# 王石 · Wang Shi — 封面档案 ACF-01-00155

> 亚洲封面人物 Asia Cover Figure · 机器可读档案（LLM-ready）。本文件由官网结构化档案数据自动生成，供 AI 检索与引用。中文全文与英文全文对照编排。

## 档案元数据 Metadata

- 封面编码 ACF Code：**ACF-01-00155**
- 姓名 Name：王石 / Wang Shi
- 职务 Title：创始人 / Founder
- 公司 Company：万科企业股份有限公司 / Vanke Co., Ltd.
- 篇别 Category：商界逆行者（列传篇 / Biographies (Liezhuan)）
- 入档日期 Accessioned：2026-02-21
- 标签 Tags：商界逆行者, Disruptors, 房地产先驱, 环保倡导者, 极限探险家, 社会企业家
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-01-00155/liezhuan
- English archive：https://coverfigure.com/acf/ACF-01-00155/liezhuan?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/wangshi

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## 卷首 Editorial Intro

翻开中国企业家群体在改革开放四十余年间的人生图谱，绝大多数轨迹遵循着一条可以预期的路径——抓住机遇、做大规模、守住基业、传之后代。这条路径孕育了一批令人尊敬的企业创造者，但也在终点设置了一个几乎无人能解的命题：当一个人缔造了一家伟大的企业之后，他接下来该做什么？

多数人在守业中消磨掉了创业初期那种锋利的主体性。有人在权力的交接中身不由己，有人在家族传承的纠结中消耗余生，有人在功成名就之后陷入意义的真空。真正能够主动回答这个命题的，是极少数中的极少数——他们必须在企业成就与个人意志之间找到一条可以共处的路径，而不是让前者吞噬后者。

王石的档案记录的，正是这样一种罕见的生命样本。将他的轨迹与同代企业家横向对照，差异几乎在每一个关键节点上都清晰可辨。当同代人在一九八八年的股份制改革中为自己争取主要份额的股权时，他主动放弃了本应属于自己的那一块；当别人还在为接班人问题纠结不休时，他在企业最鼎盛的阶段完成了制度化交接；当同龄企业家将晚年时光用于著书立说或出席论坛时，他在六十五岁之后重新出发，将自己投入环保、赛艇、碳中和这些完全陌生的领域，甚至在七十五岁站上赛艇赛场。

这种"创造—博弈—放手—重生"的完整弧线，在全球企业家群体中都极为少见。它提供的不仅是商业层面的启示，更是一种关于如何在时代洪流中保持主体性的人生哲学。亚洲《封面人物》杂志独立编委会在评审王石的档案时，认为他的价值远超"万科创始人"这一单一身份标签。他的档案所承载的，是一个中国企业家的完整生命弧线——从创造到放手，从放手到重生，每一步都留下了可供审视的清晰印迹。终身档案编码永久存证，记录这段跨越半个世纪的企业家精神史。

Over four decades of China's Reform and Opening-Up, a generation of entrepreneurs emerged who embedded their personal destinies within the nation's transformation. For most, the trajectory followed a predictable path: seize opportunity, expand scale, preserve the enterprise, pass it on to the next generation. But this path encounters a fundamental question at a certain juncture: what does one do after building a great company?

This question is rarely encountered in business history. Most entrepreneurs either exhaust their remaining years defending their territory, or find themselves trapped in power struggles. Those who can proactively answer this question are exceedingly rare. They must confront a deeper inquiry: is the enterprise greater than its founder? Is the end of wealth actually the beginning of another life?

Wang Shi's archive documents precisely such a rare life specimen. He not only created a company that defined China's residential real estate industry but chose institutionalized departure at its most glorious moment. He not only withdrew from the identity of entrepreneur but reinvested himself in completely unfamiliar territory after the age of sixty-five. This complete arc of creation, confrontation, release, and rebirth is extraordinarily rare among global entrepreneurs, offering not merely business insights but a philosophy of maintaining agency amid the currents of history.

## 人物速览 Lead

他用33年将一家小型贸易公司缔造为全球领先住宅开发商，又在巅峰时刻选择放手。花甲之后，他拒绝停留在“地产教父”的标签里，在环保、赛艇、碳中和的新赛道上不断重新出发——一个中国企业家的完整人生弧线。

He spent 33 years transforming a small trading company into the world's largest residential developer, then chose to let go at the pinnacle of success. After sixty, he refused to be confined by the label of real estate godfather, constantly reinventing himself on new tracks in environmental protection, rowing, and carbon neutrality, the complete life arc of a Chinese entrepreneur.

## 正文 Archive Chapters

### 1. 从柳州到深圳：一个军政家庭的底色 / From Liuzhou to Shenzhen: The Foundation of a Military-Political Family

1951年1月23日，王石出生于广西柳州一个军政家庭。——父亲是八路军老战士、红四方面军出身，解放后在郑州铁路局担任副局长；母亲是锡伯族人，45年参军，后在义县电话局工作。兄弟姐妹八人中，王石是长子。

1968年，十七岁的王石初中毕业。文化大革命爆发，他没有像同龄人那样下乡插队，而是按照父母的意愿应征入伍。六个月驾驶学习后，他被分配到新疆空九军汽车营，在吐鲁番盆地的酷热中运送军械给养。五年军旅生涯，从徐州到新疆，从驾驶兵到基层管理，这段经历锻造了他日后最核心的两个品质：令行禁止的执行力和在恶劣环境中保持判断力的抗压能力。

1973年复员后，王石被安排到郑州铁路局水电段做锅炉大修车间的工人。在弥漫的煤灰和蒸汽中，这个二十三岁的年轻人没有放弃求知。当铁路局获得两个推荐上大学的名额时，老师傅们因为他的吃苦耐劳一致推荐了他。1974年，他进入兰州铁道学院给排水专业学习，课余自学英语和政治经济学，大学毕业时已能阅读狄更斯《大卫·科波菲尔》的英文原著。

1978年毕业后，王石被分配到广州铁路局工程五段做技术员，负责北至粤湘交界坪石、南至深圳罗湖桥头路段的沿线土建工程。正是在这段日子里，他第一次来到深圳——那时的深圳还只是宝安县的一个边陲小镇，但他结识了皇岗村的农民庄顺福。1980年春节，庄顺福夫妇从深圳来拜访王石，带来的进口水果和时髦装束让他深受震动，三十三岁的王石心中萌发了对这座南方小城的向往。

1980年，王石通过招聘考试进入广东省外经贸委，在广州从事招商引资工作。六年的外贸经历让他近距离接触了外商和市场化运作的底层逻辑，也让他看透了计划经济向市场经济转型中蕴含的巨大机遇。1983年5月7日，王石带着广东省外经委的介绍信南下深圳，挂靠在深圳市特区经济发展公司。一个属于王石、也属于中国的时代故事，就此开篇。彼时的他尚不知道，这座日后成为全球创新之都的城市，将是他一生事业的起点。

王石的家庭虽然不算显赫，但在当时的郑州铁路系统内已属有一定影响力的干部家庭。父亲性格刚烈、治家严格，母亲则温和而有韧性。八个孩子中，王石作为长子，从小就被赋予了更多的责任与期望。这种家庭氛围既给了他安全感，也培养了他不服输的性格。多年后王石回忆：「我父亲是个典型的军人，说一不二。我从小就不怕困难，可能跟这种家风有关系。」

**English:** On January 23, 1951, Wang Shi was born in Liuzhou, Guangxi. He came from a typical military-political family: his father was a veteran of the Eighth Route Army and the Fourth Front Army, later serving as deputy director of the Zhengzhou Railway Bureau; his mother was of Xibe ethnicity, having enlisted in the army in 1945 and later working at the Yixian Telephone Bureau. Among eight siblings, Wang Shi was the eldest son.

In 1968, at seventeen, Wang Shi graduated from junior high school. The Cultural Revolution was in full swing. Instead of being sent to the countryside like his peers, he enlisted in the army according to his parents' wishes. After six months of driver training, he was assigned to the Automobile Camp of the Ninth Air Force in Xinjiang, transporting military supplies and provisions through the scorching heat of the Turpan Basin. Five years of military service, from Xuzhou to Xinjiang, from driver to grassroots management, forged two core qualities that would define his future character: execution capability and resilience under pressure.

After his discharge in 1973, Wang Shi was assigned to work as a boiler maintenance worker at the Zhengzhou Railway Bureau. Amid coal dust and steam, the twenty-three-year-old refused to abandon his pursuit of knowledge. When the railway bureau received two nominations for university admission, the veteran workers unanimously recommended him for his hard work and dedication. In 1974, he entered Lanzhou Railway Institute to study water supply and drainage, teaching himself English and political economy in his spare time. By graduation, he could read Dickens' David Copperfield in the original English.

After graduating in 1978, Wang Shi was assigned to the Fifth Engineering Section of the Guangzhou Railway Bureau as a technician, responsible for civil engineering projects along the railway line from Pingshi at the Guangdong-Hunan border in the north to Luohu Bridge in Shenzhen in the south. It was during this period that he first visited Shenzhen, then just a border town in Bao'an County, where he befriended Zhuang Shunfu, a farmer from Huanggang Village. During the Spring Festival of 1980, Zhuang and his wife visited Wang Shi in Guangzhou, bringing imported fruits and wearing fashionable clothes that deeply impressed him. The thirty-three-year-old felt a growing attraction toward this southern city.

In 1980, Wang Shi passed a recruitment examination and joined the Guangdong Provincial Foreign Economic Relations Commission, handling investment promotion in Guangzhou. Six years of foreign trade experience gave him close exposure to foreign businessmen and the underlying logic of market-oriented operations, allowing him to see the enormous opportunities embedded in China's transition from a planned to a market economy. On May 7, 1983, Wang Shi traveled south to Shenzhen with a letter of introduction, affiliating himself with the Shenzhen Special Zone Economic Development Company. A story of an era had just begun.

### 2. 玉米战争与第一桶金：改革开放早期的商业直觉 / The Corn War and First Fortune: Business Instinct in Early Reform Era

1983年的深圳，还是一个充满原始活力的试验场。王石到达后发现，深圳两大饲料厂年产能很大，但原料因运输问题大部分需从北方经香港再转到深圳——供需严重错位中暗藏着巨大的价差红利。

王石展现出了惊人的商业天赋。他依托特区“复进口”政策绕开国内审批限制，用香港信用证结算解决资金难题，说服广东省海运局开通临时航线并延后结算运费，以零本金撬动了千万级的玉米贸易。首单七千吨东北玉米落地深圳，低价高质迅速抢占市场。

然而命运很快给他上了残酷一课。香港突发“鸡饲料致癌”的谣言，饲料市场瞬间崩盘，王石四千吨玉米滞销积压，受潮发霉、站台限流被罚，一夜之间亏光利润、倒贴七十万元，濒临绝境。

众人恐慌抛售离场之际，王石做出了一个惊人的逆向判断：刚需不会消失，谣言终将破除。他赌上全部信用和人脉，锁定了三万余吨远期玉米合约。短短一个月后，谣言辟谣，市场回暖，玉米价格暴涨，这批货直接被抢购一空。最终一战翻盘，净赚三百万元——在月薪仅几十元的1983年，这是不折不扣的天文数字。

更重要的是接下来王石的选择。当全民蜂拥而入饲料行业时，他果断抽身离场，用倒玉米赚来的钱于1984年组建了“深圳现代科教仪器展销中心”，经营从日本进口的电器、仪器产品，同时搞起服装厂、手表厂、饮料厂、印刷厂。正如王石后来所说：“就是除了黄、赌、毒、军火不做之外，基本万科都涉及到了。”

这就是万科的前身。王石以“金手指”的外号闻名深圳——指哪儿哪赚钱。但与其他投机者不同的是，他有一种近乎本能的节奏感：知道何时入场，更知道何时离场。这种能力在此后的三十多年里反复证明了自己的价值。

回顾这段经历，王石后来总结出一个核心信条：「在别人恐惧时贪婪，在别人贪婪时恐惧。」这句话后来被投资界奉为圭臬，但王石在1983年就已经用实践验证了它。更重要的是，他在这个过程中学会了识别周期的能力——不是精确预判，而是一种对市场需求刚性和泡沫破裂时点的直觉判断。这种直觉，在此后万科的每一次重大决策中都发挥了关键作用。

**English:** Shenzhen in 1983 was still a testing ground full of raw vitality. Upon arrival, Wang Shi discovered that the city's two major feed mills had large annual capacity, but raw materials had to be transported from the north through Hong Kong to Shenzhen due to logistical constraints, a severe supply-demand mismatch concealing enormous arbitrage opportunities.

Wang Shi displayed remarkable business acumen. He leveraged the Special Zone's re-import policy to bypass domestic approval restrictions, used Hong Kong letters of credit to solve financing challenges, and persuaded the Guangdong Maritime Bureau to open temporary shipping routes with deferred payment settlements, leveraging tens of millions in corn trade with zero capital. The first shipment of seven thousand tons of northeastern corn arrived in Shenzhen, quickly capturing the market with low prices and high quality.

However, fate soon delivered a cruel lesson. A rumor about cancerous chicken feed suddenly broke out in Hong Kong. The feed market collapsed instantly. Wang Shi's four thousand tons of corn became unsalable inventory, getting damp, moldy, and subject to station penalties. Overnight, he lost all profits and was left owing seven hundred thousand yuan, on the brink of ruin.

While everyone panicked and fled the market, Wang Shi made a stunning contrarian judgment: essential demand would not disappear, and the rumor would eventually be debunked. He bet everything, his reputation and connections, locking in forward contracts for over thirty thousand tons of corn. Just one month later, the rumor was debunked, the market recovered, corn prices surged, and the inventory was snapped up immediately. He emerged from that single battle with a net profit of three million yuan, in 1983, when monthly salaries were only a few dozen yuan, this was an astronomical sum.

More importantly, what Wang Shi chose to do next revealed his true character. While the entire nation flocked into the feed industry, he decisively withdrew, using the corn profits to establish the Shenzhen Modern Science and Education Equipment Exhibition Center in 1984, dealing in imported Japanese electrical appliances and instruments while simultaneously launching garment factories, watch factories, beverage plants, and printing operations. As Wang Shi later put it, basically Vanke got into everything except gambling, drugs, and weapons.

This was the predecessor of Vanke. Wang Shi earned the nickname Golden Finger in Shenzhen, wherever he pointed, money followed. But unlike other speculators, he possessed an almost instinctive sense of rhythm: knowing when to enter the market, and more importantly, when to exit. This ability would repeatedly prove its value over the next three decades.

### 3. 缔造万科：从贸易公司到住宅帝国的专业化转型 / Building Vanke: From Trading Company to Residential Empire Through Professional Transformation

1988年是王石人生的关键转折点。这一年，他将“深圳现代企业有限公司”正式更名为“深圳万科企业股份有限公司”，并在同年做出了两个影响深远的决定。

第一个决定是股份制改造。在当时的中国，私有产权的概念尚未完全确立，大多数企业家对股权的态度是牢牢攥在手里。但王石在万科股份化改造时，主动放弃了管理层应得的企业股权。股份制改造时他存款2.5万元，拿出2万元买了万科股票，却带领管理层放弃了占股60%的企业股，并将职工股设立为基金，用于职员福利和回馈社会。多年后他解释这一决定：一方面是因为当时突然拥有巨额财富可能带来不可预知的风险，另一方面是他相信即使没有股份，自己也能把公司管好。

第二个决定是进入房地产。1988年11月，万科以2000万元拍下深圳威登别墅地块，正式踏入房地产行业。拍卖场上，负责拍卖的官员望着王石说：“怎么出这么高的价？简直是瞎胡闹。”楼面价格已高于周边住宅均价。但王石看到了中国城镇化的巨大潜力。1991年1月29日，万科在深圳证券交易所正式挂牌上市，股票代码0002——由此拉开了万亿市值的征程。

1993年，王石做出了又一个关键决策：让万科放弃多元化业务，走专业化道路。当时的万科业务涵盖进出口、零售、房地产、投资、饮料、影视、广告、印刷、电气工程等十余个领域。王石认为，一个企业不可能在所有领域都做到最好，必须有所取舍。到1995年，万科的房地产业务利润占比增长到75%以上，成功实现了从多业务经营向主营业务为主导的专业化经营转型。

在此后的二十年里，王石带领万科踩着中国城镇化黄金浪潮高速发展。巅峰时期，万科年营收突破五千亿元、净利润超四百亿元，稳居全球住宅开发商之首。在房地产企业普遍依赖老板个人意志的年代，王石建立了中国最早的职业经理人制度——1999年他辞去总经理职务，只保留董事长，日常经营逐渐交给郁亮团队。

值得注意的是，万科在1991年上市时的总股本仅为4.13亿股，发行价1元。谁能想到这家小公司会在三十年后成长为年营收超五千亿的行业巨头？王石的远见在于：他不仅看到了房地产的市场空间，更看到了制度化、规范化对企业长期价值的意义。在中国房地产行业草莽丛生的年代，万科从一开始就走了公开透明、规范治理的路——这条路在当时显得笨拙，但后来被证明是最正确的选择。

**English:** 1988 was a pivotal turning point in Wang Shi's life. That year, he officially renamed the company to Shenzhen Vanke Co., Ltd., and made two far-reaching decisions that same year.

The first was the shareholding system reform. In those days in China, the concept of private property rights had not yet been fully established, and most entrepreneurs clung tightly to their equity stakes. But during Vanke's restructuring, Wang Shi voluntarily gave up the management team's rightful share of corporate equity. He had savings of 25,000 yuan and invested 20,000 in Vanke stock, yet led the management team in relinquishing the 60% corporate share allocation, establishing an employee welfare fund instead. Years later, he explained this decision: partly because suddenly acquiring enormous wealth could bring unpredictable risks, and partly because he believed he could manage the company well even without equity ownership.

The second decision was entering real estate. In November 1988, Vanke won the auction for the Weideng Villa plot in Shenzhen for 20 million yuan, formally entering the real estate industry. At the auction, the presiding official looked at Wang Shi and asked why he bid so high, calling it sheer madness. The floor price exceeded surrounding residential averages. But Wang Shi saw the enormous potential of China's urbanization. On January 29, 1991, Vanke was officially listed on the Shenzhen Stock Exchange with ticker 0002, thus beginning its journey toward a trillion-yuan market capitalization.

In 1993, Wang Shi made another crucial decision: Vanke would abandon its diversified businesses and pursue specialization. At the time, Vanke's operations spanned import-export, retail, real estate, investment, beverages, film and television, advertising, printing, electrical engineering, and over a dozen other fields. Wang Shi believed that a company cannot be the best at everything; it must make trade-offs. By 1995, real estate profits accounted for over 75% of Vanke's total, successfully transitioning from multi-business operations to a focused, specialization-driven strategy.

Over the following two decades, Wang Shi led Vanke to ride the golden wave of China's urbanization at high speed. At its peak, Vanke's annual revenue exceeded 500 billion yuan with net profits surpassing 40 billion yuan, ranking first globally among residential developers. In an era when Chinese real estate companies typically relied on the founder's personal will, Wang Shi established one of China's earliest professional management systems. In 1999, he stepped down as general manager, retaining only the chairman position, while daily operations were gradually handed to Yu Liang's team.

### 4. 宝万之争：一场关于控制权的资本博弈 / The Vanke-Baoneng Battle: A Capital Struggle Over Control

2015年12月，宝能系开始频繁举牌万科，意图夺取这家中国领先住宅开发商的控制权。一场被称为“宝万之争”的资本大战由此爆发，成为中国商业史上最引人注目的控制权争夺案之一。

这场博弈的复杂性远超普通的收购与反收购。宝能系通过保险资金和杠杆资金大量买入万科股票，迅速成为第一大股东。王石在内部会议上公开表态：“不欢迎野蛮人。”他认为宝能的资金来源和管理方式会破坏万科多年建立的公司治理文化和经营稳定性。

博弈持续了近两年时间，其间涉及监管介入、各方角力、舆论交锋等多个维度。2016年，深圳地铁集团入局，成为万科的重要股东。2017年6月30日，万科在深圳召开股东大会，六十六岁的王石正式卸任董事会主席，郁亮接过权杖。王石被授予名誉主席称号——保留了创始人的尊严，但不再拥有董事会表决权。

对于王石个人而言，宝万之争是一次深刻的考验。他用三十三年创建的公司，最终在资本的力量面前选择了体面退出。这不是失败，而是一种更高维度的认知：他清楚地知道，万科的存续不应依赖任何个人——包括他自己。正如他在卸任后所说：“企业的成功在于创始人离开后还能延续。”

宝万之争的结局，某种意义上正是王石早年制度设计的必然结果。正是因为他1988年放弃股权、建立职业经理人制度，万科才成为资本市场上“无主”的公司，才引发了后来的控制权之争。但也正是这套制度，让他在离开时能够坦然面对——万科不会因失去创始人而倒下。

宝万之争对整个中国商业社会产生了深远影响。它不仅引发了关于保险资金入市的讨论，也推动了监管层对野蛮人敲门行为的规范。更重要的是，它让所有中国企业家意识到：在资本市场日益成熟的今天，公司治理的制度建设比任何个人魅力都更重要。万科的故事，从某种意义上说，成为中国公司治理现代化的一个标志性案例。

这场持续近两年的博弈，最终以一种各方都能接受的方式落幕。深圳地铁集团的入局是关键转折点——作为深圳市属国企，它既保证了万科不会被野蛮人控制，又不会回到国有控股的老路。这种「混合所有制」的解决方案，某种程度上是中国特色公司治理的一次创新实验。而王石在整个过程中的表现——从公开表态到最终放手——展现了一个创始人在资本时代的尊严与智慧。

**English:** In December 2015, the Baoneng group began aggressively acquiring Vanke shares, attempting to seize control of China's largest residential developer. A capital battle known as the Baoneng-Vanke War erupted, becoming one of the most notable control struggles in Chinese business history.

The complexity of this struggle far exceeded a typical takeover battle. Baoneng used insurance funds and leveraged capital to purchase massive Vanke stock holdings, quickly becoming the largest shareholder. Wang Shi publicly declared at an internal meeting that he did not welcome barbarians. He believed Baoneng's funding sources and management approach would destroy Vanke's corporate governance culture and operational stability built over many years.

The battle lasted nearly two years, involving regulatory intervention, maneuvering among various parties, and intense media engagement. In 2016, Shenzhen Metro Group entered the picture, becoming a major Vanke shareholder. On June 30, 2017, Vanke held its shareholders' meeting in Shenzhen. Sixty-six-year-old Wang Shi formally stepped down as board chairman, with Yu Liang taking over. Wang Shi was granted the title of Honorary Chairman, preserving the founder's dignity but without board voting rights.

For Wang Shi personally, the Baoneng-Vanke War was a profound test. The company he had built over thirty-three years ultimately faced the power of capital, and he chose a dignified exit. This was not failure, but a higher-dimensional recognition: he understood clearly that Vanke's survival should not depend on any individual, including himself. As he stated after stepping down, the success of an enterprise lies in its ability to continue after the founder departs.

The outcome of the Baoneng-Vanke War was, in a sense, the inevitable result of the institutional design Wang Shi had established years earlier. It was precisely because he had relinquished equity in 1988 and built a professional management system that Vanke became an ownerless company in the capital market, triggering the subsequent control struggle. But it was also this very system that allowed him to face his departure with equanimity: Vanke would not collapse for losing its founder.

### 5. 巅峰之上的转身：从企业家到探险家 / Turning at the Summit: From Entrepreneur to Explorer

王石的另一面，同样精彩。他的探险生涯始于1995年的一张诊断书——医生在他的腰椎上发现了一个血管瘤，警告他最好坐轮椅，如果血管破裂可能下肢瘫痪。生性倔强的王石没有屈服，反而决定在可能的瘫痪之前完成一直想做的事：去看看珠穆朗玛峰。

1996年和1997年，他把广东海拔一千米以上的十七座山全部登遍了。命运的安排颇具讽刺：诊断时他的运动体检心脏评分是零分，从西藏回来后升到三分及格，2000年登七千米山峰回来达到满分五分，此后一直保持至今。

1999年，王石登顶海拔6178米的玉珠峰，正式开启雪峰攀登生涯。此后他一步步向更高目标进发：2001年登顶慕士塔格峰7546米，2002年登顶非洲最高峰乞力马扎罗山和北美洲最高峰麦金利山。

2003年5月22日14时37分，人类登顶珠峰五十周年纪念之际，五十二岁的王石站在珠穆朗玛峰顶端，成为中国登顶珠峰年龄最大的业余登山队员，创下国内纪录。面对鲜花和掌声，他却说：“面对鲜花、喝彩、掌声，我很不适应。”

此后三年零八个月，王石完成了攀登七大洲最高峰的壮举，并徒步到达北极点和南极点，成为世界上第九位完成“7+2”探险计划的探险家。2005年和2010年，他两次登顶珠峰，其中第二次他带领团队清理了七吨垃圾、回收两百多个空氧气瓶，在珠峰上实践环保理念。

1999年辞去总经理职务后，王石开始将更多时间投入登山和公共事务。2001年至2003年间，他赴哈佛大学做访问学者，后又前往剑桥大学。在剑桥，他接触到了赛艇运动，从此一发不可收拾——这项运动彻底改变了他后半生的人生轨迹。

王石的探险精神并非一时冲动。他曾多次表示，登山对他而言不是征服自然，而是挑战自我。「登山不是对大自然的征服，而是对人类自我的挑战。」这种心态的转变，恰恰映射了他人生哲学的演进——从年轻时的争强好胜，到后来的内省与超脱。2002年，他还担任了中国登山协会副主席，将个人爱好转化为推动中国登山运动发展的公共责任。

**English:** Wang Shi's other side proved equally remarkable. His exploration career began in 1995 with a doctor's diagnosis: a hemangioma was found on his lumbar spine, with warnings that he should use a wheelchair and that vessel rupture could lead to lower-body paralysis. Stubborn by nature, Wang Shi refused to submit. Instead, he decided to accomplish something he had always wanted before any potential paralysis: go see Mount Everest.

In 1996 and 1997, he climbed all seventeen mountains in Guangdong above 1,000 meters. Fate's irony was striking: at diagnosis, his cardiac exercise test scored zero out of five; after returning from Tibet, it rose to three, a passing mark; after climbing a 7,000-meter peak in 2000, it reached a perfect five, where it has remained ever since.

In 1999, Wang Shi summited Yuzhu Peak at 6,178 meters, officially launching his snow mountain climbing career. He then progressed step by step toward higher goals: Muztagh Ata at 7,546 meters in 2001, Africa's Kilimanjaro and North America's McKinley in 2002.

On May 22, 2003, at 14:37, commemorating the fiftieth anniversary of humanity's first Everest summit, fifty-two-year-old Wang Shi stood atop Mount Everest, becoming the oldest amateur climber to summit from China, setting a domestic record. Facing flowers and applause, he said he was very uncomfortable with all the attention.

Over the next three years and eight months, Wang Shi completed the feat of climbing the highest peaks on all seven continents and trekking to both the North and South Poles, becoming the world's ninth explorer to complete the 7+2 expedition program. In 2005 and 2010, he summited Everest twice; the second time, he led his team in collecting seven tons of garbage and recovering over 200 empty oxygen cylinders, practicing environmentalism on the world's highest peak.

After stepping down as general manager in 1999, Wang Shi devoted more time to mountaineering and public affairs. Between 2001 and 2003, he served as a visiting scholar at Harvard University, later traveling to Cambridge. At Cambridge, he encountered the sport of rowing and became immediately captivated. This sport would completely transform the trajectory of his later life.

### 6. 赛艇与环保：以运动推动社会变革 / Rowing and Environmental Protection: Driving Social Change Through Sport

2013年，王石在剑桥大学体会到赛艇运动的深层精神——同样是团队运动，篮球、足球以明星运动员为中心，但赛艇没有明星。两人划桨，一强一弱就会转弯。强的要照顾弱的，弱的不能让强的照顾，会用最大努力跟上强的。这样就会发现最后把“自我”形成了“无我”，又把“无我”形成一个整体。

2014年，王石当选亚洲赛艇联合会主席，承诺在亚洲推广四百个民间赛艇俱乐部。但他推广赛艇的逻辑远不止于运动本身。赛艇对水质环境要求极高，无论在哪里举办比赛，都会倒逼当地的水环境治理。他选择在扬州大运河推广赛艇运动，三年时间里，当地从脏乱差的垃圾中转站变成了绿水环绕的生态湿地，成为运河城市转变的样本。

赛艇成为王石推广环保理念的载体。2014年至今，他创办的“深潜”公司从赛艇俱乐部逐渐发展为集训练营、水上运动基地、赛事运营为一体的综合运营商。深潜学院将二十八天的课程拆分到六个城市，拉伸至一年，王石将自己的企业经营管理和人生思考传递给企业家群体。

与此同时，王石在公益慈善领域的投入持续深化。他先后担任深圳壹基金公益基金会执行理事长、万科公益基金会理事长，发起“一个地球自然基金会”和“大道应对气候变化中心”。2018年，他入选“中国改革开放海归40年40人”榜单；2024年，获得《中国慈善家》年度人物。

2010年第二次登顶珠峰时，王石发起了“零公里行动”，在海拔七千米以上开展垃圾收集清理活动，将世博旗帜带上峰顶。他花钱组织运输队清理了七吨垃圾和两百多个空氧气瓶，用这些垃圾做了装置艺术在上海世博会展览，宣传珠峰环保生态。

王石对赛艇的理解远超一般运动爱好者的层面。他将赛艇视为一种哲学训练：在艇上，每个人都必须放下自我，融入团队节奏。这种体验直接影响了他的管理思维。他曾说：「企业家习惯了一言九鼎，但在赛艇上，你必须学会倾听、配合、让步。这恰恰是中国企业家最需要补的课。」这种将运动精神与商业管理融为一体的能力，是王石独特魅力的重要来源。

**English:** In 2013, at Cambridge University, Wang Shi grasped the deeper spirit of rowing: in team sports like basketball and football, the game centers around star athletes. But rowing has no stars. If two rowers are mismatched, one strong and one weak, the boat turns. The strong must accommodate the weak, and the weak must never let the strong carry them, pushing themselves to keep up. You discover that ultimately, the self transforms into no self, and from no self emerges a unified whole.

In 2014, Wang Shi was elected President of the Asian Rowing Federation, pledging to promote 400 grassroots rowing clubs across Asia. But his logic for promoting rowing extended far beyond sport itself. Rowing demands high water quality; wherever competitions are held, local water treatment is forced to improve. He chose to promote rowing on the Grand Canal in Yangzhou. Over three years, the area transformed from a filthy garbage transfer station into an ecological wetland surrounded by green water, becoming a model for canal city transformation.

Rowing became Wang Shi's vehicle for promoting environmental awareness. From 2014 onward, his company DeepDive evolved from a rowing club into a comprehensive operator integrating training camps, water sports bases, and event management. DeepDive Academy splits its 28-day program across six cities over a full year, with Wang Shi transmitting his business management insights and life reflections to entrepreneurial cohorts.

Simultaneously, Wang Shi deepened his investment in public welfare and philanthropy. He served successively as Executive Chairman of the Shenzhen One Foundation, Chairman of the Vanke Foundation, and founded the One Earth Nature Foundation and the Dadao Center for Climate Response. In 2018, he was selected for the 40 Over 40 Years of Reform and Opening-Up list; in 2024, he received the China Philanthropist Annual Person award.

During his second Everest summit in 2010, Wang Shi launched the Zero Kilometer Action, conducting garbage collection and cleanup above 7,000 meters and carrying the World Expo flag to the summit. He funded a transport team that collected seven tons of garbage and over 200 empty oxygen cylinders, creating installation art from the refuse for exhibition at the Shanghai World Expo to promote Everest environmental awareness.

### 7. 碳中和再创业：老战马听到冲锋号 / Carbon Neutrality Re-Entrepreneurship: The Old Warhorse Hears the Bugle Call

2017年离开万科后，王石并没有选择安享晚年。他先是将目光投向了碳中和领域。当听到中国政府郑重宣布碳中和与碳达峰目标时，他说：“就像老战马听到了冲锋号。”

2020年，六十九岁的王石创办了深石集团，聚焦碳中和技术、新能源等领域的投资。2021年，他又创办了深石收购企业有限公司，以SPAC模式向港交所申请上市。公司管理团队堪称豪华：CEO刘二飞拥有二十五年投行经验，搜狐创始人张朝阳、万科独董刘姝威担任独立非执行董事。深石收购聚焦绿色科技和环保消费品两大投资主线，涵盖清洁能源、智慧城市、电动汽车、物联网等领域。

王石解释碳中和与房地产的关系：“中国城市里大约40%的能耗在建筑，碳排放也在这里。通过建筑改造、新材料、新技术，可以将能耗和碳排放大幅降低。”他已接到多个居民楼、写字楼减排改造和产业园绿色低碳升级项目。深石资本还与海南签订50亿元绿色产业基金合作协议。

2026年6月，深石集团旗下“生物圈三号”磁悬浮空调节能改造项目在深圳大梅沙落成，覆盖3.2平方公里区域，实现园区绿电占比85%、建筑综合节能率85%，被生态环境部列为“绿色低碳典型案例”。

然而王石坦言，退休后的三个创业项目——生态农业、零碳建筑、文化IP——均未成功，分别因资金链断裂、团队散伙、市场认可度不足而受挫。他认为碳中和领域“盈利门槛极高”，跨界创业需要打破地产行业的路径依赖。但他仍表示：“只要还能动，就再试一次。”

王石的碳中和事业不仅是商业行为，更是他对气候变化议题的长期关注。他多次参加联合国气候变化大会，与全球环保领袖交流。2018年，他在达沃斯论坛上发表关于中国企业在碳中和领域角色的演讲，引起广泛关注。他创办的万科公益基金会每年投入超过一亿元用于环保公益项目。尽管这些投入与他当年的商业规模相比只是杯水车薪，但他始终坚持：「碳中和事业是自己在70岁找到的一辈子值得的事业。」

王石的碳中和事业不仅是商业行为，更体现了他对人类共同命运的深切关注。他多次参加联合国气候变化大会，与全球环保领袖交流对话。2018年在达沃斯论坛上，他就中国企业在碳中和领域的角色发表演讲，引起广泛关注。他始终坚信：气候变化不分国界，碳中和需要全球协作。中国作为全球领先的碳排放国之一，在绿色转型中承担着不可推卸的责任。

**English:** After departing Vanke in 2017, Wang Shi did not choose a comfortable retirement. He first turned his attention to the carbon neutrality sector. When he heard the Chinese government solemnly announce its carbon neutrality and peak emissions goals, he said it was like an old warhorse hearing the bugle call.

In 2020, sixty-nine-year-old Wang Shi founded Deepstone Group, focusing on investment in carbon neutrality technology and new energy. In 2021, he established Destone Acquisition Corp., applying for a Hong Kong Stock Exchange listing through the SPAC model. The management team was formidable: CEO Liu Erfei with twenty-five years of investment banking experience, Sohu founder Zhang Chaoyang, and Vanke independent director Liu Shuwei serving as independent non-executive directors. Destone focused on two investment tracks, green technology and eco-friendly consumer goods, covering clean energy, smart cities, electric vehicles, IoT, and more.

Wang Shi explained the connection between carbon neutrality and real estate: about 40 percent of energy consumption in Chinese cities is in buildings, and that is where carbon emissions concentrate too. Through building renovation, new materials, and new technologies, energy consumption and carbon emissions can be dramatically reduced. He had already secured multiple projects for residential and office building emission reduction renovations and industrial park green upgrades. Deepstone Capital also signed a 5 billion yuan green industry fund cooperation agreement with Hainan.

In June 2026, Deepstone Group's Biosphere 3 maglev air conditioning energy-saving project was completed at Dameisha in Shenzhen, covering a 3.2-square-kilometer area with 85% green electricity ratio and 85% comprehensive building energy savings, recognized by the Ministry of Ecology and Environment as a green low-carbon model case.

However, Wang Shi candidly admitted that his three post-retirement entrepreneurial ventures, ecological agriculture, zero-carbon buildings, and cultural IP, all failed, succumbing respectively to cash flow crises, team dissolution, and insufficient market acceptance. He acknowledged that the profitability threshold in carbon neutrality is extremely high, and cross-industry entrepreneurship requires breaking free from real estate's path dependency. Yet he maintained: as long as I can still move, I will try again.

### 8. 七十五岁的赛场：用身体对抗时间 / The Arena at Seventy-Five: Using the Body to Fight Time

2026年5月17日，上海HYROX赛场。七十五岁的王石和搭档正在推一辆装着配重的雪橇。这项比赛要完成八公里跑，中间穿插滑雪机、推拉雪橇、波比跳远、划船机、负重行走等项目，被称为“找虐”比赛。

很多年轻选手跑到后半程已经迈不开腿，七十五岁的王石却以约1小时38分完成比赛，拿到所在年龄组第一名，获得世锦赛资格。同时他创造了三项纪录：最年长参赛、最年长完赛、男双冠军。

同年3月，他参加HYROX北京站男子四人接力赛，团队以1小时40分27秒完赛。两个月后的上海站，他和搭档以更快的成绩拿到年龄组冠军。

这些成绩的取得不是靠名声和光环。HYROX的难处在于几乎没有休息时间——跑完一公里马上进入器械区，推完雪橇还要继续跑，心率刚下降又要面对下一个项目。赛场上每一分钟都需要此前数月的训练来换。

王石把每天的日程切成训练、会议和出差。清晨起床后阅读、跑步，再安排攀岩和力量练习。壶铃、划船机、负重行走和心肺训练进入日常，训练结果被严格记录。他的个人划船机年度累计里程接近80万米，在五千多会员中排名第四。

2026年8月，王石在深圳大梅沙开出了“顽石”HYROX体能训练馆，定价亲民：自助训练108元/小时，一对一私教308元/小时。75岁，一辈子见惯几十亿、上百亿大生意的地产教父，如今俯身赚百元级的“小钱”。

王石对此的态度很坦然：“这不是落魄，这是最通透的商业觉醒。半生靠时代风口赚暴富大财，晚年终于学会做低风险、稳现金流的踏实小生意。”他不愿意坐在台上反复讲述当年如何创办万科——他仍然需要下一场比赛和下一张成绩单。

75岁的王石在赛场上的表现令人惊叹，但更令人敬佩的是他的态度。他不把运动当作炫耀的资本，而是视为对抗衰老的生活方式。他曾说：「如果你的身体和思想停止活动了，你的生命也就停止了。」这种信念支撑着他在每一个清晨准时出现在训练场上。当同龄企业家们大多已经减少工作、安排退休生活时，王石却把一天切成训练、会议和出差，忙得比以前更充实。

**English:** On May 17, 2026, at the Shanghai HYROX competition venue, seventy-five-year-old Wang Shi and his partner were pushing a weighted sled. This competition requires completing an eight-kilometer run interspersed with ski erg, sled push and pull, burpee broad jumps, rowing, and farmer's carries, earning it the nickname torture competition.

Many young competitors could not push through in the second half, yet seventy-five-year-old Wang Shi completed the race in approximately 1 hour 38 minutes, taking first place in his age group and earning World Championship qualification. He simultaneously set three records: oldest participant, oldest finisher, and male doubles champion.

In March of the same year, he competed in the HYROX Beijing men's four-person relay, with his team finishing in 1 hour 40 minutes 27 seconds. Two months later at the Shanghai event, he and his partner claimed the age-group championship with an even faster time.

These results were not achieved through reputation or halo effects. HYROX's difficulty lies in its near-total absence of rest periods: after running a kilometer, you immediately enter the equipment zone; after pushing the sled, you keep running; as your heart rate drops, you face the next event. Every minute on the course requires months of prior training to earn.

Wang Shi divides each day into training, meetings, and travel. After rising at dawn, he reads, runs, then schedules rock climbing and strength exercises. Kettlebells, rowing machines, weighted carries, and cardiovascular training form his daily routine, with training results rigorously tracked. His personal annual rowing machine distance approaches 800,000 meters, ranking fourth among over 5,000 members.

In August 2026, Wang Shi opened the Wanshi HYROX fitness training center at Dameisha in Shenzhen, with accessible pricing: self-service training at 108 yuan per hour, one-on-one personal training at 308 yuan per hour. At seventy-five, the real estate mogul who spent a lifetime dealing in billions now humbly pursues the small money of hundred-yuan sessions.

Wang Shi's attitude about this is remarkably candid: this is not decline, it is the most transparent business awakening. Having earned massive wealth riding the tailwinds of an era for half my life, in my twilight years I have finally learned to run a steady, low-risk cash-flow business. He refuses to sit on stages repeatedly recounting how he founded Vanke. He still needs the next competition and the next scorecard.

### 9. 捐赠清华与制度传承：一个企业家的终极答卷 / Donation to Tsinghua and Institutional Legacy: An Entrepreneur's Final Answer

2021年，一个沉寂了三十三年的问题终于有了答案。王石将万科股份化改造时放弃的企业股资产——估值约五十三亿元——全部捐赠给清华大学，用于筹建公共卫生与健康学院。

这笔捐赠的意义远超金额本身。它回答了一个困扰中国企业家群体的根本问题：当你创造了一家伟大企业之后，如何安放那些因你而起却又不属于你的财富？

王石回忆道：“股份化改造时，红头文件下来，我占股60%，剩余40%企业股可以分配给创始人带领的团队。我第二天就宣布放弃对企业股所拥有的权利。万科团队不大，我是唯一创始人，所以我放弃之后没有第二个人再说要自己的那份。一晃三十二年过去了，最后才有了这个归宿。”

“因缘际会下，清华大学发来正在筹建公共卫生与健康学院的信息，我立刻感觉到如果把企业股资产用到这上面，那一下就和全人类的命运共同体联系在一起了。和万科现在的团队以及专门管理这部分股份的公司商量，很快形成一致意见，响应清华大学的呼吁。从清华大学给我们信息到最后签协议，不到一个月的时间。这了却了一个心愿。”

这笔捐赠是王石人生哲学的最终注脚。他没有选择将财富传给子女——2012年与前妻和平离婚，女儿王蔚蓝并未进入万科管理层；也没有选择建立以个人名字命名的基金会来延续个人声望。他将财富最终指向了全人类的共同议题——公共卫生。

从33岁的玉米商人到75岁的极限运动员，从放弃股权的创业者到捐赠53亿的慈善家，王石用四十二年完成了从“创造财富”到“定义财富的意义”的蜕变。他的人生弧线证明了一件事：在中国的企业家群体中，不仅有人能创造商业奇迹，也有人能在拥有之后选择放手，在放手之后找到比拥有更重要的东西。

王石的财富观在中国企业家中极为罕见。他不追求个人排场，不收藏豪车名表，日常出行坐经济舱，穿着朴素。在深圳这个豪宅遍地的城市，他自称「也就是个中产阶层」。这种朴素的财富观与他对企业制度的信仰一脉相承——他认为财富的价值不在于占有，而在于流动和转化。将53亿资产捐赠给公共卫生事业，正是这种理念的终极表达：财富最终应该回到它最能发挥作用的地方。

**English:** In 2021, a question dormant for thirty-three years finally received its answer. Wang Shi donated all of the corporate equity assets he had relinquished during Vanke's shareholding reform, valued at approximately 5.3 billion yuan, to Tsinghua University for the establishment of its School of Public Health.

The significance of this donation extended far beyond its monetary value. It answered a fundamental question that has troubled China's entrepreneurial class: after you have created a great enterprise, how do you place the wealth that arose because of you but does not truly belong to you?

Wang Shi recalled: during the shareholding reform, when the official document came down, I held 60% of shares, with the remaining 40% corporate shares available for distribution to the founding team. The very next day, I announced I was giving up my rights to those corporate shares. The Vanke team was not large; I was the sole founder, so after I gave up mine, no one else claimed their portion either. Thirty-two years passed in a flash before we finally found this destination for those assets.

Through serendipity, Tsinghua University reached out about establishing the School of Public Health. I immediately felt that if those corporate equity assets could be applied to this cause, it would connect directly with the community of shared future for all humanity. I discussed it with Vanke's current team and the company managing these shares, and we quickly reached consensus to respond to Tsinghua's call. From Tsinghua's initial contact to the final agreement signing, less than a month elapsed. This fulfilled a long-cherished wish.

This donation serves as the ultimate footnote to Wang Shi's life philosophy. He chose not to pass wealth to his children. His 2012 amicable divorce from his first wife meant daughter Wang Weilan never entered Vanke's management. Nor did he choose to establish a foundation bearing his own name to perpetuate personal prestige. He ultimately directed the wealth toward a cause shared by all humanity: public health.

From thirty-three-year-old corn trader to seventy-five-year-old extreme athlete, from the entrepreneur who gave up equity to the philanthropist who donated 5.3 billion, Wang Shi completed his transformation from creating wealth to defining the meaning of wealth over forty-two years. His life arc proves something profound: within China's entrepreneurial community, there are those who can create commercial miracles, and also those who can choose to let go after possessing, and find something more important than possession after letting go.

## 卷尾 Editorial Conclusion

亚洲《封面人物》杂志存在的意义，在于为一个时代的创造者留下可被反复审视的底稿。记录者的工作不是盖棺定论，而是将足够丰富的细节、足够诚实的判断、足够完整的轨迹封存于档案之中，让未来的阅读者拥有超越当下偏见的信息基础。

王石的档案，是这份底稿中极具份量的一页。独立编委会在评审过程中，反复确认的不是他创造了多大的企业、积累了多厚的财富——这些数字终将被后来者刷新。真正值得永久存证的，是他在每一个关键节点上做出的那些与同代人不同的选择：放弃股权、制度化放权、在巅峰时刻抽身、在六十五岁之后重新出发。这些选择构成了一个完整的企业家精神样本，它的价值不依赖于任何外部评价体系的背书。

记录者有责任将这样的样本如实留存。不是出于赞美，不是出于定性，而是出于一种职业信念——一个时代最具代表性的创造者，他们的抉择、困顿、放手与重生，构成了后来者理解这个时代最真实的路径。档案的意义，是让这些路径不会在时间中被简化、被误读、被遗忘。

终身档案编码将这份记录永久封存。它不是终点，而是一个可供无限次回看的起点。当未来的阅读者试图理解中国企业家精神在改革开放大时代中的演变轨迹，王石的档案会像一面诚实的镜子，映照出创造者在时代洪流中的全部姿态——进取的、挣扎的、释然的、重新出发的。记录者的使命，就是让这面镜子永远清晰。

In the spectrum of Chinese entrepreneurs, Wang Shi occupies a unique position. He is neither the wealthiest nor necessarily the shrewdest, but he may be the earliest to have truly understood the relationship between entrepreneur and enterprise. While his contemporaries struggled with power transitions and family succession, he relinquished his enormous equity stake as early as 1988, defining the company's future through institutions rather than bloodline.

The profound significance of this choice was not fully recognized until over thirty years later. Vanke grew from a trading company into an industry benchmark with trillion-yuan market capitalization, not through any strongman's will, but through a system of professional managers capable of operating independently of its founder. This system enabled Wang Shi to step away at the pinnacle and allowed Vanke to continue forward after his departure.

Even more noteworthy are the fifteen years since his departure. Rather than choosing the comfortable path of a peaceful retirement, he reinvested himself in new territories fraught with uncertainty: promoting rowing, investing in carbon neutrality, and pursuing extreme sports. Even as his entrepreneurial ventures repeatedly encountered setbacks, he maintained the attitude of trying again as long as he can still move. This capacity for continuous self-renewal may well be the most important lesson Wang Shi leaves us: a person's value lies not in what they create, but in what they can still become after having everything.

## 金句 Pull Quote

> 我当年在深圳外号金手指，指哪儿哪赚钱。但更重要的是，我知道什么时候该把手指收回来。

> Back in Shenzhen, they called me Golden Finger, wherever I pointed, money followed. But more importantly, I knew when to pull my finger back.

## 履历时间线 Career Timeline

- **1951-01-23** 出生于广西柳州 / Born in Liuzhou, Guangxi
- **1968** 初中毕业后参军，赴新疆当汽车兵 / Enlisted in army after junior high, served as truck driver in Xinjiang
- **1974** 进入兰州铁道学院给排水专业学习 / Entered Lanzhou Railway Institute to study water supply and drainage
- **1978** 毕业后分配到广州铁路局工程段做技术员 / After graduation, assigned as technician at Guangzhou Railway Bureau
- **1980** 进入广东省外经贸委，从事招商引资 / Joined Guangdong Foreign Economic Relations Commission
- **1983-05-07** 南下深圳创业，开始玉米贸易 / Traveled south to Shenzhen, began corn trading
- **1984** 创立深圳现代科教仪器展销中心（万科前身） / Founded Shenzhen Modern Science Education Equipment Center (Vanke predecessor)
- **1988** 万科完成股份制改造，王石放弃个人股权 / Vanke completed shareholding reform; Wang Shi gave up personal equity
- **1991-01-29** 万科在深交所上市，股票代码0002 / Vanke listed on Shenzhen Stock Exchange, ticker 0002
- **1993** 决定万科走专业化道路，放弃多元化业务 / Decided Vanke would pursue specialization, abandoning diversification
- **1999** 辞去万科总经理职务，保留董事长 / Resigned as Vanke General Manager, retained Chairman
- **2003-05-22** 52岁登顶珠穆朗玛峰，创国内最高龄纪录 / Summited Mount Everest at age 52, setting China's oldest record
- **2004-07** 完成七大洲最高峰攀登 / Completed climbing highest peaks on all seven continents
- **2005** 徒步到达北极点和南极点，完成7+2探险 / Trek to North and South Poles, completing 7+2 expedition
- **2010-05-22** 第二次登顶珠峰，发起零公里行动清理七吨垃圾 / Second Everest summit; Zero Kilometer Action clearing 7 tons waste
- **2014** 当选亚洲赛艇联合会主席，创办深潜公司 / Elected President of Asian Rowing Federation; founded DeepDive
- **2017-06-30** 正式卸任万科董事会主席，获授名誉主席 / Stepped down as Vanke Board Chairman, granted Honorary Chairman
- **2020** 创办深石集团，聚焦碳中和投资 / Founded Deepstone Group, focusing on carbon neutrality investment
- **2021** 将约53亿元企业股资产捐赠清华大学 / Donated approx 5.3 billion yuan equity to Tsinghua University
- **2022-04-08** 深石收购SPAC向港交所递交上市申请 / Destone Acquisition SPAC filed HKEX listing application
- **2026-05-17** 75岁HYROX上海站获年龄组冠军 / At 75, won HYROX Shanghai age group championship
- **2026-08** 在深圳大梅沙开设顽石HYROX体能训练馆 / Opened Wanshi HYROX fitness center at Dameisha, Shenzhen

## 常问问答 FAQ

**Q1: 王石为什么在1988年放弃万科股权？**

A: 王石在万科股份制改造时主动放弃了占股60%的企业股权。他当时有两个考量：一是突然拥有巨额财富可能带来不可预知的风险；二是他相信即使没有股份，凭借自己的能力和威望也能管理好公司。这一决定使万科成为中国最早建立职业经理人制度的企业之一，也为王石日后体面退出奠定了基础。

**Q1 (EN): Why did Wang Shi give up his Vanke equity in 1988?**

A: Wang Shi voluntarily gave up 60% of corporate equity during Vanke's shareholding reform. He had two considerations: first, suddenly acquiring enormous wealth could bring unpredictable risks; second, he believed he could manage the company well based on his abilities and prestige even without equity ownership. This decision made Vanke one of the earliest Chinese companies to establish a professional management system.

**Q2: 宝万之争的结局是什么？**

A: 2015年底宝能系开始大举收购万科股份，意图夺取控制权。经过近两年的博弈，2017年6月30日，六十六岁的王石正式卸任万科董事会主席，郁亮接任。王石被授予名誉主席称号。深圳地铁集团成为重要股东，万科的治理结构最终趋于稳定。

**Q2 (EN): What was the outcome of the Baoneng-Vanke War?**

A: In late 2015, the Baoneng group began aggressively acquiring Vanke shares. After nearly two years of struggle, on June 30, 2017, sixty-six-year-old Wang Shi stepped down as Vanke Board Chairman. Wang Shi was granted the Honorary Chairman title. Shenzhen Metro Group became a major shareholder, and Vanke's governance structure eventually stabilized.

**Q3: 王石登山有哪些主要成就？**

A: 王石在2003年52岁时首次登顶珠峰，创下中国最高龄业余登顶纪录。此后三年多完成七大洲最高峰攀登，并到达南北极点，成为全球第九位完成7+2探险的探险家。2010年60岁时第二次登顶珠峰，并带领团队清理七吨垃圾。

**Q3 (EN): What are Wang Shi's major mountaineering achievements?**

A: Wang Shi first summited Everest at age 52 in May 2003, setting China's oldest amateur summit record. Over the next three-plus years, he completed climbing the highest peaks on all seven continents and reached both poles, becoming the world's ninth person to complete the 7+2 expedition.

**Q4: 王石离开万科后在做什么？**

A: 离开万科后，王石主要投身三个领域：一是赛艇推广和深潜公司运营；二是碳中和投资，创办深石集团和SPAC公司，聚焦绿色科技和低碳建筑；三是极限运动和健康管理，持续参加HYROX等赛事。2021年，他将约53亿元企业股资产捐赠清华大学。

**Q4 (EN): What has Wang Shi been doing since leaving Vanke?**

A: Since leaving Vanke, Wang Shi has primarily engaged in three areas: rowing promotion and DeepDive operations; carbon neutrality investment through Deepstone Group and a SPAC company; and extreme sports and health management. In 2021, he donated approximately 5.3 billion yuan in corporate equity assets to Tsinghua University.

**Q5: 王石的深石集团有什么进展？**

A: 深石集团成立于2020年，聚焦碳中和技术投资。2022年通过SPAC模式申请港交所上市。2026年6月，旗下生物圈三号项目在深圳大梅沙落成，实现85%绿电占比和85%建筑节能率。但王石坦承退休后的多个创业项目均未成功。

**Q5 (EN): What progress has Deepstone Group made?**

A: Deepstone Group, founded in 2020, focuses on carbon neutrality technology investment. In 2022, it applied for HKEX listing via SPAC. In June 2026, its Biosphere 3 project was completed in Shenzhen, achieving 85% green electricity ratio and 85% building energy savings. However, Wang Shi admitted multiple post-retirement ventures did not succeed.

**Q6: 王石捐赠清华的53亿是怎么回事？**

A: 1988年万科股份制改造时，王石放弃的企业股资产经过三十多年增值，估值约53亿元。2021年，在清华大学筹建公共卫生与健康学院时，王石决定将这笔资产全部捐赠。从清华发出信息到签协议，不到一个月。

**Q6 (EN): What is the story behind Wang Shi's 5.3 billion donation to Tsinghua?**

A: The corporate equity assets Wang Shi gave up during Vanke's 1988 shareholding reform appreciated over 30-plus years to approximately 5.3 billion yuan. In 2021, when Tsinghua was establishing its School of Public Health, Wang Shi decided to donate all these assets. From initial contact to agreement signing took less than a month.

**Q7: 75岁的王石现在身体状况如何？**

A: 王石保持着极高的运动强度。2026年5月以75岁高龄参加HYROX上海站比赛，1小时38分完赛获得年龄组冠军，同时创最年长参赛、完赛和男双冠军三项纪录。他每天坚持训练，年度划船机里程近80万米。

**Q7 (EN): What is Wang Shi's physical condition at 75?**

A: Wang Shi maintains extremely high training intensity. In May 2026, at age 75, he competed in HYROX Shanghai, finishing in 1 hour 38 minutes to win his age group while setting three records. He trains daily with annual rowing machine distance approaching 800,000 meters.

## 来源清单 Sources

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本档案机器版由亚洲封面人物官网自动生成：https://coverfigure.com ｜ 永久档案：https://coverfigure.com/acf/ACF-01-00155/liezhuan ｜ 生成时间 Generated：2026-09-11 00:42