专利，成为打入市场的重拳，占据当时中国国内70%的市场。

此后，中利集团相继开发了通信光缆和特种软光缆系列、铁路数字内屏蔽光电综合缆系列、高分子新材料系列、汽车安全气囊和镁合金零部件系列等新产品，共获23项国家专利和6大项发明专利。

王柏兴曾说，中利之所以能取得今天的成就，其中最关键的一点在于：适应行业特殊需求，不断开发新颖产品。

从A股新秀到光伏行业创新引领者

从公司创立到2009年登陆A股，王柏兴用了21年；从A股新秀到光伏行业创新引领者，王柏兴仅用了8年时间，其商业帝国的崛起，离不开资本与产业的双轮驱动。

2010年，中利集团投资设立"江苏腾晖电力科技有限公司"（后改名为"苏州腾晖光伏技术有限公司"），正式进军光伏行业。然而，刚投产不到半年的中利就遇到了光伏行业发展低谷。由于产能过剩，产品出现跳楼式降价，全球光伏制造业几乎都处于亏损状态。

面对行业寒潮，王柏兴没有退缩，他坚定地认为光伏产业在国家大发展的背景下会有一番作为，在外人不看好的情况下，他果断在西部投建光伏电站，2012年就做到了700余兆瓦。在2014年行业一窝蜂开始抢做光伏电站时，中利已经开发了超2GW电站项目。

此后两年间，大型地面电站在中国西部被大规模建设，然而在迅速发展的同时也暴露出一些问题，由于受限电、土地、消纳等因素影响，西部电站受到相关政策的限制，很多光伏公司因此出现资金短缺等财务问题。

彼时王柏兴已带领中利团队抽身出来向"光伏+"应用模式转型，并积极响应国家相关扶贫政策的号召，探索光伏扶贫模式的创新应用。由于掌门人王柏兴敏锐的市场嗅觉与独特的判断力，中利平稳度过了2012年光伏寒潮及后来的西部电站危机。

光伏扶贫让阳光事业更灿烂

对"光伏+"的探索，让王柏兴找到了新的价值所在，他带领中利集团投身于光伏扶贫事业，从之前的投资开发建设商业电站的重资产模式转向了光伏扶贫的轻资产EPC总包模式。

2015-2017年，中利开创性地推出了三代全新模式的农业光伏扶贫项目：第一代"智能光伏+科技农业"、第二代"贫困村光伏农场"、第三代"家庭阳光农场"。

农村出身的王柏兴对土地有一种特殊的情感，为了使土地得到充分运用，不惜每年投入大量资金进行技术研发。在开发农业光伏项目过程中，王柏兴创新性地把组件架设高度抬高到4米以上，光伏支架桩距跨度拓宽到10米，并通过组件单板安装、调整组件倾斜度等技术使得组件板下面的太阳光照率达到70%以上，成功实现了水稻、小麦等粮食作物在组件下的机械化耕种，开启了光伏农业机械化的先河。

此后中利持续在光伏扶贫领域发力，过去几年间，中利在青海、宁夏、山东、江苏等地建设了370MW第一代"智能光伏+科技农业"的农业光伏示范基地，帮助了20多个贫困村1.3万多户贫困家庭脱贫，第二代"贫困村光伏农场"扶贫项目更是帮助全国43个贫困县实现了脱贫致富，助力脱贫人口达到44万。中利集团先后获得全球新能源500强科技创新企业、中国能源产业扶贫模式创新奖、中国能源企业创新责任奖、中国能源项目创新奖等多项殊荣。

曾有人问王柏兴为什么做光伏扶贫？

"我是我妈的儿子，但也是农民的儿子"，是王柏兴经常挂在嘴边的一句话，小时候因为没有东西吃差一点就活不过来。当时没有扶贫，很希望能有人去帮他们，哪怕只是几斤大米。当有能力可以帮助别人的时候，王柏兴一直没忘本，这也成为中利积极开展光伏扶贫业务的初衷。

光伏扶贫已成为中国农村脱贫致富的新路径，被国务院扶贫办确立为十大精准扶贫工程之一。王柏兴判断未来三年内，光伏扶贫还将大有可为，中利集团计划在2019年底，为300个贫困县、2.5万个以上贫困村建设"贫困村光伏农场"，累计脱贫人口300万以上。

站在30年的发展节点上，王柏兴开始了新一轮的战略布局，今年2月中利发布公告称拟约100亿元收购深圳比克动力电池有限公司股份，正式介入新能源汽车和动力电池领域。作为新能源汽车的核心板块，具有十分可观的市场前景。

30 years' Turbulence for Zhongli Group，a top 500 company built on RMB5000

In 1988, China was awakened, its ancient glories and mighty powerovershadowed by dust. Roaring and struggling, this exhausted sleeping lionremained vibrant and persevered, having seen much of the changes in human life.

1988 is the beginning of the first ten years of China’s opening andreform. This year saw Wang baixing, with RMB 5000 out of his own pocket,establish Tangshi cable factory in Changshu city, Jiangsu province.30 years ofcontinuous innovation and upgrading helped charted Zhongli’s business mapcovering five high-end manufacturing industries, namely, special wire/cable andfiber optic cable, new energy PV industrial chain, new polymer material,military electronics and titanium 3D metallic printing. Zhongli Sci-Tech Group(herein referred to as Zhongli) had grown up to be a national key high-techgroup, a top 500 private company in China and a top ten independent innovation enterprise.

Everyleaping forward was closely related to product innovation.

In 1994, Zhongli’s first take-off came with the successful development offlame-retardant flexible cable, the sales of which reached 10 million yuan thatyear. Fire-resistant, low-smoke and halogen-free flexible cable re-developed in1996 filled the domestic gaps and obtained 15 national invention patents. Thismarket hit held 70% ofChina’s domestic market share.

Since then, Zhongli had successively launched new products such ascommunication optical cable, special flexible optical cable, digital internalshielding photoelectric cable for railway, new polymer material, automobileairbag and magnesium alloy parts, obtaining 23 national patents and 6 inventionpatents in total.

Wang Baixing once commented that continuously developing new products totailor to the special industrial needs is the key to Zhongli’s achievements today.

From an A-share market beginner to an innovation PV leader

Since its birth, it took Wang Baixing 21 years to land Zhongli in A sharemarket in 2009, while it took Zhongli only 8 years to rise to an industriallead from a beginner in PV industry. Capital and industrial momentum are thekey driving forces shaping Wang’s business empire.

In 2010, Zhongli founded Jiangsu Talesun Power Technology Company (later renamedSuzhou Talesun Solar Technology Company)to officially start expansion into PV industry. Having operated for just lessthan half a year, Zhongli encountered the down times in PV industry when overcapacity resulted in price slump. At that time, global PV manufacturing wasrunning under deficit in a whole.

Wang Baixing did not retreat despite the fast declining. He was a firmbeliever in the future of PV industry amid China’s significant progress. Whilegenerally not considered a wise choice then, he took immediate action to build PVpower plants in western regions, topping 700MW in 2012. By 2014, Zhongli hadalready developed over 2GW capacities when the rush for PV power plants just began.

In the following two years, large ground power plants were built on alarge scale in western China with their own problems. As western regionplants are restricted by relevant policies in load curtailment, landacquisition and power consumption, many PV companies are inflicted withfinancial problems, such as shortage of funds.

At that time, Wang Baixing had already led Zhongli out in its transitionto "Photovoltaic+" schema. In response to the national callfor eliminating poverty, he actively explored innovative ways of PV povertyalleviation. Wang baixing’s keen market sense and unique judgment tided Zhongliover the PV depression in 2012 and the subsequent western power plant crisis.

PV poverty alleviation makes a more brilliant career

Probing into "Photovoltaic+" schema enabled Wang Baixing todiscover his new interests. Under his guidance, Zhongli devoted itself to PVpoverty alleviation, shifting its focus from capital-centered commercial powerplants to light asset EPC contracting for poverty reduction.

From 2015 to 2017, Zhongli pioneered the launch of new third generation agricultural PVpoverty alleviation programs: the first generation being "Smart PV +Technological agriculture"；the second being"Poverty stricken village PV farm" and the third one is "Familysunshine farm" .

Born in the countryside, Wang Baixing is attached to the land. He investedheavily in research and development to tap the potential of land. Inthese agricultural PV projects, Wang Baixing took innovative moves tolift the module mount to over 4 meters above ground and expand the spacebetween PV module supports to more than 10 meters.

Single panel installation, tilt adjustments and similar measures enabledpenetration rates to reach more than 70% beneath the module where rice, wheatand other food crops can be mechanically cultivated. It was an exemplaryapproach to mechanized PV agriculture.

From then on Zhongli had furthered its efforts in PV poverty alleviation.In the past few years, Zhongli built 370MW first generation "Smart PV+ technological agriculture" demonstration bases in Qinghai, Ningxia,Shandong and Jiangsu provinces, lifting more than 13,000 poor families in overtwenty impoverished villages out of poverty. The second generation"Poverty-stricken village PV farm" poverty alleviation programhad helped 43 poverty-stricken counties across the country to shake offpoverty, benefitting over 440,000 people. Zhongli received numerous awards as aresult, including Global Top 500 New Energy Innovation Enterprises, ChinaEnergy Industry Poverty Alleviation Innovation Award, China Energy EnterpriseInnovation Responsibility Award and China Energy Project Innovation Award.

Whenasked why he dedicated himself to PV poverty alleviation, Wang baoxing’s reply wasalways as follows.

"Iam a son of my mother, and also of the peasant." Being a child, he barelysurvived for lack of food. At that time, there were no poverty alleviationprograms in place. He did hope that someone could come to their rescue, even ifonly with a few pounds of rice. When he grew up to be a capable entrepreneur,Wang Baixing lived up to his initial commitments, the very incentive prompting Zhongli to actively participate in PV poverty alleviation.

PV poverty alleviation program had become a new way for povertyalleviation in rural China, being listed as one of the top ten povertyalleviation programs by the State Council Office for Poverty Alleviation. WangBaixing predicted that PV poverty alleviation would remain to be a promisingsector in the next three years. Zhongli planned to build "Poverty strickenvillage PV farm" for 300 impoverished counties and more than 25,000 poor villages by the end of 2019, benefiting a total of over 3 million people.

WangBaixing was beginning a new round of strategic planning for the third ten yearsnow. Being a newcomer in the new energy vehicles and power batteries sector,Zhongli announced its plan in February this year to acquire shares worth around10 billion yuan from Shenzhen BAK Battery limited company. As the crucialcomponents of new energy vehicle, power batteries have very promising market prospects.

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