IMPACT OF BOARD STRUCTURE ON CORPORATE SOCIAL RESPONSIBILITY OF LISTED OIL AND GAS COMPANIES IN NIGERIA

This study investigates the impact of board structure on corporate social responsibility (CSR) in listed oil and gas companies in Nigeria. The board structure, which encompasses the size of the board, the proportion of non-executive directors, and CEO duality, is critical in shaping a company's strategic direction and its approach to CSR activities. The oil and gas sector in Nigeria, known for its significant environmental and social impact, provides a unique context to explore how governance mechanisms influence CSR practices. Using a quantitative research design, data were collected from the annual reports of listed oil and gas companies in Nigeria. The study employed regression analysis to examine the relationship between board structure variables and CSR performance. The results indicate that a larger board size is positively correlated with enhanced CSR activities, while a higher proportion of non-executive directors also contribute significantly to CSR engagement. Conversely, CEO duality, where the CEO also serves as the board chairman, was found to have a negative impact on CSR performance, suggesting that the concentration of power may hinder the company's commitment to socially responsible practices. The findings of this study highlight the importance of a well-structured board in promoting CSR activities within the Nigerian oil and gas sector. The study recommends that companies in this sector consider optimizing their board structures to enhance CSR performance, thereby improving their reputation and ensuring long-term sustainability. This research contributes to the growing body of literature on corporate governance and CSR, offering insights that are particularly relevant to emerging markets like Nigeria keywords: board diversity, board size, board independence, corporate social responsibility disclosure