Our Culture
GXC CULTURE
“PEOPLE’S SUM OF ACTION = CULTURE”
We are defined by our actions, not our words. It is critical to define our company’s culture early and evolve our culture codes to ensure our company’s continuous and sustainable growth.
GXC CULTURE
“PEOPLE’S SUM OF ACTION = CULTURE”
We are defined by our actions, not our words. It is critical to define our company’s culture early and evolve our culture codes to ensure our company’s continuous and sustainable growth.
Our Belief
WE BELIVE COMPANY CULTURE REALLY MATTERS.
Culture is understanding human behavior and how to elevate a group of people to realize, believe, and trust that they are a part of something larger than themselves; where each person has a responsibility to shape the behavior of the organization. That behavior is the foundation of the company–it should express the company’s values and guiding principles, which ultimately define its core purpose and reason for being – Howard Schultz, the chairman and ex-CEO at Starbuck
Our Belief
WE BELIVE COMPANY CULTURE REALLY MATTERS.
Culture is understanding human behavior and how to elevate a group of people to realize, believe, and trust that they are a part of something larger than themselves; where each person has a responsibility to shape the behavior of the organization. That behavior is the foundation of the company–it should express the company’s values and guiding principles, which ultimately define its core purpose and reason for being – Howard Schultz, the chairman and ex-CEO at Starbuck
COMPANY’S CULTURE SHOULD EXPRESS
IT’S VALUE AND GUIDING PRINCIPLES.
COMPANY’S CULTURE SHOULD EXPRESS
IT’S VALUE AND GUIDING PRINCIPLES.
GXC
CULTURE
CODE
GENERAL POLICY

TRANSPARENCY
Share all information transparently and completely to all members
DIVERSITY
Seek-out diversity with different capabilities, ways of thinking and cultivate synergies
EMPLOYEE FIRST
Better services are made from our people’s happiness as professionals
COMPANY’S SUCCESS = MY SUCCESS
Enjoy our successes as a team and share equities and incentives with our all members
WE CULTURE, NOT ME CULTURE
Use we or us, instead of I or me when communicating (internally and externally or with all stakeholders)
GXC CULTURE CODE
GENERAL POLICY

TRANSPARENCY
Share all information transparently and completely to all members
DIVERSITY
Seek-out diversity with different capabilities, ways of thinking and cultivate synergies
EMPLOYEE FIRST
Better services are made from our people’s happiness as professionals
COMPANY’S SUCCESS = MY SUCCESS
Enjoy our successes as a team and share equities and incentives with our all members
WE CULTURE, NOT ME CULTURE
Use we or us, instead of I or me when communicating (internally and externally or with all stakeholders)
TRUE AND EFFECTIVE LEADERSHIP
Showing Authentication Leadership
– Be transparent, honest, and straightforward
– Share the vision of the company, provide constructive feedback, and gain credibility and trust
– Be genuine, never fake anything
Trusting People and Being Less hierarchical
– Trust people and share decision ownership to team members
– Lead people, instead of managing people. Great employees want direction, but they do not want or need to be micromanaged.
– Do not make political lines. Let people work for GXC, not for a leader
CONTINUOUS CULTURE IMPROVEMENT
Cultural Audits Bi-annually
– Give candid feedback after working together even to leaders(360° Review)
– Ask employees to respond to questions about the cultural health of the company
– Cultural audits will be done twice a year (May, November)
PREFERRED WORKING BEHAVIORS
Seeking Quality-oriented work
– Share company’s strategy and initiatives, and context how a task is created
– Try to minimize redundant work. Ask anytime if you’re uncertain
– Pursue continuous perfection
– Be open to our communities and outside opinions
Working as a professional sports team, not as a family
– Work with high-performing people and create working synergies
– Be a leader and express your point of view
– Micromanagement is not in our DNA
– As a high performing team we take responsibility so we can enjoy freedom in our work
– Share in the success of the company’s achievements
Finding Flexible Rules for company benefits
– We take responsibility for our own working time/location, holidays and business expenses
– Minimize strict company policies and allow latitude to our members
Exchanging Mutual Candid Feedbacks
– Speak openly to leaders or colleagues to express your ideas
– Try to accept opinions as business, not personal
– Try not to avoid conflicts. Avoiding conflicts can lead to communication breakdowns,
unresolved issues, and resentment. Communication with mutual respect is imperative.
– Conflicts and disputes are to be resolved in private and when necessary mediated
by a senior leader
Enjoying Work-Life Balance
– Try to work hard within standard working times. Limiting your working hours to 40
per week to increase your focus, productivity and efficiency
– Measure how quickly you can deliver quality work
– Don’t forget to enjoy play and rest, to come back refreshed every week
– Always think about ways to improve your working quality, and hours to allow
yourself more freetime and relaxation outside work
TRUE AND EFFECTIVE
LEADERSHIP
Showing Authentication Leadership
– Be transparent, honest, and straightforward
– Share the vision of the company, provide constructive feedback, and gain credibility and trust
– Be genuine, never fake anything
Trusting People and Being Less hierarchical
– Trust people and share decision ownership to team members
– Lead people, instead of managing people. Great employees want direction, but they do not want or need to be micromanaged.
– Do not make political lines. Let people work for GXC, not for a leader
PREFERRED
WORKING BEHAVIORS
Seeking Quality-oriented work
– Share company’s strategy and initiatives, and context how a task is created
– Try to minimize redundant work. Ask anytime if you’re uncertain
– Pursue continuous perfection
– Be open to our communities and outside opinions
Working as a professional sports team, not as a family
– Work with high-performing people and create working synergies
– Be a leader and express your point of view
– Micromanagement is not in our DNA
– As a high performing team we take responsibility so we can enjoy freedom in our work
– Share in the success of the company’s achievements
Finding Flexible Rules for company benefits
– We take responsibility for our own working time/location, holidays and business expenses
– Minimize strict company policies and allow latitude to our members
Exchanging Mutual Candid Feedbacks
– Speak openly to leaders or colleagues to express your ideas
– Try to accept opinions as business, not personal
– Try not to avoid conflicts. Avoiding conflicts can lead to communication breakdowns, unresolved issues, and resentment. Communication with mutual respect is imperative.
– Conflicts and disputes are to be resolved in private and when necessary mediated by a senior leader
Enjoying Work-Life Balance
– Try to work hard within standard working times. Limiting your working hours to 40 per week to increase your focus, productivity and efficiency
– Measure how quickly you can deliver quality work
– Don’t forget to enjoy play and rest, to come back refreshed every week
– Always think about ways to improve your working quality, and hours to allow yourself more freetime and relaxation outside work
CONTINUOUS CULTURE
IMPROVEMENT
Cultural Audits Bi-annually
– Give candid feedback after working together even to leaders(360° Review)
– Ask employees to respond to questions about the cultural health of the company
– Cultural audits will be done twice a year (May, November)