Europe and Sweden are currently undertaking a major build-up of military capabilities, creating long-term needs for increased materiel procurement. At the same time, the security environment means this must be done under stricter requirements for delivery capability, flexibility, and the ability to understand and adapt offerings to customer needs. We want to support companies active in, or acting as suppliers to, the defence industry in navigating a more complex procurement environment and help ensure that the right capabilities are delivered on time, says Anna Grönlund, CEO.

Per Lodin is a former Major General and has held several senior positions related to materiel and supply issues, including Head of the Strategic Materiel Management Department (SML) at FMV (2007–2014) and Head of the Acquisition and Logistics Department at FMV (2014–2016). He therefore has deep experience in procurement, requirements setting, and execution within technically complex and long-term defence projects.

Sweden’s and Europe’s rearmament places high demands on both industry and public authorities – from early needs analysis and procurement strategy to contracts, delivery, and sustainment. Hallvarsson & Halvarsson can be a valuable partner for companies that want to act proactively, understand the playing field, and strengthen their position in upcoming procurements, says Per Lodin.

During 2026, Hallvarsson & Halvarsson will further develop its support for both existing and new clients with links to the defence industry, with a focus on strategic advisory services, stakeholder dialogue, and communications.

Hallvarsson & Halvarsson has a strong and growing position in strategic communications, with many highly skilled specialists on the team. I look forward to, together with both new and former colleagues, supporting clients and contributing to the firm’s growth, says Kristian Stålberg, Senior Director.

Prior to his time at Diplomat, Kristian worked for more than 11 years at Hallvarsson & Halvarsson in corporate communications, financial communications, and public affairs.

It is always a pleasure to welcome new employees, but it is especially gratifying to welcome former colleagues back to the firm. Kristian will be an important addition to our offering and will enable us to take on more clients in need of strategic communications, says Anna Grönlund, CEO.

For decades, companies have grown and thrived in environments defined by openness, rule of law, and free trade. It is in democracies that innovation has been established, where ideas have been exchanged, and markets developed without fear of arbitrary interference. It’s worth remembering that it is precisely these values and principles that have enabled many businesses to succeed.

Taking a position can feel risky, especially since the long-term rewards are difficult to predict. Yet in a democracy, free and investigative media play an essential role. Strong ideas and responsible businesses have always withstood – and will always withstand – media scrutiny. Intelligent companies view critical media and public questioning as “tough love” – a chance to learn and grow.

Building trust means being honest and transparent in your communication: saying what you intend to do, doing what you say, and explaining any deviations along the way. Companies that clearly articulate their principles, state where they stand, and show a willingness to progress are not only fulfilling their social responsibility – they are laying the foundation for long-term trust.

There are only upsides. At the very least, trust creates the freedom to act and serves as support when public debate intensifies. At the very best, trust leads to continued growth and prosperity.

Owning your narrative is about more than addressing the capital market. Communication with customers, suppliers, employees, and trade media are all important parts of the ecosystem that builds the company’s story. By communicating broadly and consistently over time, a company builds credibility and trust, assets that make it more resilient when market scrutiny intensifies.

As an IPO approaches, new stakeholders (not least journalists) will look back at what has previously been said. That’s why the story you’ve built becomes crucial. Articles in trade press, reports in local media, or stories about partnerships and products – combined with the company’s own communication on its website or in financial reports – all form the pieces that make up the whole picture. The company’s history, business model, and profitability are increasingly important to attract interest during an IPO. Those who have already filled the space with their own messages and stories avoid the risk of having their narrative defined by others.

There are always news angles to leverage. A new product, partnership, or recruitment initiative can all serve as examples that show where the company is heading. Systematically highlighting these in the right channels creates a consistent narrative that builds awareness, drives interest in following the company, and ultimately strengthens trust. Using the time to implement the preparations made earlier also adds value – acting as if you were already listed, developing routines and processes for financial reporting, and expanding the information about the company on your website.

So, when you’re building your IPO story, make sure to:

1. Start early
2. Broaden your narrative and target audience
3. See the value in channels beyond financial media

MIT refers to this as “the GenAI Divide,” a clear line separating successful from failed implementations. Several patterns explain this gap. Large corporations lead in the number of pilot projects but often struggle to scale them. Investments tend to focus on visible features rather than high-value back-office solutions. And notably, external partnerships are almost twice as successful as internal initiatives.

The problem rarely lies in the technology itself. The real challenge is the willingness to change, to learn new ways of working, automate manual tasks, and take advantage of existing global processes and templates. It is about freeing up time for innovation while maintaining compliance. Above all, it is about measuring results where they truly matter: in business outcomes, not just technical progress.

Many leaders stop at introducing new digital tools such as ChatGPT and Copilot and call it innovation. But real transformation is not about adding new tools to old processes. It is about redesigning the way work is done. The biggest gains come when manual, complex tasks are replaced with automated workflows that both save time and ensure regulatory compliance.

The technological revolution reaches its full potential only when we dare to think differently. That does not mean tearing everything down and starting over. On the contrary, companies can build on existing processes and gradually replace manual steps with AI-driven automation. For pharmaceutical firms, this is a unique opportunity to break old patterns and achieve genuine breakthroughs, both scientifically and commercially.

Large corporations often run hundreds of pilot projects across the globe but few manage to anchor them in local operations. Real value emerges only when technology becomes part of everyday work. Successful companies build shared platforms and collaborate with external experts who understand not only the technology and regulations but also how to make an impact in local markets.

Progress happens step by step. Those who dare to rethink, ground change locally, and choose the right partners will capture the biggest rewards. Others risk getting stuck in an endless cycle of pilot projects.

“Put simply, “Quick fix” allows companies reporting in 2025 and 2026 to use simplified reporting rules for certain standards and disclosures. (For details of what the simplifications cover, read more here.) The main beneficiaries are companies that paused their preparations following the Omnibus package and the “Stop-the-clock” decision, but which are now required to begin reporting in 2025. For them, “Quick fix” is extremely welcome! That’s because the reporting, and thus the data collection, won’t need to be as extensive and detailed. Companies that have already prepared their sustainability reporting for this year probably don’t need the option of simplified reporting right now. However, they still have the possibility to apply the simplified rules if they don’t manage to get all the way with their data collection before year-end.”

Do you see any challenges with the new act?

“No, not with “Quick fix” itself. But the purpose of the act can be misunderstood. Even though reporting is simplified for several standards and disclosures, companies still need to report on these if they are material. Take the standard “E4 Biodiversity and Ecosystems” as an example, a standard covered by “Quick fix”. If pollution is a material issue for a company, that standard still must be reported on, but in a more general context than the current ESRS prescribes. The standard cannot simply be excluded from the reporting. This is something not everyone may be aware of. I also think that CSRD and ESRS in general pose a challenge for many companies. There’s a lot that needs to be reported, even if the revised ESRS are said to reduce the number of data points by up to 70 percent. Many companies have made significant investments in processes, routines, consultant support, and hired resources to tackle all the new reporting requirements. It may seem that all those efforts are losing relevance with the introduction of “Quick fix”. But sustainability reporting remains relevant and will continue to do so, even if the EU’s focus on climate and sustainability issues has been partly overshadowed by geopolitical issues over the past two years.”

How should the wave 1 companies think?

“I think it’s important to emphasize that “Quick fix” only means a simplification of reporting requirements for certain standards and disclosures while we wait for the revised ESRS. The requirements do not disappear. Not this year, not in 2026, and not beyond. That’s why it’s important for wave 1 companies to continue setting up structures and processes for collecting data and information on their material sustainability topics. I think you should apply “Quick fix” if needed. One tip is to use “Quick fix” to get an approximate idea of what data and information will remain in the revised ESRS. If any of the affected standards are material, you should prioritize those to ensure proper reporting. A lot has happened around CSRD and ESRS during 2025, and it’s easy to feel a bit tired from all the back-and-forth. But “Quick fix” offers the chance to pause for a moment and bring some order and calm ahead of 2026. That’s worth keeping in mind.”

Need support with your ESRS reporting?

Whether it’s interpreting “Quick fix”, managing complex data points, writing texts that meet disclosure and data requirements, or running the entire process – we can help. Last year we developed content for nearly 50 reports inspired by CSRD and ESRS. We have the tools, experience, and methods to make your work more efficient. Contact Jenny Fransson at jenny.fransson@halvarsson.se. 

“Developments in Sweden, NATO, and the EU, driven by the deteriorating security environment, will result in new demands and needs across much of the business community. Regulations and structures are still evolving, and we want to support our clients in navigating and engaging with these processes,” says Anna Grönlund, CEO of Hallvarsson & Halvarsson.

Alongside his new role at Hallvarsson & Halvarsson, Pär Malmberg will continue his doctoral research in societal resilience at the Stockholm School of Economics and his military service in total defense as a Lieutenant Colonel in the reserves at the Swedish Armed Forces Headquarters. Between 2022 and 2025, he served as the Government’s Special Investigator on business sector supply preparedness. He also brings extensive experience from both the private and public sectors, including roles at McKinsey & Company and the Swedish Government Offices.

“Sweden has made progress since the 2015 Defense Resolution, which reinstated total defense planning. However, the business community has not yet been given the opportunity to contribute to Sweden’s security to the extent that is both needed and desired. Hallvarsson & Halvarsson can play an important role in making this happen,” says Pär Malmberg.

In 2025, Hallvarsson & Halvarsson will expand its services to both existing and new clients with a role in Sweden’s total defense.

This year’s group, bringing together a diverse mix of academic backgrounds and professional experiences, offers a wide range of skills that will strengthen all of the firm’s practice areas.

 “We continue to grow, and by welcoming seven new colleagues we are strengthening our capacity across all our services,” says Anna Grönlund, CEO of Hallvarsson & Halvarsson.

 This year’s Junior Associates (Verona Hevince is missing in the picture).

Almedalen is the largest political event of the year. This year, the format has been adjusted further, with the shorter week remaining, and this year it will be even shorter. For four days, from June 25th to June 28th, politicians, decision-makers, businesses, industries, and many others will gather in Visby.

H&H has been active during Almedalen for 25 years, giving us valuable experience in planning the week to achieve maximum delivery on your communication goals.

Where to Find HH

For the second year running, H&H will be located on Norra Kyrkogatan, approximately an 8-minute walk from Almedalen. The house has a wonderful garden that, despite its central location, offers a calm atmosphere, making it perfect for both smaller and larger conversations or events.

The house and garden are ideal for events such as roundtable discussions, lunches, breakfasts, small seminars, networking, after-work gatherings, bilateral meetings, and much more.

How Can We Assist You?

Almedalsveckan is a packed week with many actors wanting to reach out with their issues. To achieve optimal impact, we see Almedalsveckan not just as a single activity in June. We at H&H are happy to support you in your work before, during, and after Almedalsveckan. Examples of activities include:

Before

Kick-off workshop, developing messages for Almedalsveckan, message and panel training, event planning, a mapped-out path for a successful Almedalen.

During

Operational support with seminars, roundtable discussions, and conversations on-site at H&H’s house or garden, available on-site for ongoing support as needs arise, consultants available to accompany conversations and seminars, take notes, write summaries, etc.

After

Follow-up with those you’ve met during the week, follow-up seminars, or roundtable discussions.

Would you like to know more about how we can assist you with your Almedalen setup? Get in touch, and we can discuss further what suits your needs!