For centuries, Libya’s geography was its advantage. Now, its free zones are giving that advantage a commercial framework.

As global trade becomes more uncertain, companies are looking beyond traditional routes and established hubs. They are thinking more carefully about resilience, regional access, port capacity, warehousing, distribution, and how to reduce dependence on single corridors or overstretched logistics networks.

For companies looking across the Mediterranean, North Africa, and wider African markets, Libya is becoming part of that conversation again.

The reason is not just location. Libya has always had that. What is changing is the infrastructure, investment activity, and commercial structure being developed around the strategic location.

A key part of this story is the development of Libya’s free zones, especially Misurata Free Zone in the west and Julyana Free Zone in Benghazi in the east.

Why Free Zones Matter

Free zones are designed to make trade and investment easier.

For international companies, they can provide a more flexible environment to establish a presence, move goods, manage storage, support regional distribution, or build commercial operations with fewer barriers than the wider domestic market.

In Libya, that framework is especially important. Libya’s free zone laws provide several incentives for investors, including 100% foreign business ownership, no customs duties or hidden charges on imports into and exports out of the free zone, 0% personal or corporate income tax, no restrictions on repatriation of capital and profits, and simplified company formation.

That matters because, for many international companies, the first question is whether Libya has a simplified structure that allows them to enter, operate, and scale. These special economic zones are designed to create a more favorable business environment, reduce market entry obstacles and offer greater legal protection. 

Free zones can support transit trade, warehousing, distribution, light assembly, re-export activity, after-sales service, regional servicing, and logistics support. They also give companies a base from which to serve the Libyan market while assessing broader access into North Africa and inland African markets.

Misurata Free Zone: Libya’s Western Trade Platform

Misurata Free Zone (MFZ) is Libya’s largest free zone, established in 2000, and is positioned on the Mediterranean coast in one of the country’s most commercially active cities. The zone is positioned and investing to become a central hub for Europe-Africa trade. It is home to Libya’s busiest commercial seaport, responsible for approximately 60% of the country’s non-oil trade volume.

The MFZ is already a functioning logistics platform with port infrastructure, a number of active industries, and investor support services experienced in handling international companies.

Toyota Libya is one clear example. Toyota Libya F.Z.C. was established inside Misurata Free Zone as the exclusive distributor of Toyota vehicles and spare parts in Libya, and is a 100% subsidiary of Japan’s Sumitomo Corporation. Toyota Libya also lists several facilities inside the free zone, including training centres, a pre-delivery inspection centre, a spare parts warehouse, and a vehicle stock yard.

Misurata has also attracted Huawei to set up a base of operations and support the MFZ’s goals to advance its digital infrastructure across communications, surveillance, facilities management, and service delivery. 

The free zone conversation is moving beyond basic warehousing and into technology, smart infrastructure, port efficiency, and regional logistics.

The Misurata Port Expansion

The biggest recent development is the major investment partnership to expand and develop Misurata Free Zone Port.

This year, Libya signed a $2.7 billion strategic partnership with international firms to expand and develop the Misurata Free Zone, involving Terminal Investment Limited, the port operator of MSC Group, and Doha-based Maha Capital Partners. The project is expected to help Misurata Free Zone Port become one of the largest logistic hubs between Africa, Europe, and the Middle East.

The partnership is significant because it moves the free zone story from incentive-led investment promotion to hard infrastructure.

The MFZ announced the project as a public-private partnership (PPP) to modernise, manage, develop, and expand the port, with plans to increase container-handling capacity, accommodate larger vessels, deploy new terminal equipment and digital systems, and enhance safety, performance, and environmental standards.

This is the kind of development that changes how companies view a market. Ports, handling capacity, storage, customs processes, digital systems, security, and transport links determine whether companies can actually use that market as part of a wider logistics network.

For Misurata, the ambition is clear: to move from a nationally important commercial port into a Mediterranean logistics platform.

Julyana Free Zone: Benghazi’s Eastern Gateway

In the east, Benghazi’s Julyana Free Zone (JFZ) is developing its own role in Libya’s trade and logistics landscape.

Julyana positions itself as a gateway to global markets, with more than 120 hectares of total area under development. Its official platform highlights logistics services including transport and distribution, customs clearance, marine services, storage and warehousing, handling, and shipping. It also lists investor advantages including 100% foreign ownership, tax incentives, customs exemptions, fast licensing procedures, proximity to European and African markets, and a developed logistics environment.

The JFZ is becoming increasingly important to Benghazi’s commercial recovery and eastern Libya’s trade infrastructure. Its year-over-year growth is notable, jumping from 240,181 containers in 2024 to 325,916 in 2025. Development and modernisation projects are still underway including quay expansion, grain silos, new state-of-the-art machinery, and improved storage facilities.

Julyana Free Zone’s investment in capacity and handling is already translating into stronger connectivity. In May 2026, COSCO launched a direct shipping line between China and Benghazi, creating a route expected to reduce import costs for Chinese and Korean goods while strengthening JFZ’s role as a transit hub for cargo moving into Mediterranean and African markets.

Taken together, these developments point to a clear direction: Julyana is building the infrastructure and service environment to support more trade. With the scope of commercial activity taking place in Benghazi and eastern Libya, JFZ is becoming a more relevant base for companies looking to serve the east and beyond. 

What This Means for International Companies

For international companies, Libya’s free zones offer three important possibilities.

The first is market entry. Free zones can provide an easier and more flexible route for establishing a presence, testing demand, building partnerships, and managing early-stage activity.

The second is logistics positioning. Misurata and Benghazi both sit on the Mediterranean, with potential relevance to North African, European, and wider African trade flows.

The third is operational optionality. Companies can use free zones to support warehousing, distribution, imports, re-export, transit trade, servicing, or light industrial activity while managing risk and exposure in a more structured way.

This should not be misunderstood. Libya’s free zones reduce friction but do not remove all complexity.

Companies still need to understand customs processes, banking constraints, regulatory requirements, movement planning, local suppliers, workforce arrangements, security conditions, and the practical realities of operating on the ground.

Even inside a free zone, execution matters.

The Risk Question Still Matters

The opportunity is real, but so is the need for preparation.

Misurata and Benghazi are commercially active cities with growing infrastructure, visible investment, and stronger business momentum than many outside observers may assume. But Libya remains a market where companies need to plan carefully.

The UK Foreign, Commonwealth & Development Office currently advises against all but essential travel to the cities of Tripoli, Benghazi and Misrata, while continuing to advise against travel to other areas of Libya depending on location.

For companies, that does not mean the market is closed but it does mean entry needs to be structured properly.

The difference between opportunity and execution is often found in the details: who receives the team, who manages the movement, who coordinates with local stakeholders, who understands the documentation, who tracks the operating environment, and who can respond when requirements change. Here Libya rewards preparation and understanding the local dynamics on the ground.

What Companies Should Consider Before Entering

Before looking at Libya’s free zones, companies should ask practical questions.

Which zone best fits the commercial objective: western Libya, eastern Libya, the domestic market, Mediterranean access, African distribution, or a specific sector?

What is the intended operating model: warehousing, import and distribution, assembly, servicing, re-export, or market representation?

What documentation is required before entry?

What banking, payment, tax, and customs issues need to be understood early?

What movement and security arrangements are required for visiting teams?

Which local stakeholders, authorities, suppliers, and service providers need to be engaged?

And most importantly: what support structure needs to be in place before activity begins?

These questions matter because Libya is not a market where companies should arrive first and solve the operating model later.

The companies that will benefit most are the ones that prepare properly, assess the risks realistically, and build the right local support around their commercial plans.

A Familiar Role, in a New Form

Libya’s role as a trade connector is not new. Libya has always had the geography to connect Europe, North Africa, and wider African markets. The question today is whether that geography can be turned into reliable commercial value.

Misurata and Benghazi are both moving in that direction. Misurata is building around port expansion, international partnerships, and its role as a national trade gateway. Julyana is building around rising maritime traffic, modernised handling capacity, direct shipping links, and eastern Libya’s commercial momentum.

For international companies reassessing how they access North Africa, the Mediterranean, and wider African markets, Libya’s free zones deserve a closer look.

But opportunity alone is not enough. Entering Libya requires preparation, local insight, and the right operational structure around logistics, mobility, security, and risk management.

At Expertise Consultancy, we continue to track the developments shaping Libya’s trade and infrastructure environment, helping companies understand the market, prepare properly, and operate with confidence on the ground.

To discuss market entry or operational support in Libya, contact EC here or email info@ec.ly.

On the ground. In the know.

Existing Players Expanding. New Players Entering.

Libya has completed its first upstream bid round in 17 years, awarding acreage across the Sirte and Murzuq basins and formally reopening its licensing cycle. The awards went to a mix of returning majors, established operators and first-time entrants.

Onshore, Chevron marked its return to Libya after operating in the country prior to 2011, securing Block S4 in the Sirte Basin. Nigerian independent Aiteo entered Libya through Block M1 in the Murzuq Basin, its first asset outside Nigeria.

Repsol and Turkish Petroleum Corporation (TPAO) also secured onshore acreage in the Sirte Basin, expanding Repsol’s existing position in the country.

Offshore, Eni and QatarEnergy were awarded Block 01 in the Sirte Basin, strengthening Eni’s long-standing presence in Libya. A consortium of Repsol, TPAO and MOL Group secured Block 07, marking MOL’s entry into Libya’s upstream sector and Repsol’s first offshore position in the country.

With a subsequent round already signalled, attention now turns from allocation to implementation.

A Setback or Comeback for Libya Oil?

Libya’s bid round delivered fewer awards than expected, with five blocks allocated from 20 on offer despite strong pre-qualification interest. The limited follow-through reflects elevated costs, lower oil prices and demanding minimum work commitments. For many companies, the commercial upside did not sufficiently offset perceived operational and fiscal risk.

However, the outcome should not be measured solely by the award count. Several companies have instead favoured MoUs and direct negotiations, preserving optionality through phased technical evaluation rather than committing via competitive bids. In this context, agreements may materialise outside the formal round. The recent multi-billion-dollar agreement between ConocoPhillips and TotalEnergies to extend the Waha licences illustrates how capital deployment can advance through negotiated frameworks rather than competitive awards.

Investor sentiment remains measured. Companies are allocating capital selectively, benchmarking Libya against more predictable markets. Announcements alone will not shift that stance — visible execution will.

The next phase therefore hinges on implementation: turning awards and agreements into operational activity on the ground.

From Award to Execution

With awards confirmed, attention shifts from licensing to delivery. Production Sharing Agreements (PSAs) are being finalised, formalising operator rights, fiscal terms and investment obligations.

Once concluded, mobilisation begins — defining survey programmes, agreeing contractor scopes, structuring logistics and preparing technical teams for deployment. At this stage, timelines depend less on contractual closure and more on operational readiness.

Field mobilisation in Libya requires aligned progress across transport access, regulatory approvals, security planning, workforce entry and remote-site infrastructure. In the Murzuq Basin, infrastructure and logistics corridors require verification and contingency planning. In the Sirte Basin, conditions are more developed but still demand continuous reassessment. Delays are often attributed to “country risk,” yet they frequently stem from fragmented execution.

Early delivery matters. Investors will judge progress not by contract announcements, but by activity on the ground. The speed at which awarded blocks move into surveys, site preparation and operational deployment will shape perceptions of Libya’s reliability as an investment destination.

Managing Execution Risk

For operators entering or expanding in Libya, the challenge extends beyond subsurface uncertainty. Execution risk often determines whether early progress is sustained. Effective delivery requires integrated oversight that aligns security, transport, regulatory processing and personnel deployment within a single operational structure. When these elements move together, operations remain structured rather than reactive.

At EC, our involvement begins at this transition point between award and field activity. Through integrated Operational, Business and Life Support services, we align ground logistics, regulatory coordination, and security management into a unified execution structure. By managing these streams under shared timelines and continuous in-country oversight, operators gain confidence in execution and delivery. 

The agreements signed during the Libya Energy & Economic Summit 2026 mark one of the clearest signals in years that Libya’s upstream agenda is moving from ambition to bankable plans.

Anchored by a long-term Waha expansion framework involving two global supermajors, the message is clear that Libya is widening the pipeline pairing a flagship investment deal with parallel tracks to unlock future exploration and development.

 

The Headline: Waha Oil Signs Deal with TotalEnergies & ConocoPhillips

At the center of the announcements is a 25-year, $20 billion investment agreement tied to Waha Oil Company, involving TotalEnergies and ConocoPhillips.

The investment is intended to modernize upstream operations and lift production capacity across the Waha concessions toward 850,000 bpd over the medium term. Plans include development of the North Gialo field, four new oil fields, and an exploration programme spanning 19 concession areas.

Collectively, the increase—reported as roughly 400-500,000 bpd—is projected to raise state revenues by more than $350 billion over the life of the agreement.

For international operators and financiers, the signal goes beyond the headline figure—it is the structure and duration. Running to 2050, the extended concession certainty and refreshed terms support the investment strategies, infrastructure buildout, and capital planning that boards and lenders require before committing at scale.

The Second Signal: Chevron Formalizes Interest

Following the ConocoPhillips and TotalEnergies agreements, Chevron signed a Memorandum of Understanding with National Oil Corporation (NOC) to evaluate potential oil and gas exploration and development opportunities.

Having exited Libya in 2010, the Chevron signing follows in the footsteps of ExxonMobil’s MoU signing with the NOC in August 2025 to explore several offshore blocks.

The re-engagement of the United States’ top two oil and gas producers is a powerful indicator of confidence in the country’s potential to weather geopolitical challenges and produce oil efficiently in the future. With energy security becoming an increasing priority, Libya is being seen again as an area of strategic importance within the energy arena.

Why This Matters for the Libyan Market

From a market perspective, the agreements do three things:

1. Build credibility for capacity growth in Libya. Libya is positioning upstream expansion as a national economic priority with direct implications for fiscal inflows, service-sector growth, and jobs.
   
2. Reshape the investability narrative. When supermajors and top-tier independents sign long-duration frameworks, it reshapes how global markets price probability: probability of execution, continuity, and follow-through.
3. Increase demand across the supply chain. Large upstream ambitions translate immediately into demand for drilling services, brownfield optimization, integrity work, logistics, HSSE systems, and local stakeholder coordination.

The Investment Lens: Reading Between the Lines

For international companies assessing entry/re-entry, the announcements reinforce a few on-the-ground realities:

• Brownfield upside is central. The emphasis on production growth indicates Libya’s fastest wins will come from upgrading what already exists, not only from exploration.
• Competitive licensing is back on the table. Libya’s bid round results are scheduled to be announced on 11 February 2026, and participation spans a wide mix of global firms (read Latest on the Libya Bid Round article here)— a clear sign that the opportunities will extend beyond a single flagship agreement.
• Gas export is part of the medium-term story. Ambitions to increase gas production and boost exports to Europe by early 2030s will influence infrastructure priorities, partner selection, and cross-border commercial planning as part of broader energy strategy.

The Stability Lens: A Realistic Assessment

From a security and operational continuity standpoint, these signings are best interpreted as positive momentum with persistent constraints.

• Positive indicators: The scale and tenor of agreements suggest stronger institutional focus and influence on continuity and long-term planning.
  
• Baseline Reality: Libya remains a complex operating environment where political and localized security dynamics can create delays and disruptions. These are not abstract risks but operational variables that must be accounted for.
  
• What this means for operators: The most resilient strategies combine (1) stakeholder mapping and engagement, (2) compliance discipline from day one, (3) logistics and mobility planning with contingencies, and (4) readiness frameworks that treat security and continuity as core project architecture especially as activity expands into the field.

At EC, we see these developments as more than headlines—they signal an upstream cycle that rewards disciplined operators: those who plan strategically, engage stakeholders thoughtfully, and build the operational backbone to execute safely in Libya. For companies looking to navigate this landscape with confidence, EC’s operational support services turn strategy into safe, reliable execution.

Overview

A global energy technology company supporting Libya’s national power grid engaged Expertise Consultancy (EC) to ensure the safe delivery of maintenance, training, and field support in both dense urban areas and remote desert regions. With operations spanning Tripoli, Benghazi, and isolated eastern sites, the client required a partner capable of sustaining mobility, security, and continuity across Libya’s most challenging environments.

Context

Working alongside the General Electricity Company of Libya (GECOL), the client plays a critical role in grid rehabilitation and capacity expansion. Yet key regions — including areas west of Tripoli and strategic desert corridors — are subject to security volatility, unpredictable movement constraints, and limited logistical infrastructure. These conditions require disciplined planning and experienced on-ground capability to operate safely and without disruption.

Our Role

EC was appointed to provide comprehensive operational support, allowing technical teams to focus on mission delivery while we managed the environment around them. Our support included secure movement, life-support services, and continuous situational awareness — all anchored in established networks and a deep understanding of Libya’s operational terrain.

Our Approach

• Mobile Support Teams
  EC deployed trained, field-ready units to protect personnel and escort movements across active risk zones, including Tripoli, Benghazi, and remote desert routes.
• End-to-End Life Support
  From arrival in Libya to completion of field work, EC delivered secure transport, vetted accommodation, and coordinated logistics to ensure readiness at every stage.
• Operations in Conflict Zones
  Even in periods of heightened tension west of Tripoli, EC maintained continuity, enabling uninterrupted field activity where other operators were unable to move.
• Local Insight & Trusted Networks
  Grounded local knowledge supported timely decision-making, navigation through sensitive areas, and proactive mitigation of evolving risks.

Impact

• Uninterrupted Field Operations across high-risk and remote areas
• Reduced Exposure & Enhanced Safety through disciplined movement and planning
• Trusted Long-Term Partnership, built on consistent delivery under pressure

Outcome

This engagement reflects EC’s ability to enable mission-critical technical work in high-risk operating environments. By combining field-tested mobility support with local understanding and structured security practices, EC ensures that essential infrastructure programs continue safely even when conditions are uncertain and access is limited.

In Libya’s most challenging regions, EC remains focused on one objective: delivering clarity, confidence, and continuity where it matters most.

Your Secure Base of Operations in Libya

Operating in Libya demands balance between comfort, safety, and the ability to stay mission-focused. The EC Compound in Alsarraj, Tripoli, brings these elements together, offering a secure and fully managed environment where professionals can live and work with ease.

Built for Work and Living

Purpose-built for international missions, the compound combines residential comfort and functionality in one secure location. It features furnished apartments, on-site work areas, and shared facilities maintained to international standards.

Each apartment includes reliable power with backup systems, high-speed internet, air conditioning, a private kitchen, laundry facilities, and regular housekeeping complemented by a full-time chef providing daily breakfast, lunch, and dinner to ensure residents can focus on their work without the need to manage meals or external catering.

Security and Continuity

The compound is managed by EC’s Integrated Security Services (ISS), providing 24/7 access control, trained guards, and site monitoring. This ensures a discreet and secure environment consistent with EC’s operational framework across Libya.

Comprehensive Support

Residents benefit from EC’s integrated support network, including transport coordination, airport transfers, secure parking, and maintenance management. A dedicated team oversees all logistics and facility operations, ensuring seamless assistance throughout each stay.

A Strategic Base in Alsarraj

Located in Tripoli’s Alsarraj district, the compound offers quick access to key business, diplomatic, and governmental areas, while remaining private and secure. Its proximity to Mitiga International Airport and major routes makes it ideal for both short and extended assignments.

Confidence on the Ground

The EC Compound reflects Expertise Consultancy’s commitment to reliable, standards-driven operational infrastructure in Libya. By integrating accommodation, logistics, and security, EC provides more than a residence, it provides a base built on trust, preparedness, and continuity.

For existing and prospective clients, our team is available to coordinate secure accommodation and operational support across Libya. Contact info@expertiseconsultancy.com for assistance.

The National Oil Corporation (NOC) is moving forward with the 2025 Libya Bid Round recently activating the virtual data room to the qualified bidding companies following a strong response from international applicants.

The Libya Bid Round, the first of its kind in over 15 years, is a major step forward for Libya’s upstream development and the NOC’s commitment to revitalise exploration and production under a more modern and investor-balanced contractual framework.

Participation and Qualification

According to the NOC’s statement, a total of 43 companies and one consortium applied during the initial stage of the tender, following a series of international outreach events.

After detailed technical and financial assessments, 29 companies qualified as Operators and 8 as Investors. The qualified Operators include:

BP Exploration Libya Limited, Chevron Business Development EMEA Ltd, CNODC Management B.V., DNO ASA, ExxonMobil, Eni North Africa B.V., Harbour Energy, Lukoil, OMV, QatarEnergy, TotalEnergies E&P, Shell International B.V., TPAO, Woodside (GOM) Inc, among others.

Investor-category qualifiers include Bares Holding SA, Cheiron Petroleum Corporation, Gran Tierra Energy, Indian Oil Company Limited, and Gulfsands Petroleum plc.

Libya Bid Round Framework and Timelines

Under the updated Exploration and Production Sharing Agreement (EPSA) model, the NOC has introduced a progressive two-tier cost-recovery mechanism designed to enhance commercial flexibility and investor returns.

Key procedural milestones include:

• 15 May 2025: Announcement of qualified bidders and signing of confidentiality agreements.
• 19 May – 17 July 2025: Virtual data room access for technical, legal and commercial review.
• 20 May – 14 August 2025: Clarifications and proposed amendments period.
• 28 August 2025: Issuance of approved EPSA modifications.
• 20 May – 14 November 2025: Bid preparation period.
• Week of 15 November 2025: Final bid submissions.
• 22 – 30 November 2025: EPSA contract signings.

While MEES reporting indicates potential timeline adjustments extending some activities into early 2026, the official framework and sequencing remain consistent with NOC’s May-August roadmap.

Operational Outlook

The activation of the virtual data room will allow qualified bidders to access comprehensive block data—spanning onshore and offshore prospects across Libya’s major basins, including Sirte, Ghadames, and Murzuq.

For the wider service ecosystem, this phase signals forthcoming demand in:

• Integrated logistics
  transport coordination, staging, and mobilisation.
• Security support
  access control, site protection, and field-based continuity.
• Local facilitation
  liaison, permitting, and community engagement.

The renewed presence of super-majors and regional NOCs reflects regained confidence in Libya’s energy potential and reinforces the strategic role of operational service partners in sustaining safe, efficient field activity.

What It Means

For stakeholders in security, logistics, and business operations, the bid round represents a tangible shift toward reactivation of Libya’s upstream environment.

With 37 qualified entities and preparations for data-room access advancing, the coming months will define partnership opportunities across exploration, field development, and support services.

Companies positioned to offer reliability, mobility, and compliance-driven solutions will be instrumental in supporting Libya’s next chapter of energy growth.

As Libya’s upstream sector moves into its next phase of exploration, the window is open for logistics, security and operations-specialists who can deliver with precision and agility. EC remains ready to support partners, aligning readiness with opportunity. For more on operating in Libya, see more EC insights.

Overview

Expertise Consultancy (EC) maintains an established operational footprint in Tripoli, delivering life support, secure accommodation, and mobile security to international companies, NGOs, and government-linked organizations. Our readiness model ensures that our teams remain prepared to support both routine operations and urgent, time-critical requirements.

Context

In May 2025, Tripoli experienced three days of sudden armed conflict, disrupting movement across the city and impacting airport access, communications, and essential services. With personnel dispersed across hotels, private residences, and unsecured locations, multiple organizations — including several not contracted with EC — required immediate assistance to safeguard their teams.

Our Response

From the onset of instability, EC activated its crisis-response framework and shifted from routine operations to full emergency posture. Leveraging our established compound, mobile support capability, and trusted network, EC acted quickly to provide life safety, mobility support, and secure shelter.

• Activated Mobile Support Teams: Our teams remained operational throughout the clashes, conducting welfare checks, delivering supplies, and escorting individuals to safety.
• Opened EC’s Tripoli compound as a secure refuge and coordination hub, providing communications access and logistical support.
• Executed emergency evacuations coordinating safe movement away from high-risk zones to departure points outside Tripoli through alternate routes.
• Supported multiple clients simultaneously, including individuals with no prior engagement with EC but each treated with the same professionalism and urgency, adapting to handle the needs of energy sector personnel, NGO staff, and diplomats.

Impact

• Rapid mobilization: Emergency protocols activated within hours
• Continuity under pressure: Operations sustained safely throughout the crisis.
• Strengthened trust and partnerships: EC’s performance resulted in new long-term engagements and reinforced confidence in Libya’s operational resilience.

Outcome

This incident demonstrated EC’s ability to provide reliable, on-the-ground support in unpredictable conditions. Through preparedness, clear decision-making, and experienced teams, EC protected personnel and maintained continuity at a moment when mobility and stability were most at risk.

Conclusion

In volatile environments, readiness is not a concept, it is a capability built over time and proven in moments of disruption. In Tripoli, EC’s infrastructure, local expertise, and disciplined response ensured safety and continuity for organizations across sectors, reaffirming our commitment to supporting partners where and when it matters most.