{
  "url": "https://openlegislation.uk/eu-regulation-2014-1398/annex/division-1",
  "json_url": "https://openlegislation.uk/eu-regulation-2014-1398/annex/division-1.json",
  "legislation": "eur/2014/1398",
  "legislation_title": "Commission Delegated Regulation (EU) No 1398/2014 of 24 October 2014 laying down standards regarding candidate volunteers and EU Aid Volunteers (Text with EEA relevance)",
  "legislation_url": "https://openlegislation.uk/eu-regulation-2014-1398",
  "path": "annex/division/1",
  "kind": "division",
  "number": "1",
  "heading": "Transversal competences required in many sectors of volunteering and employment and which are not specific to the field of humanitarian aid",
  "text": "Competence\nDescription\n1) Developing and maintaining collaborative relationships\nWorking with others\nIs mindful of, respects and is capable of adapting to different working styles.\nUnderstands and accepts his or her role in the team and contributes positively and proactively to achieving the objectives of the team.\nShares useful information and knowledge with colleagues and more widely when appropriate.\nTakes constructive action to resolve any conflicts which may arise.\nCommunication\nCommunicates effectively with other members of the team and with others outside the team.\nActively listens to new and different perspectives offered by others in his or her team.\nUses a range of means of communication (in person, phone and e-mail) including non-verbal communication, adapted to the local context and the situation.\n2) Volunteering mind-set\nFinds voluntary work rewarding.\nHas an understanding of and an opinion about the concepts of volunteering and active citizenship and their role in society.\nIs willing to make a contribution without receiving a financial reward in return.\nIs committed to the tasks he or she is given and carries them out to the best of his or her ability, even in the absence of financial reward.\nSeeks to contribute as a volunteer to the organisation and to help the beneficiaries (i.e. the local communities).\n3) Managing oneself in a pressured and changing environment\nSelf-awareness and resilience\nCapable of coping with stress and overcoming difficulties.\nIdentifies sources of stress and knows how to minimise their negative effects.\nIs willing to talk about stress and difficulties and seeks support when needed.\nIs able to adapt to living conditions where resources are very limited and the level of comfort is very low.\nAdapts calmly and reacts constructively to changing situations and constraints.\nIs aware of his or her strengths and limitations and of how these can influence his or her work.\nAutonomy\nOrganises his or her activities at the workplace and during leisure time autonomously.\nManages his or her working day and prioritises appropriately.\nRecognises the limitations of his or her responsibilities and reports to a more senior responsible person(s) where appropriate.\nManaging one's own expectations\nHas a realistic understanding of his or her contribution to the organisation and the help he or she can offer to the beneficiaries.\nAdjusts expectations to changing situations.\nInter-cultural awareness\nAvoids cultural stereotypes.\nIs open to and embraces cultural differences.\nRespects other cultures and adjusts his or her own behaviours to avoid misunderstandings.\nPays attention to non-verbal communication in a multi-cultural context.\nAdopts a non-judgmental approach to different beliefs, social conventions and values.\nDemonstrates empathy and sensitivity.\n4) Demonstrating leadership\nMotivates other members of the team (local or international) for the task.\nEmpowers people to take responsibility within the scope of their actions.\nActively listens to others.\nInspires confidence in others.\nIf in the role of responsibility:\nClearly formulates the tasks to be completed by others and his or her expectations of them.\nChecks that these have been understood.\nProvides feedback and recognises the contribution made by others.\nTakes decisions that reflect the level of risk entailed by an action relative to its urgency.\n5) Achieving results\nAchieves and communicates the immediate results of the action and the progress made in terms of capacity building\nAdopts a 'can-do' approach and demonstrates a proactive attitude.\nIdentifies critical improvements needed to ensure the sustainability of results.\nCommunicates results effectively.\nIdentifies the individuals expected to learn from his or her contribution and tries to give those who are expected to sustain the results an understanding of the work that has been done.\nLooks for solutions.\nTakes action to resolve any conflicts which may arise.\nIf with a particular role in capacity building:\nKnows and applies diverse methods of building organisational capacity in circumstances where resources are limited.\nKnows and applies methods of and tools for assessing needs, in order to identify the areas to be targeted in capacity building.\nAccountability\nFocuses on delivering results on time.\nSeeks feedback and takes action based on feedback received.\nReports to the appropriate person(s).\nChallenges decisions and behaviours that breach the organisational code of conduct and/or other relevant humanitarian standards.",
  "extent": "E+W+S+N.I.",
  "status": null,
  "version": "current",
  "annotations": [],
  "outstanding_effects": [],
  "provenance": {
    "source": "legislation.gov.uk",
    "source_url": "https://www.legislation.gov.uk/eur/2014/1398/annex/division/1",
    "retrieved_at": "2026-11-01T14:46:59.214656+00:00"
  },
  "licence": "Open Government Licence v3.0",
  "licence_url": "https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/",
  "attribution": "Contains public sector information licensed under the Open Government Licence v3.0. Source: legislation.gov.uk, The National Archives."
}