9 June 2026
BRUSSELS – On Tuesday 9 June 2026, from 15:30 to 18:30, India Salon Brussels held an invitation-only gathering at Novotel Brussels Off Grand Place, Rue du Marché aux Herbes 120, 1000 Brussels. The central theme was the Comprehensive Free Trade Agreement between the European Union and India, a far-reaching agreement that goes beyond tariffs and market access. The discussion also touched on investment, sustainability, regulation, intellectual property, labour mobility, business culture and the practical question of how two major economic areas can understand each other better. Business leaders, entrepreneurs, advisers, policy observers, academics and India experts came together around one central question: how can an EU-India trade agreement become a workable economic relationship for companies, workers, farmers and consumers?
A trade agreement with broad consequences
The Brussels meeting started from the observation that the economic relationship between the European Union and India can become much stronger than it is today. Together, both sides represent a very large share of the world’s population and economic activity, yet the actual trade flow remains below what could be expected from that scale. The Comprehensive Free Trade Agreement is intended to change that, but the discussions in Brussels made clear that a signed text alone will not automatically create stronger trade. Companies need to understand which products may gain better access, which documents are required, which sectors may benefit from lower duties, which rules will continue to apply and where political or economic sensitivities remain.
The agreement is not limited to goods. It also concerns services, investment, intellectual property, sustainability, rules of origin, public procurement and cooperation on standards. That makes it a framework that affects much more than lawyers, diplomats or customs specialists. It affects exporters, importers, investors, farmers, technology companies, textile producers, pharmaceutical firms, logistics actors and consumers. The real test will not only be whether the agreement is approved, but whether businesses on both sides understand how to use it.
A small room for major questions
India Salon Brussels was presented as a monthly series of carefully curated, invitation-only gatherings. The concept is deliberately small-scale. Each event brings together around 15 to 20 business leaders and experts in an intimate setting, where short impulse talks are followed by deeper discussion. The format refers to the historical salon tradition, where thinkers, entrepreneurs and political figures exchanged ideas outside formal institutional settings.
That approach was visible throughout the Brussels meeting. This was not a classic conference where speakers deliver long statements and the audience remains passive. Participants were invited to bring their own experience of India, Europe, regulation, market access, business culture and cooperation. As a result, the conversation moved repeatedly from high-level geopolitical questions to very practical concerns: slow replies to emails, product certificates, pesticide residues, families of expatriates, regional differences in India, European sustainability claims and the need for companies to be physically present in India instead of managing everything from a distance.
Europe still knows too little about modern India
One of the strongest messages of the gathering was that India is still too often viewed in Europe through outdated images. Several participants pointed out that many Europeans do not fully realise how quickly India has changed in recent years. India’s moon mission was mentioned as an example of a major technological achievement that remains insufficiently known among many Europeans, even though it showed Indian technological capacity, ambition and cost efficiency.
That knowledge gap has business consequences. If European companies continue to see India only as a low-cost country, they miss the scale of its domestic market, the growth of its industry, the expansion of its digital economy, the rise of new entrepreneurs and the technical skills present in many sectors. Participants therefore stressed the need to better explain modern India to European audiences: its pace of change, its industrial ambition, its technological capabilities and its ability to deliver at scale.
Brussels as a strategic meeting point
The choice of Brussels was not accidental. The city is close to the European Commission, the European Parliament, trade representations, diplomatic networks, business federations and international advisory circles. India Salon Brussels wants to use that position to discuss not only the agreement itself, but also the practical steps needed to make cooperation work.
During the opening part of the event, the importance of links with the European institutions was clearly underlined. The EU-India agreement does not stand apart from regulation, sustainability policy, labour market questions, investment rules and the way Europe projects economic influence. For Indian companies, Brussels is not only the capital of Belgium. It is also a place where rules are prepared that later shape access to the European market. For European companies, Brussels is a place where they can better understand how India is changing as a market, partner and production base.
From political agreement to market reality
One speaker outlined the path of the EU-India negotiations and the importance of turning the agreement into a practical tool for business. The discussion made clear that companies, sector organisations and governments must explain what market access actually means, where investment opportunities lie and which rules businesses need to understand in advance.
A trade agreement only becomes useful when businesses know how to apply it. That was one of the clearest messages of the day. If companies do not understand the details, the agreement risks remaining distant from daily economic life. Businesses need guidance on standards, customs procedures, documentation, labelling, sustainability reporting, sector-specific rules and local business expectations. The opportunity is real, but so are the conditions.
Tariff lines and sensitive sectors
The discussion referred to the broad scope of the agreement, including high percentages of tariff lines and trade value being covered. European sectors such as automobiles, machinery and electronics were mentioned as possible beneficiaries, while Indian exporters could see opportunities in textiles, pharmaceuticals and marine products. At the same time, participants made clear that the agreement does not simply open every sector without limits.
Sensitive sectors remain sensitive. Both sides have political, social and economic interests to protect. That was not presented as a weakness, but as part of making the agreement realistic. Trade only works when both sides see enough of their interests reflected in the outcome. The agreement was therefore presented as commercially meaningful, but not as a one-sided concession from either side.
Sustainability as a condition for access
A major part of the discussion focused on sustainability as a gateway to the European market. Modern trade is no longer only about a product, a price and a delivery. Companies increasingly have to prove that their goods do not harm nature, water, soil, biodiversity or working conditions. European customers and regulators are looking not only at the final product, but also at the chain behind it.
For Indian exporters, this creates a major task. They may have to prove where raw materials come from, how products are made, which emissions are involved, which labour conditions apply and whether environmental claims can be verified. At the same time, this creates opportunities. Companies that start early with reliable documentation and traceability can gain a competitive advantage in a demanding market.
Regulation as European power
The European Union was described in Brussels not as a classical power with one army, one national identity or a large central budget, but as a power that acts through regulation. Europe sets standards because companies that want access to the European market must comply with European rules. That effect often extends beyond the EU’s borders. A company that produces for Europe may adapt its entire production chain because it is impractical or too expensive to run separate systems for different markets.
For Indian companies, this is both a challenge and a strategic lesson. Those who ignore European rules may lose access or credibility. Those who understand the rules early can use them as proof of quality and reliability. European regulation can be difficult, but it can also become a business asset for companies that are prepared.
Reporting requirements reach smaller companies
The discussion showed that European sustainability reporting does not remain limited to large corporations. Even when rules directly apply mainly to big companies, those companies often need data from their suppliers. As a result, smaller companies in the supply chain are also asked for information on emissions, origin, labour conditions, environmental impact and auditability.
Scope 1, scope 2 and scope 3 reporting were discussed in that context. Large companies cannot report on their broader impact without cooperation from their suppliers. That means a small supplier with no direct reporting obligation today may still be asked tomorrow to provide data because a major client needs it. Companies that wait until the last moment will face pressure. Companies that prepare earlier can become more attractive partners.
Green claims must be supported by evidence
The discussion around green claims was particularly concrete. If a product is sold in Europe as organic, climate-friendly, low-carbon or environmentally responsible, those claims must increasingly be supported by evidence. Otherwise, companies risk complaints, sanctions, legal exposure or loss of credibility.
Food products, chocolate, rice, wine and other goods were discussed as examples where the label may tell a strong story, while the chain behind the product may be harder to prove. An example involving New Zealand wine showed that a low-carbon claim at farm level does not necessarily remain accurate by the time the product reaches a European shelf, because transport, distribution and storage add additional emissions. For Indian producers, the message was clear: marketing language is not enough. A strong commercial story must be supported by data, documents and verifiable processes.
Agriculture as a test case
Agriculture emerged as a sector full of opportunities, but also heavy barriers. European rules on pesticides, fertilisers, residues and food safety make market access difficult for producers who cannot control or document their full chain. Mangoes, spices, moringa, lotus products, natural farming and organic agriculture were discussed as areas where India has potential, but where access to the European market requires strict compliance.
The conversation made clear that agricultural export does not stop at one farm or one company. If neighbouring farmers use pesticides, this can affect test results for a producer who wants to export a residue-free or organic product. Exporting to Europe can therefore require local organisation, training and cooperation among producers in the same area.
Moringa as a concrete example
One of the most tangible examples concerned moringa. Participants discussed how a producer seeking access to the European market had to work not only on his own production methods, but also with surrounding farmers. The reason was practical: if a product is to be marketed as organic or residue-free, the wider environment matters. If neighbouring farms continue to use pesticides, contamination risks remain.
By encouraging other farmers in the area to move in the same direction, a broader agricultural zone could be organised around a more reliable production method. The discussion referred to around 100 acres of cultivation and to 50 metric tonnes being sold to Europe. That example showed that European market access is not just paperwork. It also requires local motivation, training, price incentives, market certainty and shared interest between producers.
Natural farming and new rural income
The meeting also touched on natural farming, soil quality, water protection and possible additional income streams for rural areas. Hemp was mentioned as a plant with deep roots that can store carbon in the soil and may also help in the context of polluted land. The idea of certified carbon storage as a possible source of income was discussed, alongside broader questions about natural methods and environmental restoration.
There were also ideas about microplastics in water and possible natural techniques to bind or address them. Such ideas require further study and verification, but their presence in the discussion showed that EU-India cooperation does not need to be limited to export volumes. It can also involve agricultural knowledge, soil restoration, water quality, biodiversity and rural development.
Europe requires patience from Indian entrepreneurs
Another practical message concerned market entry. Indian entrepreneurs who want to enter Europe must take compliance, credibility and consistency seriously. They need to comply with rules, build trust and deliver reliably over time. Participants advised Indian businesses not to see Europe immediately as one single market. It may be wiser to start with one country, one product category and one clear set of requirements.
Once documentation, certification, partners and customers are in place in one European market, expansion can follow. Communication was also discussed. European companies may reply slowly, take time before making decisions and operate through procedures that can frustrate Indian entrepreneurs. Yet once European partners choose a supplier, they often look for a long-term relationship. That requires patience on the Indian side.
Culture also determines whether trade works
The meeting repeatedly moved beyond tariffs and rules. Cultural differences were seen as at least as important. India and Europe were discussed as two large civilisational spaces with long histories, many languages, regional differences and strong internal diversity. India was not viewed only as a nation state, but also as a society with deep historical layers, religious influences, family networks and local identities.
Europe also has its own cultural and political history, shaped by humanism, individual rights, privacy, the rule of law and regulation. This comparison helped clarify that companies do not only exchange products. They also bring expectations with them. If those expectations are not understood, misunderstandings become more likely.
Dharma, family and responsibility
One cultural contribution focused on the difference between the European emphasis on the individual and the Indian emphasis on embedded responsibility. The concept of dharma was used to describe how a person in India is often seen within a wider web of obligations towards family, profession, country and society. This differs from the European tradition, where individual rights, personal choice, privacy and autonomy are more central.
These differences do not have to block cooperation, but they must be understood. They can influence business decisions, loyalty, negotiation, risk-taking, family choices and the way people relate to institutions. Family was not treated as a private detail, but as an economic factor. Both India and Europe have strong family businesses, but the role of family in daily life and business decisions may differ substantially.
Expatriates do not fail only in the office
The cultural discussion became very practical when participants spoke about expatriates and entrepreneurs moving to India. It was noted that a significant number of foreign entrepreneurs or employees leave India again within a few years, and that cultural differences often weigh more heavily than expected. The difficulties do not arise only in meetings or offices. They also emerge in housing, schools, the role of spouses, services, traffic, social habits and the search for a support network.
Spouses of posted employees can face particular difficulties when they have no clear work rights or personal role. The conclusion was that companies should not wait until after arrival to provide support. Intercultural training, family guidance and realistic information about living in India should be organised beforehand.
India is not one single market
The discussion repeatedly stressed that India should not be treated as a uniform market. States differ strongly in language, infrastructure, purchasing power, administration, business culture, food, habits and speed of response. An anecdote about differences between North and South Indian eating habits illustrated how quickly misunderstandings can occur when people assume one national style.
The same applies to investment and business projects. A model that works in one region may fail elsewhere. European companies entering India need to take local partners seriously and should not assume that a central European model can simply be transferred. India requires proximity, study and local decision-making.
The lesson of Japan and Korea
One of the strongest business messages concerned long-term investment. Participants contrasted companies that look at India as a four- or five-year project with companies that think in terms of 30 or 40 years. Japanese and Korean companies were mentioned as examples of long-term players that have deeply embedded themselves in India.
Examples such as Maruti Suzuki, Toyota and Korean consumer brands were used to show that success in India does not come from remote planning alone. It comes from local integration, patience, local teams and adaptation to the market. Several participants argued that European companies too often focus on quick returns, spreadsheets and reports, while India requires presence, patience and adjustment.
European companies need to land in India
The criticism of some European business habits was clear. Sending emails from Europe, preparing PowerPoint presentations and imposing short-term financial expectations is not enough to understand India. One Belgian example concerned a software and ERP entrepreneur who moved to India with his family, sent his children to school there, learned the country from inside and later gave responsibility to an Indian management team.
The example was used to show that business knowledge does not come only from market reports. A person who lives in India, travels there, negotiates there, solves problems there and trusts local employees gains different insights. For European companies, that can make the difference between a failed market exploration and a serious presence.
Labour mobility as a bridge
Labour mobility also had a place in the debate. Participants referred to major shortages in the European labour market and to the fact that many Indian workers are employed in other parts of the world, including Dubai, for wages and under conditions that do not offer the same social protection as European systems. Belgium was mentioned as an example of a country with a stronger social model, although access to work and residence is obviously governed by official rules.
The discussion was not only about Indian workers coming to Europe. It also concerned Europeans who want to work or build businesses in India. Labour mobility was viewed as an economic and human bridge. People who move between both worlds can identify opportunities, build networks and help each side understand the other.
From work to trade
The link between work and trade was an important insight. Labour mobility was not viewed only as a solution to vacancies. It was also presented as a driver of new business relations. Indian professionals in Europe can help European companies understand India better. European employees or entrepreneurs in India can do the same in the opposite direction.
The meeting made clear that a trade agreement is not separate from people who travel, work, study, move with families, follow training and build networks. Trade is often described as a flow of goods, but in practice trust is built through people.
Skills as an economic asset
India was also discussed as a country where many technical and artisanal skills remain strong. In Europe, some skills have weakened or disappeared because of industrialisation, outsourcing and changing labour markets. Textiles, khadi, natural dyes, agriculture, food processing, digital services and artisanal production were mentioned as fields where India has knowledge that can be valuable for Europe.
At the same time, that knowledge must be translated into documentation, certification and quality standards that European customers understand. The challenge is therefore not only to produce, but also to prove, explain and deliver consistently.
Young people, training and social progress
The discussion also touched on the role of training and skills development in India. Participants referred to programmes that guide young people through six months to one year of vocational training and into employment. Such initiatives can connect young people with Indian and international companies and allow them to grow through practical experience.
This was placed within a broader discussion about social progress, rural incomes, agriculture and the question of how trade ultimately reaches ordinary people. Economic growth was not reduced to company profit. Participants raised the question of whether agreements also lead to jobs, better incomes and opportunities outside major cities.
Villages as an alternative to megacities
One notable example concerned the creation of technology jobs in villages. The idea is to bring work to rural areas instead of forcing people to move to large urban centres. Bangalore was mentioned as a city that grew extremely quickly because of job concentration, creating pressure on housing, infrastructure and mobility.
Village-based knowledge work was discussed as a way to reduce pressure on megacities while allowing families to remain closer to their social networks. This idea links with the broader Indian social fabric, in which family, care for older generations and shared responsibility play an important role.
Europe can also learn from India
The Brussels meeting was not only about how India must adapt to Europe. It also raised the question of what Europe can learn from India. India has experience in dealing with scale, many languages, regional differences, informal networks, family businesses, entrepreneurship under pressure and rapid adaptation. Europe is strong in rules, consumer protection, human rights, privacy, product standards and institutional procedures.
The challenge is to bring these strengths together. India can benefit from European clarity on standards. Europe can learn from Indian flexibility, entrepreneurship and the capacity to operate in highly diverse conditions.
Students and public perception
Public perception came back in the discussion about students and media. It was noted that European students often raise critical questions about labour conditions, wages and human rights in India, while also buying low-cost fashion in European stores. That tension shows how difficult the debate on trade can be. Consumers want ethical production, but low prices remain attractive.
By bringing students, entrepreneurs and speakers into direct contact, a more balanced view may emerge. The aim is not to remove criticism, but to make the discussion more honest. Trade can only be discussed fairly when both sides also examine their own role. Travel, business visits and direct contact with local entrepreneurs were seen as ways to reduce stereotypes.
EICBI as institutional partner
The Europe India Center for Business and Industry was the institutional partner of India Salon Brussels. Its involvement gave the gathering a clear business and policy dimension. The room brought together people with experience in chambers of commerce, export, import, public policy, technology, diplomacy, research, business networks and market-entry advice.
This made the conversation broad. No single sector dominated the event. The same question returned from different angles: how can European and Indian companies understand each other faster without underestimating legal, cultural and practical challenges?
Joris Hindryckx as a notable guest at the European Parliament
Earlier on Tuesday 9 June 2026, a meeting also took place in the morning at the European Parliament, where the broader cooperation between Europe and India had already been discussed before the India Salon Brussels gathering. Joris Hindryckx, alderman from Houthulst, was a notable guest at that morning meeting. His presence gave the day a clear West Flemish link within a discussion that mainly focused on international cooperation, economic exchange and the growing strategic importance of EU-India relations.
His attendance fitted into a day on which European and Indian partners discussed their relationship at different levels. At the European Parliament, the focus was mainly on the policy context in which the Comprehensive Free Trade Agreement between the European Union and India is taking shape. That agreement is not only a trade file. It is also a framework for investment, sustainable production, knowledge exchange, labour mobility and stronger mutual market access.
For Joris Hindryckx, the morning meeting placed a local representative in an environment where local, European and international interests intersect. As alderman from Houthulst, he was present in a setting where major economic and geopolitical questions were discussed, but also where the practical question arose of how European regions, entrepreneurs and local networks can respond to new forms of cooperation with India. His presence showed that the EU-India debate is not limited to capitals, diplomatic services or large companies. It is also relevant for local officeholders and regional actors who want to turn international contacts into concrete opportunities.
The morning meeting at the European Parliament gave an additional institutional dimension to the conversations that continued later in the day at India Salon Brussels in Novotel Brussels Off Grand Place. Where the European Parliament meeting was connected to the institutional and political context of EU-India cooperation, the later gathering offered space for a more practical conversation between entrepreneurs, experts and participants from the broader Europe-India network. The presence of Joris Hindryckx was therefore a striking bridge between local government, European decision-making and international dialogue.
Not only tariffs
The core message of the meeting was that the EU-India Free Trade Agreement should not be reduced to tariff reduction. Tariffs matter, but they are only one part of market access. A company may benefit from lower duties and still get stuck on residue rules, labelling, traceability, sustainability claims, financing, cultural differences or slow decision-making.
At the same time, a company with strong documentation, good relationships and reliable product quality can turn European strictness into an advantage. For Indian exporters, Europe can be a difficult but valuable market. For European companies, India can be a huge and fast-changing market, but only if they are willing to adapt their approach.
An agreement with human consequences
In Brussels, the Comprehensive Free Trade Agreement was ultimately discussed as something that goes far beyond figures. It concerns farmers who may need to change production methods, entrepreneurs who must learn European certification, workers looking for opportunities, families moving across borders, students adjusting their view of India, Belgian companies trying to understand India better and Indian companies learning that Europe cannot be treated as one simple market.
The value of India Salon Brussels lay in that practical layer beneath the major political story. The agreement can open new trade flows, but the real test will be whether people are able to implement it.
Sources:
Invitation India Salon Brussels, The Comprehensive Free Trade Agreement Between the EU and India
Europe India Center for Business and Industry
indiasalon.eu – Thanks to Dipali de Beco
Andy Vermaut +32499357495