G2A DNA

ACCOUNTABILITY

KEY TRAITS

RESPONSIBILITY
COMPETENCIES
EXPERTISE
ENGAGEMENT
RELIABILITY

CORE STATEMENTS

I know my piece of the G2A.COM cake and I make sure it’s the best.
I demonstrate my skill by how I perform.
I know when I fail. I can admit it. I want to fix it.
I put my heart in my work to reach the PRO level.

Accountability is the skill that allows us to carefully evaluate the scope of our responsibilities regarding both everyday duties and roles in different projects, and communicate them clearly, so that everybody around knows every individual’s contribution. We know the requirements of our positions and the skills and knowledge needed to meet them. When we make mistakes or fail a task, we aren’t ashamed or afraid of reporting that, and rather take responsibility, work on fixing them and grow from the experience. We know the difference between “shallow work” and “deep work,” are conscious about the workload and capabilities we can take on. We’re able to prioritize, delegate and refuse if needed.

Value Delivery

KEY TRAITS

QUALITY
PROFITABILITY
USER-ORIENTED
TIMELY
PRIORITISATION

CORE STATEMENTS

I value quality while understanding the importance of delivery.
I prioritize and run projects that are most consistent with the Main Vision.
I care to deliver projects with the highest return on investment.
I anticipate the needs of our users and deliver valuable solutions.

Value Delivery allows us to define the level of detail that we should apply to particular deliverables. We have clarity about what’s “good enough” before we engage in a task. Before we commit ourselves and/or our teams to something, we give ourselves time to evaluate its profitability and extent to which it’s aligned with the Main Vision. Putting emphasis on Value Delivery allows us to find balance between speed and quality when it comes to completing tasks on time. It helps us to think big and plan small, keeping the ultimate, long-term outcome of a project in mind. We plan mid- and short-term milestones and monitor and improve implementation on a regular basis.

Growth

KEY TRAITS

CHALLENGE
INNOVATE
INSPIRE
IMPROVE
DEVELOP

CORE STATEMENTS

I actively look for opportunities to be cutting-edge.
I challenge comfort zones – to do better things and do things better.
I will inspire you with my drive and passion to work.
I create practical solutions and care about the company’s success.

Growth as a value helps us to step outside of our comfort zone, not being afraid of challenging projects or trying to figure out even better solutions instead of the ones that are already working. We are aware that presenting possible solutions, threats, and pointing out areas for improvements that impact business and create value are highly appreciated. We’re open to new ideas and different points of view and understand that other people might have different experiences and a value that might be impossible for us to notice. We discuss development needs and aspirations with managers instead of assuming that they know what is best for us.

Trust

KEY TRAITS

HONESTY
LOYALTY
FAIRNESS
CREDIBILITY

CORE STATEMENTS

You can rely on me. Your problem will be listened to, your secret will be safe.
I build my credibility and give you credit.
I’m honest with you. Are you honest with me?
I am loyal to the company and the people who make it.

Trust is a crucial value for us here at G2A.COM. It allows us to express honest opinions and care about saying what we truly think and think before saying it. We only form opinions about our fellow G2Anians based on our interactions and observations, not on the suggestions of others. We’re transparent about our work, giving 100% of our capabilities and being honest about both good and bad results. We trust each other’s competencies. We give each of us space for initiative, freedom to act and the possibility to do things our own way.

Communication

KEY TRAITS

GIVING FEEDBACK
ASKING & LISTENING
SHOWING RESPECT
BEING SPECIFIC

CORE STATEMENTS

I give and take regular feedback.
I don’t guess – I have the courage to ask. I don’t assume that I know – I listen.
I respect various points of view, even if they are different than mine.
I make sure that my messages contain essential information, not more, not less.
I speak my thoughts out loud, not behind your back.

Communication allows us to not just grow in our respective fields, but also connects other values in a smooth manner. We value and respect our individual points of view. If one of us thinks an idea won’t work, we share our concrete arguments to explain our point as well as suggestions and alternate options. We know that we can freely share our opinion and ideas about the tasks and projects we are working on. We know that each of the suggestions will be acknowledged, appreciated and given a thought. We listen actively and focus on hearing what is being said. We ask for feedback on a regular basis and value comments from everyone who works with us, not only our supervisors.

Team Spirit

KEY TRAITS

DIVERSITY
EQUALITY
HELPFULNESS
COOPERATION
ENCOURAGEMENT

CORE STATEMENTS

I am part of a team, not just an individual.
I’m ready to help you and I know that someday I may need help too.
I celebrate the successes of others and cheer them on.
I embrace diversity and equality without judgment.

Team Spirit is a key value in realizing our strengths by connecting our different specialties into something greater than a sum of its parts. We understand our roles in the team, as well as the interdependencies and impact our tasks have on our team and on other teams connected by the task. We contribute effectively outside of our individual specialties. If we have enough time, we don’t hesitate to help our colleagues. We encourage others who are less active to share their opinions and knowledge. We respect diversity and use it as a driving force – different backgrounds, skills, ways of working, and priorities can shed new light on a project. We are a team, and everybody should be given a chance to contribute. We treat everybody equally – a junior specialist’s opinion is as valuable as the opinion of a manager. It’s always a matter of “what” and not “who”.