Business & Money
Young African Women Misled into Drone Production Jobs in Russia
A significant portion of this labor force is responsible for assembling drones, handling chemicals, and painting the products. In the first half of the year, 182 women were recruited, mainly from Central and East African countries, via a Facebook page promoting the Alabuga Start program. Recruiting events were also organized in Uganda, focusing on vulnerable groups like orphanages.
:Discover how young African women are being misled into drone production jobs in Russia, facing exploitation and false promises of better opportunities.
In a bid for a better future, young African women were lured by social media ads promising free plane tickets, financial incentives, and the thrill of an adventure in Europe.
The catch?
A simple computer game and a 100-word Russian vocabulary test.
What began as a hopeful journey soon turned into a grim reality for many who discovered, only after their arrival in Russia’s Tatarstan region, that they were destined for factory work—not the hospitality and catering careers they had envisioned.
Instead, they found themselves assembling Iranian-designed attack drones intended for warfare in Ukraine.
Interviews with these women conducted by The Associated Press revealed a harrowing experience marked by long hours, constant surveillance, and disillusionment with broken promises regarding wages and educational opportunities.
Some described exposure to harmful chemicals that left their skin irritated and pockmarked.
To address a pressing labor shortage amid wartime demands, the Kremlin has been recruiting women aged 18 to 22 from countries including Uganda, Rwanda, Kenya, South Sudan, Sierra Leone, Nigeria, and even Sri Lanka.
This initiative is now expanding to other parts of Asia and Latin America.
In Tatarstan’s Alabuga Special Economic Zone, approximately 200 African women work alongside Russian vocational students, some as young as 16, in a facility crucial to Moscow’s weapons production.
One woman, who had given up her job back home for the Russian opportunity, remarked, “I don’t really know how to make drones.”
A Promising Start Turns Sour
The women arrived full of hope, documenting their journey with selfies at the airport and videos of in-flight meals, eagerly pointing to “Europe” on the in-flight map. However, upon reaching Alabuga, the grim reality set in.
“The company is all about making drones. Nothing else,” one woman lamented as she assembled airframes. “I regret and curse the day I started making all those things.”
A clue about their grim fate could be found in the vocabulary test they were required to take, which included terms like “factory” and the verbs “to hook” and “to unhook.” The working conditions were oppressive, characterized by extensive surveillance both at their dormitories and at work.
Their hours were long, and the wages were far lower than anticipated—an experience corroborated by three other women interviewed by AP, who remain anonymous for their safety.
Factory management reportedly seeks to deter the African workers from leaving. While some women have managed to leave or find other work in Russia, verification of these claims has proven difficult.
A Weapon Production Hub in Tatarstan
The Alabuga Special Economic Zone, established in 2006 to attract business and investment, has seen a significant shift toward military production since the onset of the Ukraine war.
In 2022, Russia and Iran signed a $1.7 billion agreement to supply unmanned aerial vehicles (UAVs) for combat.
Production of these drones has moved from disassembled imports to full-scale manufacturing at Alabuga, where the goal is to produce 6,000 drones annually by 2025—an ambition that is already ahead of schedule with 4,500 units reported.
Finding labor has been a challenge. With unemployment at historic lows and many Russians already engaged in military activities or having fled abroad, Alabuga turned to vocational students and cheap foreign labor.
Experts note that Alabuga is unique in recruiting women from Africa, Asia, and South America for weapon production, with 90% of foreign women working on drone assembly—tasks that typically require minimal skill.
Recent reports indicate that the workforce is expected to grow from under 900 employees in 2023 to over 2,600 by 2025.
Much of this labor force is tasked with assembling drones, using chemicals, and painting the products. In the first half of the year, 182 women were recruited, primarily from Central and East African countries, through a Facebook page promoting the Alabuga Start program.
Recruiting events were even held in Uganda, targeting vulnerable groups such as orphanages.
Although the campaign does not specify why it focuses solely on young women, some analysts suggest that this demographic may be perceived as easier to control. Leaked documents indicate that assembly lines are segregated, using derogatory language toward the African workers.
Life Under Surveillance
The foreign workers travel by bus from their dormitories to the factory, navigating multiple security checkpoints.
The living quarters are heavily monitored, with entry controlled by facial recognition technology and round-the-clock surveillance.
The women are prohibited from bringing personal items like pets, alcohol, or drugs. While they are issued local SIM cards, these must remain outside the factory due to its sensitive military nature.
One worker noted, “I could only talk to an AP reporter with my manager’s permission,” while others reported that their messages were monitored and that they were discouraged from discussing work with outsiders. Workers were instructed to report on their colleagues, fostering an atmosphere of mistrust.
The drone assembly process exposes workers to hazardous substances without adequate protective gear, leading to painful skin reactions. “My God, I could scratch myself! I could never get tired of scratching myself,” one woman reported, highlighting the physical toll of their labor.
In addition to chemical hazards, the complex itself was targeted in a Ukrainian drone strike in April, injuring at least 12 workers. A video shared with AP featured a Kenyan woman condemning the attackers as “barbarians,” insisting that their efforts to intimidate were futile.
A Culture of Exploitation
While one woman expressed satisfaction with her job due to the pay and the opportunity to meet new people, the majority of those interviewed had a different perspective. Initially promised $700 a month, social media posts later revised this figure to “over $500.” With deductions for accommodation, airfare, medical care, and language classes, many struggled to cover basic expenses.
The women described their treatment as “maltreated like donkeys, being slaved.” Compounded by banking sanctions against Russia, sending money home has become increasingly difficult.
Although some managed to send back small amounts, the financial burden weighed heavily on many.
Long shifts lasting up to 12 hours with unpredictable days off became the norm. Yet, two women working in the kitchen remained hopeful, willing to endure hardships if it meant supporting their families.
Wages have been a growing concern, leading to lower morale among workers. Plant managers have expressed a desire to replace foreign workers with Russian-speaking staff, as candidates increasingly refuse low salaries.
Russian and Central Asian students at Alabuga Polytechnic have reported being allowed to return home, while vocational students wishing to quit must repay tuition costs.
Despite repeated attempts by AP to reach the Russian Foreign Ministry and officials from Tatarstan for comment on the workers’ complaints, no responses were received.
Human rights organizations expressed ignorance regarding the factory’s operations but noted that such recruitment practices align with Russia’s broader pattern of exploiting foreign labor.
The International Implications
Russia’s strategy has allowed for a dramatic increase in drone production capabilities. Nearly 4,000 drones were launched in Ukraine from February 2022 through 2023, with nearly double that number in the first half of this year alone.
Despite the Alabuga plant’s production goals being met, concerns remain about the quality of the drones produced, as manufacturing issues tied to unskilled labor may lead to malfunctions.
An analysis of 2,000 Shahed drone attacks documented by Ukraine’s military reveals a troubling trend: about 95% of these drones fail to hit their intended targets. Many end up crashing into Ukraine’s fields, straying into NATO member Latvia, or falling within Russian territory.
Experts attribute this high failure rate not only to improved Ukrainian air defenses but also to the potential lack of craftsmanship stemming from a workforce that may not have the necessary training or experience.
In response to these alarming developments, the Alabuga Start recruiting campaign continues, buoyed by a polished social media presence that presents an enticing, albeit misleading, narrative. Women are drawn in by promises of opportunity and adventure, unaware that they may become unwitting participants in a machinery of war.
Keywords:African women exploitation:Drone production jobs:Russia job market:False promises:Youth employment challenges
Business & Money
David Ngata Appointed I&M CFO
David Ngata’s move to I&M Group comes at a crucial time as the bank aims to enhance its footprint in the competitive East African banking sector, where digital transformation and evolving customer needs are reshaping the industry.
: Former Equity Bank CFO David Ngata joins I&M Group as CFO, enhancing leadership with over 25 years of experience in global banking and finance.
By Charles Wachira
In a significant leadership shakeup, I&M Group has appointed David Ngata as its new Chief Financial Officer, effective October 16, 2024, in a move aimed at bolstering its executive team.
Ngata, the former CFO of Equity Bank, brings over 25 years of financial expertise and global experience that promises to drive I&M’s growth in Kenya and across East Africa.
Known for its customer-focused financial solutions in corporate banking, retail services, and asset financing, I&M Group is set to benefit greatly from Ngata’s deep understanding of both regional and international finance.
An Impressive Global Career
Ngata’s career spans an impressive roster of roles in top-tier financial institutions. David Ngata Joins I&M Group as CFO.
Before joining Equity Bank in 2018, he worked at American Express in New York, where he sharpened his insights into global financial management.
He also served as an Audit Senior Manager with KPMG, working in both Kenya and the United States.
This wealth of experience has equipped Ngata with a keen eye for operational efficiencies, regulatory compliance, and strategic finance management, all of which he brings to his new role at I&M.
A Transformative Role at Equity Bank
At Equity, Ngata’s role as Group Finance Director saw him overseeing finance teams across six countries: Kenya, Uganda, Tanzania, South Sudan, Rwanda, and the Democratic Republic of Congo.
His leadership was instrumental in Equity’s remarkable growth across East Africa, as he developed cross-border financial strategies, implemented risk management frameworks, and introduced cost-efficiency measures that helped the bank navigate through challenging economic periods.
In 2022, he was promoted to CFO, where he continued to guide Equity’s financial direction, reinforcing its position as one of East Africa’s top financial institutions.
Academic Excellence and Professional Credentials
Ngata’s academic credentials complement his extensive professional background.
He holds a Master of Science in Business Analytics from Carnegie Mellon University and a Bachelor of Commerce in Marketing from the University of Nairobi.
His Certified Public Accountant (CPA-K) qualification, along with memberships in both ICPAK (Kenya) and AICPA (USA), highlights his commitment to high standards in finance and professional excellence.
Positioning I&M Group for Growth
Ngata’s move to I&M Group comes at a crucial time as the bank aims to enhance its footprint in the competitive East African banking sector, where digital transformation and evolving customer needs are reshaping the industry.
David Ngata Joins I&M Group as CFO, filling the gap left by former CFO Amit Budhdev, who exited in December 2023.
Ngata’s strategic mindset and vast experience are expected to play a pivotal role in shaping I&M’s financial strategies, optimizing risk management, and seizing new growth opportunities.
A Future of Resilience and Innovation
Industry analysts are optimistic about Ngata’s impact on I&M Group, noting that his leadership could help the bank strengthen its market position and continue innovating to meet customer needs.
David Ngata Joins I&M Group as CFO. As Ngata steps into this key role, he is set to lead I&M’s financial team toward new heights, positioning the bank for a future defined by resilience, growth, and transformative finance solutions in East Africa.
Business & Money
Diamond Trust Bank Kenya Named Murali M Natarajan As CEO
Murali Natarajan’s appointment underscores DTB’s commitment to expanding its impact in Kenya and East Africa. With a track record in mobile banking, loan digitization, and customer-focused services, Natarajan is well-positioned to drive DTB’s transformation into a fully digital, customer-first institution. His leadership promises to shape the bank’s long-term strategy and resilience in an ever-evolving market.
DTB Kenya appoints Murali Natarajan as CEO, aiming for growth, digital expansion, and SME support in Kenya’s competitive banking landscape.
In a strategic move poised to deepen Diamond Trust Bank’s (DTB) leadership in Kenya’s banking sector, Murali Natarajan, a veteran banker from India, has taken the helm as the new Managing Director and Chief Executive Officer.
Natarajan’s appointment is not only a significant leadership change for DTB but also marks a crucial step in the bank’s continued evolution and resilience in a competitive landscape.
Murali M Natarajan a Veteran Banker with a Vision
With over three decades in banking, Murali Natarajan has built a reputation for steering banking institutions toward growth, especially in challenging economic environments.
Known for his customer-centric approach and operational acumen, Natarajan brings a wealth of experience from his previous roles in top-tier financial institutions, notably in India, where he played a key role in transforming banks through innovation, efficiency, and prudent risk management.
DTB’s Regional Expansion and Digital Push
Under Natarajan’s leadership, DTB is expected to sharpen its strategic focus on regional expansion and digital banking transformation.
The bank, already a key player in Kenya and the East African region, has seen steady growth in its network and asset base, expanding its footprint in Uganda, Tanzania, and Burundi.
Natarajan’s extensive background in digital banking and microfinance offers DTB a unique opportunity to capitalize on the growing demand for digital financial services in East Africa.
Given the increasing competition in Kenya’s banking sector, where over 40 banks are vying for a share of a rapidly digitalising market, Natarajan’s digital-first approach could provide DTB with a competitive edge. In India, Natarajan was recognized for rolling out digital solutions that improved customer engagement and broadened financial inclusion.
For DTB, which is looking to increase its digital footprint and integrate more accessible banking solutions, this experience could prove invaluable.
Addressing Challenges in Kenya’s Banking Sector
Natarajan’s appointment comes at a time when Kenya’s banking industry is navigating a mix of regulatory pressures, evolving consumer expectations, and economic headwinds.
The sector has faced increased scrutiny from the Central Bank of Kenya, which is pushing for more transparency, stronger governance, and digital inclusivity.
Furthermore, with Kenya’s inflation and interest rates creating volatility, Natarajan’s strong background in risk management could be instrumental in steering DTB through economic uncertainties.
The veteran banker’s experience will likely play a crucial role in addressing the rising demands for loan restructuring and risk mitigation, especially as more customers and businesses seek financing in a post-pandemic economy.
His tenure at various financial institutions has shown his adeptness at balancing growth with caution, a skill set that will be essential as DTB positions itself as a key partner in Kenya’s economic recovery efforts.
Expected Impact on DTB’s Performance and Strategy
Industry insiders are optimistic that Natarajan’s experience will catalyze DTB’s growth trajectory.
His focus on operational efficiency and digital innovation could lead to improved financial performance, while his understanding of micro and SME financing aligns with DTB’s mission to empower Kenya’s small and medium enterprises.
His approach is expected to bolster DTB’s role as a supportive financial partner for SMEs, which form the backbone of Kenya’s economy.
By bringing in a seasoned executive with a global perspective, DTB signals its ambition to evolve beyond traditional banking.
Natarajan’s previous success in pioneering initiatives like mobile banking, loan digitization, and customer-centric financial services could play a transformative role in DTB’s journey toward becoming a fully digitized, customer-first institution. His leadership will be instrumental in shaping DTB’s long-term strategy and resilience in a fast-evolving market.
Looking Ahead
Murali Natarajan’s appointment is a clear indicator of DTB’s commitment to scaling its impact within Kenya and the East African region.
As he steps into his role, all eyes will be on how he leverages his international experience to drive DTB’s growth, strengthen its digital capabilities, and deepen its regional reach.
For Kenya’s banking sector, his tenure promises to introduce new innovations and operational practices that could set a benchmark for other financial institutions in the region.
In a highly competitive sector, DTB’s choice to bring in a leader with Natarajan’s pedigree reflects a vision for growth, transformation, and resilience—qualities that could shape the bank’s future for years to come.
Business & Money
Patrice Motsepe Faces $195M Lawsuit in Tanzania Over Mining Deal
The Tanzanian mining firm Pula Group is suing Patrice Motsepe and his associated companies, alleging they breached a non-compete agreement by investing in Australia’s Evolution Energy Minerals, which operates near Pula’s graphite project.
: South African billionaire Patrice Motsepe’s companies face a $195M lawsuit in Tanzania, accused of breaching a non-compete contract in graphite mining.
South Africa’s first black billionaire Patrice Motsepe and his associated companies—African Rainbow Minerals (ARM), African Rainbow Capital, and ARCH Emerging Markets—are facing a $195 million lawsuit in Tanzania, one of the largest commercial cases in the country’s history.
The case, initiated by the Tanzanian mining firm Pula Group, resumes in court on November 4 and centers around claims of a breached non-compete agreement.
According to Pula’s chairman, Charles Stith, ARM’s investment in Australia’s Evolution Energy Minerals, located near Pula’s graphite project, violates a two-year non-compete agreement they had previously signed.
Stith explained that the lawsuit’s $195 million claim is based on a third-party evaluation of the losses Pula stands to incur due to the alleged breach.
He voiced concerns over ARM’s practices, stating, “Similar dynamics have been observed across the African continent, and this case is expected to set a legal precedent to protect the rights of local mining and exploration companies competing with international counterparts in Tanzania”
ARM, in its defense, claims that the accusations are baseless.
An ARM spokesperson said that while the company initially signed a confidentiality agreement with Pula to explore potential investment in graphite, it ultimately chose not to pursue the project and informed Pula of this decision.
ARM’s legal team has also argued procedural issues, including claims of improper service and jurisdictional objections, occasionally not appearing in court to contest these points.
Stith, a former U.S. ambassador to Tanzania, also highlighted the broader implications, pointing out that such disputes often hinder equitable access for local mining companies competing with global firms in Africa’s resource sector. This case could therefore influence future agreements and operational norms for foreign investments across the continent
Keywords:Patrice Motsepe lawsuit:African Rainbow Minerals Tanzania:Pula Group non-compete breach:Tanzania commercial court mining:Evolution Energy Minerals
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