1. United Nations Development Programme’s report on the role of the private sector in sustainable development Alexander Gloss Corporate Social Responsibility Summit April 12, 2016 Anaheim, California, USA

2. David Blustein Stuart Carr Lori Foster Alexander Gloss

3. Inclusive definition of the private sector

4. Internal and external CSR Community Workplace

5. External CSR Recommendations

6. 1.Address a community’s self-identified priorities;

7. External CSR Recommendations 1.Address a community’s self-identified priorities; 2.Partner with community representatives;

8. External CSR Recommendations 1.Address a community’s self-identified priorities; 2.Partner with community representatives; 3.Work to empower – and where possible, empower to work;

9. External CSR Recommendations 1.Address a community’s self-identified priorities; 2.Partner with community representatives; 3.Work to empower – and where possible, empower to work; 4.Leverage an enterprise’s expertise;

10. External CSR Recommendations 1.Address a community’s self-identified priorities; 2.Partner with community representatives; 3.Work to empower – and where possible, empower to work; 4.Leverage an enterprise’s expertise; 5.Partner with related efforts;

11. External CSR Recommendations 1.Address a community’s self-identified priorities; 2.Partner with community representatives; 3.Work to empower – and where possible, empower to work; 4.Leverage an enterprise’s expertise; 5.Partner with related efforts; 6.Evaluate and monitor.

12. Internal CSR Recommendations

13. 1.Allow for enhanced compensation and flexible time off;

14. Internal CSR Recommendations 1.Allow for enhanced compensation and flexible time off; 2.Allow opportunities for decision-making;

15. Internal CSR Recommendations 1.Allow for enhanced compensation and flexible time off; 2.Allow opportunities for decision-making; 3.Enrich jobs;

16. Internal CSR Recommendations 1.Allow for enhanced compensation and flexible time off; 2.Allow opportunities for decision-making; 3.Enrich jobs; 4.Promote diversity and social inclusion.

17. Strategies to help the private sector reduce a global skills gap at the base of the pyramid:

20. 1. Better understanding the skills gap;

21. Strategies to help the private sector reduce a global skills gap at the base of the pyramid: 1. Better understanding the skills gap; 2. Promoting knowledge about the benefits of training;

22. Strategies to help the private sector reduce a global skills gap at the base of the pyramid: 1. Better understanding the skills gap; 2. Promoting knowledge about the benefits of training; 3. Making training more efficient;

23. Strategies to help the private sector reduce a global skills gap at the base of the pyramid: 1. Better understanding the skills gap; 2. Promoting knowledge about the benefits of training; 3. Making training more efficient; 4. Thinking of Decent Work as a form of skills development;

24. Strategies to help the private sector reduce a global skills gap at the base of the pyramid: 1. Better understanding the skills gap; 2. Promoting knowledge about the benefits of training; 3. Making training more efficient; 4. Thinking of Decent Work as a form of skills development; 5. Promoting entrepreneurship;

25. Strategies to help the private sector reduce a global skills gap at the base of the pyramid: 1. Better understanding the skills gap; 2. Promoting knowledge about the benefits of training; 3. Making training more efficient; 4. Thinking of Decent Work as a form of skills development; 5. Promoting entrepreneurship; 6. Increasing access to occupational/vocational information.

26. References United Nations Development Programme. (2014). Barriers and opportunities at the base of the pyramid: The role of the private sector in inclusive development (Foundational report of the Istanbul International Centre for the Private Sector in Development). Istanbul, Turkey: United Nations Development Programme. Key citations for Positive Work Cycle Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation: Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. http://doi.org/10.1002/job.322 Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. http://doi.org/10.1037//0003-066X.57.9.705 Meyer, J. P., Becker, T. E., & Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991–1007. http://doi.org/10.1037/0021- 9010.89.6.991 Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003. http://doi.org/10.1037/a0022676 Spreitzer, G. (2008). Taking Stock: A Review of More than Twenty Years of Research on Empowerment at Work. In The SAGE Handbook of Organizational Behavior: Volume I - Micro Approaches (pp. 54–72). London, United Kingdom: SAGE Publications