There are a few things I want to highlight:
"If I give the new cofounders already existing code, they have a
headstart in product development, enough that they can finish the MVP in
3 months. A lot of hard core data scientific algorithms are already
built, they will only need to finish the web dev/ mobile app part."
Don't assume that - they now have to come up to speed on an existing codebase. It may be written in a language / framework they're not familiar with, or it may, bluntly, be crap and they will want to rewrite most of it (most developers I know will want to rewrite most of it even if it isn't crap, so make sure the reasoning is clear and compelling).
"For next 12 months I wont be able to add a lot of tangible value". If they're the coders, you need to be the one who (pre-)sells it. It's your vision, and you will have to stick around to promote it among your team as well as to external stakeholders. Your value is in validating your concept, finding product-market fit, and bringing in partnerships. You can do it, but will need to carve out some time on evenings and weekends in addition to that full-time job to make it happen (hey, startups are hard).
"They will be tempted to steal the IP and start their own company and I wont be able to do anything about it since they are from another country where law enforcement is impossible and contracts have no meaning."
If they're co-founders and you're uncertain whether they're trustworthy, don't bring them onboard. It sounds like they're employees working for equity, and in that case, their continued participation in your business is contingent on their faith in your ability to do things they can't and make that equity valuable for them. I doubt they'll want to steal your work in any case; most likely they'll simply drop the project (potentially at the worst possible moment) if they're not happy.
As the primary founder of the business, you are *always* selling the business to your team. Everything you ask of them, they'll do because they believe in your vision and in your collective ability to make it happen.
So in short, I don't think there's any way you can simply "do nothing" and still have a viable business. You're going to need to be in the thick of it with them for the business to succeed, selling, creating opportunities, and inspiring, and that's how you'll justify your equity.