Author: Matteo DiCapua

Meet Thomas Larsson – Alvi Group’s new Sales Director, part-time farmer, early-morning runner and self-confessed restless soul

It’s early when Thomas Larsson gets going. The dog needs walking, and somewhere out in the Skåne countryside – fifty minutes from Malmö – his day starts long before most meeting rooms have switched on the lights. That’s by design. By the time Thomas wakes up, China has already put in half a day’s work, and the factory in Poland has been running since six.

“A good day starts with something having already happened overnight – something I can get my hands on,” he says. It may be the shortest possible description of the man: always a little ahead, always in motion.

Back in the plastics industry after twelve years

Thomas is new to the role of Sales Director, but not to the trade. With a background in the plastics, metal and electronics industries, he’s now making a comeback to a sector he left twelve years ago. What drew him back? Proximity. In previous roles, the decisions were made far away – often on another continent.

“Here you’re close to where things are decided, and you can follow along in a completely different way. That’s something I’d missed.”

The other draw is the breadth. Alvi stands for one core technology, but the applications are almost endless. “One day you meet a customer in medical technology, the next someone cleaning exhaust gases from diesel engines for the sake of the environment. You get into so many different applications – and you’re part of making things a little better.”

After his first month, he’s clear on what has impressed him most: how much a company of just over 300 employees achieves with limited resources. “As a smaller business, we’re well ahead in areas you wouldn’t expect.”

And what would his wife say?

We tried a little trick: if we asked his wife for three words to describe Thomas, what would she say? He laughs. “Well, I’d have to admit I keep quite a high pace. She’d probably call me fairly irritating and a bit much at times – pretty short-fused.” A pause. “But I think she’d also say I’m usually in a good mood.”

A cheerful, impatient type with a short fuse, then – and enough self-irony to say it out loud himself.

The forester’s farm – and the people along the way

Outside work there’s a different rhythm. Thomas and his wife own an older property – a former forester’s cottage – with woodland, fields and animals grazing through to spring. It’s not somewhere you just visit; it asks something of you. “There’s work to do in the forest, and animals to look after. It takes time – but it’s your own.” He keeps in shape with running, for as long as his knees and hips will go along with it.

And then there’s the travelling. His heart beats especially for Eastern Europe, with Albania and the wine country of Moldova among his favourites. But what he really travels for is the people.

“I can sit at a café and just study people. Understanding people’s daily life is very inspiring to me.”

That’s perhaps where the circle closes. Whether it’s a new customer across a meeting table or a stranger at a café in Tirana, Thomas Larsson is curious about people. Not the worst trait to bring into a new role as Sales Director.

Welcome to Alvi Group, Thomas.

Sustainability reporting is not about showing that everything is perfect. It’s about seeing more clearly where we can improve.

For Alvi Group, 2025 was an important step in that direction. We have strengthened the way we measure, understand and work with sustainability across the group — from energy use and material flows to supplier data and waste management.

Better data, better decisions

One of the most important developments this year is the move towards better data.

In previous years, parts of our climate accounting were based on spend-based estimates. That means emissions were calculated based on how much we paid for materials or services.

In 2025, we have taken a more precise approach: measuring more based on actual activity, such as kilos of material used and waste treatment data.

This matters because better data leads to better decisions.

In 2025, 73.9% of our Scope 3 emissions were calculated using primary or activity-based data. This gives us a stronger foundation for understanding where emissions occur and where we can take action.

Collaboration across the value chain

The report also shows why collaboration across the value chain is essential.

Our Scope 3 emissions account for the majority of our climate footprint — approximately 14,000 tonnes CO₂e, or around 83% of our reported emissions. By comparison, Scope 2 accounts for approximately 2,858 tonnes CO₂e, or around 17%.

This means that while energy measures in our own operations are important, the largest improvements will require collaboration with suppliers, transport partners and customers.

Progress in our own operations

At the same time, we are making progress in our own operations.

In 2025, our market-based Scope 2 emissions were reduced by 17.7%. Investments such as solar energy are visible and important steps, but they are only part of the picture.

The bigger challenge is to connect energy, materials, design choices and supplier collaboration into one continuous improvement process.

Making material use more circular

Material use is another important focus area.

In 2025, Alvi Group used 2,615 tonnes of material.
Having better data allows us to optimize how these resources flow through our business.

Our goal is twofold: maximizing the material that becomes finished goods, and ensuring that any remaining production waste is systematically recovered and diverted into new value streams.

Sustainability becomes practical

This transparency is where sustainability becomes practical.

It is not only about targets and reporting frameworks. It is about asking better questions earlier in the process:

• Can we reduce waste?
• Can we use material more efficiently?
• Can production scrap be reused?
• Can design choices reduce the footprint before production even starts?

Always Improve

Our approach is closely connected to our culture of Always Improve.

Sustainability at Alvi Group is not a separate track. It is part of how we improve quality, efficiency, resource use and long-term competitiveness.

We know we still have work to do. But with better data, clearer priorities and stronger collaboration, we are building a more precise foundation for progress.

We’re delighted to announce that Arnt Terje Aksnes is expanding his leadership role within the Alvi Group.

Already serving as Managing Director of Industriverktøy, Arnt Terje will now also take the helm as Managing Director of IV Moulding.

Bringing both of our Leksvik-based operations under a single leadership structure builds on an already close collaboration and lays a strong foundation for future growth and efficiency. While Arnt Terje will lead both companies, they will continue to operate as separate entities, each with a dedicated focus on its own performance.

Reflecting on his expanded role, Arnt Terje shares:
“Both companies have incredibly dedicated employees with a relentless focus on innovation and improvement. It’s an honour to lead them both as we continue to evolve.”

Magnus Emeus, Group CEO, adds:
“Arnt Terje’s people-first approach, deep local roots and broad expertise across both injection moulding and tooling & machining make him the ideal leader for both facilities. We’re excited to see each company thrive under his guidance.”

Please join us in wishing Arnt Terje all the best in this next chapter.