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364 Journal of the Spanish Institute for Strategic Studies Núm. 9 / 2017 The explicit stance is based on the establishment of public policies and strategies, is regulated and is formally developed, has reports drafted, objectives set and is given publicity. This is a traditional “top-down” stance where masterplans and general programmes descend over time to become annual plans and programmed activities. The military manager carries out his responsibilities in line with the established standards. Then there is the implicit stance based on inferences, characterised by personal initiatives, informal debates on ethics and values, but that is not necessarily defined in operative procedures nor is it formally publicised or promoted. The military leader here acts upon initiative, takes risks, acts and helps to transform his organisation in line with the institution’s principles of effective functioning. The military commander, as a manager and leader, is in a situation of having to act responsibly when faced with the standards that are presented to him and to develop, under his own initiative, strategies that will allow his organisation to be more efficient, better connect with society, and offer a better service to citizens. The establishment of specific plans to promote SR in armed forces can be done following different measures, as explained by Melle72: (1) incorporating social responsibility in the organisational culture; (2) identifying interest groups; (3) encouraging more participatory organisation and management; (4) promoting transparency and accountability (5) bolstering ethical commitment and (6) adopting formal social responsibility codes. THE IMPLEMENTATION OF SR IN MILITARY OPERATIONS Due to their uniqueness, the tasks carried out by the armed forces during military operations allow for a broadening of the possibilities for implementation of SR not only nationally but also in other countries. Armed forces represent operative structures for the carrying out of duties abroad as a result of agreements and commitments relating to the execution of international mandates or as a result of collaboration with other countries as a coalition following a shared security model. During these international missions73, work methods and conduct are closely supervised by politicians, the media and the general population. Activities during each mission are regulated by Rules of Engagement (ROE) and a Memorandum of Understanding (MOU). The rules of engagement, together with the operative procedures and codes of conduct, oblige military personnel to exercise maximum self-control in the use of force. Non-threatening procedures must be used 72  MELLE, Mónica. La responsabilidad social dentro del sector público. Ekonomiaz, 65, 2007, p. 84-106. 73  OLSTHOORN, Peter. Military ethics and virtues. New York: Routledge, 2011. http://revista.ieee.es/index.php/ieee

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