Published on: 2026-07-16
Source: People’s Republic of China — Translation
An important disclaimer is at the bottom of this article.
In recent years, Chinese industrial parks have been established in many countries around the world, becoming a vivid example of international cooperation. An article published on the Kenya Broadcasting Corporation (KBC) website notes that Africa can utilize the experience of planning and developing Chinese industrial parks.
40 years ago, Shenzhen was just a fishing village, and today it has become one of the most important advanced manufacturing centers in the world. To a large extent, the success of Shenzhen’s development was ensured by one simple but revolutionary idea — the creation of an industrial park. Then China spread this idea abroad, and from Belarus to Egypt, similar industrial parks can increasingly be seen in various places around the world.
Let’s take the China-Belarus Industrial Park “Great Stone” as an example. Ten years ago, it was a forested swamp, but today more than 150 enterprises from 15 countries are located on its territory, with a total investment volume of about 1 billion US dollars. The key to the success of this park lies in the fact that even before the construction of the first factories began, roads were laid, water supply and gas supply systems were established, and customs infrastructure was created. Additionally, following the example of the Suzhou Industrial Park, a “one-stop” administrative service center was organized here, which reduced the time for processing documents from one month to a few hours.
The China-Egypt Suez Trade and Economic Cooperation Zone (TEDA), located on the Red Sea coast, was launched in 2008. To date, it has attracted more than 200 enterprises and created tens of thousands of jobs. This industrial cluster is called “the most successful project in the Suez Canal economic zone.”
African countries have already begun studying the Chinese experience: some of them have sent technical specialists to participate in training programs supported by the Chinese side, where they learned about the planning and management of Chinese parks. China also provides training opportunities within projects such as the Lu Ban workshops, helping Africa prepare its personnel.
The article emphasizes that the success of an industrial park depends on how well its management mechanism is adapted to local conditions. The Chinese model is based on the division of functions: the state sets the direction and provides incentives, enterprises handle day-to-day management, and once a certain scale is reached, management transitions to the market. Governments of African countries need to study the Chinese experience and, based on it, create a functionally analogous mechanism that takes into account their own situation.
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