In Search of Lasting Calmness: How Sustainable is the Federal Government’s Amnesty Programme as a Peace Strategy in the Niger Delta Region of Nigeria?

Raimi Lasisi (Ph.D.)

Department of Social Sciences, Faculty of Humanities and Social Sciences,

Federal University Otuoke, Yenegoa, Bayelsa State, Nigeria

Email: lasisirr@fuotuoke.edu.ng or lazizi3001@gmail.com; Tel: 07039133303

Nwoke, N. Bieh (Ph.D.)

Department of Social Sciences, Faculty of Humanities and Social Sciences,

Federal University Otuoke, Yenegoa, Bayelsa State, Nigeria

Email: bnwokenwoke@yahoo.com; Tel: 08033366959

Kidi, Zorbari (Ph.D.)

Department of General Studies, School of Foundation Studies

Ken Saro-wiwa Polytechnic Bori, Rivers State, Nigeria

Email: kididek@gmail.com; 08037068155 & 08093307705

Abstract

The exploitation of natural resources and the associated marginalization of indigenous occupants of areas with such endowments continue to act as a major driving force for conflicts around the world especially in Africa. In Nigeria’s Niger Delta region, the major triggers of resource-based violent conflicts have been the subject matter of many academics and policy analysts. The introduction of several peace strategies especially the Federal Government of Nigeria’s Amnesty programme notwithstanding, pockets of violent activities generate questions as to the sustainability of the programme. This study examined the sustainability of the Federal Government’s Amnesty Programme in the Niger Delta region. The main objective was to provide empirical evaluation of the programme in the light of its strategy in delivering peace to the region not only in the short-term but also in the long-term. Using, the philosophy of the relative deprivation theory, descriptive and Chi-Square (χ²) statistical tool, the study revealed that the amnesty programme does not address the issues that underpinned the genesis of violent agitations in the pre-amnesty era. As a result, the amnesty as a peace strategy is not sustainable. Hence, the inability to address issues such as adverse human development, inadequate infrastructure, environmental degradation and poverty among others strongly undermines the Amnesty programme as a viable peace strategy. Given these findings, the study suggested among others, a broad-based multi-stakeholder approach that draws on private sectors resources and competence in order to sustain the gains of the amnesty programme if it is to bring about lasting peace in the region.

Keywords: Violent agitation, Federal Government of Nigeria, amnesty programme, sustainable peace strategy, Niger Delta region

Making Everyone Count: A Sustainable Stakeholder Value Creation Model for International Oil Corporations (IOCs) in the Niger Delta

Region of Nigeria

Raimi Lasisi (Ph.D)

Department of Sociology and Anthropology,

Federal University of Otuoke, Bayelsa State, Nigeria

Email: lazizi3001@gmail.com Phone: 07039133303

Abstract

The implication of ineffective social value creation models has both short and long term effects on the business of International Oil Corporations (IOCs) globally. Within the Niger Delta region of Nigeria, the manner with which IOCs create value is becoming important in understanding social investment behaviour. Yet very little research have been done in this regard. This study examines organizational effectiveness and how to make everyone count in sustainable value creation for stakeholders by IOCs focusing on Shell Petroleum Development Company (SPDC) of Nigeria. Essentially, the aim of the study is to provide a logical model to enable IOCs deliver sustainable value to stakeholders while maintaining long-term business viability. Therefore, relying on the case study approach and grounded theory methods which focuses on using axial and selective codes from interviews to arrive at models, the study reveals that previous attempts at stakeholder value creation by IOCs are narrow, reactive and unsustainable. This is attributed to insufficient interaction between the companies and community members which also leads to weak integration of community perspective into IOCs’ social investment strategy in the region. This challenge of insufficient interaction and integration creates the necessary condition for social risks to business and society. This leads to the suggestion of a new interaction and integration model that act as enablers of trust in IOCs by communities. As the organization genuinely integrates community perspectives into its activities, this is likely to translate into some level of transparency and accountability. However, this can only be sustained with timely delivery of social investment obligations on the part of the company.

Key Words: Sustainable stakeholder value creation, social risks, international oil corporations, SPDC, Niger Delta region