8月份，中利集團董事局主席王柏興登上哈佛商學院線上工程師雜志GineersNow封面，雜志通過15頁的內容展示了中利集團在王柏興的帶領下30年來取得的巨大成就。

GineersNow是首家也是唯一一家全球青年工程師在線社區，受眾涵蓋土木、機械、電力、化學、計算機、軟件、生物醫藥、工業、設計、電子等行業工程師，以及科學、物理、數學等領域的專業人士，在專業領域影響力深遠。Facebook創始人馬克·扎克伯格、阿里巴巴董事局主席馬云等知名企業家曾登過該雜志封面。

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以下為GineersNow刊發全文：

1988 年的中國，雄獅覺醒，灰塵已湮沒了它的光芒和那曾經的威武。它盡力咆哮著，拖著沉重而疲憊的身體，但始終不變的，是那雙看遍五千年歷史、飽經滄桑的雙眸，以及那依然火熱而跳動的心臟。

1988年，中國改革開放的第一個10年。王柏興自掏五千元人民幣創建了常熟市唐市電纜廠，歷經三十年的不斷創新與轉型升級后，慢慢構建了涵蓋特種電線電纜、光纖光纜系列，新能源光伏產業鏈系列，高分子新材料系列，軍工電子，鈦金屬3D打印高端制造五大類產業領域的中利商業版圖，成為國家級重點高新技術集團企業，中國民營企業500強和自主創新十強企業。

中利過往每一次飛躍都與產品創新有密切關系。

1994年阻燃軟電纜的研制成功，為中利帶來了第一次騰飛，新品當年實現銷售1000萬元。1996年再度開發的防火低煙無鹵軟電纜，填補了國內空白，獲得15項國家發明專利，成為打入市場的重拳，占據當時中國國內70%的市場。

此后，中利集團相繼開發了通信光纜和特種軟光纜系列、鐵路數字內屏蔽光電綜合纜系列、高分子新材料系列、汽車安全氣囊和鎂合金零部件系列等新產品，共獲23項國家專利和6大項發明專利。

王柏興曾說，中利之所以能取得今天的成就，其中最關鍵的一點在于：適應行業特殊需求，不斷開發新穎產品。

從A股新秀到光伏行業創新引領者

從公司創立到2009年登陸A股，王柏興用了21年；從A股新秀到光伏行業創新引領者，王柏興僅用了8年時間，其商業帝國的崛起，離不開資本與產業的雙輪驅動。

2010年，中利集團投資設立"江蘇騰暉電力科技有限公司"（后改名為"蘇州騰暉光伏技術有限公司"），正式進軍光伏行業。然而，剛投產不到半年的中利就遇到了光伏行業發展低谷。由于產能過剩，產品出現跳樓式降價，全球光伏制造業幾乎都處于虧損狀態。

面對行業寒潮，王柏興沒有退縮，他堅定地認為光伏產業在國家大發展的背景下會有一番作為，在外人不看好的情況下，他果斷在西部投建光伏電站，2012年就做到了700余兆瓦。在2014年行業一窩蜂開始搶做光伏電站時，中利已經開發了超2GW電站項目。

此后兩年間，大型地面電站在中國西部被大規模建設，然而在迅速發展的同時也暴露出一些問題，由于受限電、土地、消納等因素影響，西部電站受到相關政策的限制，很多光伏公司因此出現資金短缺等財務問題。

彼時王柏興已帶領中利團隊抽身出來向"光伏+"應用模式轉型，并積極響應國家相關扶貧政策的號召，探索光伏扶貧模式的創新應用。由于掌門人王柏興敏銳的市場嗅覺與獨特的判斷力，中利平穩度過了2012年光伏寒潮及后來的西部電站危機。

光伏扶貧讓陽光事業更燦爛

對"光伏+"的探索，讓王柏興找到了新的價值所在，他帶領中利集團投身于光伏扶貧事業，從之前的投資開發建設商業電站的重資產模式轉向了光伏扶貧的輕資產EPC總包模式。

2015-2017年，中利開創性地推出了三代全新模式的農業光伏扶貧項目：第一代"智能光伏+科技農業"、第二代"貧困村光伏農場"、第三代"家庭陽光農場"。

農村出身的王柏興對土地有一種特殊的情感，為了使土地得到充分運用，不惜每年投入大量資金進行技術研發。在開發農業光伏項目過程中，王柏興創新性地把組件架設高度抬高到4米以上，光伏支架樁距跨度拓寬到10米，并通過組件單板安裝、調整組件傾斜度等技術使得組件板下面的太陽光照率達到70%以上，成功實現了水稻、小麥等糧食作物在組件下的機械化耕種，開啟了光伏農業機械化的先河。

此后中利持續在光伏扶貧領域發力，過去幾年間，中利在青海、寧夏、山東、江蘇等地建設了370MW第一代"智能光伏+科技農業"的農業光伏示范基地，幫助了20多個貧困村1.3萬多戶貧困家庭脫貧，第二代"貧困村光伏農場"扶貧項目更是幫助全國43個貧困縣實現了脫貧致富，助力脫貧人口達到44萬。中利集團先后獲得全球新能源500強科技創新企業、中國能源產業扶貧模式創新獎、中國能源企業創新責任獎、中國能源項目創新獎等多項殊榮。

曾有人問王柏興為什么做光伏扶貧？

"我是我媽的兒子，但也是農民的兒子"，是王柏興經常掛在嘴邊的一句話，小時候因為沒有東西吃差一點就活不過來。當時沒有扶貧，很希望能有人去幫他們，哪怕只是幾斤大米。當有能力可以幫助別人的時候，王柏興一直沒忘本，這也成為中利積極開展光伏扶貧業務的初衷。

光伏扶貧已成為中國農村脫貧致富的新路徑，被國務院扶貧辦確立為十大精準扶貧工程之一。王柏興判斷未來三年內，光伏扶貧還將大有可為，中利集團計劃在2019年底，為300個貧困縣、2.5萬個以上貧困村建設"貧困村光伏農場"，累計脫貧人口300萬以上。

站在30年的發展節點上，王柏興開始了新一輪的戰略布局，今年2月中利發布公告稱擬約100億元收購深圳比克動力電池有限公司股份，正式介入新能源汽車和動力電池領域。作為新能源汽車的核心板塊，具有十分可觀的市場前景。

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.