世界中の貿易を促進する仕事

コファスが目指すところは、企業が適切なビジネス判断を行うことを支援するソリューションを提供し、 グローバルおよびローカルな貿易を促進することです。私たちは、不払いのリスクを防ぎ、損失補償を通じてビジネス保全するために、お客様企業と協力しながらサポートします。

また、かつてないスピードで変化する現在の世界において、お客様を導くことも私たちの役割です。財務の健全性と信頼性の評価を通じて、お客様の取引先企業（顧客、サプライヤー、見込み客）について深い知見を得られるよう情報を提供しています。

さらに、主要な経済動向を予測し、地理的な場所やセクターごとにリスクを分析します。コファスで働くということは、この唯一無二のミクロ経済およびマクロ経済の専門知識をまとめ、発展させ、広める手助けをすることを意味します。また、様々な企業の意思決定や商業戦略を支援するために、日々のサポートを提供することも意味します。

The Happeners ep4 - Helping business grow

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• コファス・グローバル・ソリューションズ・チームは、多国籍企業の発展をサポートしています。このビデオでは、私たちのクライアントであるチロリット社に、日々コファスから受けているサポートについて語っていただいています。

世界と繋がることは、一人ひとりと繋がること。

コファスの特徴の一つは、国際的な広がりをもつ企業であるということです。世代、性別、文化が力強く混ざり合った多様な人々に囲まれて仕事をすることになります。私たちの人間的な側面は、共に働く際の倫理観にも反映されています。コファスは、シンプルさ、アクセシビリティ、オープンさを大切にしています。

コファスは 3 つの重要な使命に基づく社会的責任あるアプローチに取り組んでいます。

• インクルーシブな職場環境の醸成
• 全従業員の成長を支援する
• いかなる差別にも反対し、機会均等を推進すること

The Happeners Making Trade Happen How does Coface connect you to the rest of the world? I have always had to work with people who are very open-minded in a sense, very open to international growth. And in my day-to-day work I'm always working with people from other countries, both at the local level - there are always foreigners in almost all the subsidiaries - but also at the regional and group level. Everyday, we communicate with the risk underwriting centres located in seven regions around the world. I think the cultural context that we have gives us the opportunity to share and implement unconventional solutions, to exchange experiences, ideas; to look at different management styles, and implement some of them in our day-to-day work. What makes the employee experience at Coface special for you? I don't feel that there are differences in terms of culture, nationalities, or even location. For me, we work in a team that is located in different places, but in everyday life, we don't see where each of us is located. We work and we make progress on our projects. It's the style of communication between departments with a willingness to always help out, and to share the experience and knowledge. I know colleagues who have very local jobs, but have been assigned international, global or regional projects. And yes, I think that has always meant that Coface can make you feel comfortable, and that you can always have that international vision and that intercultural support. Coface has an open culture: here, we can speak up freely, and share ideas across the organisation. Coface is like a big family: it does not matter what your nationality is, or what accent you speak. Each of us is contributing to the world economy, and that's our common objective. At Coface, we are Making Trade Happen. The Happeners Making Trade Happen Watch the series at coface.com/happeners

The Happeners - EP1 Growing international

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The Happeners Making Trade Happen How does Coface connect you to the rest of the world? I have always had to work with people who are very open-minded in a sense, very open to international growth. And in my day-to-day work I'm always working with people from other countries, both at the local level - there are always foreigners in almost all the subsidiaries - but also at the regional and group level. Everyday, we communicate with the risk underwriting centres located in seven regions around the world. I think the cultural context that we have gives us the opportunity to share and implement unconventional solutions, to exchange experiences, ideas; to look at different management styles, and implement some of them in our day-to-day work. What makes the employee experience at Coface special for you? I don't feel that there are differences in terms of culture, nationalities, or even location. For me, we work in a team that is located in different places, but in everyday life, we don't see where each of us is located. We work and we make progress on our projects. It's the style of communication between departments with a willingness to always help out, and to share the experience and knowledge. I know colleagues who have very local jobs, but have been assigned international, global or regional projects. And yes, I think that has always meant that Coface can make you feel comfortable, and that you can always have that international vision and that intercultural support. Coface has an open culture: here, we can speak up freely, and share ideas across the organisation. Coface is like a big family: it does not matter what your nationality is, or what accent you speak. Each of us is contributing to the world economy, and that's our common objective. At Coface, we are Making Trade Happen. The Happeners Making Trade Happen Watch the series at coface.com/happeners

コファスで働く仲間の声

• コファスの社内ネットワーク "Women to Lead "は、コファスの女性キャリアを発展させる方法を検討しています。私たちはまた、会社のあらゆるレベルにおいて、多様性と世代の混在にコミットしています。私たちの多様性は意思決定にも反映されており、これは紛れもなく強みです。

リー M. 
リスク、法務、コンプライアンス・オフィサー（南アフリカ）

グローバル経済と同調して仕事をするということは、多文化な環境で仕事をするということです。私たちのチームは、それぞれの専門知識を組み合わせ、特定の市場について理解を深めたり、お客様が直面している問題を解決したりするために、世界中で協働することに長けています。

グローバルな展望は、コファスでの日々の業務における重要な要素です。

• 世界中のお客様により良いサービスを提供できるよう、海外の同僚と密接に仕事をします。
• オフィスや会議、研修プログラムにおいて、国籍や文化の異なる同僚と密接に連絡を取りながら仕事をします。
• コファス独自の国際的なネットワークにより、コファスでのキャリアの初期段階から、海外での幅広いモビリティの機会を享受することができます！

We received a request from a major French car manufacturer, who wants to develop its electric vehicle sales, via its main distributor in Denmark. How do you work together to meet clients' needs? I'll start by going to the Economic Research Department, to ask them for information about Denmark, specifically the electric vehicle distribution segment in the country, and market share figures, if possible. Then I go to the Information Department, to ask them about this distributor, what is the financial trend. As the economist for Northern Europe, I'm am of course the first port of call when it comes to Danish market issues. In this specific case that we're looking at, the first thing I'll do is examine automotive market data for Denmark. For example, registration figures, or the current e-vehicle trends. When I have summarized that, then I have a nice macroeconomic picture. But when it comes to micro data, for example, the specific business environment, then of course I pass this question on to my risk colleagues on site. In order to understand the risk involved with the market for electrical vehicles, I'd take a look at publically available information, such as government regulattions, the electric vehicle market's development, as well as key figures from the company. I would also contact their CFO or CEO and talk about their company, to learn about their sales figures, and what developments they expect to see in the future. What is the added value of collaboration for clients? The Coface system, is based on being "close to the risk": we know that the local people are our teams in the field, and are the best placed to respond to the requests we receive. Here, at the EIC, (Enhanced Information Centre) we survey, and collect knowledge about the most significant parts of the exposure that Coface has. You can never know absolutely everything, but you can still get enough information to improve your understanding of the company. The strong international environment is a great advantage when looking at risks from different angles and therefore making the best possible risk assessment - even if that means I have to juggle my work around different time zones! At Coface, we are Making Trade Happen. The Happeners Making Trade Happen Watch the series at coface.com/happeners

TH- Ep 3 - Connecting

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We received a request from a major French car manufacturer, who wants to develop its electric vehicle sales, via its main distributor in Denmark. How do you work together to meet clients' needs? I'll start by going to the Economic Research Department, to ask them for information about Denmark, specifically the electric vehicle distribution segment in the country, and market share figures, if possible. Then I go to the Information Department, to ask them about this distributor, what is the financial trend. As the economist for Northern Europe, I'm am of course the first port of call when it comes to Danish market issues. In this specific case that we're looking at, the first thing I'll do is examine automotive market data for Denmark. For example, registration figures, or the current e-vehicle trends. When I have summarized that, then I have a nice macroeconomic picture. But when it comes to micro data, for example, the specific business environment, then of course I pass this question on to my risk colleagues on site. In order to understand the risk involved with the market for electrical vehicles, I'd take a look at publically available information, such as government regulattions, the electric vehicle market's development, as well as key figures from the company. I would also contact their CFO or CEO and talk about their company, to learn about their sales figures, and what developments they expect to see in the future. What is the added value of collaboration for clients? The Coface system, is based on being "close to the risk": we know that the local people are our teams in the field, and are the best placed to respond to the requests we receive. Here, at the EIC, (Enhanced Information Centre) we survey, and collect knowledge about the most significant parts of the exposure that Coface has. You can never know absolutely everything, but you can still get enough information to improve your understanding of the company. The strong international environment is a great advantage when looking at risks from different angles and therefore making the best possible risk assessment - even if that means I have to juggle my work around different time zones! At Coface, we are Making Trade Happen. The Happeners Making Trade Happen Watch the series at coface.com/happeners

コファスで働く仲間の声

• コファスでは、非常に多様なバックグラウンドを持つ同僚と仕事をしています。オフィスにいながらにして、異なる文化や視点を学ぶことができる環境です！私たちの多様性は創造性を育み、パフォーマンスを高めてくれます。そのおかげで、コファスは、私がその一員であることを誇りに思うチームと共に働ける素晴らしい職場となっています。

ユリア N. 
コファス・グローバル・ソリューションズ
キーアカウントマネージャー（ドバイ駐在）

自らを改革する探求の中で、私たちは常に自らの業績と成功を追い求めています。

コファスでは、業務を簡素化し改善するために、新しい技術、特にデータサイエンスを業務モデルに統合しています。

より柔軟で、機敏で協力的な新しい働き方を優先しています。

世界は常に流動的であるため、私たちは革新的なアイデアを奨励し、探究心旺盛で、新しい世界を形作る意欲と大胆さを備えコファスの仲間を高く評価しています。

In innovation, we do two main things. We have a prospective work, trying to identify the technological trends in use that will impact our businesses, our customers and our partners. We have a customer vision that guides our project. We don't do R&D to develop projects that will remain in a laboratory, but we are already driven by an existing need of our customers, which are the business lines. Coface's international database is unique in the world. The data contained in this database allows us to be absolutely predictive in evaluating a single company and the market; the risks of the market where the company operates. And this is absolutely a competitive and innovative key. We set up a hackathon, where we brought about forty people together from seven different regions. I think there were about fifteen countries represented and we got them to work remotely on customer needs, so they connected with the customers. They came, we had several stages and finally, we managed to produce a kind of prototype that we showed to our clients, who were very satisfied. So, from there, we started to build the product. With a series of small weekly challenges, each week we asked the teams to ask themselves a question, so one challenge per week. And at the end of the week, they would come and pitch their proposal. So, at the end of this hackathon, I participated in the development of the product by extracting the data used to build the different indicators used in this product. We created an innovative, user-friendly platform with the purpose of guiding companies in their sales choices. All of this not only involving our staff but also involving the clients, and this allowed us to launch a platform more rapidly, in a better performing way. Innovation is the key to success for a company. Improving our own offer, listening to the market, testing all aspects of the platform, understanding if we're meeting our clients' needs and listening to the commercial feedback. All of this helps you to innovate and to succeed. Our team works in an iterative way. Generally, we start by trying to understand a need. Then we dig in when we think we have something that starts to work. We'll do some tests. We'll try to propose things, mock-ups to customers, or test a technology with them with Coface employees. And then, the more we advance, the more we'll enrich the solution to obtain something that is a complete solution in the end. Creating a product in less than six months that corresponds to customer needs proves that we are agile. It proves that we listen to our customers and it proves that there is real creativity in what we do. At Coface, we are making trade happen.

The Happeners - Episode 2

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In innovation, we do two main things. We have a prospective work, trying to identify the technological trends in use that will impact our businesses, our customers and our partners. We have a customer vision that guides our project. We don't do R&D to develop projects that will remain in a laboratory, but we are already driven by an existing need of our customers, which are the business lines. Coface's international database is unique in the world. The data contained in this database allows us to be absolutely predictive in evaluating a single company and the market; the risks of the market where the company operates. And this is absolutely a competitive and innovative key. We set up a hackathon, where we brought about forty people together from seven different regions. I think there were about fifteen countries represented and we got them to work remotely on customer needs, so they connected with the customers. They came, we had several stages and finally, we managed to produce a kind of prototype that we showed to our clients, who were very satisfied. So, from there, we started to build the product. With a series of small weekly challenges, each week we asked the teams to ask themselves a question, so one challenge per week. And at the end of the week, they would come and pitch their proposal. So, at the end of this hackathon, I participated in the development of the product by extracting the data used to build the different indicators used in this product. We created an innovative, user-friendly platform with the purpose of guiding companies in their sales choices. All of this not only involving our staff but also involving the clients, and this allowed us to launch a platform more rapidly, in a better performing way. Innovation is the key to success for a company. Improving our own offer, listening to the market, testing all aspects of the platform, understanding if we're meeting our clients' needs and listening to the commercial feedback. All of this helps you to innovate and to succeed. Our team works in an iterative way. Generally, we start by trying to understand a need. Then we dig in when we think we have something that starts to work. We'll do some tests. We'll try to propose things, mock-ups to customers, or test a technology with them with Coface employees. And then, the more we advance, the more we'll enrich the solution to obtain something that is a complete solution in the end. Creating a product in less than six months that corresponds to customer needs proves that we are agile. It proves that we listen to our customers and it proves that there is real creativity in what we do. At Coface, we are making trade happen.

コファスで働く仲間の声

• 機敏なプロセスと最先端のテクノロジーを備えた "コマーシャル・ハブ "を考案し、カスタマー・サービスに特化した新しいチームを編成することができました。おかげでサービスの質を向上させることができました。

ビョルン M. 
シニア・ソリューション開発マネージャー（ドイツ）