Seven & i Holdings acknowledged in 2025 that it lacked successors for top management and announced a policy of advancing succession development in a planned and timely manner. Developing candidates to succeed the president requires practical training, not just greater transparency.
Seven & i Holdings formally acknowledged in 2025 that it lacked successors for top management. As calls grew for a review of its succession planning, the company indicated that making the nomination process more transparent alone would not be sufficient.
The company firmly recognized that "successor candidates will not develop on their own," and is considered to need to pursue planned early development. The article does not provide details of specific development methods or timing, but suggests a policy shift aimed at ensuring organizational continuity.
The matter has been reported by Nikkei Business Electronic Edition and indicates a move to position the combination of succession development and stronger governance as a corporate strategy. The article focuses on statements and a policy shift made in 2025.
Seven & i Holdings has emphasized the importance of succession development, including under the new Corporate Governance Code, and is considering how to develop talent with a view to the company's future growth and stability. The article emphasizes not only the transparency of succession planning, but also the need for a planned approach to development.