Exclusive interview: How L’Oréal and France see Pakistan’s future

Rehan Saeed, CEO and Executive General Manager at L’Oréal, brings over 21 years of experience in marketing, commercial strategy, and business development across Australia, Indonesia, and Pakistan.

An alumnus of the Institute of Business Administration (IBA), he joined L’Oréal Pakistan in 2018 as Commercial Director of the Consumer Products Division (CPD), where he led a major go-to-market transformation and successfully doubled the division’s business size and market share. In 2023, he moved to L’Oréal Indonesia, first as Business Development Director and later as CPD Commercial Director, where he built high-performing teams and drove commercial transformation. He returned to Pakistan as CEO and Executive General Manager, bringing global exposure and a strong record of growth and innovation.

His Excellency Nicolas Galey was appointed French Ambassador to Pakistan in January 2022, following a distinguished diplomatic career with postings in Egypt, Cyprus, and the Philippines. Ambassador Galey has consistently focused on deepening bilateral economic ties, promoting foreign investment, and strengthening cultural and educational cooperation between France and Pakistan.

The following is a recent conversation BR Research had with them.

BR Research: Mr. Rehan, you’ve had a remarkable professional journey leading up to your current role. Could you share a bit about where it all began and what experiences shaped your path to leadership?

Rehan Saeed (RS): I started my career in the FMCG sector more than two decades ago, working across Pakistan, Indonesia, and Australia. For me, some of the early years in Pakistan laid the foundation: learning how consumer behavior works, how brands grow in competitive markets, and the importance of local relevance. My time in Australia and Indonesia sharpened my perspective on market dynamics and digital transformation. When I returned to Pakistan in my current role at L’Oréal, I brought that global lens together with a deep local grounding. What has shaped me most is a willingness to roll up my sleeves, listen to teams on the ground, and always ask, “how can we do this better and differently?

BRR: You’ve worked across diverse markets and business environments. From your perspective, what makes Pakistan’s corporate landscape unique, and where do you see the most potential for growth in the coming years?

RS: Pakistan is a unique market because of its demographic tailwinds, its breadth of consumer segments, and the pace at which digital and social channels are being adopted. That means opportunities to reach consumers in ways that might not have been possible even five years ago. At the same time, it demands agility - navigating local challenges, infrastructure gaps, and evolving regulations.

In terms of growth potential, I see three big areas: first, deeper penetration of premium and aspirational brands; second, local manufacturing and capability building; and third, embedding purpose-led business models that resonate with younger consumers. As we continue to invest in localization and sustainability, every initiative reinforces our long-term belief that Pakistan is a place of immense potential.

BRR: How do you view Pakistan’s current business environment, especially for multinational companies operating here? What opportunities and challenges do you see shaping the next phase of corporate growth - and what kind of policy or government support could further enable this progress?

RS: For multinationals, Pakistan offers a promising opportunity - a large, young population, evolving consumer habits, and a vibrant entrepreneurial base. But it also comes with complexity: currency fluctuations along with remittance restrictions, regulatory unpredictability, and infrastructure gaps.

The next phase of growth will depend on localization - building strong supply chains, fostering regional exports, and investing in local talent. We’ve seen that when companies build deeper roots locally - through manufacturing, capability-building, and social investment - the results go beyond commercial success to long-term impact.

From a policy standpoint, I believe consistent regulatory frameworks, incentives to bring new innovative products to eventually take to local production, support for digital commerce, and trade facilitation can help attract sustained foreign investment. Predictability gives confidence, and confidence drives long-term value creation.

BRR: How do you view the current regulatory environment for businesses in Pakistan? In your experience, do companies here face greater regulatory complexity compared to other developing markets - and what steps could help create a more enabling environment for growth and investment?

RS: Over the years, I’ve seen that regulatory frameworks in Pakistan can sometimes be more complex or less predictable than in some peer markets.

To create a truly enabling environment, the focus should be on transparency, consistency, and speed. Digital regulatory interfaces, simplified processes, predictable taxation, and sustained dialogue between business and government would make a significant difference. When businesses can plan with clarity, they invest with conviction.

BRR: With an increasing focus on localization and sustainable operations, how is L’Oréal strengthening its manufacturing footprint in Pakistan? What does this mean for local capability and long-term economic impact?

RS: At L’Oréal Pakistan, localization is not just a strategy - it’s a commitment. Our mass-market portfolio is largely produced locally, with a strong focus on sourcing packaging materials from within Pakistan. This has enabled us to create and support thousands of direct and indirect jobs across our value chain - from factories to salons and retail partners.

We have invested over PKR 4 billion in foreign direct investment, strengthening local capability and enabling technology transfer. The long-term impact goes beyond economics: it’s about skill development, supplier empowerment, and creating resilient local ecosystems. Local manufacturing allows us to deliver better value to Pakistani consumers while building agility and sustainability into the business model.

BRR: Diversity, Equity, and Inclusion are now central to business success. How do you see these priorities evolving within Pakistan’s private sector, and what role can business leaders play in accelerating that shift?

RS: I believe DE&I is fundamental to business excellence. In Pakistan, we’re seeing a growing recognition that inclusion drives innovation and performance. For us, this has meant focusing on increasing women’s participation, leadership development, and representation at every level. Business leaders can accelerate this by modelling inclusive culture, allocating resources to talent development, and ensuring equal opportunity.

At L’Oréal Pakistan, we’ve empowered over 70,000 women through digitaland financial literacy, and other upskilling programs including beauty trainings, impacting more than 200,000lives nationwide. These women are not just participants - they are entrepreneurs, creators, and changemakers redefining the workplace and the marketplace.

BRR: Empowerment and sustainability have become defining themes for businesses globally. How is L’Oréal Pakistan bringing these values to life - particularly through initiatives focused on women’s empowerment, education in beauty, and creating a positive impact for Pakistan?

RS: For us, empowerment means enabling people to transform their own lives - and sustainability means ensuring that transformation endures. Through programs like Beauty for a Better Life with the Depilex SmileAgain Foundation, Digital Literacy Program with CIRCLE, and the L’Oréal Professionnel Institute of Pakistan (LPIP), we’ve created pathways for women to gain financial independence and dignity through skill development.

Our Digital Literacy Program alone has trained 16,700 women, helping them gain digital and financial skills - with 40% increasing their incomeand 90% setting up online businesses.

Similarly, our Beauty for a Better Life initiative has supported survivors of domestic violence, while Stand Up Against Street Harassment has trained nearly 47,000 individuals to foster safer public spaces for women.

These numbers reflect more than outreach - they represent transformation. Each of these stories reminds us that when women win, we all win - and Pakistan grows.

BRR: Pakistan stands at an important crossroads - with a young population, growing digital transformation, and the need to attract greater investment. In your view, what key enablers - from policy direction to private sector innovation and youth engagement - are essential to unlock the country’s full economic potential?

RS: The youth of Pakistan are its greatest strength. Combine that with digital transformation and the right policy environment, and the potential is immense. Education, upskilling, digital infrastructure, and entrepreneurship incentives are critical enablers. Businesses must also play their part - by creating learning opportunities, mentoring young professionals, and opening up platforms like L’OréalBrandstorm, where students can engage with real-world innovation challenges. When public policy and private enterprise move in the same direction - investing in people and ideas - Pakistan’s growth story becomes unstoppable.

BRR: Finally, as someone leading through change, what keeps you optimistic about Pakistan’s business landscape - and what advice would you offer to young professionals aspiring to lead with purpose?

RS: What keeps me optimistic is the energy, talent, and resilience I see every day - in our teams, our partners, and the communities we work with. There is a real hunger to learn, innovate, and make a difference. My advice to young professionals is simple: be curious, be bold, and lead with empathy. Build skills not just for today, but for the future. Leadership is not about hierarchy - it’s about creating value for others. When your purpose aligns with progress, you create impact that lasts far beyond yourself.

BRR: French investments have played a key role in strengthening industries and communities in Pakistan. Could you elaborate on how these investments are contributing to job creation, skills development, and sustainable value chains in the country?

H.E. Nicolas Galey: France and Pakistan share a long-standing relationship built on economic cooperation, knowledge exchange, and people-centric development. French businesses operating in Pakistan contribute not only capital investment, but also technology transfer, international standards, professional training, and sustainable business practices.

Across different sectors - including beauty, energy, logistics, technology, and manufacturing - French companies are helping build skilled local workforces, strong supplier ecosystems, and employment across value chains, from factories and technical operations to distribution, retail, and service industries.

The objective for us is not only to do business, but to build long-term capability in Pakistan through skills, innovation, and responsible growth models aligned with international commitments on sustainability and inclusion.

BRR: L’Oréal has been among the most visible French companies operating in Pakistan. From women’s empowerment to sustainability and education initiatives, how do you see its role in strengthening the French business footprint and contributing to Pakistan’s social and economic progress?

NG: L’Oréal Pakistan represents the best of French innovation combined with meaningful local contribution. Beyond being an international beauty leader, L’Oréal has shown what it means to operate with purpose, responsibility, and inclusion.

What stands out most is that L’Oréal’s impact goes beyond commercial success - it has actively invested in women’s empowerment, vocational education, digital inclusion, and community well-being, partnering with credible local organizations such as CIRCLE and Depilex SmileAgain Foundation.

Through initiatives focused on digital literacy, beauty-industry training, entrepreneurship, and safety education, thousands of women have gained the skills and confidence to participate in the economy and transform their lives.

This combination of local manufacturing, economic value-creation, and social investment makes L’Oréal a compelling example of what French companies can contribute to Pakistan.

BRR: Given Pakistan’s appeal to French investors and the invitation by Pakistan’s leadership for French companies such as L’Oréal to invest in diverse sectors, which sectors hold the most promise from a French-business perspective? What challenges remain in realizing those opportunities?

NG: Pakistan offers significant potential due to its young population, growing consumer base, strategic geographic position, and expanding digital ecosystem. Sectors that show strong promise for French companies include Sustainable and renewable energy; Beauty and personal care manufacturing; Agri-food and value-added agriculture; Digital technology and innovation-based services; Urban infrastructure, mobility, and logistics

For investors, predictability, transparency, security, and regulatory clarity are crucial. Continued progress around ease of doing business, trade facilitation, contract enforcement, and stable industrial policies will help unlock even greater investment and partnership potential.

France remains open to exploring opportunities in Pakistan that combine economic value with long-term societal impact.

BRR: Beyond investment, France’s foreign policy emphasizes responsibility and local contribution. How do you view the role of French companies in Pakistan’s recovery from recent crises (e.g., floods) and in building resilience in local communities?

NG: French companies understand that responsibility is inseparable from leadership. Their contribution is not limited to business operations, but extends to community support, employee welfare, humanitarian relief, and long-term resilience building.

L’Oréal has played a pivotal role in supporting and building communities, including being the largest single corporate contributor during the floods, with a donation of €1 million.

Similarly, many French companies have supported skills development, safety initiatives, educational programs, and environmental sustainability projects, reflecting shared values between our nations.

France sees Pakistan not only as a market, but as a partner. Our goal is to continue fostering responsible, inclusive, and sustainable engagement that strengthens both economies and communities.