When Chinese engineers arrive in Ghana to work on major infrastructure projects, they bring technical expertise and modern construction methods.

But to build roads that truly serve Ghanaian communities, many are discovering that they also need local teachers.

At China Railway No. 5 Engineering Group (CR5) Ghana Limited, the company redeveloping and expanding the historic Accra-Tema Motorway, a cross-mentoring program is flipping the traditional training model on its head. While Chinese engineers mentor Ghanaian graduates on laboratory testing and standardized operations, Ghanaian staff are simultaneously mentoring their Chinese counterparts on something equally critical: how to communicate, respect local customs, and build genuine relationships.

Benedict Anane, a Ghanaian human resource management officer at CR5 Ghana Limited, recalls the transformation he witnessed in Wang Su, a young Chinese engineer who arrived struggling with more than just language barriers.

“When Wang first arrived, like many professionals working in a new environment, she faced the challenge of communication,” Anane told Xinhua. “But what sets her apart is her openness to learning beyond technical work.”

Wang demonstrated a strong desire to understand people, respect local customs, and build genuine relationships.

“These are qualities that go far beyond engineering. They are the foundations of successful collaboration,” Anane said.

Wang, who has since adapted remarkably to her new environment, credits Anane with helping her overcome the fear of making errors while speaking to people. What truly changed her, she explained, was “not about learning more words, but learning how to communicate with people.”

“He was very patient, encouraged me to speak, even if my tenses were not perfect,” Wang said. “More importantly, he taught me things beyond language. For example, how to speak in a more friendly way, and how to communicate with different people outside. This experience taught me that language isn’t only a tool, it is also a bridge between people and culture generally.”

The cross-mentoring model operates in both directions. On the technical side, Chinese materials engineer Zhang Zeyun has been mentoring 26-year-old Ghanaian graduate Eric Ampadu, who dreamed of a technology career but faced a difficult job market where 32.8 percent of Ghanaians aged 15 to 24 were unemployed in 2021, according to the Ghana Statistical Service.

Ampadu was hired in January 2025 as a civil engineer attached to the laboratory for material testing. Under Zhang’s guidance, he has significantly improved his skills in material testing, professional practices, and standardized operations.

“Now, Ampadu can complete daily laboratory testing work on his own,” Zhang said.

But the mentoring flows both ways. As Ampadu learns Chinese engineering standards, his Chinese colleagues learn from Anane and other Ghanaian staff how to navigate local protocols, interpret non-verbal cues, and build the trust that keeps projects running smoothly.

Chen Zhen, deputy managing director of CR5 Ghana Limited, said these strong bonds between local and Chinese staff are not merely a human resources nicety, they directly impact project efficiency and quality.

“Infrastructure connects not only lands and waterways but also people’s hearts,” Chen said. “In Ghana, every road and bridge we construct means far more than steel and concrete structures. They embody the vision of extensive consultation, joint contribution, and shared benefits under China’s Belt and Road Initiative.”

The company’s approach, Chen explained, goes beyond the ordinary employer-employee relationship.

“We work as one integrated team,” he said. “We encourage open communications and mutual respect so that Chinese staff and local employees can work together in a harmonious working environment.”

The goal, he added, is “to foster a development community built on mutual trust, knowledge exchange, and cultural harmony.”

For Anane, watching Wang grow from a hesitant newcomer into a confident engineer who can engage comfortably with colleagues and community members alike has been deeply encouraging.

“Her improvement in language, along with her willingness to learn, adapt, and connect across cultures, deeply encourages me,” he said.

As the Accra-Tema Motorway, first completed in 1965 under Ghana’s first president, Kwame Nkrumah, undergoes its major redevelopment and expansion, the road itself may be the most visible product of the China-Ghana partnership. But those working on it say the less visible product, mutual understanding built through daily, two-way mentoring, may prove even more durable.

Wednesday, May 6, 2026. Stay informed with today’s front pages of Ghanaian newspapers, all in one place.

Ghana is embarking on an ambitious plan to transform its defence sector from a net importer of military hardware into a local manufacturing hub, drawing direct inspiration from Türkiye’s successful industrial blueprint.

Following a high-level working visit to Ankara, Ghana’s Deputy Minister of Defence, Ernest Brogya Gyenfi, signaled a major policy shift: Accra wants to produce its own ammunition, tactical equipment, and military technology rather than relying solely on foreign suppliers.

The visit, which combined diplomatic talks with on-the-ground industrial tours, was facilitated by the Ghanaian Embassy in Türkiye. Mr. Gyenfi led a delegation in his dual capacity as Deputy Minister and Board Chairman of the Defence Industries Holding Company (DIHOC), accompanied by representatives from DIHOC and the private sector’s Dalpha Group Co. Ltd.

The core objective, according to officials, was to study and adapt Türkiye’s defense investment model—a strategy that transformed Turkey’s local industry into a billion-dollar exporter within two decades. Discussions were held with institutions linked to the Turkish Presidency and the Investment Office of the Presidency of Türkiye, focusing on how to channel foreign capital, advanced technology, and technical expertise directly into Ghanaian-led projects.

“This is not about signing procurement deals for finished goods,” a source familiar with the delegation’s objectives said. “It is about learning how to build the factory floor itself. Türkiye went from assembly to indigenous design. Ghana wants to take that same path.”

A key component of the working visit was a series of industrial tours designed to assess real-world manufacturing capabilities. The Ghanaian team visited ATEŞÇİ Machinery, a specialist in ammunition production systems, and AK Defence Factory, which produces small arms and tactical gear.

In both cases, discussions centered on potential technology transfer agreements and joint ventures that would see Ghanaian engineers trained on Turkish machinery, with production lines eventually established in Ghana.

The move reflects a broader economic strategy by Accra: to position Ghana as an emerging defense manufacturing hub in West Africa. By leveraging Türkiye’s expertise, Ghana hopes to bypass decades of technological catch-up, creating local jobs, reducing foreign exchange spent on military imports, and potentially opening an export market for smaller African nations.

The public-private composition of the delegation—merging DIHOC’s state mandate with Dalpha Group’s commercial agility—suggests that Ghana intends to build its defense industry on a mixed-economy model, similar to Türkiye’s own successful structure.

While no specific timelines or dollar figures were released, the visit has been described internally as a “strategic roadmap phase.”

Officials noted that the discussions with Turkish defence firms went beyond memoranda of understanding, involving detailed technical assessments of production lines and workforce training requirements.

For Ghana, the calculation is straightforward: defense industrialization is no longer solely about national security. It is also about technological sovereignty and economic development. And in Türkiye, Accra believes it has found a proven playbook to follow.