Conclusion: Country Level

Given the increasing attention on corporate social responsibility, both in social development, particularly in developing nations, Nigeria as a nation has not witnessed a period in its history when managements are demanding quantitative evidence to justify the apportionment of limited resources for CSR undertakings like the contemporary period. Thus, this clearly explains that for a business to operate successfully it cannot neglect its communities of host. Nonetheless, irrespective of a business opening to the interests of the inhabitants of its host communities, it should not compromise the priority of seeking profits, as well as not ignoring its obligation to its internal stakeholders which is to maximise returns on investments.

Therefore, a business should identify norms of conducts expected of them and stick to that in order to create a balance. This research work discloses that the size of a firm has a palpable influence on the link between value creation and CSR.

Consequently, a company’s corporate size should reflect in its CSR activities. It is therefore imperative for administrators to take into account the CSR initiatives in accordance with economic development of the society where it operates. Business administrators must apprehend that a misalignment of internal factors with corporate social responsibility can be detrimental to the business, and likewise have a negative impact on the market value of the firm. Hence, the need to carefully examine the framework in entirety prior to CSR initiatives implementation.

The outcome corresponds with views advanced by Jamali and Neville (2011, 612-613) which states that CSR engagements do not increase companies’ market value or profitability, therefore, it would be wise to expend resources committed to CSR from a social angle, on improving the efficiency of the company. Nevertheless, these views are considered as too extreme by this study, reason being that organisations need the society to exist. Besides, with regards to a developing nation like Nigeria, the organisations depend largely on tapping of material, natural and human resources

used in their operations from the society. Thus, it is appropriate for the organisation to reciprocate with a genuine social responsibility as long as the business scheme continues to be a sub-scheme of the society. Resultantly, the contemporary manager has no option than being socially responsible in accordance with the expectations of the society.

In modern times, the centrepiece of corporate social responsibility practice has significantly shifted from mere altruistic gestures or philanthropic to addressing genuine development matters of the stakeholders. As a result, the focus of corporate social responsibility in modern time is sustainable development or sustainability. Any initiative of CSR geared towards addressing the development needs of the people should be more than the philanthropic approach that has become commonplace among the MNCs operating in the Nigerian petroleum industry. In corroboration of this, Laurie, Nonoyama-Tarumi, Mckeown and Hopkins (2016, 236) insinuated that sustainable development is a far-reaching concept than merely engaging in philanthropic and charitable works. According to the author, development undertakings are considerably more complex than charitable or philanthropic donations that directly hand-over money to individuals, hospital or a school;

irrespective of how welcomed these appears to the beneficiaries. Furthermore, he emphasised that development encompasses collaborating with public organisations the stakeholders to create projects that are sustainable.

With the UN at the forefront of sustainable development campaign, it suffices to say that it has become a global concern. In 2015, the United Nations held a special session at their New York Headquarters where delegates from numerous organisations and groups across the globe as well as the government and heads of state of 193 nations met to chart the way forward. The meeting resulted in a fresh 17 points Sustainable Development Goals global agenda. Mainly, the goals were geared towards addressing some crucial global sustainable development challenges which includes disability and persons with disability, inequalities, unsustainable cities and communities, low quality education, extremism, global natural disasters and health threats, poverty among and within nations, conflicts, climate change, unemployment, amongst others. These sustainable development goals which were implemented in 2016 serve as an expansion over the United Nation’s millennium development goals and represents the

future development vision of the organisation until 2030 at least. United Nations clarified that the new 17 goals global agenda are designed to complement, and not to replace the millennium development goals in a related report. (Morton, Pencheon &

Squires 2017, 82-84 & United Nations 2019)

Specifically, the oil and gas organisations operating in the Niger Delta communities can do more than their prevailing approach to CSR in the region if they shift their focus to sustainable development projects as opposed to merely embarking on ad-hoc or counter-active interventions which remains the case of the region 25 years after the Ogoni crisis. When corporate social responsibility is undertaken proactively, it promotes the interest of the public by encouraging community development and growth, and by willingly eradicating practices that damage the public circle, legality regardless (Torugsa, O’Donohue & Hecker 2013, 387-389).

The oil-rich Niger Delta area of Nigeria has been confronted serially with environmental and social crises, youth restiveness and the devastating violent activities of militant groups in Ogoni land and its neighbouring communities over the years. Several people have emphatically attributed the main cause of the unrest in the region to the activities of oil deposit and exploration activities. Many perceive the unceasing conflicts as a contest or tussle to wield power and exercise control over the region. Principally, issues relating to environmental degradation, mostly orchestrated by exploration activities which are harmful to the environment that regularly result in gas flaring and oil spillage in the region are common. Likewise, social matters like extreme poverty and gaping underdevelopment as a result of ostensible negligence by the multinational oil and gas companies and the federal government of Nigeria have constituted the substratum of unrest in Ogoni land. All the aforementioned issues are affiliated cases that arise, perhaps, from the failure of the oil companies and government of the federal republic of Nigeria to engage the aggrieved groups of the region adequately in an effective dialogue to ascertain their grievances and come up with strategies to resolve the recurring deadlock. Consequently, it raises serious concerns regarding the degree of relevance attached to the practice of corporate social responsibility in the Sub-Sahara African nation, particularly, in Shell and other multinational companies operating in the Nigerian petroleum industry, which formed the basis of this research after 25 years of the Ogoni crisis.

In summary, the study contends that sustainable and proactive CSR strategies and initiatives are essential development solutions needed to restore a long-lasting peace in Ogoni land and its neighbouring communities. Therefore, the research explores means in which the companies working in the Nigerian petroleum industry can positively contribute to the sustainable development of Ogoni land and Nigeria at large;

and similarly tackle the recurring environmental deterioration issues that has become commonplace in most developing countries, particularly, in Africa.