浙里的故事

秀水泱泱，红船依旧;时代变迁，精神永恒。

滔滔钱江潮，记载着浙江发展史。这些日月换新天的变化，由一个个普通的故事组成，这些故事来自不同的人群、跨越不同的时代、发生于不同的地方，但每一个故事背后折射出的都是经济的跨越、民生的发展、时代的进步。

我们筛选了较有代表性的6个故事，透过这些故事，感受浙江数字化改革、“一带一路”、“千万工程”、疫情防控、企业发展、基层治理等方面的发展和变化……

杭州数字化改革的故事

讲述人：杭州市发改委副主任马骏

2020年抗击新冠肺炎期间，杭州按照“清上加亲、在线互动”的理念，开创性地建立了亲清新型政商关系数字平台“亲清在线”。

“亲清在线”的诞生，离不开“城市大脑”这一项诞生于杭州的原生创新。2016年，杭州在全国率先提出建设“城市大脑”，在云计算的基础上，开启了用大数据和人工智能技术改善城市交通的探索。围绕解决城市治理、民生服务方面的痛点、难点问题，杭州不断丰富和拓展“城市大脑”的内涵和外延。2020年，杭州市政府在积极抗疫的同时，在全国率先推出了健康码，让健康的人正常流動起来。

“亲清在线”是数字赋能服务型政府建设的具体实践，核心是流程再造。通过对政策和服务的流程再造，“亲清在线”实现了政企间的平等互动和服务直达。以“企业员工租房补贴”这一抗疫防疫政策为例，经过流程再造，过去“层层上报、层层下拨”的兑付流程再造为“零材料、零审批、秒兑现”的直达模式，兑现耗时从可能需要1至2个月缩减为几秒钟。

“亲清在线”以打通数据壁垒为突破口，通过不断提升数据协同和数据治理能力，逐步探索出一条路径清晰的数字赋能政商关系治理的新路径。依托城市大脑，与税务、人社、房管等53个职能部门及14个区（县、市），建立453个数据接口，集成300余个服务模块。通过数据协同驱动以“服务场景”为中心的资源协同、业务协同、服务协同、监管协同，将116万笔资金、325万次服务，精准、快递、安全地直达企业和职工处。

“亲清在线”通过推出投资项目审批“小时制”、企业开办“分钟制”、关联服务“一表制”等标杆服务，在行政审批领域不断进行着“一键直达”式的颠覆性改革，推动实现涉企服务事项一键直达、一次不跑。以 “企业工业项目全流程审批服务”为例，通过加强业务优化整合和流程并联化处理，“亲清在线”将原来全流程审批的10个工作日，压减到9个半小时，以审批提速提升企业获得感、体验感。

通过打通杭州市公共信用信息平台，充分应用信用承诺和信用奖惩手段，“亲清在线”全面融合完善企业公共信用记录和评价，首次在政策兑付领域建立基于信用分类基础上的事中事后“双随机”抽查机制，实现了“事前信用可诺、事中风险可控、事后信用可查、失信联合惩戒”的企业信用线上管理完整闭环。

“亲清在线”是一次以数据协同为技术赋能、以流程再造为改革赋能、以信用联动为管理赋能、以始终在线为服务赋能的“四能叠加”下的现代化治理的场景式探索，通过坚持以企业视角审视问题、解决问题，突破思维、打破惯例，对政府服务的理念、行为、制度、规则、方法进行全方位改革，开创出一条数字赋能政商关系治理的新路径。

如今，类似的数字化应用已经渗透到杭州城市治理的方方面面。2021年，浙江省全面推进数字化改革，“十四五”时期，浙江将率先推进省域治理现代化，构建一体化整体智治平台，推动数字党建、数字政府、数字社会、数字经济、数字法治五个领域改革，形成一批理论和制度创新。

在义乌创业发展的故事

讲述人：浙江盈帆贸易有限公司董事长穆德

穆德，约旦商人， 2002年，大学毕业的他只身来到义乌打拼，靠3万元初始资金做起外贸生意。如今，穆德已将义乌小商品出口到了约旦、阿尔及利亚、坦桑尼亚、摩洛哥等13个国家和地区，年出口量达千余个集装箱。2020年，面对疫情冲击，公司出口额逆势增长了60%。

2002年，第一次走进义乌国际商贸城，穆德被偌大的市场和琳琅满目的商品惊呆了，从中也看到了巨大的商机。和许多“义漂”的外国人一样，穆德从一间不起眼的办公室开始，扎根义乌近20年，一步一个脚印，创立了自己的公司和品牌。

去年新冠肺炎疫情暴发时，因为公司员工隔离在家，有80个集装箱的货物到达阿尔及利亚港口，必须及时向银行提交货物提单，国外的客户才能提货，否则每天将产生8000美金的滞港费用。穆德非常着急，向义乌市商务局请求帮助。商务局相关负责人了解穆德公司的特殊情况后，在满足疫情防控要求的前提下，马上为其公司员工办理了出入许可证，使其得以及时去银行办好手续，解了燃眉之急。

随着疫情的缓解，义乌市场率先复市，义乌政府工作人员又主动到公司询问在复工复产方面有什么困难、需要怎样的帮助。在他们的指导和帮助下，工厂做好了各项防疫要求，解决了货源紧张等问题，及时恢复了生产。随着各项政策激励和引导，以及物流等相关配套资源支持，穆德的外贸生意重新进入正轨。

对穆德来说，义乌是一个神奇的地方，让他从一个“穷小子”变成与全球做生意的“大老板”。“我去过美国、欧洲等全球七八十个国家，觉得义乌是最适合做生意的地方。”近年来，随着“最多跑一次”改革等工作的推进，义乌的营商环境和政府服务也在不断优化。2004年穆德开公司申请相关证照时，在准备资料、办手续阶段就花了不止2周时间。但到了2018年，穆德再去办理申请外商独资企业营业执照，不到2天就全部办好了。

经过多年精心经营，如今，穆德已经把义乌市场的五金、电动工具、节能灯等产品卖到了全球13个国家和地区，累计出口已超1.3亿美元。他还计划在义乌建一个电动工具厂，不断延伸自己的贸易“产业链”、拓展生意“朋友圈”。

“我们的工厂从200名员工发展到现在的1700多名员工，在国外的代理商也从最初的6名发展到现在的300多名， 这也证实了中国的成功不只是在中国，也带动了全世界各国的共同发展。”穆德说，在义乌做全球生意，让他深切感受到了“地球村”的紧密联系，尤其是中国提出的“一带一路”倡议，不仅加强了经济方面的合作，为各国带来了商机，也拉近了人与人的联系。

“抗击疫情的经历，让我坚信我们生活在一个共同的世界中。我觉得我也需要为义乌、为中国做点什么。”去年1月底，穆德在阿尔及利亚采购了一批口罩捐赠给义乌市政府和很多需要口罩的中国朋友，并给义乌红十字会捐款8万元用于抗击疫情。另外，穆德也给阿尔及利亚捐赠了40万个医用口罩。

鲁家村乡村振兴的故事

讲述人：安吉县鲁家村党委书记朱仁斌

鲁家村位于浙江省湖州市安吉县递铺街道，村域面积16.7平方公里，人口2300人。近年来，在各级党委、政府的关心支持下，鲁家村坚持以习近平总书记“绿水青山就是金山银山”理念为指引，依托休闲农业和乡村旅游，不断推进全国首个家庭农场集聚区和田园综合体示范区建设。2020年，村集体资产、村集体经济年收入、农民人均纯收入分别为近2.9亿元、 572万元、4.71万元，初步实现了“村强、民富、景美、人和”的发展目标。

鲁家村曾是全县典型的“脏、乱、差”村庄。2003年，浙江省启动“千村示范、万村整治”工程，鲁家村早研究、早启动、早落实，并结合安吉“中国美丽乡村”建设，千方百計发动村民参与，通过开展河道整治、污水处理、垃圾分类等项目，大力抓好环境整治和基础设施建设工作。现在的鲁家村，不仅建成了党群服务中心、居家养老服务中心、文化礼堂等，更是整合利用各类政府项目，打造了“绿树村边合，碧水映农家”的美丽环境，初步形成了“一湖、二环、三心、四区”的“田园鲁家”景区。

2013年，鲁家村“两委”召集20余名乡贤召开发展大会，多方筹集了300万元资金，邀请上海、广州的知名设计院编制了一套全面的、高标准的村庄规划、产业规划、旅游规划。按照资源优化整合、差异化经营的要求，鲁家村确立了以18个特色鲜明的家庭农场（如花海农场、中药农场、高山牧场等）为主导的发展思路，确保整个园区产业分布科学、业态完整，农场间优势互补、共同发展。

2016年，鲁家村创新探索建立一套完整的利益分配机制，打造“公司+村+家庭农场”和“统分结合、双层经营”的经营模式，先后成立乡土农业发展公司、乡土旅游服务有限公司和美丽乡村培训学校（两山学院），以全国首个家庭农场集聚区和示范区建设为抓手，大力发展乡村旅游，目前已有18家农场落地，8个农场进入试运营，共引入工商资本20亿元以上，实现了从“贫穷落后、环境‘脏、乱、差的小山村”到“开门就是花园、全村都是景区”的美丽蝶变。2018年以来，村里每年接待各类游客近50万人次。如今的鲁家村民拿租金、挣薪金、分股金，除村集体经济分红外，农户土地流转每年每户租金约8000元，创造的就业岗位每年可为村民带来工资收入1000万元，村民房屋租金合计达到300万元。

鲁家村的发展经历，正是习近平总书记“绿水青山就是金山银山”理念的生动实践。一任接着一任干，一张蓝图绘到底。鲁家村持续放大绿水青山优势，把农业、农村、农民紧密地融为一体，把资源、资产、资金紧密地融为一体，把强村、兴业、富民紧密地融为一体，大力推动休闲农业和乡村旅游融合发展，取得了翻天覆地的变化。未来，鲁家村将不忘初心、牢记使命，全力推进国家级田园综合体和全国农旅产业融合发展示范园建设，真正地将美丽环境转化为美丽经济，努力成为展示中国乡村振兴优异成果的“重要窗口”之一。

大渡社区的战“疫”故事

讲述人：绍兴市柯桥区大渡社区党总支书记张晓鸿

大渡社区位于浙江省绍兴市柯桥区，是浙江省最大的“移民社区”，共有住户6300户、居民超2.5万人，且60%以上都是外来居民，其中包括来自韩国、巴基斯坦、印度等国的500多位外籍人士。

2020年初，新冠肺炎疫情的暴发打破了大渡社区工作人员和居民平静的生活。社区共有来自湖北的1428人，来自温州、台州等省内重点地区的1700多人，加上数百名外籍人士，需要隔离的家庭达到715户、人数2868人，人员情况非常复杂，而社区工作人员只有9名，任务十分艰巨。

艰难时刻，社区的党员们挺身而出，协助社区做工作，区、街道派了干部赴社区指导支援，还有部分居民报名做志愿者。短短几天时间，一支300人的工作队伍集结完毕，社区迅速成立了摸排组、数据组，检测组、采购组、后勤组、巡查组等，开启了紧张而有序的战“疫”之路。

为了防止疫情扩散，社区采取“第一时间发现、第一时间隔离、第一时间治疗”的方法，通宵达旦地打电话摸排情况，柯桥区的第一例确诊病人就是通过电话排查发现的。那天，社区工作人员了解到有一家人要从外地回来，其中两个人发低烧，他们立刻跟上级汇报，半夜从高速路口直接把他们接上送到医院隔离检查，其中一人确诊，医院迅速给予治疗。康复出院后，社区定期随访、跟踪服务，还陪这一家人过了一个难忘的生日。疫情期间，大渡社区一共有3名确诊病例，由于工作细致，均被及时发现，经治疗后全都康复，且没有造成二次传播。

此外，面对715户隔离家庭，每天2次体温测量、1次物资配送、1次便民服务也是常规工作。社区工作人员每人每天平均走访200多次，步行2万多步，有人每个月电话费达到5000多元。为了节省时间，他们饿了就吃泡面，困了就趴在办公桌上睡一会儿，回家都在后半夜。为了不影响家人休息和及时响应突发情况，他们经常晚上和衣睡在沙发上。有的工作人员生病了瞒着大家继续工作，有的工作人员孩子还只有几个月，忙起来经常忘了去喂奶。

此起彼伏的电话铃声，长时间高强度的工作，工作人员疲惫不堪，社区党总支书记张晓鸿的体重一个月轻了20斤。面对疑似病人，他们心里也有担心，但在家人和居民面前，他们依然微笑着表现坚强。最难受的还是有人不理解不配合防控措施，冲他们发火，好几次工作人员都委屈得当场落泪，但依然嘶哑着嗓音一遍一遍地劝说：“你们想出来，我们却想回家，怎么办？你们配合好，管好小家，小家好了，大家才能好，我们才能回家。”

真心的付出，换来了越来越多人的理解和支持。

小区的一位外国居民，一开始对隔离措施很抵触，经过社区工作人员耐心的解释和疏导，她变得配合了，隔离结束后，她对工作人员说：“以前，对不起;现在，谢谢你们，中国的政策真好！”

还有一户印度籍隔离家庭，他们去测体温时，孩子哭着提出他的玩具娃娃也要测温，为了安抚孩子的情绪，工作人员拖着疲惫的身躯，给他的玩具娃娃一一测温，坚持了14天，印度友人非常感动，主动报名成为志愿者，现在还发动他在柯桥的朋友一起参与社区建设。

正是因为社区工作者务实的工作、党员舍小家为大家的无私奉献和所有人团结一心的努力，最终赢得了战“疫”的胜利。作为社区的“当家人”，他们也收获了满满的成就感和感动。

正泰集团的转型发展故事

讲述人：正泰集团董事长南存辉

40多年前，南存辉还是浙南小镇上缺吃少穿的农家少年。为了求生存，子承父业，13岁辍学成了小镇街头的一名修鞋匠。改革春风拂来，温州人的创业激情被唤醒，市场经济开始萌芽。

然而当时，关于“姓资姓社”的纷争不断，大家战战兢兢、如履薄冰。彼时，地方党委、政府明确提出要尊重群众创造精神，让私营企业主吃下“定心丸”。时代洪流之中，南存辉把自己的住房当厂房，借钱转行成了前店后厂的个体户，到上世纪80年代开始创办企业。

创业初期，在低压电器市场质量乱象中，南存辉率先聘请技术专家、建立试验室、申领生产许可证，以诚信立业、以质量立市。

1991年，南存辉建立中美合资温州正泰电器有限公司，引进外资、先进的技术和设备，确定了“烧好自己一壶水”的专业化经营道路。1992年，为推动民营经济规模化发展，浙江省政府派出大批专家对企业进行指导，现代企业管理在正泰萌芽。1994年，正泰成立了行业内第一家企业集团，在敢闯敢试中探索丰富着中国的商业体系。此后，南存辉又下决心“革自己的命”，不断下降个人股权，坚持价值分享理念，通过管理入股、技术入股、经营入股等方式，率先推进民企股份制改造。同时，正泰还坚持科技化、国际化、智能化的发展道路，跳出浙江、发展浙江，融入长三角、走向全世界，成为亚洲低压电器的龙头企业。

进入21世纪，国家先后提出工业经济转型升级、大力发展新能源。南存辉意识到，面对资源紧张、环境污染、气候变化三大全球性难题，能源格局优化是一个必然趋势。发展清洁能源不仅是全球市场的需要、转型升级的需要，也是企业参与生态文明建设的发展责任。他曾这样憧憬，如果全球1%的面积装上太阳能电池板，就能把所有的用电问题全部解决，这是了不得的大事。

2006年开始，正泰轉型进入光伏新能源领域，形成了发电、储能、输变、配售、用能的全产业链，探索创新了沙光互补、农光互补、渔光互补、工商业屋顶、户用光伏、多能互补、综合能源服务等一系列技术领先、业态领先的绿色发展新模式。迄今为止，正泰已在全球累计投资建设光伏电站超过6GW，年均发电量约64亿kWh，每年可减排二氧化碳647万吨。每天太阳升起，正泰就要对30多万个屋顶进行安全管理与“管家式”运维服务。

回顾40多年的创新创业历程，南存辉和正泰始终踏着社会和时代的节拍，坚持以客户为中心、市场为导向、科技为支撑，探索打造现代能源、先进制造与数字化技术融合的发展样本，孵化带动上下游产业链与战略性新兴产业数字化升级，形成了全球化的产能布局、营销网络、研发体系与人才团队。目前，正泰拥有员工3.7万多名，带动上下游就业20多万人，为全球140多个国家和地区提供产品与服务。抗击疫情期间，正泰还积极发挥智能制造优势与中国企业全球化价值，与意大利、西班牙、迪拜、南非等全球客户共同战“疫”，共渡难关。

未来，正泰将紧抓工业互联网与能源变革等重大机遇，以“一云两网”（即正泰云、正泰工业物联网、正泰能源物联网）为战略导航，顺势而为、乘势而上，在稳定增长、促进创新、增加就业、改善民生及推动“碳达峰、碳中和”进程中进一步发挥中国企业的作用，始终为全球商业文明进化与人类更安全、更环保、更便宜、更方便的智慧能源美好生活创造新的价值。

“35本笔记本”的基层治理故事

讲述人：三门县海游街道城西村党支部书记章国进

城西村位于浙江省台州市三门县，现有村民795户2255人，党员101人。自1957年建立村党支部以来，历经章正合、金积贵、章以齐、叶加法、章宏将、章宏军、章平、章以家、章国进九任书记。

64年来，九任书记不忘强村富民初心，一任接着一任干，带领村民把一穷二白的“翻身村”变成了拥有固定资产3.6亿元、集体经济年收入上千万元、村民人均收入8万多元的“台州亿元村”“浙江省小康示范村”。

城西村是如何实现巨变的？通过历任书记记录的35本笔记本，可以发现撬动巨变的密码，发现1957年至今村党支部带领群众圆梦的步履足印。

上世纪60年代，城西村还叫“翻身村”。那时候，村民温饱尚未解决，生活十分贫困。老书记章正合常说，“如果连饭都吃不饱，我们还能干什么，”他最期盼的一件事，就是让村民吃饱饭。他带领党员群众开垦土地、兴修水利、科学种田，粮食生产实现年年增产增收，村民终于不再挨饿。1963年的笔记本中记下了激动人心的一刻：“1963年，粮食总产达到406245斤，比62年增产27%。”那一年，城西村夺得全市“粮食生产标兵”，到市里参加表彰会，奖来一头大黄牛，轰动了全县。

“填饱了肚子，但老百姓手里没钱，怎么办？”1978年的笔记本给出了答案：“改革，先走一步有风险，但我们需要解放思想，只要是有利于村庄发展的，就要在实践中大胆去闯去试。”就这样，历任书记以敢为人先的超前意识，迎着改革开放的春风，大力发展工商业，相继创办了五金厂、变压器配件厂和全县第一家村级农贸市场。1985年，第三任书记章以齐办起免烧砖厂，让全体村民第一次拿到了100多元年终分红，而当时的肉才一块钱一斤。

经过前30多年的发展，城西村有了一定的家底，如何创新转型，实现真正意义上的致富“翻身”？1988年，第四任书记叶加法上任后，搞技改、扩厂房、增设备、跑市场，一干就是17年。在他的带领下，村里办起的工商企业从几家猛增到25家，解决了一半以上劳动力的就业问题。1995年，城西村一跃成为全县“百强村第一名”，跨入台州地区“亿元村”行列。

村庄富裕了，百姓对美好生活也有了新期盼。“希望住上好房子，希望文化生活能够更加丰富……”，90年代起，村民的一个个微心愿，陆续出现在历任書记的笔记本中。

城西村小康楼、老年活动中心、生态公园……一个个梦想，一张张蓝图，在大家的接续奋斗下，最终变为现实。在村庄发展过程中，历任书记总是不顾个人利益。村民住宅楼建成分配时，面临人多房少的情况，第六任书记章宏军主动让出分房指标，没有一丝抱怨。

如今，城西村家家户户住上了小康楼，村民自发组织成立排舞、太极、跑步等文体队伍，并完善了财务管理、婚丧嫁娶、环境卫生、文明礼仪等村级自治管理制度，村里风气好了，到处洋溢着温暖和幸福。同时，村民男55岁、女50岁就能年年领到“退休金”，60岁以上老人每年还可以享受旅游、体检、团圆饭等集体福利，村民每年都能领到5000元左右的年终福利分红，日子越过越红火。

35本笔记本，是城西村党支部探索基层治理的有力注脚，见证着每一任书记历久弥坚的为民初心。去年12月，在村“两委”中跟着干了19年的章国进当选为第九任书记，他开始在新的笔记本中记下自己的梦想、村民的梦想，奋力跑好强村富民接力赛，力争五年再造一个新城西。

凡是过往，皆为序章。

精彩故事远未结束，新的征程正在开启。我们完全有理由相信，满怀雄心壮志的浙江，必将能够创造出令世人刮目相看的更大奇迹，在新时代续写更加精彩的故事新篇章。

（本栏目部分图片由中共中央对外联络处提供。）

Six Stories， One Future

Zhejiangs success in social， economic and environmental development is not simply a string of eye-catching statistics and figures; real people are working hard for it. The six stories that follow are just some of the best examples showing the world why Zhejiang is leading the pack at present and why it will continue to do so in the future.

The Story of  Digital Reform in Hangzhou

In early 2020， to help enterprises weather the difficulties wrought by COVID-19 and deliver the support promised to them in a timely and non-face-to-face manner， Hangzhou municipal governments “Qinqing Online” digital platform was launched， facilitating direct communication between government and enterprises， which is an important achievement of Zhejiangs digital transformation.

“Qinqing Online” couldnt have been possible without Hangzhou City Brain system， an original innovation of Hangzhou. In 2016， Hangzhou proposed the concept of City Brain for the first time， initially an attempt to alleviate traffic congestion in the city through the use of big data， cloud computing， and artificial intelligence. Hangzhou has continuously enriched and expanded the City Brain to solve difficulties in urban governance and services. In 2020， while proactively fighting COVID-19， the Hangzhou municipal government introduced a health code system， the first in the nation， allowing healthy people to travel freely.

Direct service delivery via process re-engineering. “Qinqing Online” is a practice of digital-service-oriented government with a focus on process re-engineering. By optimizing process flows of policies and services， “Qinqing Online” provides a platform for direct interactions between government departments and companies with improved service delivery. Take “employee rental subsidy” during the epidemic as an example. Thanks to process re-engineering， the complicated claiming process that used to take 1 to 2 months is now reduced to one or two seconds with “zero materials， zero approvals， and instant cash-out”.

Digital empowerment for the benefit of government governance. By breaking down data barriers and improving data collaboration and data governance capacity， “Qinqing Online” has gradually opened a new path of harnessing digital technology to help with city management. With City Brain as its engine， it has established 453 data interfaces and integrated more than 300 service modules with 53 government departments including taxation， human resources， housing management， natural resources and planning， and services in 14 districts and counties （cities）. Driven by data collaboration， it has established resource collaboration， business collaboration， service collaboration and supervision collaboration centered on “service scenarios”， and 1.16 million funds and 3.25 million times of service have been delivered accurately， actively and safely and directly to enterprises and employees.

Approval procedure reform on the concept of direct service delivery. “Qinqing Online” has rolled out a series of flagship service programs， such as “approval of investment projects within hours”， “enterprise registry within minutes”， and “related businesses on a single sheet”. It is reshaping the administrative examination and approval procedure by offering “one-click direct access”， which enables enterprises to have direct access to related services with a single click online and without going to the government service center even once. For example， after the optimization and streamlining of administrative process， the approval of enterprise industrial projects on “Qinqing Online” was reduced from the original 10 working days for full process approval to 9 and a half hours， which has greatly benefited enterprises.

An innovative approach to adaptive governance based on credit system. By establishing a public credit information platform of Hangzhou and fully applying credit commitments and credit rewards and punishments， “Qinqing Online” has integrated the public credit records and evaluations of enterprises. For the first time， “Qinqing Online” was able to establish a dual random check mechanism based on credit classification， creating a closed-loop online management system of corporate credit. Companies are encouraged to make credit commitments beforehand. The system is able to check their honesty in commitment， control potential risks and punish acts of dishonesty afterwards.

Smart city， efficient governance. “Qinqing Online” is an important exploration of modern governance， it combines and makes full use of various data， streamlines procedures， integrates public credit information and provides efficient service. By examining and solving problems from a corporate perspective， “Qinqing Online” breaks through conventions to reform the government services in concepts， behaviors， systems， rules and methods in an all-round way， embarking on a new path to empower the government-business relations with digital technology.

Today， digital applications and platforms similar to “Qinqing Online” can be found everywhere in Hangzhous urban governance. In 2021， Zhejiang province is promoting digital reform in an all-round manner. During the 14th Five-Year Plan period， Zhejiang will promote the modernization of provincial governance， establish an integrated and overall smart governance platform， and push for reforms in digital Party building， digital government， digital society， digital economy and digital rule of law， producing a number of theoretical and institutional innovations.

The Story of a Foreigner Starting Business in Yiwu

Mohammad Falah Nasser， a Jordanian businessman， is now Chairman of Zhejiang Yingfan Trading Co.， Ltd. Back in 2002， when he just graduated from university， he came to Yiwu and started a foreign trade business with an initial capital of 30，000 yuan. Today， his company exports commodities from Yiwu to 13 countries and regions including Jordan， Algeria， Tanzania， and Morocco， shipping more than 1，000 containers overseas annually. In 2020， the companys export delivered outstanding growth of more than 60% despite the epidemic.

In 2002， when he entered Yiwu International Trade City for the first time， Mohammad was stunned by the huge market and the dazzling arrays of products， and saw huge business opportunities in it. Like many other foreigners in Yiwu， he started from a humble office and worked in Yiwu for nearly 20 years. Step by step， he created his own company and brand.

Last year， when COVID  19 broke out， the companys 80 containers of goods arrived at the Algerian port， and a bill of lading to the bank needed to be submitted to the bank to allow for foreign customers to pick up the goods. Otherwise， it would incur a daily demurrage cost of US$8，000. However， the employee happened to be under home quarantine and could not go out to deal with bank procedures. Mohammad was so worried that he asked the Yiwu Municipal Bureau of Commerce for help. After learning about his difficulties， the Bureau of Commerce worked out a plan to issue a pass for the employee while meeting the requirements on epidemic control as soon as possible. In this way， the employee was able go to the bank to complete the procedures in time， and the company was saved from troubles.

As the epidemic abated， Yiwu was among the first to reopen the market. This time， Yiwu government officials visited the company to ask about his difficulties and advised him on the necessary preparations for the resumption of work and production. With their guidance and help， the factory fulfilled requirements for epidemic prevention， resolved problems such as shortage of supplies， and resumed production soon. Thanks to various incentive policies and logistical and other support， Mohammads foreign trade business went back on track. Last year， its export volume grew by 60% against the trend.

For Mohammad， Yiwu is a magical place that has transformed him from a “poor boy” to a “big boss” doing business with the world. “I have been to more than 70 countries around the world， including the United States and many European countries， but I think Yiwu is the best place to do business.” In recent years， with “One-Stop Administrative Service Reform”， Yiwus business environment and government services have been continuously improving. In 2004， when Mohammad started his business， it took him more than two weeks to run through the procedures and get licenses. In 2018， when he applied for a wholly foreign-owned enterprise license， it only took him less than two days to complete all the procedures.

After years of operation， Mohammad now exports hardware， power tools， energy-saving lamps and other products from Yiwu market to 13 countries and regions around the world， with a cumulative export volume exceeding 130 million US dollars. He is planning to build a power tool factory in Yiwu to further extend his “industrial chain” and expand his business “friend circle”.

“Our factory has grown from 200 workers to more than 1，700 employees now， and our agents abroad have seen their employees increase from 6 initially to more than 300 now. This also testifies that Chinas success not only benefits China， but also promotes the common development of all countries in the world，”said Mohammad. Doing global business in Yiwu makes him feel that we are all in a “global village”. In particular， the Belt and Road Initiative put forward by China has not only strengthened economic ties and shared business opportunities with many countries， but also brought people closer to each other.

“What we have gone through during the fight against COVID-19 made me more convinced that we are living in a common world. I think I should also do something for Yiwu and China.” At the end of January last year， Mohammad purchased a batch of masks in Algeria and donated them to Yiwu government and many Chinese friends. He also donated 80，000 yuan to the Yiwu Red Cross to help the fight against the virus. When COVID-19 broke out in many countries around the world， he donated 400，000 medical masks to Algeria.

The Story of Rural Revitalization in Lujia Village

Located in Anji county， Huzhou city， Zhejiang province， Lujia village covers an area of 16.7 square kilometers with a population of 2，300. In recent years， under the support of the Party committees and governments at all levels and the guidance of General Secretary Xi Jinpings green development concept， the village relies on leisure agriculture and rural tourism to construct the countrys first family farm area and Tianyuan Complex Demonstration Zone. In 2020， the village collective assets， the annual revenue of the village collective economy， and farmers per capita net income reached 290 million yuan， 5.72 million yuan and 47，100 yuan respectively. It has preliminarily reached the goal of  “becoming a village that is strong， prosperous， beautiful and harmonious”.

Environmental governance gives the old village a new look. Lujia village used to be a notoriously dirty， disorderly and poor village in the county. In 2003， when Zhejiang launched the Green Rural Revival Program， the village was among the first to react. Through projects of river improvement， sewage treatment， and classified garbage disposal， the village tried every means to improve its environment and infrastructure. Now， Lujia village has not only built a public service center， a home-care service center， and a cultural activity hall， but also integrated various government projects to create a green， beautiful environment. A picturesque scenic area has come into shape with green waters surrounding the farmhouses in the village.

Planning goes first before development. In 2013， the village leadership gathered more than 20 capable villagers to discuss the village development. They raised 3 million yuan from various sources and invited well-known designers from Shanghai and Guangzhou to make a comprehensive high-standard development plan for the village. On the basis of resource optimization and differentiated operation， Lujia village has established a development blueprint with 18 theme farms as leading projects （such as Flower Farm， TCM Farm， and Mountain Pasture）， so as to ensure a balanced layout of industries and common development of farms with complementary advantages in the area.

Breakthroughs in rural revitalization depend on mechanism innovation. In 2016， Lujia village innovatively established a set of distribution mechanisms， created a business model of “company + village + family farm” and “dual management”， and set up an agricultural development company， a rural tourism service company， and a beautiful village training school. By building Chinas first family farm cluster， the village has vigorously developed rural tourism. At present， 18 family farms have been set up， 8 of which are in trial operation， and more than 2 billion yuan has been introduced. The village has transformed from a “poor， backward， dirty village” to a garden-like picturesque scenic spot. Since 2018， the village has received nearly 500，000 tourists each year. Lujia villagers today make a living by collecting rent， earning salaries and sharing dividends. Besides the dividends from the villages collective economy， each household receives an annual rent of about 8，000 yuan in land circulation. In addition， the jobs created can bring the villagers an annual income of 10 million yuan in salary， and the total housing rent amounts to 3 million yuan.

The development of Lujia village is a vivid practice of General Secretary Xi Jinpings idea of “lucid waters and lush mountains are invaluable assets”. Throughout the years， successive village governments have continued to carry on the blueprint. Taking advantage of its clear rivers and green mountains， the village integrates agriculture with rural areas and farmers， makes full use of its resources， assets and funds， and takes the development of industries as one with the prosperity of the village and the people. It has achieved tremendous changes by vigorously promoting leisure agriculture and rural tourism. In the future， the village will firmly keep in mind its original aspiration， vigorously promote the construction of a national pastoral complex and a national demonstration park for integrated development of agriculture and tourism， and try to translate its beautiful environment into economic benefits， so as to become an important window to showcase the remarkable achievement of Chinas rural revitalization.

The Story of Dadu Community Fighting Against COVID-19

Located in Keqiao district， Shaoxing city， Dadu community is the largest “immigrant community” in Zhejiang. It has 6，300 households and over 25，000 residents. More than 60% are from other places， including more than 500 foreigners from Republic of Korea， Pakistan， India， and other countries.

At the beginning of 2020， the outbreak of the COVID-19 epidemic disrupted the peaceful life of the residents of Dadu community. On New Years Eve， after receiving an emergency notice， all the community workers went on duty within one hour. After preliminary investigation， they found that 1，428 people were from Hubei， more than 1，700 people from Wenzhou， Taizhou and other epidemic areas in the province， and there were also hundreds of foreigners. Altogether 2，868 people from 715 households needed to be quarantined， but there were only 9 community workers. It was an extremely arduous task.

At the critical moment， the Party members in the community came forward to offer their help， together with some volunteers. The district and sub-district governments also sent some officials to the community to help. In just a few days， a team of 300 people was assembled. Following the order of the government， the community quickly established work teams covering investigation， data collection， testing， procurement， logistics， and inspection， getting ready for the fight against the epidemic.

In order to contain the virus， the community adopted an approach of “early discovery， early isolation and early treatment”. They raced against time to make telephone calls to check the status and health conditions of residents. The first confirmed case in the district was discovered through telephone investigation. On that day， the community workers learned that two people had a low fever on their way back from another place. They immediately reported this to their superior. When the community workers picked them up at the highway intersection in the midnight， they sent them directly to hospital for isolation and examination. One of the two was confirmed and received treatment immediately. After the patient was discharged from hospital， the community followed up on his health condition regularly， and celebrated an unforgettable birthday for him with his family. During the epidemic， there were 3 confirmed cases in the community. Due to the meticulous work of the community workers， they were all detected early， and recovered after treatment without causing secondary transmission.

In addition， with 715 quarantined households， the daily work of the community workers included checking temperature twice， delivery of these daily necessities and other services for the convenience of these households. They made an average of 200 visits a day and walked more than 20，000 steps， with their monthly telephone bills reaching over 5，000 yuan. In order to save time， they just made do with instant noodles and took a nap on their desks when they felt exhausted. As they often went home in the late night， they slept on the sofa with their clothes on so as not to interrupt other members of the family in case of emergency calls. Some community workers felt sick but still kept working without revealing unwellness to the colleagues; some mothers were too busy to breastfeed their months-old babies.

Repetitive ringing of the telephone and long hours of high-intensity work nearly exhausted the community workers. Zhang Xiaohong， the Party secretary of the community， lost 20 kilograms in a month. Though the community workers were worried of being infected when facing suspected patients， they always wore a warm smile before their families and community residents to give them confidence and comfort. Sometimes， some residents couldnt understand their work， and refused to cooperate or even yelled at them. There were several times that community workers couldn't help but burst into tears， yet they kept explaining to the residents over and over again， in a hoarse voice： “We know that you want to come out， and we also want to go home. What do we do？ If you cooperate well， well all be well. Only when your family is well， and everyone is well， can we all go home.”

Finally， their hard work won the support of more and more people.

A foreign resident in the community was resistant to the quarantine measures at first. After detailed explanation by the community workers， she became cooperative. When her quarantine ended， she expressed her apology and gratitude to the workers.

The child of another quarantined foreign family demanded the community workers to check the temperature of his dolls. To calm him dowm， the community workers， in spite of their fatigue， went to take the temperature of the dolls one by one for fourteen days without letup. Deeply moved， the childs father offered to sign up as a volunteer to serve the community. Now he also mobilized his friends in Keqiao to participate in community work. Because of the hard work of the community workers， the selfless dedication of the Party members， and the joint efforts of every resident， the community finally won the battle against COVID-19. As “masters” of the community， they have also gained a sense of accomplishment.

The Story of  CHINT  Group in Transformation

Over 40 years ago， Nan Cunhui came from a poor peasant family in a small town in southern Zhejiang. In order to make a living， he dropped out of school at the age of 13 and became a roadside cobbler like his father. Later， the breeze of reform awakened the entrepreneurial passion of Wenzhou people， and the market economy began to sprout.

However， at that time， disputes about “planned economy or market economy” never stopped， and no one knew exactly what to do. Then， the local Party committee and government promised to respect peoples creativity， which gave the private business owners some reassurance. Nan Cunhui followed the trend of the times and used his own house as a workshop. He borrowed some money and became a self-employed businessman. In the 1980s， he started his own business.

In the early days， the low-voltage electrical appliance market was at the preliminary stage. Nan Cunhui was among the first to hire technical experts， set up laboratories， and apply for production licenses. He was determined to run the business with integrity and compete with quality.

In 1991， he established the Sino-US joint venture—Wenzhou CHINT Electric Co.， Ltd.， introduced foreign investment， advanced technology and equipment， and determined to take a path of specialized operation. In 1992， in order to promote scale development of the private economy， Zhejiang Provincial Government sent a large number of experts to different private enterprises to provide guidance and introduce modern enterprise management techniques. In 1994， CHINT， a pioneer in Chinas business exploration，  established the first enterprise group in the industry. Later， by adopting the concept of value sharing， Nan Cunhui decided to reduce his own personal equity share and allowed for investment in forms of technology， management expertise or operation. In this way， he was one of the first to start a shareholding reform of private enterprises in China. His company was committed to scientific， globalized and intelligent development， so as to get integrated into the Yangtze River Delta， and finally go global and become a leader in low-voltage electrical appliances in Asia.

In the 21st century， the government began to promote transformation and upgrading of industrial economy and develop new energy. Nan Cunhui came to realize that due to the three major global problems of resource shortage， environmental pollution and climate change， it is an inevitable trend to optimize the energy pattern. Developing clean energy is not only the need of the global market and the need of transformation and upgrading， but also the responsibility of enterprises to participate in ecological conservation. He once imagined that if 1% of the earths surface was equipped with solar panels， all electricity problems could be solved. What an achievement that would be！

Starting from 2006， CHINT entered the new photovoltaic energy field， forming a full industrial chain of power generation， energy storage， power transmission and transformation， distribution， and energy use. It has explored a series of new green development models with leading technologies and business types， including desert-photovoltaic complementation， agriculture-photovoltaic complementation， fishery-photovoltaic complementation， industrial and commercial roofs， household photovoltaics， multi-energy complementation， and integrated energy services. So far， CHINT has invested and built more than 6 GW of photovoltaic power plants in the world， with an average annual power generation of about 6.4 billion kWh， which can reduce carbon dioxide emissions by 6.47 million tons per year. Every day， as the sun rises， CHINT carries out safety management and “butler-style” maintenance services for more than 300，000 roofs.

Looking back on its history of over 40 years， Nan Cunhui and CHINT have always followed the pulse of society and the times， adhered to the customer-centered， market-oriented， and technology-supported development concept， and created a model of integrated development of modern energy， advanced manufacturing and digital technology. With the digital upgrade of upstream and downstream industrial chains and strategic emerging industries， the group has globalized its production layout， marketing network， R&D system and talent team. With more than 37，000 employees， it has created more than 200，000 upstream and downstream jobs and provided products and services to more than 140 countries and regions around the world. During the pandemic， by leveraging its advantages in smart manufacturing and the global value of Chinese companies， CHINT worked with global customers from Italy， Spain， Dubai， and South Africa to fight the epidemic and tide over the difficulties.

In the future， CHINT will seize the major opportunities in industrial internet and energy reforms， and take “One Cloud and Two Networks” （i.e.， CHINT Cloud， CHINT Industrial IoT， and CHINT Energy IoT） as its strategic guidance. It will further play its role as a Chinese enterprise in stabilizing growth， promoting innovation， increasing employment， improving peoples livelihood， and promoting “carbon peak and carbon neutrality”， and continue to create new value for the evolution of global commercial civilization and the beautiful life of mankind with safer， cheaper， more environment-friendly and more convenient smart energy.

The Story of Grassroots Governance in Chengxi Village

Located in Sanmen county， Taizhou city， Zhejiang province， Chengxi village has 795 households with 2，255 people and 101 CPC members. Since the establishment of the village Party branch in 1957， there have been nine Party secretaries， namely， Zhang Zhenghe， Jin Jigui， Zhang Yiqi， Ye Jiafa， Zhang Hongjiang， Zhang Hongjun， Zhang Ping， Zhang Yijia， and Zhang Guojin.

Over the past 64 years， the nine successive Party secretaries have always kept in mind their original aspiration of enriching the people， and led the villagers to turn the poor and backward village into a “Well-off Demonstration Village”. With a fixed asset of 360 million yuan， the village now generates an annual income of tens of millions of yuan from collective economy， and a per capita income of 80，000 yuan.

How did the village achieve such great changes？ By reading through the 35 diaries recorded by the nine successive secretaries， one can discover the secrets behind the tremendous changes， and the footprints of the village Party branch in leading the local people towards their dreams from 1957 to the present.

In the 1960s， when Chengxi village was called “Fanshen village”， the poverty-stricken villagers still lived in leaky wooden houses with inadequate food and clothing. Then secretary Zhang Zhenghe often said， “if we dont have enough to eat， what can we do？” What he desired for most was to provide the villagers with enough food. So， he led the people to reclaim land， build water conservancy projects， and farm scientifically. As a result， grain production increased year by year， and the villagers no longer suffered from starvation. He recorded the exciting moment in the notebook in 1963： “In 1963， the total grain output reached 406，245 jin （203.1225 tons）， an increase of 27% over 1962.” That year， Chengxi village won the citys “food production champion”， and was awarded a big ox， which caused a sensation throughout the county. You must know that the value of an ox at that time was no less than that of a BMW or Mercedes-Benz today.

“With enough to eat， the people still have no money. What should we do？” The 1978 diary gave the answer： “Reform. It is risky to be first movers. Still， we need to think out of the box. As long as it is beneficial to the village， we shall be brave to give it a try.” In this way， with the pioneering spirit， successive secretaries joined the reform and opening-up drive. They vigorously developed industry and commerce， and established a hardware factory， a transformer fittings factory and the countys first village level farmers market. In 1985， Zhang Yiqi， the thirdParty secretary， set up a baking-free brick factory， allowing all villagers to receive an annual dividend of more than 100 yuan for the first time. At that time， the price of meat was only two yuan per kilogram.

After 30 years of development， Chengxi village accumulated a certain amount of wealth. Then how should they further innovate and transform to achieve prosperity？ In 1988， the fourth secretary Ye Jiafa took office. During his tenure， he engaged in technological transformation， plant expansion， equipment procurement and market expansion for 17 years. Under his leadership， the number of industrial and commercial enterprises of the village soared from a few to 25， which created job opportunities to more than half of the villagers. In 1995， the village became the richest among the countys “Top 100 Villages” with 100 million yuan as its assets.

With wealth come new expectations for a better life. “We hope to live in a better house， with more colorful cultural life...” Since the 1990s， the wishes of the villagers have appeared in the diaries of successive secretaries.

The well-off buildings， the Senior Villager Activity Center， the Ecological Park... dreams and blueprints came true one after another with the villagers joint efforts. In the development of the village， successive Party secretaries always disregarded their own personal interests. In allocation of the villagers residential buildings， there were not enough houses for every family. The sixth Party secretary Zhang Hongjun voluntarily gave up his share without any complaints.

Nowadays， every household in the village lives in a well-off building. Villagers have organized various leisure activities all by themselves， such as line dance， Tai Chi and jogging. They improved the village-level regulations for financial management， weddings and funerals， sanitation， and civilized etiquettes. With improved social conducts， the villagers sense of happiness and satisfaction also improved. In addition， men above 55 years old and women above 50 years old can receive a sum of pension every year， and elderly people over 60 can also enjoy benefits such as group travel， physical examination， and reunion dinner each year. Besides， all villagers can receive a year-end dividend of about 5，000 yuan every year， as their life becomes better and better.

The 35 diary notebooks are convincing footnotes for the villages exploration of grassroots governance. It testifies to the commitment of every Party secretary to their original aspirations. In December 2020， Zhang Guojin， who had worked in the two village committees for 19 years， was elected as the ninth Party secretary. In a new notebook， he began to write down his own dreams and the dreams of the villagers. This is the dream to be a good Party secretary， a secretary who keeps pace with the times and contribute his share to enrich the village. He is determined to rebuild a new Chengxi village in the future five years.