HE IS a self-confessed “suit guy”. Dressed in a comfortable beige linen-blend two-piece, Saed El-Achkar laughs as he smooths the lapel of his blazer on a characteristically humid morning in Kuala Lumpur.
The Lebanese-born president of H&M Greater China and East Asia is the personification of the brand’s current pivot – a blend of global authority and hyper-local relevance.
The sharp, one-button cut is deliberate – a bridge between global executive polish and the practicalities of a tropical, urban market.
“H&M has always been about fashion and quality at the best price in a sustainable way. But what we have added lately is the local relevance layer, ensuring that it is not just global fashion we are presenting, but fashion that resonates with the customers in that particular market,” Saed tells The Star.
For nearly 15 years, H&M has been a staple of the Malaysian wardrobe, built on a foundation of accessibility.
But in a landscape now defined by a digital-savvy population and a demand for experience-led retail, the global brand is steering the ship toward something more profound – desirability.
With a network of 44 locations across Malaysia, H&M has mastered the “value” part of its mission and is now focusing on the local relevance layer.
Saed says H&M has implemented major changes to ensure an Asian fit to capture the modern Malaysian identity.
“This move is driven by the Asia Design Hub in Shanghai and Seoul, which curates designs specifically for the region.
“By tailoring global trends to local silhouettes, the brand is moving from a label you shop because you can, to one you wear because it fits your life and culture,” he explains.
The most visible proof point of this strategy is the massive rebuild of the Lot 10 flagship, H&M’s inaugural footprint in Malaysia.
Saed describes this as a smart investment triggered by Malaysia’s robust economic climate, noting a 5.2% growth in 2025 that has bolstered domestic consumption.
“It is not about going to the store to make a transaction. The store becomes this experience-led journey.”
He shares a vision where the fitting room is reimagined as a stage: “You step out of the cabinet, look in the mirror, and all of a sudden you are in a fashion show.”
The journey concludes at a redesigned, interactive cash point, ensuring the store drives commercial performance by being a destination.
He adds that this transformation is viewed through a clear business lens – turning physical spaces into cultural hubs.
This cultural intelligence extends to how the brand shows up in local moments. With the launch of the Raya 2026 collection featuring Anna Jobling, H&M is placing local faces at the centre of its brand’s storytelling.
Anna, Saed says, represents the modern Malaysian fashionista and the collection itself gives emphasis to a vital point – modest fashion is mainstream.
“Modest fashion is fashion. There are people that want to dress modestly all around the world, maybe more in certain locations than others.
“But this does not eliminate the fact that it is fashion at the end of the day,” Saed states firmly.
Consistency is key in a market where shoppers flip between H&M’s physical aisles and digital platform partner, like Zalora.
This omnichannel focus has already resulted in significant gross merchandise value growth for the brand.
“We work incredibly hard to make sure that you are getting the same level of inspiration as if you are walking into the store,” Saed says.
He also notes that consistent pricing and product range across all channels is non-negotiable.
Underpinning the glamour is a rigorous set of climate targets.
According to H&M Group’s Sustainability Report 2025, the brand has seen a 41% reduction in Scope 1 and 2 emissions, and a 34.6% reduction in Scope 3.
Currently, 91% of H&M’s materials are recycled or sustainably sourced. Recycled content alone accounts for 32%, already surpassing the company’s 30% target for 2025.
Across its global network of garment and material suppliers, the number of factories using on-site coal boilers has plummeted from 118 in 2022 to just 10 by the end of 2025. It expects a full phase-out of coal-fired energy across these sites by the end of 2026.
Furthermore, H&M Group has committed Swedish kronor 2.8 billion (RM1.19bil) toward decarbonisation and material innovation, as part of its roadmap to reach net-zero by 2040.
Saed says H&M’s goal is to ensure it remains as relevant to the Malaysian soul today as it was when those first doors opened fifteen years ago.
“We have taken very good strategic decisions in creating this presence and creating this connection with the community.
“Moving into the future, we are bringing our customers the latest global shopping experience in a locally relevant way. I love Malaysia,” Saed says.
