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Purpose - The purpose of this paper is to raise the profile of deep succession planning to identify key talent. Older workers are now forming a significant proportion of the workforce. This cohort could be lost to retirement leaving industry and commerce short of talent. Design/methodology/approach - A range of research and other relevant literature is reviewed. Real life experiences with clients developing their older workers are reported and practical suggestions made for implementation. Findings - There is little literature on organisation-deep succession planning. The process needs to be linked to organizational objectives with ownership at all levels. Practical implications - The main implications of this paper are that organization-deep succession planning is a complex process requiring commitment and long term planning at all levels. Without a thorough analysis of age and skill profile no workable plan can be made. Originality/value - This report brings together a range of data around succession planning that should take place across the organization, not just at board level. It will be of value to HR [human resource], L&D [learning & development] and equality professionals.