100 European companies. One industrial base for resilience.

Loom’s independent index of 100 European companies building technologies that can strengthen defence and societal readiness, industrial capacity, energy security and environmental resilience. Organised across four strategic priorities: Protect, Produce, Power and Prepare.

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How Loom100 was built

Loom100 highlights 100 European companies developing technologies across four strategic priorities – Protect, Produce, Power and Prepare. Together, these companies reflect the growing opportunity for European countries to translate innovation, industrial capability and resilience into long-term strategic advantage. Loom100 focuses on companies demonstrating credible pathways from innovation to deployment, based on public information available as of 15 July 2026. Its geographic focus reflects the project’s purpose of mapping Europe’s own industrial base for resilience in the face of growing public and political demand to seize economic opportunities and establish greater control over strategic capabilities like energy supplies, while continuing to work with trusted allies where cooperation provides strategic advantage.

The eligibility test

Eligibility hinged first on dual-use, defined in a broader sense than the traditional civilian-military binary, as a material contribution to at least two of three domains: security, economic competitiveness or environmental resilience, in line with Loom’s mission and focus. Purely kinetic technologies with no credible cross-domain application were excluded on the same logic.

Secondly, to be considered, companies had to fall under additional baseline eligibility criteria: a registered office in Europe (EU27, UK, Norway, Switzerland, Iceland or Ukraine), with dual-headquartered companies qualifying only where the primary legal entity is European. In addition, we only considered companies that were operational and pre-IPO at the time of selection.

The initial longlist comprised 504 European deep-tech companies.

The inclusion test

Inclusion in the final 100 list turned on five core criteria: strategic relevance, technological capability, external validation, scalability and readiness, and contribution to allied resilience. The assessment prioritised technologies capable of operating in real-world security, industrial, energy or crisis-response environments, with an emphasis on demonstrated capability and strategic utility over company valuation, publicity or scale. The assessment also considered both the contribution a technology makes to European capacity and its potential to support allied interoperability, supply-chain resilience and collective preparedness.

Final selections were reviewed by independent subject-matter experts to challenge potential blind spots and test methodological and editorial consistency across the final 100.

Selection was based exclusively on publicly available information, including company materials, institutional announcements, funding records, government programmes and independent research. Companies could not apply for inclusion, pay to participate or influence scoring outcomes.

What Loom100 is not

Loom100 is not a ranking or endorsement. The choice of technologies showcased in videos does not imply a judgement on the performance or potential of the company, it is an editorial choice aiming to show different angles of the innovation story. Loom100 is not exhaustive. Inclusion is editorial and methodological; absence should not be interpreted as a judgement on a company’s quality, importance or future potential. Loom100 is not investment advice. It is an independent snapshot designed to inform analysis, discussion and debate at a critical juncture rather than prescribe specific investment, policy or commercial decisions.

The team behind Loom100

The Loom100 research and selection process was led by Sylvia Stojilkovic, a deep-tech venture investor and strategic adviser on European industrial resilience based in Germany. Loom Global Advisors Iris Ferguson, former U.S. Deputy Assistant Secretary of Defense for Arctic and Global Resilience, and Nico Lange, founder and director of IRIS, contributed to the project’s strategic framework. Loom’s Executive Director, Joss Garman, provided strategic steer throughout the project.

The Loom100 team would like to acknowledge and thank the following people for their insight and guidance at different stages of this project: Agnė Rakštytė, Julia Reinaud, Milo McBride, Jon Fuller, Sarah Ladislaw and Brooke Latham.

All contributors participated in their individual or Loom capacities. Current and former affiliations are included for biographical context only and do not imply the participation or endorsement of any government, employer or affiliated institution.

Loom Foundation and Loom100

Loom100 is a research project of Loom Strategy Centre. The Centre is the first flagship initiative of Loom Foundation, a Swiss non-profit foundation established in 2025 to develop and advance solutions to global environmental, socio-economic and security challenges. Loom Foundation operates exclusively in pursuit of its public-benefit purpose and does not have any financial or other stake in any of the companies listed in Loom100.

All content, analysis and outputs produced under the Loom100 project are intended for informational and educational purposes only. Nothing published or communicated by Loom100 constitutes investment advice, financial guidance, or a recommendation to buy, sell or hold any asset, security or financial instrument. No part of the Loom100 project is intended to benefit private interests or confer undue advantage on any individual or entity.

Loom100 was produced with the support of the New Energy Industrial Strategy Center (NEIS Center).

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Press enquiries: communications@loomstrategy.org.

Why Loom100

European nations are entering a decade in which resilience will shape not only security, but also economic competitiveness and geopolitical influence. Governments are under mounting pressure to strengthen defence capabilities, design cleaner and more resilient energy systems, rebuild industrial capacity, and reduce strategic dependencies, often simultaneously and amidst significant fiscal constraints. Doing so will require European nations to scale their own capabilities alongside cooperation with trusted allies where joint investment, production or access provides a shared strategic advantage.

Many emerging technologies no longer fit neatly within a single sector or policy silo. Defence applications can enhance societal resilience. Sovereign manufacturing can impact military readiness. And energy technologies originally developed as part of the clean energy transition—from batteries and grid infrastructure to electrolysis and fuel cells—are now also necessary for defence capabilities.

As countries across the continent seek to rebuild their industrial capacity under real constraint, it is important to understand what is being built, where and by whom — and which of these capabilities can help to strengthen more than one strategic objective at the same time. The technologies that underpin greater energy sovereignty, reduce dangerous supply-chain dependencies and strengthen military readiness increasingly draw from the same industrial base, the same innovation ecosystem and the same investment pipeline. Many of the firms building them are European. Loom100 set out to identify them.

Read more about why we built the Loom100 here.

Building the index meant screening 504 companies to select the 100. The same patterns kept appearing in the screening data and can help inform decision makers: read our seven key findings below.

Europe already excels at inventing and building dual-use technologies, but whether these capabilities stay in Europe and scale here is yet to be decided.

Finding 1

Europe's biggest strategic challenges no longer fit neatly into separate policy boxes.

The same technologies increasingly underpin defence readiness, energy security, industrial competitiveness and societal resilience. A battery may power a military platform, stabilise a grid or keep critical infrastructure operating during a crisis. A sensor may monitor a battlefield, an energy network or an environmental threat. Their strategic value lies in their ability to serve more than one need.

Finding 2

Europe’s defence investment could deliver a broader resilience dividend.

As European defence budgets rise, governments have an opportunity to invest in capabilities that serve military requirements while also making sure people benefit from strengthening energy systems, industrial capacity, critical infrastructure and civilian preparedness. Spending on resilient power, secure communications, advanced manufacturing, sensing, logistics and emergency response can improve military readiness while leaving societies better prepared for disruption.

This broader value will not arise automatically. It requires governments to identify shared requirements and consider civilian and economic benefits when setting priorities, designing programmes and purchasing technology.

Finding 3

Europe's procurement systems have not caught up with the technologies they need to buy.

Many Loom100 technologies cut across defence, climate, energy, industry, civil protection and public infrastructure. Yet governments still assess and procure them through separate budgets and authorities, while companies themselves may not recognise or communicate their value across sectors. As a result, strategically valuable capabilities can fall between established markets and procurement pathways despite their potential to contribute to the backbone of national industrial plans because of their cross-cutting value.

Finding 4

Europe can finance innovation, but struggles to finance industrial scale.

European nations offer strong support for research, early-stage companies, pilots and technical validation. The financing gap becomes more pronounced when companies move from proving a technology to producing it at scale. At that stage, they need much larger pools of patient capital to fund factories, certification, infrastructure, working capital and commercial expansion. Without that support, companies may succeed technically but struggle to build the industrial capacity needed to compete and deliver at scale.

External market context · European investor share of VC investment in European deep-tech companies, by round size

Seed · $1–4M86%

Series B · $15–40M73%

Large rounds · $100–250M55%

Megarounds · $250M+30%

External market context, not Loom100 screening data. European investor share = domestic plus intra-European investors. Source: European Deep Tech Report 2026, pp. 51 to 54.

Finding 5

Much of the capability represented in Loom100 is physical and requires infrastructure to scale.

Eighty-four of the hundred Loom100 companies are primarily outside AI and software, spanning hardware, materials, energy systems, manufacturing technologies and physical infrastructure. Scaling these technologies requires factories, testing facilities, certification, supply chains, skilled workers and significant capital.

Loom100 companies by primary sector

Energy, storage & infrastructureEnergy Dome · Sunfire · Proxima Fusion

SpaceICEYE · PLD Space

AI & softwareMistral AI

Materials & industrial technologiesMagREEsource · Vianode · cylib

Autonomous systemsQuantum Systems

Biotech & health

84 of the 100 companies sit outside AI and software.

Derived from Loom100 sector classifications: 100 total companies minus 16 classified as AI and software. Each company is counted once, in its primary sector. Bar length is each sector’s share of the full index of 100. Methodology cut-off: 15 July 2026.

Finding 6

Foreign capital can help European companies scale, but also shift control of strategic capabilities.

If European companies cannot find the customers, capital, factories and infrastructure required to scale, their technologies may be developed in Europe but then become anchored elsewhere.

Foreign investment can provide European companies with the funding, expertise and market access they need to grow. But when investment leads to acquisition or relocation, European countries could lose intellectual property, production capacity, or influence over where and for whom a technology is produced.

The issue is not foreign capital itself. It is whether investment arrangements preserve access to strategically important capabilities as companies scale.

Europe can anchor strategic capabilities without turning inward. This does not require European nations to own everything, exclude foreign investors or build every component at home. But the opportunity exists to preserve the production capacity, intellectual property, supply relationships and priority access needed in a crisis – while leveraging strategic collaboration with trusted partners when it makes sense.

Five questions help assess whether strategic capability remains anchored in Europe as companies scale:

Corporate control
Who controls the company after the next round?
Technology control
Who owns the patents and core IP, and where?
Industrial control
Where does strategic production actually happen?
Priority access
In a crisis, who gets supplied first?
Supply-chain integrity
Are critical inputs and suppliers secure and sufficiently diversified?

Finding 7

Europe's strategic capabilities are only as strong as the systems around them.

Loom100 companies do not scale in isolation. Their success depends on access to secure and affordable energy, materials, infrastructure, talent, finance, markets, and sustained demand. Policies that support one part of that chain while neglecting the others will struggle to turn promising technologies into durable industrial strengths.

Loom100 companies are clustered around established technology and procurement hubs.

More than half of the Loom100 companies—52 of 100—are based in the UK, Germany and France. The remaining 48 are spread across 18 countries, including Finland, Norway, Ukraine and Bulgaria. These concentrations can accelerate investment, talent, testing and production, but they also show how unevenly the Loom100 cohort is distributed.

There could be opportunities to strengthen these businesses by connecting specialised clusters across borders to better enable technologies, components, capital and demand to move between them.

Where Loom100 companies are headquartered

Select a country to see its Loom100 company count

United Kingdom21companies

Top three United Kingdom — 21 Germany — 18 France — 13

52 of the 100 Loom100 companies are headquartered in these three countries.

Source: Loom100 company records, by headquarters country; methodology cut-off 15 July 2026. This shows geographic distribution, not ecosystem quality or connectivity.

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Press enquiries: communications@loomstrategy.org.

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