The arrangement requires assessment of the actual duties and authority. Continued involvement by the predecessor is a fact to explain, not an automatic approval or refusal.
Identify who has the final decision
Use a real proposed responsibility and identify any approval the transferee must obtain. Show the full management arrangement together with the other L requirements. A succession title alone cannot establish managerial or executive capacity.
Start with the approval matrix rather than the announcement. Most companies already hold a document listing who may authorise spending, hiring and terminations at each level, and that document usually answers the managerial-capacity question faster than a role description written for the file. Hypothetical example: an eyewear group appoints a plant manager to lead its United States lens-finishing operation while the founder keeps authority over supplier contracts; the transferee still hires, dismisses, sets the production schedule and directs three supervisors, which is a stronger case than a nominal general manager who must escalate every decision.
Keep the surrounding conditions in view: the qualifying relationship between the two entities must exist and continue, the applicant must have one continuous year of qualifying employment abroad within the preceding three years, and managerial or executive capacity is assessed on what the person will actually do. A promotion effective on arrival establishes none of these by itself.