World
Annan Identifies Causes of Current Level of Development in Africa
By Kester Kenn Klomegah
In an insightful conversation, the President/CEO of the Institute of African Leadership (IoFAL), Dr Bennett Annan, discusses management styles of African leaders, the system of governance, diversities in political culture and the extent these affect progress and development.
He points to the lack of effective monitoring and evaluation as factors determining the current level of development in Africa. He unreservedly argues that his Institute of African Leadership (IoFAL) provides the necessary cutting-edge skills for young aspiring leaders for Africa. Here are the interview excerpts:
What prompted the recent research titled Leadership Styles of Africans: A Study Using Path-Goal Leadership Theory, something related to management styles of African leaders?
Several years ago, when I was a teenager growing up in Ghana, I watched various politicians talk about policies that they believed will help alleviate poverty, yet when they came to power nothing really good happened to their people. I wondered why?
During that same period of time, I also read in the newspapers many, many times how poor Africans were and how the leaders have mismanaged their countries’ resources. But these were intelligent people, so why?
In 2007, I conducted my first research study in America entitled West African Managers in American Businesses and set up six research sites for the project: New York, New Jersey, Atlanta, North Carolina, Colorado, and California.
I went to these locations and did interviews, both with individuals and focus groups. I realized how intelligent these West Africans were, and how they had assimilated into the American system by practising participative leadership styles, finding success as managerial leaders in many organizations in corporate America.
Then I asked myself why managerial leaders in Africa can’t do the same, because we are capable, and I believe the answer was not far-fetched. The environment in Africa needs to change, and that prompted me to delve into this research of “African Leadership Styles,” to find out the gap between our managerial styles in Africa and that of the industrialized nations, using the Path-Goal Leadership Questionnaire. I used SurveyGizmo to collect data from Africans from various countries, including Ghana, Uganda, Nigeria, Ethiopia, Zimbabwe, and others.
For several years, I’ve been wondering why someone won’t do something about this, why someone won’t figure out why we are the richest continent in the world and yet the poorest, why someone won’t sit down and figure this out. I’ve been told so many excuses and reasons why this cannot be done, but I still didn’t give up finding some solution to this problem.
Just like Albert Einstein said, we cannot do the same thing over and over and over again and expect different results. For Africans, this means we cannot keep mismanaging our resources and seeking help from industrialized nations in the form of loans we are unable to repay. We cannot ask for forgiveness again and again and think things will get better.
Based on this research, we at the Institute of African Leadership have started something little to stop the failed leadership problem, because I believe something little is better than a whole lot of nothing. That is why we delved into the research to find out what managerial leaders in Africa should do to catch up with the industrialized nations, and the answer was very simple.
The findings of my research showed that the only thing that industrialized nations do that Africans do not is to use the participative leadership style most often. Africans use this participative leadership style the least. That means all we need to do is to practice this participative leadership style of management more often. My findings also found that the participative leadership style is not new to African managerial leaders. In fact, my research shows that we practice participative leadership style more than our counterparts in the industrialized nations but do this the least – that means it does not come to us easily.
Why do you think participative leadership is unique to Africa? Do you also see the lack of effective monitoring and evaluation as factors determining the level of development in Africa?
First of all, I want to talk a little bit about what participative leadership style is, so we can be on the same page. Let’s start from the word “participative,” a derivative of the word “participate,” meaning that this leadership style requires participation.
Participative leadership style, as we know it, is when the leader actively involves team members in the decision-making process. In general, it involves all team members in finding solutions to problems. In a way, the leaders turn to the team for input, ideas, and opinions instead of making all decisions on their own. For this style to work, the leader needs to understand the team has the skills and ideas that could benefit the decision-making process, especially when the team owns the problem.
Now, let’s look at Africa for a moment. Research shows African managerial leaders use the directive/autocratic leadership style. The leader retains as much power and decision-making authority as possible. The leader does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations.
Most Africans find the participative management style foreign because they are used to the directive/autocratic style of leadership, which is outdated and adds costs to the organization. The participative style is modern, reduces costs, and increases profit margins. The task at hand is to create a plan to change the African managerial leadership style from directive/autocratic to participative.
However, Africans in management positions can be successful if they make the change from a directive/autocratic to a participative leadership style at the institutional and personal levels. Though these are difficult things to do, as this study has found, they still have to do it.
There is a sense of urgency here. Africans need to embrace cultural change as a means of making themselves ready for globalization, or else they are likely to be left behind in the global economy. This may result in further reducing levels of socio-economic development and standards of living, worsening education and health, and increasing fertility and mortality rates. If nothing is done about this issue, we would be denying the African people their best hope for escaping poverty.
The other question is whether I see the lack of effective monitoring and evaluation as factors determining the level of development in Africa. Yes, of course, I do see that, but one thing about the participative leadership style is the belief that where the problem is, lies the solution. This is what I mean: If we can use this participative leadership style, it allows us to create teams to solve the problem, with inputs, ideas, and opinions coming from members of the group. They figure out ways and means to address the problem instead of relying on the people at the top of the organization for a solution. When the decisions and solutions come from the members of the team, these members tend to own and practice the solutions wholeheartedly, unlike when the solution comes from the top, in which case the team members are less likely to embrace the solutions because they did not buy into them.
Do you agree that there are diversities in political culture in African countries? What could be the best way to systematize and combine efforts in implementing policies to the benefit of the population?
Yes, I do agree that there are diversities in political culture in African countries. Let me tell you this: There are individual differences in the political culture of the African countries – talents, skills, and experiences. We are all very different, even twins because we carry different DNA, fingerprints, and so on. However, we are all human beings who are generally gregarious, being together, working together, and solving problems together.
Research has shown that Africans, by nature, are a collectivist culture. That means our culture places emphasis on cohesiveness among individuals; we prioritize the group over the self. We find common values and goals in whatever we do. In a way, this is the fundamental of a participative leadership style, where the members of the team get together to solve problems. So, we have these participative leadership style traits in us, but the leader does not use the grouping ideology in collecting inputs, ideas, and experiences in the decision-making process.
I strongly believe the best way to systematize and combine efforts in implementing policies to the benefit of the population is to fall back on this collectivist culture that we embrace amongst the African people as a first step. This is the very foundation of making the change I have been talking about from the autocratic/directive leadership style to participative leadership style.
Next is to use cognitive behavioural techniques to change the mindset – a process of “melting” the autocratic/directive leadership style and refreezing into a participative leadership style mould. This creates a new mindset that allows us to seek inputs, ideas, and experiences from members of the team in decision-making and problem-solving.
Finally, this where I come in. I have about 15 different training lessons on the African Participative Leadership Training Program. These lessons are about 1 hour each, and they are online, on-demand at our website (www.iofal.org). The good news is these lessons are free and currently under construction; they should be ready to go by May 2021.
The training program is comprised of lessons on the rationale behind the change of autocratic/directive leadership style to the participative, and it runs through lessons like changing the current mindset of the African managerial leaders and the process for how to make this change work. Then there are also lessons regarding unethical behaviours. The beauty of this training program is how the change process incorporates the African culture, making it a very unique style of managerial leadership that we call the African participative leadership style.
Our plan is to secure location sites in every Black African country with representatives who will engage in the promotion of this program, advertising and running commercials and getting people to know about this free African participative leadership style training program. We want to make sure that every single African participative managerial leader gets access to this training no matter where they come from or their economic status. As long as they have internet access, whether through their phones or through their laptop computers, they can go through this training program successfully from anywhere.
Just to give you a clue as to how the program is laid out: First, participants take a pre-lesson assessment, then they start the very first Lesson 1. After each and every lesson, participants take a 10-question quiz to make sure that learning has taken place; if they pass, they jump on to the next lesson. Finally, after the 15 lessons, there is an exam of about 25 questions. Once they pass, an electronic certificate is emailed to them to show that they have gone through this training program and they are deemed ready to put what they have learned to practice.
In what ways would you argue that the Institute of African Leadership is an educational institution that provides the necessary skills for young aspiring leaders?
This is a very good question. First of all, my research study used the Path-Goal Leadership Questionnaire to measure the directive/autocratic leadership style of participants among four different age groups. The results show the 18 to 29 age group had a directive/autocratic style average score of 28.5, the lowest among the four groups measured: (a) 18 to 29 years, (b) 30 to 44 years, (c) 45 to 59 years, and (d) 60 and older.
The study also showed that the same 18 to 29 age group had a participative style average score of 24.8, the highest among the four groups measured. Thus, young aspiring African leaders between 18 and 29 years old are predominately participative-centric, and less likely to be so as they get older. This group of African leaders needs the training now to reinforce their current participative style before they age into the next group when it gets harder to change their mindset.
Entrepreneurship is very challenging. What keeps you personally motivated as a chief executive officer of the Institute of African Leadership?
I agree that entrepreneurship comes with a lot of challenges, and some are difficult to overcome, but I know I have to deal with it come what may. I have been teaching and working as a mechanical and manufacturing engineer for some 40 years now, and it seems almost impossible to manage another career – training and developing African managerial leaders. I have dropped that career and am currently pursuing a training and development career.
I have been an entrepreneur once before and failed, then I went back to my predictable career, working again for an organization as an engineer. I have learned my lessons, especially when it comes to funding. This time, I have a pool of capital that will lead me to establish the first phase of this training program, which is getting the website and the lessons fully completed and ready for the participants, and I am happy about that. However, the second phase, which entails the dissemination of the training program via advertising (e.g., radio, TV, billboards, and newspapers) throughout all the countries in sub-Saharan Africa, requires additional resources and funding to make it work. I am currently seeking help from monetary organizations.
There are numerous factors that keep me personally motivated as a director of the Institute of African Leadership: (a) my will to problem-solve, (b) my vision, and (c) my education. However, and like I said before, I continue to ruminate several years ago, when I was a teenager growing up in Ghana and watched various politicians talk about policies that they believed would help alleviate poverty. Yet, when they came to power, nothing really good happened for their people. I wondered why? During that same period of time, I also read in the newspapers many times how poor Africans were and how the leaders have mismanaged their countries’ resources. But these were intelligent people, so why? This is where my will to problem-solve comes in, wanting to at least contribute my share of solving the failed leadership in Africa. I believe, where there is a will, there is a way.
Also, like I said earlier on, my research found that Africans in US businesses have assimilated into the American system by practising participative leadership styles, finding success as managerial leaders in many organizations in corporate America. That tells me African managerial leaders are capable, but it seems the environment in Africa does not allow them and that environment needs to be changed. I’ve been told so many excuses and reasons why this cannot be done, but I still didn’t give up finding some solution to this problem. This is where my vision for Africa comes in, where one day through the African Participative Leadership Training Program (APLTP) we will discover our true selves just like that, embrace our problems, become capable to solve our own problems our own way, grab our power back, and the whole game changes. Africa will be economically free forever. Japan, Singapore and other nations did it, why can’t we?
Of all the ways, I describe myself – mechanical engineer, manufacturing and quality engineer, business manager, counselor, professor, professional consultant, author, and researcher – perhaps the most fitting is multipotentiality, which is defined as someone whose interests span multiple fields or areas rather than someone who is proficient in just one. I hold a Bachelor of Science, B.S., degree and Master of Science, M.S., degree in mechanical engineering, a Further Education Teachers’ Certificate, (F.E.T.C.), a Master of Business Administration, MBA, degree, a Doctor of Education, Ed.D., degree in organizational leadership, a Master of Arts, M.A., degree in clinical psychology, certification as a marriage and family therapist, MFT, and a Doctor of Psychology, PsyD. This is where my education comes in, an excellent corporate trainer, teaching African leaders to help their followers cultivate their skills and knowledge by providing complete training and sharing my rich and tremendous knowledge and expertise in ways that motivate them.
What is your vision for the Institute of African Leadership and where do you see this business of education and training in the next 5 years, especially clients from Africa?
My vision for the Institute of African Leadership is to create wholesale success and overperformance in organizations in Africa, and eventually decrease poverty, increase the standard of living, and change the way Africans think and act at the institutional and personal level. I know that as the founder I will be expected to generate ideas, and when a competitor emerges, it will be my responsibility to come up with a response plan. When I hit an impenetrable obstacle, my job will be to come up with an alternate plan to move forward. I am capable of moving this program forward because I have tremendous knowledge and rich experience that spans over 40 years as I indicated previously.
There are so many unknown factors that come along with any entrepreneurial venture. For example, how long a business will exist and whether it will be profitable. In this case, will these African managerial leaders like the training and development service that we are creating? There are no solid, reliable answers to any of these questions. However, one thing that I can assure you is the training, development lessons will be online in May 2021 and maintaining this program online will go on forever at no cost to the participants.
In the next 5 years, I see the Institute of African Leadership (IoFAL) will be in every organization, workplaces, everywhere in every sub-Saharan African country, training and developing African managerial leaders in the African Participative Leadership Training Program to achieve our own unique management philosophy, one that is deep-rooted in the African culture, like Japan and others.
Kester Kenn Klomegah is a versatile researcher and passionate contributor, most of his well-resourced articles are reprinted elsewhere in a number of reputable foreign media.
By Kestér Kenn Klomegâh
In an increasingly struggle for Russia’s influence in Africa, including political, economic and humanitarian spheres, Foreign Minister Sergey Lavrov started 2026 with a pack of invitations for African foreign ministers, strategically as part of preliminary preparations for the next Russia-Africa summit. Armed with Russia’s policy intentions in Africa (Strategic Action Plan 2023-2026), Lavrov interacted with the same group of foreign ministers in December 2025, in Cairo, the capital of Egypt.
In pursuit of strengthening ‘political dialogue’ which features prominently, Lavrov’s high-ranking guests since the beginning of this year included the Minister of Foreign Affairs of Burkina Faso, Karamoko Traore, with whom several bilateral documents were signed in February. In the same month, Tanzania’s Minister of Foreign Affairs and East African Cooperation, Mahmoud Thabit Kombo, visited with a special focus on expanding cooperation in trade, economic, and investment spheres.
On January 14, the Minister of International Relations and Trade of the Republic of Namibia, Selma Ashipala-Musavyi, went on a working visit to Russia, held comprehensive discussions raising bilateral relations. Ashipala-Musavyi, who serves as Co-Chair of the Intergovernmental Russian-Namibian Commission on Trade and Economic Cooperation, was received by Deputy Prime Minister of the Russian Federation and Plenipotentiary Presidential Envoy to the Far Eastern Federal District Yury Trutnev, who heads the Russian side of the IGC. The conversation focused primarily on the substantive content of the 11th IGC meeting in Windhoek.
Firstly, Russia is one of the world’s largest grain producers. And developing the port infrastructure of the Far East and the Arctic is a potential window for supplies to African countries. Secondly, with the application of state support measures, private investors are creating new large-scale fertiliser production plants. One such enterprise is the Nakhodka Mineral Fertiliser Plant in Primorye Territory, which is scheduled to reach its design capacity in 2027.
“Namibia has rich marine resources and a strategic location. Russia has the fleet, technology and experience. Together, we could maximise catch levels and expand processing. At the same time, Russian companies strive for responsible fishing, paying close attention to marine ecology and the reproduction of key fish stocks,” Zapryagayev said at the business forum that was held in mid-March, as part of the 11th meeting of the Russian-Namibian intergovernmental commission on trade and economic cooperation.
Updated Russia-Kenya’s Experiences
On March 16, Foreign Minister Lavrov held talks with the Prime Cabinet Secretary and Cabinet Secretary for Foreign and Diaspora Affairs of the Republic of Kenya, Mudavadi, who was in Moscow on a working visit on March 15-18. There were detailed discussions on the current state and prospects for Russia–Kenya relations, while both parties outlined practical steps to strengthen political dialogue, and determine pathways for expanding mutually beneficial partnership in trade and the broad economic areas.
An engaged exchange of views resulted in signing a multitude of documents, updated policy interest in Russia’s experience in developing painstaking initiative projects in Kenya. It was described as being in the framework context of Russian foreign policy. In a speech boosting relations, Lavrov, with unrestrained rhetoric, underlined sectors such as energy, including nuclear, telecommunications, geological prospecting, mineral resources mining and high technologies, including space exploration, as promising areas.
Lavrov foresaw Russia’s delay in cooperating with Kenya and suggested speeding up preparations of the agreement on the establishment of a bilateral commission on economic cooperation, an instrument through which to implement economic projects. “We agreed today to expedite the work carried out for rather a long time thus far on preparation of the intergovernmental agreement for the establishment of the Russian-Kenyan commission for economic cooperation,” the minister said.
The visit of Kenya’s foreign minister to Moscow gives a new impetus to the political dialogue between the two parties and makes it possible to outline the path for further deepening of trade and economic relations, agreeing on further conscious efforts in the promising area of bilateral cooperation, at least, as a summary result after Lavrov’s talks with his Kenyan counterpart, Mudavadi.
For now, prospects remain on the table, as Russia shows readiness to offer partnership at a qualitatively new level with Kenya, so also with many African countries. The demand for Russian university education is high in the East African nation. Besides education and training, both Kenyan and Russian officials highly recognise the great potential for increasing trade and economic cooperation, which has not been realised yet. Plans to establish an intergovernmental commission to deal with these matters were announced during Lavrov’s visit to Kenya in 2023. The issue was brought up once again at a meeting between Georgy Karasin, the chairman of the Russian Federation Council’s Committee on Foreign Affairs, and Kathuri Murungi, the Deputy Speaker of Kenya’s Senate.
Notably, the Africa Centre for the Study of Russia (ACSOR), aimed at strengthening scientific, cultural and political ties between Russia and Kenya, opened at the University of Nairobi on February 25, according to local Russian media reports. Western-trained dominates African politics. Russia has under-leveraged its Russian-trained African professionals and specialists, compared to the extent to which the United States and China support theirs in employment structures.
Far ahead of the arrival of the Kenya delegation, Dr. Peter Mutuku Mathuki, Ambassador Extraordinary and Plenipotentiary of the Republic of Kenya in the Russian Federation, told this article author that Russia’s multifaceted cooperation with Kenya has, steadily, taken on a new dimension, emphasizing the two countries look forward to concluding trade agreements under negotiation, which will open up more economic opportunities both at public and private sector levels. Kenya’s priority in the Russian Federation is to implement the objectives of our foreign policy hinged on deepening the Kenya-Russia bilateral relations across the board. However, Kenya’s economic presence in the Russian Federation is currently minimal, as manifested by a limited range of export products to the market in the Russian Federation.
Incredible Lessons from Summits
Nonetheless, before the 2019 summit, trade volume between Russia and Kenya was $397 million in 2018, compared to $625 million in 2023 and $638 million in 2024. Russia still has an opportunity to leverage the untapped potential in the continent to drive sustainable development. Investors can benefit from the diverse government incentives existing across Africa. As Africa is indiscriminately open for business, so in May 2026, Kenya will hold an investment summit for France, to position Africa as a key partner in global innovation and economic development while strengthening bilateral ties with France and advancing Africa’s collective agenda on the international stage.
Today, Russia’s engagement is largely noticeable in politics, while there is little impact on Africa’s economy, except reaping huge revenues from military and weaponry sales to African countries in persistent and endless conflicts, and raising exports of agricultural products such as grains to the continent. In addition, African leaders are excited about the emotional solidarity and harbour nostalgic Soviet-style romanticism. Over the years, African leaders’ negotiations have been one-sided, only considering Russia’s investment in Africa. Thus, until today, Africa’s economic presence is extremely low in the Russian Federation.
Policy experts and academic researchers review the current Russia-Africa relations, portraying it as a threat to Africa’s sovereignty or an opportunity to exploit resources. In the French-Speaking African countries, Russia’s agreements seek uninterrupted access to natural resources in exchange for military cooperation, maintaining security and even providing security guards to African leaders, such as in the Central African Republic (CAR). Since 2017, when Russia operated in CAR, it has hardly undertaken any infrastructure projects or invested in any productive sectors in that country, headed by Faustin-Archange Touadéra.
Russia to Study Africa’s Investment Landscape
Perhaps, and precisely, the Director of the Institute for African Studies of the Russian Academy of Sciences, Professor Irina Abramova, described Russia’s connectivity with Africa explicitly, in her interview with local media African Initiative in February, first pointing to the historical fact that after the collapse of the Soviet era, Russia slammed the door on Africa. She further argued that Russia’s policy is currently full of symbolism, highly-toned rhetoric and little action on implementing agreements signed with several African countries. For now, Africa opens up the broadest economic opportunities for any external player—primarily the Chinese, followed by Indians, and now players from the Arab Gulf region, who picked up this “baton” and are strategically active on the continent.
That, however, simply means Russia has to study the investment landscape. But, constantly referring to reasons such as the lack of money is an ineffective way to deal with Africa, according to Professor Abramova. She suggested to ministry officials to “discard reciting administrative rules and regulations; make way for flexibility. And finally, the most important thing is coordination.”
But in reality, if Russia had built a normal new financial mechanism, it would not have cared. In practical terms, Russia has little foresight. Russia, simply, lacks interconnectedness with Africa and with Africans. That is, elements of psychology and elements of faith are involved. And this is an absolutely new phenomenon that is spreading across the entire world.
For approximately 15 years, Professor Abramova has reiterated that Africa must be approached in a comprehensive and coordinated way. Coordination is the most important thing. First and foremost, it is people, because personnel decide everything. Africans’ attitude towards Russia is, generally, very positive. This is genuinely felt when travelling a great deal around Africa.
Focus on Security over Development
According to researched academic reports, Russia’s weak economic presence in Africa has become research topic in educational institutions, with the Federal Committee on Economic Policy, Association of Economic Cooperation with African States (AECAS) established under the auspices of the Secretariat of the Russia-Africa Partnership Forum (RAPF) and the Coordinating Committee on Economic Cooperation with Africa, pointing to conditions of pressure from sanctions imposed by United States. Finding excuses to cover policy weaknesses. This sole reason has prominently featured in official reports since the start of the Russia-Ukraine crisis in late February 2022. With renewed rising interests in Africa, experts also cited Russia’s weak structures in establishing effective ways of entry into the huge continent full of opportunities.
Russia has only 1% of its direct investment, due to limited financial resources, a lack of investment mechanisms, and severe competition from Chinese and Western investors. Russia focuses on arms and the export of grains to generate revenue for its budget. While Russia has forgotten billions, over 30 years ago, in Soviet-era debts to foster goodwill, this often links to new arms deals, which do not absolutely build diversified, sustainable economic integration in Africa.
Against the backdrop of intensifying relations with Africa, the percentage of collective influence (politics, economy and social, combined) varies: China holds 65%, the US – 53%, the EU – 49%, India – 38% and Russia – 29%. Trade with Africa also varies largely: China has now offered zero-tariff treatment to 52 African countries, and its trade has already reached $348 billion in 2025. India has $58 billion, and the United States has extended its AGOA agreement with Africa. Russia has nothing; at least the trade preferences that were promised over the years have remained meaningless for Africa.
A Few Significant Steps Forward
In this analysis, Russia and Africa have historically come a long way. One significant step forward is to seriously prioritise its policy architecture and turn over a new page in the history of mutually beneficial cooperation, with special attention on the development of corporate business, technology and agro-industrial complex. It has placed concrete emphasis on the importance of the active participation of Russian companies in the implementation of infrastructure projects on the African continent. Building modern distribution centres, developing port complexes and organising joint logistics solutions will be key areas of cooperation.
These ambitious steps will allow us to strengthen Russia’s ultimate position on the market, further outlining practical measures to boost dialogue in economic, trade and other fields, and to establish stable economic relations with African countries. Together, Russia will be able to realise the potential of both regions and ensure the prosperity of Africa and its people.
For multilateralism, and what Foreign Minister Lavrov has frequently mentioned, in the framework of multipolar architecture, Africa has to, without discrimination, interact and hold regular meetings with any external states it seriously considers important for its development. In practical terms, Russia has to demonstrate its preparedness to engage Africa. One fact is clear—Africa, as of today, remains a critical arena for key global powers, balancing the great-power competition and rivalry. African leaders are prepared for this so long as these players truly have adequate funds to invest, not just political rhetoric and a show of symbolism. In a continental context, that is broadly referred to as Africa’s Agenda 2063.
World
Online African Women Conference: From Adaptation in Russia to Issues of Health and Spirituality
By Kestér Kenn Klomegâh
Women, generally, are fighting for their own empowerment in society. Gender equality dominates their activities, flexing their feminine muscles for higher positions, with men, in diverse professional aspects, including politics and entrepreneurial spheres of activity.
Such consistent struggle was backed by a collective declaration, worldwide observing March 8 as International Women’s Day. Until today, March 8 commemorates women’s fight for equality and liberation along with the women’s rights movement. In addition, the March 8 celebration focuses on issues such as gender equality, reproductive rights, and violence and abuse against women.
On the eve of March 8, the Cameroonian Diaspora (Diaspocam) and the “African Business Club” together with Russian women’s organisations, held a special online conference under the theme: “How to Succeed as a Woman in Russia”, which brought together over a hundred participants from different regions, including Africa.
The discussion was dedicated to the challenges of adaptation, career prospects, health, and spiritual security of a fast-growing number of young African women living in the Russian Federation. The conference was moderated by Louis Gouend, a specialist in business communications between Russia and Africa, President of the African Business Club, and an expert of the Council of Russia-Africa Cooperation under the State Duma, lower chamber of Russian legislators.
Louis Gouend congratulated the women participants while extending to them good health, wisdom, and new achievements. The main goal of the conference was to create a space of trust and exchange views on the full spectrum of women’s multidisciplinary approach to questions.
On adaptation and legislation: Alina Andrukh, Director of the International Department, spoke on the topic “Global Adaptation of Foreign Citizens in Russia.” She thoroughly examined educational trajectories for women, employment opportunities, and new legislative realities that foreign women need to consider when building a career in the Russian Federation.
The speaker further placed special emphasis on how to avoid getting into trouble, complying with Russian laws, and protecting one’s rights.
Health Without Barriers and Support Centres: One of the most anticipated speeches was given by Ekaterina Glok, a midwife by profession. In her presentation on “The Health of an African Woman in Russia,” she touched upon the delicate topics of reproductive and sexual health. The expert gave practical advice on how to overcome the language barrier and shyness when visiting a gynaecologist, and explained the specifics of the Russian healthcare system for foreign patients.
Ekaterina, however, reminded the women of the importance of regular medical check-ups: visiting a doctor, at least, once a year is necessary even in the absence of complaints. She informed the participants about the existence of support centres for women and single mothers, where they can turn to in difficult life situations. Additionally, the speaker announced her upcoming working missions in the Republic of Cameroon, planned for May 2026, and gave many practical tips on maintaining women’s health.
Social and Cultural Challenges – Warning About Dangers: An important block of questions concerning safety and conscious motherhood was highlighted by Mme Zima épouse Ndong Toung Celestine Charlotte, Cultural Advisor at the Embassy of Cameroon. She had a frank conversation, warning the girls about scammers and dishonest individuals offering attractive working conditions, behind which often lie indecent earnings and dangerous situations.
The Advisor reminded that for those who came to Russia to study, education should remain their main priority. She urged lady students to be vigilant, not to give in to dubious offers, and to postpone questions of pregnancy and starting a family to a later period, after completing their studies. She touched upon the legal and moral aspects of unwanted pregnancy, calling on the girls to engage in conscious life planning.
Economic Independence and Earning Opportunities: Luciana Tchami, a member of the executive bureau of Diaspocam, a non-profit social organisation, presented a report on “Women’s Capabilities: Professions and Part-Time Jobs for Young Women in Russia.” She gave examples of successful strategies for earning money and building a career within the conditions of the Russian labour market that are accessible to foreign students and young professionals.
The speaker detailed specific areas of work: young women can take short-term training courses and work in beauty salons (manicure, pedicure); many cafes and restaurants offer convenient part-time jobs. Luciana also mentioned specialised websites with attractive conditions for job seekers and opportunities for remote work: becoming a freelancer and helping with tasks online, for online stores, and in other areas.
Spiritual Support: A Reminder of a Woman’s Value. The conference concluded with Pastor Gustave Mbeng, responsible for charity at Diaspocam. His prayer-speech was dedicated to women’s rights and spiritual awakening. As a pastor, Mbeng reminded the participants that woman is the last and most ideal creation of God, perfect in all parameters of the universe. He emphasised that women are more beautiful and harmonious than men, and urged the girls to take care of themselves and not to distance themselves from God, so that there would be fewer difficulties and questions in life.
Pastor Gustave further paid special attention to the theme of preserving life. He took a stand against abortion, reminding that every child is a creation of God, and in the eyes of the Almighty, there is no such concept as abortion. If pregnancy does occur, it is important to preserve the child’s life and trust in God’s providence.
Technical organisation, moderation, translation and coordination of the conference were provided by Iness Zengue Abeng, President of the Association of International Students “Russia-Africa,” and Belle-Grâce Euphrasie, Dean, who acted as interpreter during the online event.
Conclusion and Future Plans: At the end, Louis Gouend extended gratitude to all participants, speakers, and presenters for the warm and trusting atmosphere.
The conference was held in an open dialogue format on the”Yandex Telemost” platform, which allowed women from different parts of Russia to ask questions live and receive moral support. Following the meeting, the organisers decided to hold such an online gathering, including organising a series of meetings not only for women but also for foreigners living in Russia.
The topics of future conferences will aim at education, open discussions, and debate on issues important for Africans in the Russian Federation: knowing one’s rights, being able to avoid unpleasant situations, behaving correctly in difficult life circumstances, and preserving cultural and spiritual identity.
Until now, prejudice and reactionary attitudes have denied full-fledged civic rights to millions of women, who are considered as workers, mothers, family partners, and citizens worldwide. Nevertheless, International Women’s Day, with its chequered history, is a public holiday in several countries. The United Nations observes the holiday in connection with a particular issue, campaign, or theme in women’s rights across the world.
By Kestér Kenn Klomegâh
Beijing’s decades-long policy decision to expand Chinese presence in Africa has, largely, transcended into gifting buildings. The African Union and Africa’s CDC to Zimbabwe’s parliamentary village, Ghana’s Foreign Ministry headquarters, and Egypt’s sports stadium, among many others, are classic examples. Following all these, China will hand over the new headquarters of the Economic Community of West African States (ECOWAS) in mid-March 2026.
Since the turn of the 21st century, China has risen to become Africa’s geopolitical partner, addressing concrete infrastructural projects across the continent. As is well-known, Beijing does so, with the sole aim of spending thousands of dollars to gain strategic control of the continent’s critical resources.
In an official news release, the regional bloc’s president, Dr Omar Alieu Touray, said that the new headquarters complex in Abuja, Nigeria, which will house the Commission, Parliament, and Court of Justice of the Economic Community of West African States (ECOWAS), will be operational in March 2026.
Built on a 7-hectare site along the road to Abuja airport, the building is currently completed. Known as the ‘Eye of West Africa,’ the new ECOWAS headquarters complex is entirely funded and built by the People’s Republic of China through the China International Development Cooperation Agency (China Aid).
It is a modern and functional administrative building, designed to meet the needs of the West African organisation. It will provide services to create a favourable working environment for the community’s staff members. The new complex comprises a main administrative building with three restaurants/cafeterias, banking rooms, a crèche, a gym, and three blocks containing 899 workstations: block A (central) has 11 floors, and blocks B and C have eight floors each.
It also includes a multipurpose building with security facilities, shops, a water tank, and archive rooms, as well as car parks with a total capacity of 702 parking spaces, a 720-seat auditorium, two committee rooms, a conference room, an equipment room, guard posts, and a helipad.
The new ECOWAS headquarters complex is seen as a symbol of the strengthening cooperation between China and the regional organisation. It is part of a technical and institutional partnership aimed at further supporting ECOWAS’ operational capacities, as well as part of ongoing cooperation between the two parties.
Accordingly, the headquarters complex will enable greater operational efficiency, reduced costs, and increased staff productivity. ECOWAS has expressed deep gratitude and sincere appreciation to China for its commitment and support to the regional organisation through the construction, seen as a ‘symbol of Beijing’s steadfast commitment to West African integration.’
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