342 Journal of the Spanish Institute for Strategic Studies N. 6 / 2015 3. THE IMPLEMENTATION OF THE SOCIAL RESPONSIBILITY MODEL IN THE ARMED FORCES As a result of the EU Strategy 2011-2014, EU Member States were mandated to publish a National Plan for the promotion of Corporate Social Responsibility, taking into account that this model “is not limited to the strict fulfilment of legal obligations, but rather goes as far as the voluntary integration by a company into its governance and management, strategy, policies and procedures, of societal, labour, environmental and human rights concerns that may come up as a result of the relationship and transparent dialogue with interest groups, assuming the consequences and impacts of their actions”.5 In addition, European Commission Communication 347 proposed integrating SR into European Union policies, including Public Administration policies. In addition, the Spanish Strategy on Corporate Social Responsibility aims to promote actions that will strengthen the commitments taken by public administrations by integrating the needs and concerns of Spanish society as well as introducing sustainable management models to help administrations become more efficient.6 In parallel, there is an aim to provide official quality assurance “as an ensemble of planned and systematic activities through which the competent authority ensures and acquires confidence that the contractual requirements for quality and conformity with regulations are fulfilled”. The impact of domestic and external military operations justifies the incorporation of socially responsible measures, as well as a commitment to environmental and social sustainability, to interest groups and to society.7 of Corporate Social Responsibility, School of International Relations and Pacific Studies, University of California, August 2009, “All seven countries researched harbour government-created voluntary or binding standards that range from broad voluntary guidelines and suggestions for CSR to more formal and legally binding standards. Both voluntary guidelines and binding standards tend to focus on transparency, accountability, and labour rights”. 5 The EU 2020 Strategy reflects the European commitment to establishing a new approach in corporate social responsibility. In addition, the European Parliament Resolution from the 6 February 2013 on corporate social responsibility refers to responsible and transparent behaviour by companies and sustainable growth. 6 Vid., SORIA, D., La Responsabilidad Social Pública, Documentos Técnicos, 2014, p. 4, acknowledges that the development of CSR is no longer strategic for companies alone, but also for the entire state apparatus and the governments that manage them. 7 For Canyelles, Social responsibility in public administrations, Accountancy and Management Magazine Vol. 13 2011 p. 78, this management approach started to develop in some companies but today has been incorporated in all types of organisations, both public and private, and always in line with the level of impact that they may have on society and on their surroundings. Although originally http://revista.ieee.es/index.php/ieee
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