The market
Singapore is a city state of under six million people, so almost nobody goes there for the domestic market. It is a hub. It is India’s largest trading partner within ASEAN and the leading source of foreign direct investment into India. Bilateral trade was US$ 34.3 billion in FY 2024-25, with India’s imports at US$ 21.29 billion and exports at US$ 12.98 billion, making Singapore India’s sixth largest trading partner with about 2.96 percent of India’s overall trade, per the MEA bilateral brief of September 2025. Cumulative Singaporean FDI into India reached US$ 174.88 billion between April 2000 and March 2025.
Why Indian businesses go there
Four practical reasons. First, it is the cleanest place to hold a regional group. English is the working language, the courts are respected, contracts are enforceable and the Singapore International Arbitration Centre is the default forum in Asian contracts. Second, tax is simple and low at a flat 17 percent with real exemptions for smaller companies and no capital gains tax. Third, CECA has been in force since 1 August 2005 and the DTAA since 1994, so the routing is well settled. Fourth, incorporation with the Accounting and Corporate Regulatory Authority through BizFile can be done in a day, and the banking, logistics and professional services infrastructure is excellent.
The diaspora and business community
Per the Singapore Census of Population 2020, people of Indian origin make up 9 percent of Singapore’s 4.04 million resident population, as cited in the MEA bilateral brief of September 2025. Add the non-resident workforce and the actual Indian presence is larger. This is a long settled community with Tamil as an official language, not a recent expatriate group, which means Indian firms find local partners, bankers, lawyers and staff without much friction. Business groups and the annual India Singapore Ministerial Roundtable give structured access.
Sector strengths
Financial services and treasury, commodity and energy trading, shipping and logistics, technology and fintech, pharmaceuticals and biotech, and regional distribution into Indonesia, Vietnam, Malaysia, Thailand and the Philippines. Singapore is also the base from which many Indian technology companies sell into Southeast Asia.
The honest difficulties
Cost is the first. Office rent, salaries and housing are among the highest in Asia, and a founder relocating a family will find schooling and accommodation costs comparable to London or New York. Second, you must appoint at least one director who is ordinarily resident in Singapore. For a foreign founder this usually means paying for a nominee director service until you have your own Employment Pass, which adds cost and some governance risk. Third, employment passes have tightened considerably. The COMPASS points framework judges applications on salary, qualifications, workforce diversity and local employment share, and a small new company with no local hires scores badly. The qualifying salary rises with age and sector. Fourth, substance matters. If your Singapore company is a letterbox with no staff, no office and no decisions taken locally, both the Inland Revenue Authority of Singapore and Indian tax authorities can look through it, and India’s place of effective management rules and the 2017 DTAA protocol on capital gains removed the old treaty shopping advantage. Fifth, compliance is strict rather than heavy. Annual returns, XBRL financial statements, a company secretary within six months, GST filing above SGD 1 million turnover and a beneficial owners register all carry penalties if missed.