RH_history_book

This is the story of RH
1977–2017
RHevolution
A company from Småland
started by one man with a vision

The story of a revolution
in the working life of Swedes,
and the history of a company
in constant evolution
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evolution
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People from the southern Swedish province of Småland see
opportunities where no one else does. The people of Småland
know the importance of being frugal with resources and are
happy to collaborate with those who take a similar view.
With a good concept and a little collaboration, people from
Småland can achieve almost anything. This is the story of
RH. A company from Småland that began with one man
and his vision, but that soon grew into an entire family. An
extended, committed and borderless family that today includes
employees, suppliers and retailers around the world.
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evolution
The years before RH, 1927–1976 ......................... 8
United Sheds Ltd, 1977–1991 ............................ 12
An ergonomic revolution ............................... 22
RH stands for responsiveness ........................... 26
Sky-high with Professor Tvedt........................... 28
From Stone Age and Ergonomics to Human Factors. ....... 30
Chairs for every task ................................... 33
You never had to leave United Sheds Ltd hungry ........... 34
A happy supplier is a good supplier ...................... 39
High-service retailers .................................. 41
History timeline....................................... 42
evolution
New generation, new markets, 1991–2007 ................ 47
Jörgen Josefsson....................................... 48
Olgica Pezin .......................................... 50
RH and sustainability .................................. 52
Berndt Axelsson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Thomas Hofvenstam .................................. 56
Jan Tore Iversen ...................................... 58
Product timeline ...................................... 60
Turnover ........................................... 65

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evolution
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Sa du göra stola?
Dä kan en la’nte leva på?
You’re going to make chairs?
You can’t make a living from that!
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“My name is Rolf Holstensson. I was born on
17 November 1927 on a sofa-bed in the family home.
My parents were Astrid and Holsten. We lived in
Tranås, in a house called Holmen. At birth, I weighed
only 1.7 kg and measured 49 cm from top to toe.
I was born 2 months early. At the time, becoming
pregnant out of wedlock was very much frowned
upon. My parents were married on 15 October and,
until then, my mother tightened her corset so that it
would not be apparent that she was pregnant. That
was probably why I was born so early. The incubator
had not yet been invented, so my first bed was a shoe
box filled with cotton wadding.”
“My father, Holsten, worked at the office furniture
factory in Tranås. His salary was a meagre SEK 27
per week. For that, he had to work a 48-hour week.”
Rolf Holstensson 1927–2011
“In the autumn of 1928, we moved to another address.
Our new home was on the third floor at Norrgatan 5,
with an outhouse and woodshed out in the yard. The
apartment had two rooms and a kitchen with an
iron stove for cooking and tiled stoves for heating.
The only convenience was a cold water tap. There
was virtually no insulation. The plate roof made it
extremely hot in the summer and, in the winter, we
had to keep the fires stoked all night to keep warm. I
remember many mornings when the water had frozen
in the sink and the windows were completely
frosted over. But I was happy in that house and lived
there until I was 20.”
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The years before RH (1927–1977)
“It was so cold in the mornings that you had to break
the ice in the sink.” Rolf Holstensson grew up in a
Sweden very different from today and he occasionally
took the opportunity to remind younger colleagues
at RH of this. The safe and comfortable life in a
detached house in Bodafors with rolls for breakfast
and pastries with Friday morning coffee would probably
have been impossible to imagine just 50 years
earlier. His own journey – from a Spartan tenement
in Tranås, to his own successful enterprise in health
and well-being – reflected a changing society. RH’s
history is also the story of the emerging, modern
Sweden.
Contagious creativity
Rolf ’s father Holsten had a lifetime of experience
from the furniture workshops of Tranås – experience
that would prove invaluable. From his grandfather,
Josef, a mason, Rolf inherited an innovative
vein. A joy in creating that Rolf passed on to his sons
Peter and Lasse, and that also infected the employees
of the future RH. The poorly insulated tenement
where Rolf grew up would also prove to be an asset
– and of great importance in the emergence of RH.
The house was owned and lived in by furniture manufacturer
KG Andersson, whose grandchild Tore
Kågen became Rolf ’s best friend and later manager
and business partner.
Rolf ’s schooling was not the smoothest. It was
mainly his training in languages that fell by the
wayside and throughout his life, Rolf regretted his
poor command of languages. But what he lacked in
grammar, he made up for with action.
A spell in the pelt business
Rolf ’s upbringing came to be characterised by uneven
and often declining economic conditions, with
his father Holsten being forced to switch between
different jobs – sometimes in other towns. Although
his teens were spent in the shadow of World War II,
Rolf kept himself fully employed, as was his inclination.
Beyond his numerous extra jobs, he devoted
what little free time remained to the scout movement.
There was great camaraderie and Rolf enjoyed
his assignment as a scout leader. It was perhaps then
and there that the foundations were laid for his future
leadership and what the employees still call the
“RH Spirit”?
It was in the pelt business that Rolf got his first job
– as a furrier. He completed his apprenticeship in
the spring of 1949 and got a job in Karlstad. His
time in Karlstad was significant in many ways. Rolf
got the chance to develop, his self-confidence grew
and he dared take his own initiatives. It was also
here, at a dance by Sundstatjärn Lake, that he met
his future wife Anita.
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New to office furniture
In 1954, Rolf and Anita moved home to Tranås and
the family grew with the birth of sons Peter and
Lasse. Rolf started a new job as a travelling salesman
in the fur industry – a demanding job that was not
made any easier by the slipped disc he had suffered
helping his brother-in-law break up rocks. He was
signed off work for a whole autumn. He was unable
to sit, had difficulty walking, was confined to hospital
and bore a cast. It took him many months to get
better. Sitting driving long distances on sales trips
was torture. More than anyone, Rolf Holstensson
knew how it feels to sit in a chair with back pain.
In the autumn of 1961, Rolf began to tire, both of
being on the road and of the fur business. He confided
in his childhood friend Tore, by then President
of furniture manufacturer Kågen AB. It turned
out that Tore was establishing a new sales office in
Malmö. A little nervously, Rolf accepted the assignment.
“I knew nothing about office furniture, and
nothing about Malmö.” His father, Holsten, stepped
up, teaching Rolf everything he knew about furniture
and furniture making. In 1962, the Holstensson
family moved to Malmö.
The road to Bodafors
Ten eventful years ensued. The collaboration
between Rolf and Tore progressed well, the company
flourished and Rolf enjoyed designing new products.
Some of them were manufactured with Tore’s
help. In 1968, however, Tore died unexpectedly and
the company gained new management. The climate
changed, the collaboration no longer worked as
smoothly and came to a definitive end when Rolf ’s
concept for a new, innovative range of office furniture
was rejected. Rolf resigned and started his own
company together with colleagues CG Figge and
Claes Göran Idegård. The latter had just acquired a
bankrupt factory in Bodafors, known better as Aski.
The trio ran Aski successfully until 1975 when the
company went bankrupt – on the day that Rolf and
Anita had moved into their new house in Bodafors.
Parts of the business were sold to Dux, which also
had a factory in Bodafors (and later chose to rename
its former Aski operations as Morgana). Rolf
secured a new job at Dux. His employment contract
included the rights to sell and manufacture a number
of office chairs that Aski had sold but failed to
deliver.
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Peter and Lasse Holstensson.
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United Sheds Ltd (1977–1993)
The first chairs were manufactured in the Holstensson
family garage. Rolf registered a trading company
to buy parts for his first order and the deal broke
even. At the same time, he continued to work full
time with product development and marketing at
Morgana.
It was now the mid-1970s and working life in
Sweden was changing. The number of administrative
jobs had increased sharply and many worked at
typewriters and data terminals, causing an increase
in work-related injuries; a fact that could not be ignored
by the welfare society. Demand for ergonomically
adapted tables and chairs was considerable and
Rolf had extensive contacts with physiotherapists
and ergonomists. Then and there, the idea was born
of developing ergonomic chairs that provide good
support for the body and that are easy to use. Rolf ’s
persistent slipped disc had given him insight into
the issue, while he also recognised that the need for
good ergonomic chairs would only increase in pace
with office work.
A clear vision
“The fact that this notion was born from Rolf ’s own
need – that he himself suffered from back pain and
lacked a good chair to sit on, is part of the truth.
But that’s probably not the whole story – Rolf was
very much an entrepreneur and always open to new
ideas. I think he also saw the opportunity for good
business,” says Nichlas Axelsson, today project manager
in IT applications, who has worked at RH
since 1987.
“One of Rolf ’s ‘superpowers’ was his clarity. He was
extremely clear about what he wanted – both concerning
the company’s vision and the purposes of
the various products. Everyone in the organisation
knew the score precisely. RH’s success built on this
clarity of thought – a notion that was easy to convey
and to argue for. And it was just as easy for the target
group to take it on board.”
Rolf gained the inspiration for the first product, RH
191, through an exchange of ideas with physiotherapists
and ergonomists. The 190 series offered a hassle-free
customised seating position. The height and
pitch of the backrest was regulated by a gas spring
and the angle of the seat could be adjusted with a
simple mounting. Rolf sourced the necessary mountings,
that is, the actual mechanisms, and other details
suited to the purpose, from German suppliers.
A visit to a trade fair, an exciting conversation with
a retailer or supplier could be enough for a new idea
to be developed, Nichlas recalls. “Rolf was a great
networker. He was open to everything and everyone
– he saw the ideas as they passed by, and eagerly
absorbed new impressions.” Rolf ’s son, Peter Holstensson,
has a similar image of his father:
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Peter and Rolf Holstensson in action in Bodafors.
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The first RH head office. The narrow door from the street made deliveries a bit tricky.
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“It sometimes happened that Dad was asked what
training he had. Typically, he would respond: ‘I have
no education – but I have imagination!’”
All hands on deck!
It was in 1977 that the wheels really got rolling.
Good relations with suppliers and dealers allowed
the RH 191 to be released quickly and, relatively
soon, RH was represented at all Swedish healthcare
centres. At the same time, Rolf ’s employers at Morgana
realised that a complete office furniture range
required the inclusion of office chairs. Accordingly,
a cooperation agreement was signed, meaning that
chairs from RH would be included in Morgana’s catalogue.
RH retained the right to sell through other
retailers and sales quickly grew.
But the auditor had something to say. Good order
was needed in the form of a limited liability company.
Accordingly, RH was born, with all members
of the Holstensson family as shareholders. At the
same time, Peter, who just finished his military
service, joined the company full-time. He became
RH’s first employee – Lasse joined the business a
few years later. The overdraft facility was financed by
mortgaging the family home – a move that, truth be
known, violated Rolf ’s principles. RH’s continued
expansion would be financed only through earning
– not loans. Rolf was still employed at Morgana –
and remained so until 1983. This meant that the rest
of the Holstensson family had to assume considerable
responsibility for RH. Anita handled the office
work and drove backrests and seats to the upholsterer
in Vetlanda. Rolf, Peter and Lasse assembled
the chairs and managed goods and distribution. To
meet demand, people from the area were brought in
to help in their spare time. Peter and Lasse’s friends
helped out too.
United Sheds Ltd
From the very outset, the need for premises was an
issue. Almost immediately, the Holstensson family
garage grew too small. Instead, the solution was
a small business premises of just 80 square meters
with a narrow door from the street. When the business
began to gain momentum in 1976, the Holstensson
family rented premises in Forsberg’s abandoned
brush factory. The municipality agreed to rent
the premises out inexpensively – albeit in terrible
condition. Bodafors Sportklubb helped with the renovation
in exchange for sponsorship. By 1981, RH
had again outgrown its home and acquired Eksjöshus’
former premises – providing only just enough
space. Over the ensuing decade, extensions were
built or the company moved more or less annually.
“RH was referred to by the playful name ‘United
Sheds Ltd’ (Swedish ‘AB Förenade Skjul’). Because
we were growing so much, we had to find new premises
or extend all the time,” says Marie Wågesson,
employee number 7, today Area Sales Manager in
Exports. “I was employed as an office clerk in 1981. I
have continued working at the company ever since,
and have had the opportunity to develop in different
duties. I believe that’s why so many have chosen
to stay. Working at RH has never been boring.
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No one had any hesitation when the company moved
to Nässjö. Everyone came along.” By 1992, the
numerous different premises had made work logistically
unsustainable. RH needed new spaces for rational
production and future expansion. When Göte
Möbler in Nässjö went bankrupt, RH was offered
the opportunity to buy. The transaction succeeded
and, for the first time since the outset – and that
first overdraft facility – Rolf was forced to pay with
borrowed money.
“It was exciting to see how the move would be received,
as most employees lived in Bodafors. It went
down very well and everyone was prepared to commute,”
Rolf said, relieved.
In 1992, RH took its new spacious premises in use, meaning the business had to move from Bodafors to Nässjö.
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Stockholm
Nässjö
Bodafors

From trading to in-house development
From the outset, RH’s chairs were trading products.
Parts from different suppliers were sourced and assembled
according to Rolf ’s concepts. Mountings,
gas springs and other details were mainly supplied
by German producers. In 1984, RH signed an agreement
with a German manufacturer to supply parts
for a completely new chair: the RH 2000. The chair
was unique in its category and summed up RH’s
concept in a nutshell. It offered superior setting options,
but was nonetheless easily adjusted. All of the
different functions could be controlled with a single
lever. It was also right for the times in terms of its
design. The RH 2000 achieved success in the market,
with more than 60,000 chairs being sold over
the ensuing six years.
Rolf had always been responsible for product development,
but when Lasse joined the company, the
innovation process gained an extra boost. Lasse took
the view that RH should develop its own mountings
and welded a prototype. After a brief search,
he found a supplier in the form of Diac Metall in
Taberg. The collaboration offered the opportunity
for RH to manufacture its own fittings without having
to set up a metal workshop of its own. When
the German subcontractor of mountings for RH 191
began to cause difficulties, it was possible to easily
replace them with RH’s own mountings.
Eventually, Lasse’s product development made RH
independent of the German suppliers. This was also
a salvation when the successful RH 2000 chair hit
major difficulties. The chair proved to have major
quality issues – primarily with the gas springs, which
did not last. Oddly enough, customers bought the
chair nonetheless – but RH gradually began to phase
it out in favour of the Logic 3, another innovative
chair based on new ergonomic findings in collaboration
with the Norwegian physician, Professor
Tvedt. The Logic family was launched in 1989 and
became RH’s icon.
“When we began manufacturing our own mountings,
we were forced to start charging a higher
price for the chairs. Naturally, we did not produce
mountings in series nearly as large as the German
manufacturer did. That caused me an upset stomach
a few times. But the hope was that our customers
would be prepared to pay for improved quality and
function. And they were,” Lasse Holstensson recalls.
Coffee party and major customers
In 1982, Peter moved to Stockholm, where he opened
an office in Kungsholmen. One of his first moves
was to call Stockholm County Council’s health
centres. It turned out they were holding a conference
– and were keen to book a visit that same afternoon!
Peter and Rolf squeezed 20 physiotherapists into
the small room, offered them coffee and demonstrated
their chairs. The coffee was strong and black, the
atmosphere good and many of the contacts established
that day lasted for the rest of their careers. Maintaining
a presence in the capital made it possible
to handle service-intensive companies with sizeable
needs for ergonomic chairs. Over the next few years,
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agreements were signed with Astra, Bankgirot, IBM
and, ultimately, even with the Swedish Government
through the Swedish Defence Material Administration
FMV. In 1990, a partnership was initiated
with Finnish office furniture company Martela and
this was to be of great importance for RH’s further
development. All customer enquiries were met with
curiosity and enthusiasm.
“We had built our assembly process in a way that
afforded us a unique opportunity for flexibility and
customisation. If the customer had a particular request,
we were able to accommodate it. This was a
major competitive advantage,” Lasse says. As business
grew, RH switched to new premises. First
to Folkungagatan, then to Swedenborgsgatan.“In
1997, we gathered our courage and opened a large,
much-visited showroom on Regeringsgatan, at
the heart of the hottest cluster of office furniture
showrooms and only a stone’s throw from our largest
competitor,” Peter says.
“Personally, my time at RH was all about development.
It was very satisfying to be involved in developing
the company and brand and advancing their
positions. But RH also gave me the opportunity to
develop on a personal level, to grow with the challenges.”
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The three of us made a good team.
Dad had the experience and the
contacts. Peter was talented in
marketing and had a sense of colour
and form, as well as an instinct
for sales. And I enjoyed getting
involved in product development
and matters of ergonomics.
Lasse Holstensson

An ergonomic revolution
RH was not actually the first. But RH had the most stamina. By sticking to its principles,
the brand became an innovative market leader in ergonomic seating.
RH’s business concept was clear. The company would
produce ergonomically designed office and work
chairs that were so easy to use that people would
actually use them properly. The RH 191 was launched
in 1977 and built on the insights and knowledge
Rolf Holstensson had acquired in collaboration
with Swedish ergonomists and physiotherapists.
What was new about this chair was that the height
and backrest tilt could be regulated with a gas spring,
while the seat angle could be adjusted with a single
control. Although RH was not the first to offer a
chair like this, through its early and clear choice of
direction, the company became a leader in the area.
Through contacts at retailer Inredningshuset in Bodafors,
Rolf managed to have the chair introduced to
Jönköping County Council. The first order consisted
of 15 chairs for two health centres. An invitation to
present the chairs to the Rygginstitutet back pain
treatment centre together with Aski was a success
and RH soon had access to a national sales organisation
to all healthcare centres across Sweden. Together
with its retailers, RH travelled the length and breadth
of the country arranging popular “Ergonomics
Dinners” for physiotherapists and health and safety
technicians. The development process continued, and
gradually, the seating philosophy still embraced by
RH was formed. Instead of forcing the body to adjust
to the chair, the chair would adjust to the body. An
RH chair provides support and relief in an upright
position, while following the natural motion of the
body. A basic feature is that the chair’s joints agree
with the body’s knee and hip joints – the so-called
2PP philosophy. The concept was easy to explain.
RH’s sales people were in the habit of bringing along
a simple cut-out doll, with legs articulated by paper
fasteners, which they used to demonstrate the chair
to customers – in a straightforward and educational
manner. For many, however, the matter was settled as
soon as they sat in the chair. Choosing a chair from
RH was largely about the feeling – to put it simply,
they were naturally comfortable. In cases where RH
had the opportunity to leave a test chair with a customer,
it frequently won the procurement.
The possibility of easily adjusting the chair to each
user’s needs was one of RH’s strongest arguments. The
key to success lay with the patents developed by Lasse
Holstensson, which helped keep competitors at bay.
Most importantly, the adjustable mechanism, enabling
infinite settings, and the Logic patent, with double gas
cylinders between seat and backrest, provided a solution
that worked in the same way as a gearbox.
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The Swedish automotive industry was
an early adopter of driver ergonomics.
RH has operated in the same spirit as
Volvo and Saab. We also had a very
rewarding exchange with the Saab
development team.
Lasse Holstensson
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The broad RH range offered an ergonomic sitting solution for every type of work.

RH stands for responsiveness
“When I first saw the RH 2000, I thought it was brilliant. You understood exactly how the
chair was meant to be used” says Tone Petrelius, one of the many physiotherapists who led
the Swedish ergonomics revolution.
Throughout her professional career in the field
of ergonomics – as a physiotherapist at insurance
company Folksam and the government-run health
agency, Statshälsan (later Previa), as an ergonomics
project leader at TCO Development and running
her own business, - Tone Petrelius has closely followed
developments in working life.
“I started working as a physiotherapist in 1971 and
I thought I was good at what I did. My patients’
health improved. It was just that those who worked
in offices returned rather quickly. I – and, of course,
hundreds of other physiotherapists – realized that
working with rehabilitation alone was not enough.
We had to work preventively,” says Tone.
“An increasing number of us began to apply for
jobs at companies, to see how people worked and to
identify solutions.”
“Initially, it was all the ladies sitting at typewriters
who had problems. Later, as computer and terminal
work increased, the focus came to be on the entire
workplace – from keyboards to monitors and computer
mice. We came to work with both load ergonomics
and visual ergonomics.” “After a few years, I
got a job at insurance company Folksam, which was
when I came into contact with RH, as well as several
of their peers, including HÅG. It was the golden
age of ergonomics, and we ergonomists worked with
the manufacturers.”
“Rolf Holstensson was a listener,” Tone explains.
“He had a kind of ‘wide-angle hearing’ and a great
ability to pick up on people’s wishes and needs.
If we had any notions about how sitting could be
made more versatile, Rolf listened, went home and
developed, and came back with a suggestion. When
RH started making chairs that followed the motion
of the body, it was a revelation for us.” When Tone
started work at Statshälsan/Previa, she began by assessing
the ergonomic suitability of products.
“Naturally we received many chairs for testing, but
I still remember when the RH 2000 arrived – it was
included in the framework of RH Form’s agreement
with the Swedish Defence Material Administration
FMV. It was adjusted with a single, joystick-style
lever. This was pulled upwards to raise the chair
and pushed down to lower it. If you wanted to lean
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forward, you pushed the control forward and if you
wanted to lean back, you pulled it backwards. It was
that simple. I thought it was brilliant.”
She continued to evaluate office furniture and office
aids at TCO Development, which, with its “TCO
Certified” label, helped promote Swedish ergonomic
products around the world. One of them was
RH’s Logic chair. “In the process of certifying different
products, we also had the opportunity to visit
the manufacturers’ production facilities. I recall
that RH’s early commitment to environmental issues
was highly inspiring and caused us to regard
the products from a new and broader perspective,
encompassing both the individual and the environment.
Naturally, ergonomics and sustainability go
hand in hand.”
RH 190
RH 2000
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Sky-high with Professor Tvedt
With his knuckles clenched in his trench coat pockets, the eccentric Professor Tvedt was
an unusual feature in the ergonomics scene of the 1980s. With the help of Tvedt’s groundbreaking
research, RH transformed the hunched computer jockeys of the office into fighter pilots.
In 1985, RH attended a trade fair in Oslo. Rolf happened
to meet a Professor Tvedt there, one of the
leading ergonomists in the Nordic region, and working
as a health and safety physician at the Police
Board in Oslo. Rolf was fascinated by Tvedt’s thinking
on ergonomics, and he and Lasse embarked
upon a study trip to Oslo.
“Tvedt received us while he was working and in two
hours we learnt more about ergonomics than we had
in eight years,” Rolf said afterwards. “At the time,
there were several authorities in ergonomics, but
Tvedt stood out from the crowd. Most of his colleagues
were focusing on the back and the pressure
on the vertebrae, while Tvedt considered the entire
body, including blood supply and how we oxygenate
the blood,” says Lasse Holstensson.
a new seat for the aircraft. These had a small cushion
between the shoulder blades, offloading the shoulders,
opening the chest and improving the pilots’ intake
of oxygen. In doing so, he extended the pilots’
flying time of 60 minutes to 70 minutes. It made
me wonder – if that cushion could extend an hour
by ten minutes, by how much could it extend a full
workday?” Lasse says.
The result was the “Tvedt cushion” on the
RH Logic 3 – still one of the unique features of RH
chairs today.
Professor Tvedt was also employed by the Norwegian
Air Force with the purpose of improving
the seating ergonomics in their F16 jets. “The pilots’
bodies were exposed to strong forces in the jets, causing
them to tire quickly. In cooperation with the
Norwegian Air Force and NATO, Tvedt developed
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From Stone Age and Ergonomics
to Human Factors
Ergonomics has been a topic of human interest since the Stone Age.
”It is time for a fresh approach”, says Bas van der Doelen, European Ergonomist for Flokk.
“When humans started to work with tools, they in
fact applied ergonomic solutions”, Bas explains.
When handling stone axes, agriculture tools and,
machines, we’ve been able to increase productivity,
but we were still facing the challenges of pain and
wear due to physical effort.
Throughout the times, humans have developed different,
more or less successful, solutions to these
problems. The first intentional ergonomic strategies
were implemented in the early 1900s, intended for
people performing industrial work in a sitting position.
When type writing and, later on, personal
computers became the most common tool for office
workers, the need emerged. In the 20st century ergonomics
developed rapidly, resulting in several established,
but different, applications and approaches.
Bas himself has 15 years of experience in the field,
as a researcher and a consultant. Working with the
Dutch military he has conducted studies on how to
optimize physical workload and working conditions
for soldiers carrying equipment long distances. He
has also worked as a freelance advisor and as ergonomic
expert at RHs sister company BMA Ergonomics.
During this time, Bas has also experienced
a shift in paradigm as we’ve entered the digital age.
A revolutionary change, that might be the death of
ergonomics as we know it…
“The field of ergonomics has traditionally focused
on posture and what happens below our heads. This
is no longer enough. Digitization and IT is changing
how we are working and the ways we interact
with and experience the world. Luckily we cannot
separate our heads from our bodies, meaning we
have to redefine the concept of ergonomics and find
a more holistic approach. Today many choose to use
the term Human Factors instead of ergonomics,
embracing all the different ways we perform and interact
with our environment.”
This does not in anyway mean that known facts
should be disregarded. An upright posture offering
support and movement for back, hip and knees is
the starting point when developing new solutions
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for sitting in the new ways of working. The opportunity
of sitting in an upright, supportive and active
way during the workday is the key to human creativity
and well being.
“Of course, you shouldn’t sit all the time, but you
shouldn’t stand all day either. The human body is
made to move – and standing is not quite the same
as moving around. Eventually, gravity will pull you
down and you’ll get tired. For most people I would
actually recommend more sitting than standing, as
a suggestion in a ratio of 3 to 1.”RH’s philosophy is
all about opening up the body’s different joint angles
– e.g. knees, hips and arms – in order to provide
support and freedom of movement.
“This is very Scandinavian, based on solid biomechanical
principles, in comparison to other idea’s about
fixed postures like the proclaimed 90 degrees knee
and hip and arm position. RH has in many ways
been known as the ‘back problem solver’ but to me
the RH chair is so much more. Yes, it is a very comfortable
chair, but it has a unique way of working
your whole body. It prevents you from collapsing,
opens up the chest and gives you support between
the shoulder blades. You feel supported by sitting
in the chair not just on it” This posture facilitates
breathing and relaxation.
“You might think that breathing is all about feeding
the brain with fresh oxygen. But the trick with the
RH chair is the way that it allows you to breathe
deep, all the way to the belly. This kind of deep, re-
laxed and controlled breathing – like the breathing
you aspire during a yoga session – promotes well being
and reduce stress in a way that I think is more
important than ever before.”
revolution
35

Ericsson
Husqvarna
Radio Sweden

Chairs for every task
Ergonomics was lacking in all workplaces. RH was
early to develop a broad range of chairs for different
professional groups – from industrial fitters
to dentists and hairdressers. RH’s chairs were also
very popular in laboratories and at pharmaceutical
companies. The first series of work chairs, Maxi, was
launched in 1978 and has had many successors. Specially
adapted work chairs are still an important part
of RH’s offering, and customers include the London
Underground, King and Riksidrottsförbundet.
Swedish Sports Confederation
King
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37

You never had to leave
United Sheds Ltd hungry
RH was a family company. But the family included more than Rolf, Anita, Peter and Lasse Holstensson.
The RH family embraced everyone – from employees to subcontractors and retailers.
Lasse Ekberg, Janne Hjalmarsson, Susanne Persson,
Claes Samuelsson and Kristina Svensson are a few
of the employees who have been employed by RH
throughout their entire professional lives. A positive
corporate culture and good companionship have laid
the foundation for what they call the “RH Spirit”.
“Working at RH was like being part of a big family.
I think everyone felt hand-picked. And actually
that’s how it was. If new people were needed,
Rolf often asked us on staff if we could recommend
anyone. The fact that we have been good colleagues
and have had fun together has been very important.
At RH, you could relax and be yourself,” says Kristina,
and Claes agrees:
“They really care about their staff. I was always confident
that the Holstensson family did its utmost to
ensure that our jobs were secure and that we were
paid adequately. If we had to work overtime, which
happened quite often, we were treated to Swedish
sandwich gateau or something else tasty. You never
had to leave United Sheds Ltd hungry.”
“There was never any question about putting in that
extra effort when needed. You weren’t just working
for the company but for each other. And of course,
we all wanted a job to go to,” says Lasse.
One for all…
The family spirit was expressed not only through
pleasant pre-holiday gatherings in the summer,
crayfish parties, Saint Lucy’s Day celebrations and
Christmas parties – early on, when the workforce
wasn’t that big, it was not uncommon to be invited
to dinner or a barbecue at the Holstenssons. “Rolf
did not discriminate between people. Between the
company’s owners and its employees. It was never
about us and them. It was always us. You felt included,”
says Janne.
“I think we all felt we bore a special responsibility –
for the company and for each other. I knew that if I
did something a certain way, it would have a consequence
for the whole. In many ways, I think there
was, and is, a special RH Spirit,” Kristina reasons.
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38

... and one for all
At first, the company was so small that there were
no special departments. Most of the employees
were young people of the Holstensson brothers’ age.
Rolf liked employing young people, which certainly
contributed to the uninhibited and innovative spirit
of the company. “You knuckled down and helped
out when necessary,” says Claes.
“Everyone knew how to assemble a chair and precisely
why it looked like it did. RH was customer
order-driven before the concept had been invented.
If we could sell a chair we did. That was part of the
entrepreneurial spirit.” Suppliers and retailers have
always been an important part of the RH family. “It
didn’t matter if you were working inside the walls of
RH or not, we shared opportunities and challenges
and resolved assignments together. The notion that
suppliers should be local was very important to Rolf.
You were meant to help each other out,” says Janne.
No wastefulness
Everyone testifies to the fact that going to work
was always fun – largely thanks to Rolf Holstensson’s
personal commitment and delightful character.
“Sometimes, when we were having the most
fun, Rolf might come in, sit down and watch, and
ask if there was a power outage,” says Susanne. As
entrepreneurs are wont to be, Rolf was also very
cost-conscious. Nothing could be wasted or thrown
away – it might be of use another time.
“He was in the habit of checking the skip outside
in the evenings. When you came back the next day,
you could be certain that all of that stuff would be
back in the factory ...” Janne recalls. It was an approach
that is so typical of Småland. It’s not about
stinginessbut rather about insight; that awareness of
resources can help create long-term prosperity.
Always at the forefront
Good resource management also had the effect that
RH was early to take environmental and sustainability
concerns into consideration. Wastefulness was
out of the question. But that did not mean Rolf was
tight-fisted, Kristina points out: “Rolf liked new
technology and being at the forefront. Although we
jokingly called ourselves United Sheds Ltd, we had
a teletex machine at the office – more or less a predecessor
of today’s e-mail. And he was meticulous
about everyone having a good salary and an extra
wage packet for the holidays.”
Among those employees who have worked at RH
for a long time – and there are many of them – it is
the trust and encouragement of the owners in particular
that has played a part in their choice to stay on.
“I’ve stayed because I’ve always had the opportunity
to develop within the company and try new things,”
says Susanne. “Working at RH was considered to be
the best. That’s just how it was. Everyone said so.”
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39

evolution
40

evolution
42

A happy supplier is a good supplier
From the very first chair, it was the good relationship
with subcontractors that contributed to RH’s
success. By collaborating with Swedish, and most
preferably local, subcontractors in development and
production, RH was able to safeguard quality and
deliveries. “A happy supplier is a good supplier,” reasoned
Rolf Holstensson, who found it important for
both parties to make a profit on the deal.
simple, but looking at the underlying mechanism,
it becomes apparent that there are many parts that
must be brought together effectively. You might liken
it to a happy marriage. I think many of RH’s
subcontractors have experienced the same thing as
we have – that they have been part of a family.”
Carina Lyckvind, CEO of Diac and second-generation family
business owner
“Diac and RH have collaborated since 1984 when
Lasse Holstensson contacted my father, Dicky
Carlsson, for assistance with the production of RH’s
new fittings. Since then, we have worked together
and for some time we were also owned by RH. Historically,
we have, of course, been two family companies
– and this has affected how we have worked
together.
Our relationship has always been pervaded by
open communication. We have not only produced,
but also assisted with development and design. If
we have found there to be better ways of solving
things, we have said so. This has enabled us to find
smart and cost-effective solutions that have benefited
both RH and us. Our strength is our broad
range of equipment, which affords us considerable
flexibility. Combined with extensive experience and
competence, this makes us a quality partner.This is a
rather complex product – an office chair may appear
revolution
43

Fairs and events
Tour in the factory
Presentation by Lasse
Training session
Delivery of chairs

High-service
retailers
The close relationship with retailers has been an
invaluable asset for RH. Initially, the retailer level
consisted of Rolf ’s personal contact network in the
office furniture segment – a total of 30 retailers in
Sweden, Norway and Denmark. But soon another
significant group of retailers emerged, in the form
of the many ergonomists and physiotherapists active
at health centres and occupational health providers.
They also became important ambassadors for RH as
the reputation of Swedish ergonomics spread across
the world and Swedish physiotherapists were invited
to give lectures in other countries.
RH’s retailer meetings in Bodafors, presenting the
latest ergonomic findings and product reviews, were
highly popular and helped support retailers in their
day-to-day work. The degree of service was high.
Customers received the highest degree of service,
which included the installation of test chairs before
purchase, often carried out by the retailers themselves.
They would bring the chairs in, unpack them
and place them in the workplace. Staff would also
receive training in how to get the most out of their
new chairs.

RH timeline
1977
• The limited liability company RH is formed
in Bodafors under the leadership of
entrepreneur Rolf Holstensson.
• Launch of the very first chair, RH 191.
1987
• The Tekno to replace RH 2000 chair,
a predecessor of RH-Logic, is introduced.
• RH has its own stand at the Orgatec trade
fair in Cologne.
1978
1982
• The Maxi chair system, including work
chairs for industrial and laboratory
environments.
• RH opens a sales office in Stockholm.
1988
• RH acquires subcontractor and fittings
manufacturer Diac Mekaniska.
• The name of the operation is changed
to RH Metall.
• The generation shift commences.
1983
• First self-developed mechanism,
received a Swedish patent, used on RH 191
1989
• Launch of Logic 3.
• Acquisition of the upholstery workshop
that was previously a subcontractor.
1984
1985
• Launch of the ground-breaking
RH 2000 series.
• Upholstery workshop is built and leased
by KåCe AB.
• RH takes control of all product details.
• Commences in-house development
and production in cooperation with local
subcontractors.
• RH signs an agreement with the Swedish
• Defence Material Administration FMV.
• New property with production, offices
and showroom.
1990
1991
1992
• Extension of RH Metall.
• Launch of Logic 4.
• Agreement on deliveries to Martela.
• RH acquires Götemöbler’s former factory
in Nässjö.
• The entire business moves from Bodafors
to Nässjö.
• The first environmental policy is established.
1986
• Acquisition of new production sites.
1993
• Rolf Holstensson retires and becomes
Chairman of the Board.
• Lars Holstensson becomes the new CEO.
• Agrement with Superior Chairs Texas , USA

1994
1995
1996
• RH launches its own subsidiary in the UK.
• The generation shift is completed.
• Lasse Holstensson and Peter Holstensson
become the sole owners of the company.
• Lars Holstensson resigns from the position
of CEO to focus on product development.
• RH recruits an external CEO for the first
time.
• RH Metall is sold (to the former owner).
2007
2009
• Sales of SEK 400 million.
• RH is sold to investment company Ratos.
• Scandinavian Business Seating is formed.
The Group is formed with Ratos also having
purchased RBM of Denmark and HÅG of
Norway.
• Launch of the innovative office chair
RH Ambio.
• Production is transferred from RBM in
Denmark to Scandinavian Business Seating
in Nässjö. 20 new jobs in Nässjö.
1997
• RH Form starts its own subsidiary in France.
• ISO 9001 Certification.
2010
• RH Activ gets a facelift and is relaunched.
1998
1999
• RH establishes its own testing laboratory.
• The company participates in the
development of the Möbelfakta (furniture
facts) labelling system.
• RH establishes its own subsidiary in Norway.
• ISO 14001 Certification.
• Launch of RH Moveon and RH Activ.
2013
2015
2016
• The next-generation chair, RH Mereo,
is launched.
• The Group acquires BMA of the Netherlands
and transfers that company’s production to
Nässjö, generating some 30 new jobs.
• Scandinavian Business Seating is sold to
investment company Triton.
• Trition acquires Malmstolen.
2001
2005
• RH establishes its own subsidiaries in
Denmark and the Netherlands.
• Launch of an updated version of
Logic 3 & 4 called Logic 400/300.
2017
• RH celebrates 40 years.
• The Group is expanded through acquisition
of Offect of Sweden and Giroflex of
Switzerland.
• The Group rebrands as Flokk to create a
stronger brand identity for further expansion.

evolution
48

evolution
revolution
49

RH at Orgatec -87
New office in Wandsworth -95
RH Logic at The Ashes -09
Stockholm Furniture Fair -01
evolution
50

New generation, new markets, 1991–2007
In the late 1980s, the Holstensson family began to
plan for the upcoming generation shift. Anita left
the company in 1990. In 1994, the time came for
Rolf to “retire” and he handed over operational responsibility
to his sons, with Lasse as CEO. Rolf ’s
commitment remained considerable however and
he stayed on as the Chairman of RH until 2002. The
1990s came to be defined by the move to the new
premises in Nässjö, the success of the Logic family
and continued product development. This was also
the decade in which RH stepped out into the wider
world.
In 1987, RH participated in the major office trade
fair, Orgatec, in Cologne, for the first time. The appearance
at the fair generated substantial interest
from abroad and the conclusion was reached that it
was time to recruit an export manager. As so often
before, the choice fell on a known local resource in
the shape of Ulf Magnusson. Until that time, RH’s
foreign retail network had been limited to Norway
and Denmark, and consisted primarily of Rolf ’s
old business contacts. A process was now initiated
to identify additional international retailers and to
establish proprietary subsidiaries. The first step was
to recruit a retailer in the UK, where RH was gaining
traction thanks to Swedish physiotherapist
Gunilla Kleberg.
Wild West
In 1992, RH attended the Orgatec fair again, and
international business took off in earnest. Following
the fair, the company had several hundred leads
in some 30 different countries. The most attractive
contacts were two large US companies. After a trip
out west, a decision was made to pursue an initiative
in the US. Staff were recruited and offices were set
up, but then it all came to a halt. Nothing happened.
Invoices remained unpaid and retailers found
it difficult to cooperate. RH chairs were popular, but
delivering to a whole continent is complicated - sometimes
there were as many as five intermediaries
before the chair reached the customer. It made the
chairs expensive and «the story behind the chair»,
which Americans loved, disappeared somewhere
along the way. Therefore, the decision was made to
leave the United States and instead invest in Europe.
BMA
A significantly more rewarding contact from the
Orgatec fair of 1992 was Dutch office furniture
company BMA. There was considerable interest in
RH’s ergonomic solutions among the Dutch, and
with BMA as retailer, the sales successes began
stacking up. This partnership lasted until the early
2000s when BMA began developing its own chairs.
Instead, RH established its own subsidiary and the
two brands became competitors. In 2015, Scandinavian
Business Seating acquired BMA and now the
companies are again part of the same family.
evolution
51

Jörgen Josefsson
Country Manager, Flokk UK
Both sides of the Channel
In the second half of the 1990s, RH established its
own subsidiaries on both sides of the English Channel.
Jörgen Josefsson set up the business in London
in 1995, and Olgica Pezin did the same in Paris in
1998. Naturally, Jörgen Josefsson hailed originally
from Nässjö. He was already living in London and
was working at an advertising agency when the phone
rang. It was RH’s export manager Ulf Magnusson.
He had been given my name by an acquaintance
of mine, Roy Bakken and I was from Nässjö. That
was sufficient,” Jörgen says.
The two of them met at Selfridges Hotel. After a
trip to Nässjö and a meeting with Lasse and Peter,
all were agreed. In 1995, Jörgen commenced operations
in the suburb of Wandsworth. The minimal
office was housed in what had previously been the
toilet. Three years later we moved to Brixton, were
we still have warehouse and office.
London Underground
“Although our agent had built up a fair knowledge
of the brand, operating under our own flag was, of
course, a completely different matter. At that time,
very few manufacturers were serious about producing
ergonomic chairs. The opportunity lay in establishing
RH as a premium brand in the area.”
“The UK operation really began moving with a major
order for health insurance organization Bupa. It
is important to remember that RH’s offer is not just
about office chairs, but about work chairs for many
different applications,” Jörgen points out.
“For example, the London Underground is one of
our larger customers. There are approximatelly 272
underground stations in London and all barrier guards
use our chairs. We have a number of exciting
customers, but I’m not allowed to name them.”
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52

evolution
53

Olgica Pezin
Country Manager
Flokk France
In 1998, I got a phone call from a head hunter. They
wondered if I was interested in starting a sales company
for a Swedish company. I had worked in the
industry for 14 years at that point, for Steelcase. But
I had never heard of RH.
Nonetheless, chairs in particular were a bit special
for me. That had always been the product where I
felt most personally involved. So, I said ‘sure, let’s
meet.’ We had a meeting in Paris. Myself, a representative
from the recruitment company and Peter
Holstensson from RH. I left the meeting amazed.
RH’s seating philosophy was a whole new way of
thinking and I realised the possibilities for the products
in the French market.
I must have done something right during the interview,
because I was among those selected for further
interviews at RH in Sweden. I must have appeared
very out of place, standing there outside the railway
station in Nässjö. A little French lady, dressed for
a stroll in Paris, in the harsh winds of Småland. I
saw the hesitation in their eyes as they regarded me.
They must have wondered what on Earth I could
contribute. But the interview got started – it was
me, Ulf, Lasse and Peter – and the more we talked,
the more it felt like an obvious fit. I was surprised by
how pragmatic they were. The questions dealt very
little with my merits and were more about who I
was. And I was impressed. By the fact that there was
such knowledge out there in the Swedish countryside
and that such cutting-edge products were being
produced there. It was almost a little like a love story.
You can feel yourself falling in love but can’t really
explain what’s going on.
I started up the RH operation in a cosy Paris office
with no window and stowed a test seat in my car.
It was then time to embark on a mission of salvation
in a market where ergonomics were simply not
on the agenda. At Orgatec, I made contact with an
office furniture retailer who offered to add RH to
its product range. After that, the business grew on
reputation, hard work, share of passion and exclusive
solutions. We have achieved double-digit growth
every year since the outset – something that is, of
course, easy at the beginning. Today, there are 19 of
us and the possibilities remain endless. Given how
huge the French market is, RH can grow even larger.
People are more aware of the need for ergonomics
in French workplaces these days – although much
remains to be done.”
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54

I think it’s cool that people
living in a country where
the weather is bad almost all
the time, are so positive and
take care of each other so well.
You do not feel as though you
work at RH by chance.
You feel chosen.
Olgica Pezin
evolution
55

RH and sustainability
RH was one of the industry’s pioneers in sustainability
work, largely due to Lasse Holstensson’s
personal commitment and environmental interest.
The operations were certified according to IS0 9001
as early as 1997 and shortly thereafter, environmental
certification followed in accordance with ISO
14001, in 1999. Lasse’s principle was that an RH
chair should be as easy to disassemble for recycling
as it was to assemble. In collaboration with an innovative
manufacturer in Kristianstad, RH managed
to replace all harmful plastics with environmentally
friendly and degradable polypropylene. With backrests
and seats that could easily be removed and replaced
– because none of the fabrics were glued – it
was easy to extend the life of the chair. Parts subject
to wear and tear, such as wheels and armrests could
be ordered as spare parts. Contemporary RH chairs
retain all of these features and are designed for a
circular flow with a high degree of recycling. They
are also adapted to new requirements in the form
of the Nordic Swan ecolabel and Environmental
Product Declarations (EPD) which measure carbon
footprint.
evolution
56

The upholstery on an RH chair is attached with a patented upholstery
method. The carefully placed and sewn seams keep the fabric in
place for years of intensive use. In this way, we avoid using glue that
can contain harmful substances, while facilitating re-upholstering or
disassembly in connection with recycling.
evolution
57

From family business to
matrix organisation, 2007–2017
The start of the new millennium was tough. The end
of the ‘dot-com boom’ affected investors’ willingness
to invest and RH’s profitability deteriorated drastically.
For the first time, it was necessary to lay people
off. In 2003, Peter Eklund took over as CEO. At the
same time, Berndt Axelsson, today Vice President
Legal & Risk and Managing Director of Flokk, joined
company management. “Together, we developed
a business and marketing plan with the target
of achieving a turnover of SEK 400 million in 2008.
We reached that target a year early,” says Berndt Axelsson.
In 2006, the Board made a decision to try and sell
the company. In December 2006, RH was acquired
by investment company Ratos, which also acquired
RBM of Denmark at the same time. The integration
process commenced immediately and later that year,
HÅG of Norway was also acquired. The result was
an international group providing office and work
chairs, as well as meeting and conference furniture.
In 2015 BMA of the Netherlands joined the family,
followed in 2016 by Malmstolen, and in 2017 by the
latest company to be acquired, Offect and Giroflex.
Since 2015 the entire group has been owned by investment
company Triton.
With more brands in the group, the product portfolio
has also broadened, and with that, the group’s
strength in various projects and procurement. “The
RH brand has also benefited by belonging to the
group through access to increased resources for product
development. RH has also gained access to a
significantly larger market than previously.”
When RH became a part of Scandinavian Business
Seating in 2007, the door to the world was finally
opened. Today, RH is represented on all continents
through its own subsidiaries in Denmark, Germany,
the Netherlands, the UK, France, Switzerland,
Singapore, Hong Kong, China, Australia and New
Zealand, or through retailers and agents. For Nässjö’s
part, the 2009 decision to move RBM’s production
from Denmark to Nässjö has meant a lot. The
group has also invested heavily in the Nässjö site,
including in the form of new logistics and production.
From 2016 BMA is also produced in Nässjö.
“We have been good at deriving synergies, while
developing a highly competitive business model.
Our strategy is to collaborate with skilled subcontractors
who have the capacity to deliver ‘just in
time’, and professional retailers. In this way, we can
concentrate on doing what we are good at – innova-
evolution
58

tive product development.” Faithful to habit, RH’s
subcontractors are largely found in the immediate
area. Today, RH also has quality-oriented suppliers
in many parts of Europe, although accessibility and
close relationships are prioritised. “RH had the strength
to restructure and set new targets when the
dot-com bubble burst, which hit the office furniture
segment hard in the early 2000s. When Ratos then
entered and RH became part of a larger group, it
was also possible to transition from being a family
business to being a matrix organisation. Within
RH, we have always had the insight that we are part
of a larger whole – and that is invaluable!”
RH’s production plant in Nässjö is high-tech, with logistics lines across the ceiling and several manufacturing patents that increase efficiency and quality. Capacity permits
delivery of a chair every 30 seconds, corresponding to 4,800 chairs a week with daytime shifts. A chair from RH is still the product of human hands. Quality is assured by
the employees’ knowledge and craftsmanship.
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59

The way companies are run in the southern
Sweden province of Småland
is unique.
When the investment company Ratos acquired RH in 2007, it was with the vision of creating a leading
international group in ergonomic seating. “RH was unique in many ways. A company with a
strong entrepreneurial drive, a clear business concept and a willingness to grow,” says Thomas
Hofvenstam, Investment Advisory Professional at Triton, which owns today’s Flokk.
At that time, Thomas Hofvenstam was responsible
for investments at Ratos, meaning he has now followed
RH’s development for a decade.
“RH was attractive for many reasons. First and foremost,
the company had a pronounced ergonomic
strategy and would never compromise that. It was
also able to offer the market its own unique solutions.
RH understood ergonomics and was passionate
about its concept – and this permeated the
entire company. In Scandinavia, we are known for
being at the forefront of ergonomics and RH was,
and is, an important part of that heritage.”
operations and concept are very good qualities for
those who want to embark on an international journey
of growth. In RH, I also saw a willingness and
ability to assume responsibility, which is very valuable.”
Not all companies within Flokk are located in Småland.
But they have all been family-run companies,
acquired from second-generation business leaders.
“We have been entrusted with leading and further
developing them – and in that process, the spirit of
entrepreneurship is an invaluable asset.”
Thomas Hofvenstam had previously invested in
other companies in Småland and saw many advantages
in RH’s origins and entrepreneurial spirit.
“The Småland way of running companies, with efficient
business management and a clear link between
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60

evolution
61

However, anything can be improved. Functions can
be made even more efficient and controls even easier
to handle. Form and design can be customised to
the time and context,” says Jan Tore. In terms of the
design language in particular, RH is typically Scandinavian.
“Form follows function”.
Jan Tore Iversen
VP Brand & Product Management RH
RH in the future
“RH’s success is based on our being faithful
to our original concept. Our honesty.”
RH’s future will be all about evolution; building on
the unique features of RH chairs and further improving
them. Jan Tore, sees a new future for ergonomic
office chairs. The human body has not changed
over the past 40 years. But how we work has. “The
RH concept entails providing good support when
seated, while maintaining freedom of movement.
An RH chair is a tool that helps you work more
efficiently. Preferably, you should feel a bit better
when you leave work than when you arrived. This
notion works – and we do not intend to change it.
One of RH’s success factors is that we have been
faithful to our original concept. We have been clear
and honest about putting ergonomics and function
first. Over the past ten years, we have engaged external
designers in the process of strengthening the
aesthetic expression. But this will never be achieved
at the expense of ergonomics. An RH chair should
adapt to the user, not the reverse. For that reason, it
will always have numerous settings options. There
will always be buttons and levers protruding from
an RH chair.
The fact that working life is changing, with a smaller
number of office workstations being shared by several
people, and with more meeting places, does not
mean that the classic office chair is out of fashion.
“But this does impose even greater demands on the
chairs being easy to adjust and adapt to the individual.
We have also reduced the weight, so they are
easier to move. In purely visual terms, it is about
creating a chair that works in these open environments,”
says Jan Tore. Multiple meeting spaces also
open up for new applications. If you are conferencing
a whole day, uncomfortable conference chairs
and stackable solutions for large groups will not
evolution
62

work. Here, RH can contribute its knowledge to
create more ergonomic solutions that make long
periods of sitting more enjoyable. Belonging to the
Flokk Group enables new opportunities.
At the same time, good sitting ergonomics have
become even more important for those who do
actually have to sit when working. The proportion
of employees working in IT, programming, CAD
design and other screen-dependent tasks is increasing.
RH has been highly successful among Swedish
game development companies, who choose RH’s
chairs precisely because of their superior ergonomics.
At the same time, RH’s strong position on sustainability
issues is an asset that facilitates the development
of new circular business solutions.
“Our capacity to meet customers’ demands for sustainability
will be crucial. There is an entirely new
awareness in the market. The new decision-makers,
born in the 80’s and 90’s, have other values. They
demand sustainability, usability and for furniture to
last longer.”
“Increased ill health in Europe demonstrates that
the issue of ergonomics has in no way been put on
ice. Thinking preventively is more current than ever,”
says Jan Tore. “Here, we have exciting opportunities
to integrate new, smart technology into our chairs.
Technology that helps create a more varied seating
experience and tells you when it’s time to change
position. Because it is precisely that variation which
is so beneficial for the human body. Sit for a while.
Stand for a while. Walk for a while.”
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63

1977. RH 190.
RH’s very first series
of chairs and at the
time a market innovation
– The seat height
angle was completely
adjustable. The series
was then developed
into the Maxi program
with a focus on
industrial and laboratory
environments.*
1978. RH Support.
A series of chairs
with sit and stand
support. The oldest
product still in the
product portfolio.
1991. Logic 4.*
1994. RH 3X. A chair
with three functions all
controlled by one lever
(hence the name), available
with three different
backrest choices. Further
on it was developed
into the RH Activ.*
1977
1978
1984
1987
1991
1994
1995
1977. RH 170.
A larger version of
the RH 190, with a
sliding seat, adjustable
seat angle and
tilt function.*
1984. RH 2000.
An innovative
chair with advanced
adjustment
options, making it
simple and intuitive
using only one
lever.*
1987. RH Logic. With this
chair RH’s two-point principle
philosophy (the 2PP) was
founded. The chair follows the
body›s own movements in the
knee and hip joints. Developed
with inspiration from Professor
Tvedt.*
1995. RH Support
Update.
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64

1999.
RH Moveon. A modern
variant of the RH Logic,
with a flexible back.*
2005. RH Logic
Update.
2010. RH Activ
Update.
An aesthetic
update, including
a newly designed
mechanism.
2013. RH Mereo.
A further development
of RH’s core
values for a modern
chair, featuring a
new mechanism
and intuitive
adjustments.
1999
2001
2005
2007
2010
2013
2015
1999. RH Activ.*
2001. RH Extend.
Visually similar to
the RH Moveon but
with easier features
and mechanism.
2007. RH Ambio.
The first fully recyclable
chair with
a unique padding
material, Ventec,
made of tagel and
crude rubber.*
RH Visit.
RH Session.
RH Lounge.
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65
2015.
RH Logic Elite.
*produkten har utgått.

Designed for Human Performance
• RH chairs are developed in collaboration with
talented Scandinavian industrial designers. Our
designs always have the person who is going to
sit in the chair in focus – you could say, that it
is a humanistic way of designing.
• The chairs are a unique blend of form and
ergonomic function, where function is always
a priority.
• RH chairs are also extremely good at equalising
weight over a larger area of contact and at
transporting heat and moisture away from
the body.
• The smooth and frictionless movement ensures
that you will experience perfect harmony between
comfort, support, and active sitting.
• Distinct lumbar support to ensure upright posture
and relief.
• Tapered back shape allows movement for arms
and shoulders.
• Tvedt-cushion between the shoulder blades
stimulates an open and upright posture.
• Waterfall front reduces pressure on the underside
of the thighs.
• The rear edge of the seat is raised to orient
the pelvis forward to give excellent support.
evolution
66

evolution
67

We would never have
achieved this success
without our loyal and
dedicated staff.
Lasse Holstensson
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68

Tripled sales
Under the management of the Holstensson brothers,
sales rose from SEK 100 million to SEK 312
million at the turn of the millennium. This growth
was the result of intensified product development,
export initiatives, increasing market shares at home
– and a great deal of hard work. Peter was responsible
for advertising and marketing, and made RH
well-known through a range of innovative features.
RH appeared on hoardings, at sporting events, in
the newspapers and on the Stockholm Metro.
One of the most successful campaigns was run in the
metropolitan newspapers and local press in 2000,
inviting customers to borrow an RH chair for free to
experience the benefits of the chair for themselves.
Interest was huge. RH had to deliver 600 chairs in
just a few weeks. A few months later, the dot-com
crash hit.
526
Turnover (mill SEK)
Number of Emplyees
101
374
117
92
245
2
1,2
50,6
28
90,4
47
175
1977 1987 1992 1997 2008 2016
73
1980
1990 2000 2010 2020
evolution
69

evolution
70

You should feel a bit better
when you leave work than
when you arrived.
Jörgen Josefsson
evolution
71

Photo:
Hasse Bengtsson
Sven Danielsson
Carl-Johan Wilson
Jonas Lindström
Charles Sturge
Print:
DanagårdLiTHO