Corporate Social Responsibility (CSR) Practices and the Challenge of Taking Ownership: A Case Study of Frustrations of Shell Petroleum Development Company in Niger-Delta Region of Nigeria.

Abstract

The paper examines the challenge of taking ownership by stakeholders as standard operational baseline for effective and sustainable CSR practices. It highlights the preponderance of incorporating stakeholders into mainstream activities in a professional that entails pro-active stakeholders' participation and involvement by multinational corporations in order to maximize inherent benefits of CSR programs. Using the experience of Shell Petroleum Development Company (SPDC) in the Niger-Delta region of Nigeria as a case-study, the paper analyses the danger and the attendant frustrations that are sure to erupt when companies deliberately or inadvertently refused to handle CSR initiatives without eliciting required supports of critical stakeholder like host community based on standard taking ownership model towards sustainable CSR practices.

An Evaluation of the Community Relations of Oil Companies in the Flood Ravaged Oil Producing Communities in Delta State

“…Omeoga, (2020) evaluated the success of corporate social responsibility initiatives of multinational corporations in the Niger Delta region. Also Adewole (2018) carried out a study on CSR in the Niger Delta region of Nigeria focusing on the CSR activities of Shell Petroleum Development Company of Nigeria while evaluating the CSR success from the perspective of effective stakeholders' engagement, where the author considered to be indispensable for any meaningful and sustainable CSR practices. Furthermore, Paleowei, Aduba, and Aloni (2014) also evaluated community relations impact in managing environmental related crisis in the Niger Delta from the activities of the companies operating in the region.…”