Electricity represented a revolution for society. Initially for industry in the late 1800s. Then for homes and rural areas. In Sweden, the revolution was possible due to hydroelectric power.
During the first half of the twentieth century, Vattenfall built a number of enormous hydro power stations. Later, new energy resources were required to meet the demand for electricity.
In the early days of electricity, there was fierce competition in the construction of electricity distribution systems. But following a period of cooperation, new rules on competition were introduced.
Since its establishment, Vattenfall has always sought new knowledge for development and renewal. Sometimes through travel and collaborations. At other times, by solving problems in unexpected ways.
The importance of electricity for social development long overshadowed the disadvantages of development of hydroelectric power. But times changed, and Vattenfall's activities came under fire.
When Vattenfall was formed in 1909, it was an odd phenomenon. A state-owned utility that was to be run as a commercial company. With the financial crisis in the early 1990s, Vattenfall was incorporated.
Stagnant electricity demand, the fall of the Berlin Wall and the EU's demands for a free electricity market formed the basis for a new Vattenfall. A company on an international market.