NETHERLANDS Trends and Developments Contributed by: Edith Nordmann and Thomas Klaarenbeek, ACG International
For Indian companies, this matters because the Neth - erlands is no longer merely a convenient European location. It is becoming a legal and commercial plat - form through which Indian businesses can build a structured European presence. That presence may involve sales, distribution, warehousing, contracting, intellectual property management, employment and strategic partnerships. The India–EU Free Trade Agreement adds further momentum. While the practical benefits will differ by sector, the broader message is clear: trade and investment between India and Europe are moving towards deeper integration. Indian companies that prepare their Euro - pean structure in time may be better placed to benefit from that development. Why the Netherlands is India’s gateway to Europe The expression “gateway to Europe” is often used in a commercial sense. In the case of the Netherlands, however, it has a concrete practical meaning. The country offers direct access to the EU internal market, a central geographic position, highly developed infra - structure and a business environment that is deeply accustomed to international trade. The human and cultural connection is also relevant. The Netherlands hosts the largest Indian diaspora community on mainland Europe, including a sub - stantial Indian community and a growing commu - nity of Indian professionals and students. This cre - ates a broader social and business environment in which Indian companies may find cultural familiarity, local networks and practical support when entering the European market. The Netherlands also offers language and business-culture advantages. English is widely used in Dutch business, legal and profes - sional services, and the Dutch commercial culture is generally international, direct and pragmatic. For Indian companies negotiating with European custom - ers, suppliers, banks, advisers and regulators, that can make the Netherlands a more accessible start - ing point than jurisdictions where language and local business customs create higher entry barriers.
For Indian businesses, the attraction is straightfor - ward. A Dutch entity can serve as the European con - tracting party, import hub, distributor, employer or holding company. From the Netherlands, companies can serve customers and business partners across the EU while maintaining a single and coherent Euro - pean base. The Port of Rotterdam and Amsterdam Schiphol Air - port are important parts of this proposition. The Port of Rotterdam remains Europe’s largest seaport and han - dled 428.4 million tonnes of cargo in 2025. Schiphol handled 66.8 million passengers in 2024, 473,815 air transport movements and 1.49 million tonnes of car - go, underlining its position as one of Europe’s major passenger and cargo hubs. From the Netherlands, goods can also be moved efficiently by road, rail and inland waterways into key North-Western European markets, including Germa - ny, Belgium and France. Together, this infrastructure allows companies to manage both high-volume goods and time-sensitive products efficiently. This logistics function is visible in trade flows. Statistics Netherlands has reported that the Netherlands is the largest EU importer of goods from India and the second-largest EU importer of goods and services from India after Germany. However, the Dutch gateway function is not only logis - tical. It is also legal and regulatory. Indian companies entering the European market must consider where to incorporate, which entity will enter into contracts, how liability will be allocated, which law will govern their agreements and how disputes will be resolved. The Netherlands allows these issues to be organised within one commercially practical and legally predict - able framework. Incorporation is not enough For many businesses, European expansion starts with a simple question: should we incorporate a Dutch company? That question is important, but it is not sufficient. Incorporation creates the legal shell. It does not, by itself, create a functioning European operating model. The more important questions are operational and
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