Corporate Governance
Corporate Governance
Basic Thinking
Sodick’s management philosophy is to contribute to the development of society by providing superior products and supporting customers’ manufacturing operations based on our guiding spirit of “Create,” “Implement,” and “Overcome Difficulties.” To achieve this, we believe that the most important element is to always conduct management that is transparent and easy to understand for all stakeholders, including shareholders, investors, customers, and employees.
We strive to make efficient use of our management resources, strengthen our risk management and compliance, and maximize corporate value for all of our shareholders and investors.
Corporate Governance Structure and Features
The Company has adopted a company with an Audit & Supervisory Committee in order to enhance corporate governance by strengthening the supervisory function of the Board of Directors and through enhancement of the monitoring system by having the members of the Board of Directors consist of the Audit & Supervisory Committee Members responsible for auditing the execution of duties by Directors. The Board of Directors supervises the execution of duties by the Representative Directors, Directors, and executive officers by performing a supervisory function over management in general and carries out decision-making on important management issues, while the Audit & Supervisory Committee monitors business execution.
Diagram of Sodick Corporate Governance Structure (as of end-March 2025)
Corporate Governance Structure (as of end-March 2025)
Organizational Structure | Company with an Audit & Supervisory Committee |
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Directors (Excluding Directors who are Audit & Supervisory Committee Members) |
8 Directors※1 (of which 4 are External Directors) Chairperson of Board of Directors: Chairman and Representative Director |
Directors who are Audit & Supervisory Committee Members | 4 Directors※2 (of which 3 are External Directors) |
Term of Office of Directors | Directors (excluding Directors who are Audit & Supervisory Committee Members): 1 year Directors who are Audit & Supervisory Committee Members: 2 years |
Company with Executive Officer System | Yes |
Optional Advisory Committees of Board of Directors | Advisory Committee on Personnel Committee on Compensation |
Accounting Auditors | Grant Thornton Taiyo LLC |
Corporate Governance Report※3 | https://www.sodick.co.jp/sustainability/governance/overview.html (only available in Japanese) |
- The Articles of Incorporation state that the number of Directors (excluding Directors who are Audit & Supervisory Committee Members) shall be not more than nine.
- The Articles of Incorporation state that the number of Directors who are Audit & Supervisory Committee Members shall be not more than five.
- For information about compliance with the Corporate Governance Code, please refer to our website.
History of Initiatives to Strengthen Corporate Governance (as of end-March 2025)
2012 |
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2014 |
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2015 |
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2016 |
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2018 |
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2019 |
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2020 |
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2021 |
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2022 |
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2024 |
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2025 |
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Strengthening Management Supervisory Functions
Seven of 12 Directors of the Company are External Directors. They apply their objective perspectives and wealth of knowledge and experience to management, thereby strengthening the corporate governance structure. Furthermore, three of the four Audit & Supervisory Committee Members are External Directors, increasing the objectiveness and fairness of management supervision.
Board of Directors meeting materials are provided in advance to ensure enough time for review. Particularly important matters that require a resolution by the Board of Directors are discussed in advance at management meetings. External Directors receive advance briefings from the Board of Directors Secretariat as necessary. This enables them to compensate any lack of internal information about the Board of Directors agenda, and exercise their management supervision functions.
Role of Each Organization
Name | Overview | Members |
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Board of Directors |
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Internal:5 External:7 |
Audit & Supervisory Committee |
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Internal:1 External:3 |
Advisory Committee on Personnel | The Advisory Committee on Personnel formulates appointment criteria and policies regarding personnel matters involving Directors and executive officers, selects candidates for those positions, and determines the standards for dismissal. This committee is comprised of five Directors, three of whom are External Directors, and chaired by an External Director. |
Chairman and Representative Director Kenichi Furukawa CEO, President and Representative Director Yuji Akutsu External Director Kazunao Kudo (Chairperson) External Director Kenzo Nonami External Director Yoshikazu Goto |
Committee on Compensation | The Committee on Compensation formulates policy on compensation for Directors (excluding Directors who are Audit & Supervisory Committee Members) and executive officers, and deliberates and decides compensation standards, appraisals, and the monetary amounts of compensation. This committee is comprised of five Directors, three of whom are External Directors, and chaired by an External Director. |
Chairman and Representative Director Kenichi Furukawa CEO, President and Representative Director Yuji Akutsu External Director Kazunao Kudo (Chairperson) External Director Kenzo Nonami External Director Yoshikazu Goto |
Composition of Board of Directors and Audit & Supervisory Committee
The Company strives to increase corporate value over the medium to long term in order to provide the highest value to customers based on its philosophy of “Create,” “Implement,” and “Overcome Difficulties” and to contribute to a sustainable society as a company that “Create Your Future.” In this regard, the Company considers a balance of knowledge, experience, and skills of the entire Board of Directors and appoints Directors with diverse backgrounds.
The Directors appointed based on this approach are as shown below.
Overview of Directors
(as of end-March 2025)
※You can see the entire Directors and Audit & Supervisori Board Membersable by scrolling horizontally.
Director
Name | Status & Committees | Attendance (FY2024) | Fields of expertise that are particularly expected of Directors※ | ||||||
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Board of Directors meetings | Audit & Supervisory Board meetings | Corporate Management | Finance and Accounting | Legal Affairs and Risk Management | Manufacturing, Technology, and R&D |
Global | Marketing | ||
Kenichi Furukawa | ▲Advisory Committee on Personnel Committee on Compensation |
13/13 times | |||||||
Yuji Akutsu | ▲Advisory Committee on Personnel Committee on Compensation |
10/10 times (Note 1) |
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Hideki Tsukamoto | 13/13 times | ||||||||
Masato Takagi | (Note 2) | ||||||||
Kazunao Kudo | ■External ◆Independent ▲Advisory Committee on Personnel Committee on Compensation |
13/13 times | |||||||
Kenzo Nonami | ■External ◆Independent ▲Advisory Committee on Personnel Committee on Compensation |
13/13 times | |||||||
Yoshikazu Goto | ■External ◆Independent ▲Advisory Committee on Personnel Committee on Compensation |
13/13 times | |||||||
Ayako Sano | ■External ◆Independent |
9/10 times (Note 1) |
Director who is Audit & Supervisory Committee Member
※You can see the entire table by scrolling horizontally.
Name | Status & Committees | Attendance (FY2024) | Fields of expertise that are particularly expected of Directors※ | ||||||
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Board of Directors meetings | Audit & Supervisory Board meetings | Corporate Management | Finance and Accounting | Legal Affairs and Risk Management | Manufacturing, Technology, and R&D |
Global | Marketing | ||
Tetsuro Kawahara | 10/10 times (Note 3) |
10/10 times (Note 3) |
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Mari Otaki | ■External ◆Independent |
13/13 times | 14/14 times | ||||||
Haruchika Gohara | ■External ◆Independent |
13/13 times | 4/4 times (Note 4) |
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Yukiko Omura | ■External ◆Independent |
10/10 times (Note 3) |
10/10 times (Note 3) |
- The above table does not encompass all of the expertise possessed by the Directors.
- Note 1: Director Yuji Akutsu and External Director Ayako Sano were elected at the Ordinary General Meeting of Shareholders held on March 28, 2024, and 10 Board of Directors meetings have been held since they assumed their posts.
- Note 2: Director Masato Takagi was elected at the Ordinary General Meeting of Shareholders held on March 28, 2025; no activity applicable in FY2024.
- Note 3: Director who is Audit & Supervisory Committee Member Tetsuro Kawahara and External Director who is Audit & Supervisory Committee Member Yukiko Omura were elected at the Ordinary General Meeting of Shareholders held on March 28, 2024, and 10 Board of Directors meetings and 10 Audit & Supervisory Board meetings have been held since they assumed their posts.
- Note 4: Haruchika Gohara retired from the position of External Audit & Supervisory Board Member at the Ordinary General Meeting of Shareholders held on March 28, 2024, and four Audit & Supervisory Board meetings have been held as of that date. He was elected as an External Director who is Audit & Supervisory Committee Member at the Ordinary General Meeting of Shareholders held on March 28, 2025.
Reasons for Selection of Each Skill and Details
※You can see the entire table by scrolling horizontally.
Skill category | Reasons for selection |
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Corporate management | In order to respond immediately to changes in the business environment, achieve sustainable growth, and increase corporate value, it is necessary to make swift management decisions. |
Finance and accounting | In order to ensure accurate financial reporting, build a resilient financial structure, and realize growth investments that contribute to sustainable development and the enhancement of corporate value, knowledge and experience in finance and accounting are required. |
Legal affairs and risk management | Legal affairs and risk management are a fundamental part of appropriate legal compliance and corporate structure. Therefore, experience and knowledge in this category are necessary. |
Manufacturing, technology, and R&D | Knowledge and experience in cutting-edge technologies (including DX) related to the Company’s business are necessary to continue providing world-class products and services. |
Global | For the Company, which aims to have the world’s largest market share, it is important to formulate growth strategies and supervise management of global businesses. Therefore, knowledge and experience in overseas business management are required. |
Marketing | It is necessary to formulate and implement realistic and specific business and marketing strategies in order to realize corporate strategies and achieve committed management plans, etc. |
Independence of External Officers
Sodick appoints external officers in light of its own original eligibility criteria concerning the independence of external officers (see below) in striving to enhance oversight functions for management and transparency, as well as to strengthen its corporate governance structure.
Evaluating the Effectiveness of the Board of Directors
In order to enhance the effectiveness of corporate governance, the Company conducts an annual self-evaluation regarding the execution of duties by all Directors to confirm that the Board of Directors is performing its professional duties appropriately.
The Audit & Supervisory Board Members analyze and evaluate the overall effectiveness of the Board of Directors based on each Director’s self-evaluation, and disclose the result.
Method of Analysis and Evaluation

A self-evaluation questionnaire is completed by all Directors
Main Content of Questionnaire
- Composition, diversity, and skill balance of the Board of Directors
- Content and frequency of the resolutions and reports
- Active discussion on the agenda, sufficient allocation of time
- Functioning as a supervisory body for management, high-quality discussions
- Discussions on sustainability and human capital
- Providing sufficient information to External Directors
- Deeper understanding of the business by External Directors, implementation of factory tours
- Evaluation of meeting bodies operation (Board of Directors and management meetings)
- Evaluation of Advisory Committee on Personnel and Committee on Compensation
- Roles and duties of External Directors
- Evaluation of the operation of the Board of Directors Secretariat
- Communication status of the Board of Directors, etc.

Effectiveness of Board of Directors is analyzed and deliberated at Audit & Supervisory Board meetings based on each Director’s self-evaluation
FY2024 Evaluation Results
The evaluation found that the Board of Directors was functioning properly in regard to its overall effectiveness, including the status of operation, status of deliberation, and management and supervisory functions, which have been improved since the previous fiscal year.

Initiatives to further improve deliberations and enhance Board’s supervisory functions
FY2025 Management Policy
By delegating authority to management meetings, we will work to address all issues to improve effectiveness, such as enhancing discussions on important matters from a medium- to long-term perspective at Board of Directors meetings, ensuring diversity among core human resources, and assessing the status of their development.
Results for FY2024 | Future challenges | |
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Overall effectiveness |
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External Officer |
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Training for Directors
The Company implements the following measures in order to ensure that Directors are able to perform their functions and roles appropriately.
- Directors take part in training provided by the Japan Association of Corporate Directors, the Japan Audit & Supervisory Board Members Association, and other organizations.
- We give External Directors opportunities to participate in management meetings. We also arrange factory tours in the Kaga Factory, which is our key business site, to deepen their understanding of our business.
- Other Directors and executive officers acquire the knowledge needed to enhance corporate value, and learn about the approaches taken to this, through methods such as e-learning provided by the Tokyo Stock Exchange.
Executive officers are allowed to attend management meetings in order to cultivate successor personnel. In addition, we implement initiatives to develop management personnel through training for executive managers and drawing up long-term business strategies.
Officer Compensation
Basic Approach
Compensation for the Company’s Directors (excluding Directors who are Audit & Supervisory Committee Members) is based on a compensation system that is linked to shareholder profits, taking into consideration the management issues of sustainable growth and mid-to-long term corporate value enhancement. Compensation for each Director (excluding Director who is Audit & Supervisory Committee Member) is determined based on a compensation system that reflects appropriate results while taking company performance and his/her job responsibility into consideration.
The Committee on Compensation, which consists of a majority of External Directors, deliberates on the nature of the compensation system and the need for it to be reviewed from objective perspectives. The Board of Directors then makes decisions based on the recommendations of the Committee.
Compensation System
- Regarding the Company’s officer compensation, compensation for Executive Directors consists of basic compensation (fixed compensation) based on the compensation grade for their position and job responsibilities, short-term performance-related compensation consisting of a single year’s performance reflection, and mid-to-long term incentive compensation based on stock compensation aimed at sharing interests in enhancing corporate value with shareholders. In principle, Non-Executive Directors (excluding External Directors and Directors who are Audit & Supervisory Committee Members) receive basic compensation and short-term performance-related compensation, while External Directors and Directors who are Audit & Supervisory Committee Members receive only basic compensation.
- Regarding the compensation ratio by type of Executive Director, the higher the grade, the higher the amount of performance-related compensation. This is determined by using as benchmarks the compensation levels of companies that are similar to the Company in terms of business size, industry and business types.
- The individual compensation for Directors (excluding Directors who are Audit & Supervisory Committee Members) is determined by the Committee on Compensation, and the individual compensation for Directors who are Audit & Supervisory Committee Members is determined through deliberations by the Audit & Supervisory Committee.
System for Short-Term Performance-Related Compensation
- In order to raise awareness of performance improvement for each business year, short-term performance-related compensation is calculated based on profit attributable to owners of parent for the current fiscal year and compensation ratio by type. Once the performance for the current fiscal year has been finalized, the total amount of performance-related compensation is deliberated by the Committee on Compensation and paid as a lump sum in the form of a bonus within one month after its determination.
- The reason for selecting profit attributable to owners of parent as a performance indicator is because we recognize that an increase in profit attributable to owners of parent will result in an increase in shareholders’ equity, which will be a source of future dividends, and that this aligns with the intentions of shareholders.
- We set targets for the medium-term management plan and increase profit attributable to owners of parent by achieving them.
- Changes in profit attributable to owners of parent including the current fiscal year are shown on Financial Highlights.
System for Mid-to-Long Term Incentive Compensation
- As an incentive for Directors to contribute to the enhancement of corporate value over the medium to long term, we provide Executive Directors with monetary compensation receivables according to their positions, and provide restricted stock compensation allocated from treasury shares according to the amount of the receivables.
- The total amount of monetary compensation receivables is calculated based on two-year average EBITDA and single year’s employee satisfaction survey (ES) scores.
- The reason for selecting EBITDA as the total amount indicator of monetary compensation receivables is that it is not affected by decreases in profits due to an increase in depreciation associated with capital investments or an increase in interest rates. In this way, it is intended to encourage management that contributes to increasing mid-to-long term shareholder value. The reason for also selecting ES scores is because we believe that employee satisfaction should be directly linked to key management indicators such as sales and profits for the Company to grow in a sustainable manner.
- Regarding restricted stock compensation, the number of shares allocated to each Director is determined by the Board of Directors based on the report from the Committee on Compensation.
Details for Officer Compensation(Fiscal Year ended December 2024)
Officer category | Total compensation (million yen) |
Total compensation by type (million yen) | Number of eligible officers |
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Basic compensation | Short-term performance-related compensation | Mid-to-long term incentives | |||
Director (excluding External Director) |
112 | 95 | 1 | 18 | 7 |
Audit & Supervisory Board Member (excluding External Audit & Supervisory Board Member) |
32 | 32 | - | - | 3 |
External Officer | 51 | 51 | - | - | 10 |
Total | 195 | 178 | 1 | 18 | 20 |
Dialogue with Shareholders and Investors
Sodick regards all of its shareholders and investors as important stakeholders, and places importance on constructive dialogue to improve corporate value. Our Investor Relations Department handles these dialogues with shareholders. In cases where shareholders have individual requests, we consider having directors and others respond to them within reasonable limits by taking into consideration factors like the purpose of the meeting and the importance of the topic. The opinions we receive from our shareholders and investors are reported to the Board of Directors and internal meeting bodies as needed, and will be put to use for the future management of the company.
- For all of our shareholders and investors, the company makes every effort to provide information swiftly based on the principles of transparency, fairness, and continuity, and promotes IR activities conducive to further improving corporate value. The Investor Relations departments are responsible for dialogue with our shareholders and investors. To respond to dialogues from shareholders reasonably and smoothly, it coordinates with the relevant departments, including Accounting and Financial Affairs, Business Unit, and Compliance for the promotion of IR activities.
- For our individual investors, a dedicated page has been created at the company’s website. There, we plan to post information about the company’s businesses, performance, corporate philosophy, etc.
- Sodick issued an integrated report and held factory tours for analysts and institutional investors in order to promote a constructive dialogue.
- Regarding measures for controls applying to insider information, Sodick has formulated a Disclosure Policy that is available via our homepage.
Our Structure for Timely Disclosures
Status of Dialogue(Fiscal Year ended December 2024)
Results | Main persons in charge | Activities | |
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General Meeting of Shareholders | 1 time | All Directors and Audit & Supervisory Board Members | Held the shareholders' meeting to report and resolve important items under the Companies Act of Japan. Conducted a tour of our showroom after the shareholders’ meeting. |
Financial results briefing | 2 times | CEO and CFO | Held semi-annual results briefing for analysts and institutional investors. |
Business Briefing | 1 time | CEO and executive officers | Held business briefing for analysts and institutional investors. |
IR meetings | 83 meetings | CEO, CFO, executive officers, and department in charge of IR | Conducted regular interviews with institutional investors, as well as analysts and others. |
SR meetings | 8 meetings | CEO, CFO, External Directors, and executive officers | Conducted interviews with in charge of ESG and persons exercising voting rights of institutional investors. |
Summary of Shareholders and Investors with whom dialogue was conducted


Key dialogue topics and matters of interest
- Economic and demand trends in Greater China
- Measures to strengthen after-sales services
- Progress of structural reforms
- Measures to improve PBR and their status
Feedback to Management and Board of Directors
- Regularly reported to the Board of Directors on the status of dialogues, analysts’ forecasts, and stock price trends
- Appropriately reported to the management on the concerns and opinions of shareholders and investors
Matters incorporated based on dialogue
- Shortened the term of office of Directors from two years to one year
- Changed the Chairperson of the Advisory Committee on Personnel and the Committee on Compensation to an External Director
- Enhanced information disclosure in financial results briefing materials, etc.