Libya Business Culture Guide

Libyan Business Culture: What International Professionals Should Know

We help organizations and professionals working across cultures through country specific cultural awareness training and intercultural business skills training courses. In this guide, we are going to share some of our knowledge of Libyan business culture and communication.

For many international professionals, working in Libya can feel both warm and difficult to interpret. Greetings are generous, meetings may move freely between social and commercial topics, and Libyan counterparts often take time to understand the person behind the proposal. A positive conversation may indicate interest and goodwill, but it does not necessarily mean that a decision has been made or approval secured.

Libya is also far from culturally uniform. Tripoli and the wider region of Tripolitania have long looked toward the Mediterranean and the Maghreb, while Benghazi and Cyrenaica have stronger historical connections with Egypt and the eastern Arab world. The Fezzan brings a different Saharan and African dimension, while business styles also vary considerably between government bodies, family businesses, international companies and younger professionals.

As a cross cultural training company, we often see that success in Libya depends on looking beyond formal structures. Professionals need to understand who holds authority, how trusted introductions create access, why communication may be indirect and how relationships are maintained over time. This guide explores these dynamics and provides practical insights for doing business in Libya with greater confidence and cultural awareness.

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The transformation of Tripoli’s former JW Marriott into Al Hayat Tower reflects a Libyan business environment where international investment and expertise must continually adapt to changing local circumstances.

Key Insights into Libyan Business Culture

These cultural themes influence how relationships, communication and decisions develop in Libya:

• Trust is usually built through repeated personal interaction rather than relying only on credentials, systems or contracts

• Wasta describes the role of trusted connections and intermediaries in providing access, navigating institutions and resolving practical problems

• Hierarchy influences who speaks, who is consulted and who has the authority to make a final decision

• Communication is often diplomatic, with messages softened to protect dignity and avoid unnecessary confrontation

• Business relationships require continued attention, including personal contact after an agreement has been reached

• Islam influences daily routines, language, hospitality, dress, food and the business calendar

• Regional and generational differences mean that behavior can vary between Tripoli, Benghazi, Misrata, the Fezzan and internationally connected sectors

Taken together, these factors make context particularly important in Libya. What happens around a business conversation can be as meaningful as the formal discussion itself. Professionals who invest in relationships, identify where authority sits and clarify commitments with sensitivity are more likely to develop productive long term partnerships.

Understanding Libya: Culture, History and Business Context

Libyan business culture reflects a country positioned between the Mediterranean, the Arab world, Africa and the Sahara.

Libya should not be treated as culturally uniform. The country developed from three historically distinct regions: Tripolitania in the northwest, Cyrenaica in the east and the Fezzan in the south. Vast stretches of desert once separated these regions, allowing each to develop its own relationships, traditions and outlook.

Tripolitania, which includes Tripoli, has long been connected to Tunisia, the Maghreb and Mediterranean trade. Tripoli remains the capital and an important center for government, international business and professional services.

Cyrenaica, centered around Benghazi, has historically maintained strong connections with Egypt and the eastern Arab world. The region is also closely associated with the Sanusiya, or Sanusi Order, which played an important religious and political role in Libyan history.

The Fezzan, including Sabha and other southern communities, has stronger connections with the Sahara, trans Saharan trade and sub-Saharan Africa. Tuareg communities and other Saharan groups remain part of the region’s cultural landscape.

Libya’s population is predominantly Arab and Muslim, but the country also has a significant Amazigh heritage. Amazigh communities, sometimes referred to collectively as Imazighen, are particularly associated with the Jebel Nafusa, Zuwarah, Ghadames and other parts of western and southern Libya.

Oil transformed Libya from a relatively poor country into a major energy producer. It also brought foreign companies, technical specialists and international business practices into the country. However, formal institutions and commercial systems have always operated alongside family connections, local knowledge and trusted personal networks.

For international professionals, this combination of regional diversity, international exposure and relationship based working is essential to understanding how Libyan business operates.

Libyan business practices are relationship driven, with trust, personal introductions, hierarchy and patient follow up often carrying as much weight as the formal proposal itself.

Doing Business in Libya: Business Practices and Culture

Doing business in Libya usually develops through people before it develops through process. Commercial competence matters, but Libyan counterparts will also assess reliability, character, local commitment and the quality of the relationship.

Building Business Relationships in Libya

Personal trust is one of the foundations of Libyan business culture. Counterparts often want to understand the person behind the company before making a significant commitment.

• Initial meetings may focus heavily on conversation, background and mutual acquaintances before the proposal is discussed

• Libyan counterparts may want to know about your organization, experience, family, interests and previous connections with the country

• Several visits may be required before enough confidence exists to discuss a major agreement seriously

• Reliability is demonstrated by keeping in contact, following through on promises and showing that the relationship matters beyond the immediate transaction

• Face to face interaction is especially valuable during the early stages of a business relationship

• Relationships should continue to be maintained after a contract is signed through visits, calls and personal communication

A business relationship that is treated as temporary or purely transactional may struggle to gain momentum. Personal credibility gives the commercial relationship stability.

Wasta, Networks and Trusted Introductions

Wasta refers to the use of trusted relationships and personal influence to create access, navigate systems or solve problems. It is an important concept for understanding how formal and informal networks interact in Libya.

• A recommendation from a respected person can help establish credibility before the first meeting takes place

• Family members, friends, agents and professional contacts may act as intermediaries between people who do not yet know one another

• A trusted introduction reduces uncertainty because someone within the network is effectively supporting your reputation

• Wasta can help identify decision makers, understand administrative processes and reach people who may be difficult to approach directly

• The strength and reputation of a local partner may influence how an international company is received

• Cold approaches can be less effective when no existing relationship connects the two sides

Wasta should not be understood simply as favoritism or corruption. It also reflects a culture in which trusted relationships provide reassurance in situations where formal systems alone may not create confidence.

Business Meetings in Libya

Business meetings in Libya often combine commercial discussion with the ongoing process of relationship building. A meeting that appears loosely structured may still be achieving important interpersonal goals.

• Meetings commonly begin with greetings, tea or coffee and personal conversation

• Family, health, travel, sport and impressions of Libya can all form part of the opening discussion

• Moving immediately to the agenda may appear abrupt or suggest that the relationship is unimportant

• The transition from social conversation to business may happen suddenly, so visitors should remain prepared to present their main points

• Meetings can be interrupted by telephone calls, visitors or conversations about unrelated issues

• Some senior figures maintain an open door working style and may manage several matters at the same time

• Agendas may guide the discussion without controlling it rigidly

• Internationally experienced companies, particularly in sectors such as oil and gas, may use more structured meeting practices

Visitors should remain focused without appearing impatient. The social conversation and interruptions are often part of how relationships and authority operate within the organization.

Decision Making in Libyan Business Culture

Decision making in Libya is generally hierarchical, although senior leaders may consult widely before reaching a conclusion.

• Final authority commonly rests with the highest ranking person

• The people attending a meeting may collect information without possessing the authority to approve the proposal

• Senior decision makers may consult colleagues, technical specialists, relatives or trusted advisers before deciding

• Public disagreement with a senior figure is usually avoided, even when different opinions exist privately

• Several organizations or government departments may need to approve the same decision

• Personal confidence in the people involved can influence a decision alongside commercial data and contractual detail

• Informal influence may be as important as formal job title, particularly where trusted advisers or family networks are involved

International professionals should identify who makes the final decision, who influences that person and which further approvals will be required. A positive meeting does not necessarily mean that the decision has been completed.

Time and Scheduling in Libya

Time matters in Libyan business, but schedules may remain flexible when relationships, consultation or practical circumstances intervene.

• International visitors should arrive on time, even when the meeting itself begins later than planned

• Tight schedules should be avoided because discussions may start late or continue beyond the expected finishing time

• Leaving an important conversation abruptly for another appointment can appear disrespectful

• Decisions and administrative processes may require repeated follow up

• Friday prayer should be considered when arranging meetings

• Working patterns and energy levels change during Ramadan, when Muslims fast from dawn until sunset

• The Arabic word bukra, meaning tomorrow, can sometimes reflect a flexible rather than literal deadline

• Patience is more productive than showing visible frustration when progress is slower than expected

Flexible timing should not automatically be interpreted as a lack of seriousness. Relationships and circumstances may simply be taking priority over the original schedule.

Negotiation Style in Libya

Negotiations in Libya tend to reward patience, personal credibility and a willingness to develop the agreement across several conversations.

• Opening proposals may be treated as the beginning of a negotiation rather than a final offer

• Bargaining is familiar, and Libyan negotiators can be persistent and commercially forceful

• High pressure tactics can damage trust and make the other side less willing to cooperate

• Direct confrontation should be avoided, particularly when senior people are present

• Hesitation may be communicated through delay, indirect phrasing or the need for further consultation

• A verbal commitment or handshake may carry strong personal meaning, but written documentation is still necessary

• Contracts and supporting documents may need to be prepared in Arabic

• Local legal and commercial advice can help international companies understand both formal requirements and practical expectations

Negotiation is more effective when the relationship remains intact throughout the process. Firmness can be respected, but pressure that causes embarrassment or threatens dignity is likely to work against the agreement.

Adapting to the Libyan Market

International companies are more likely to succeed when they combine global expertise with genuine Libyan market knowledge.

• A trusted local representative can provide access to customers, institutions and commercial networks

• Local partners can help explain regional differences, administrative expectations and distribution practices

• Arabic instructions, packaging and communication may be necessary even when senior contacts speak English

• Products may need to be adapted to local buildings, infrastructure, consumer habits or environmental conditions

• Distribution often requires a mixture of large retailers, smaller businesses and local delivery arrangements

• The relationship between international headquarters and the Libyan representative should allow local knowledge to influence decisions

• Long term commitment usually creates greater confidence than a brief market entry focused only on immediate sales

Libya should not be approached as a generic Arab or North African market. Companies that listen locally, adapt thoughtfully and support their Libyan representatives are better positioned to build a sustainable presence.

Libyan business communication is typically warm but indirect, with tone, context and respect for hierarchy often carrying as much weight as the words themselves.

Communication Style in Libya

The Libyan communication style combines warmth, expressiveness and personal engagement with a strong concern for respect and dignity. Meaning may be communicated through tone, context and behavior as much as through the literal words.

Indirect Communication and Polite Agreement

Libyans may soften difficult messages to protect the relationship and avoid causing embarrassment.

• A direct “no” may be replaced with hesitation, delay or a less definite response

• Agreement during a meeting may show respect for the speaker without confirming that action will follow

• People may avoid openly correcting a senior person in front of colleagues

• Criticism is better communicated privately and in measured language

• A change in tone, repeated postponement or lack of follow up may reveal hesitation that was not expressed directly

• Calmness and self control support credibility during disagreement

International professionals should distinguish between politeness, interest and firm commitment. Respectful clarification is usually more effective than forcing an immediate yes or no response.

Arabic Expressions and Business Meaning

Religious and social expressions are woven naturally into Libyan Arabic and can influence how business messages are interpreted.

• In sha Allah, meaning “God willing,” may express sincere intention while recognizing that the final outcome remains uncertain

• Alhamdulillah, meaning “praise be to God” or “thanks be to God,” is commonly used when responding positively to questions about health, work or life

• Ma lish can mean “never mind,” “do not worry” or “it does not matter,” depending on the situation

• Bukra, meaning “tomorrow,” may be used more flexibly than a precise contractual deadline

• Ahlan wa sahlan expresses a warm welcome and reflects the importance placed on hospitality

• Salaam aleikum, meaning “peace be upon you,” is answered with wa aleikum salam, meaning “and peace be upon you”

These expressions should not be translated too mechanically. Their meaning comes from the situation, tone and relationship between the people involved.

Greetings, Eye Contact and Personal Space

Nonverbal communication plays an important role in establishing warmth and respect.

• Handshakes are common between men and may continue while greetings and polite questions are exchanged

• A man should normally allow a Libyan woman to indicate whether she wishes to shake hands

• Eye contact is valued, although it is usually better to maintain it naturally rather than stare continuously

• Libyans may stand closer during conversation than professionals from more distance conscious cultures expect

• Moving backward repeatedly can appear uncomfortable or unfriendly

• Showing the soles of the shoes or feet should be avoided

• Objects, gifts and food should be passed with the right hand or both hands

The safest approach is to begin formally, observe how the other person behaves and follow their lead as the relationship develops.

Clarifying Understanding in Libya

Clarity is important, but it should be achieved without making the other person feel challenged or mistrusted.

• Summarize the main points of a meeting before it ends

• Confirm who will take each action and which further approvals are required

• Follow up in writing while maintaining the personal conversation

• Ask open questions rather than repeatedly demanding a yes or no answer

• Use simple, clear English and avoid idioms, sarcasm or complicated humor

• Arrange an interpreter when technical, contractual or legal precision is important

• Pay attention to tone, hesitation and changes in language

Successful communication in Libya combines careful listening with respectful confirmation. The goal is to create shared understanding without weakening the relationship.

Libyan workplace culture is shaped by hierarchy, family loyalty, personal reputation and resilience, with trust and relationships strongly influencing how people collaborate and make decisions.

Workplace Culture and Values in Libya

Libyan workplace culture is shaped by family, reputation, hierarchy, education, resilience and personal responsibility toward the wider group.

Family, Reputation and Collective Responsibility

Family is one of the most important structures in Libyan social and professional life.

• The extended family can provide practical support, introductions, employment opportunities and commercial connections

• Individual behavior may influence how the wider family is perceived

• Loyalty to relatives and trusted associates can be stronger than loyalty to an unfamiliar institution

• Personal obligations outside work may be treated as serious responsibilities rather than optional social commitments

• Asking politely about someone’s family can demonstrate interest and strengthen rapport

• Family owned companies may combine formal job roles with relationships and authority that are understood privately

Understanding family influence helps international professionals interpret why personal reputation, loyalty and trusted networks carry so much weight in the workplace.

Hierarchy, Status and Seniority

Libyan workplaces are generally conscious of rank, age, titles and professional standing.

• Senior leaders are expected to carry responsibility and provide direction

• Professional and academic titles support credibility

• Employees may hesitate to challenge a manager openly, particularly in front of others

• Respect for elders can influence both social interaction and workplace behavior

• Status may be communicated through seating, introductions and who speaks first

• Informal advisers may possess influence even when their formal role appears limited

Hierarchy does not mean that employees lack opinions. Concerns and alternative views may simply be communicated through private or indirect channels.

Work Ethic, Patience and Resilience

Libyan attitudes toward work combine respect for effort and resourcefulness with a less rigid approach to schedules and procedures.

• Supporting the family provides an important motivation for work

• Resilience and adaptability are valued in an environment where systems may not always operate predictably

• Practical problems may be solved through personal initiative and networks rather than through formal procedure alone

• Relationships and urgent social obligations can take priority over the original work schedule

• The climate can affect the rhythm of the working day, particularly during the hottest periods

• Internationally connected companies may follow more structured deadlines and performance systems

Libyan workplace culture should not be reduced to either a relaxed attitude or an intense work ethic. Sector, region, leadership and individual circumstances all shape how work is approached.

Education, Women and Generational Change

Education and international exposure are changing how many Libyans communicate, collaborate and understand professional life.

• Education and formal qualifications carry considerable status

• Academic and professional titles are often treated with respect

• Women are active in education, healthcare, law, banking, administration, government and business

• Traditional assumptions about gender remain influential in some families and workplaces

• Younger professionals may be more familiar with English, digital communication and international business practices

• Generational differences can be especially visible in Tripoli, Benghazi and internationally connected sectors

• Younger colleagues may communicate more directly or informally while still recognizing the importance of seniority and family expectations

Foreign professionals should avoid assuming that one generation, gender or region represents Libya as a whole. Modern professional ambition exists alongside deeply rooted social expectations.

Management Style in Libya

The management style in Libya is generally hierarchical and relationship based, with leaders expected to provide direction, accept responsibility and use their influence to solve problems.

Leadership and Authority in Libya

Libyan leaders are usually expected to appear confident, capable and clearly in charge.

• Seniority and formal position support managerial authority

• Leaders are expected to make important decisions and accept responsibility for the outcome

• A manager may also be expected to help employees navigate organizational or personal difficulties

• Personal relationships can strengthen a leader’s influence and legitimacy

• Excessive informality may create uncertainty about roles and responsibility

• Visible competence should be combined with respect for the people and relationships around the organization

Managers who provide clarity while investing in trust are generally better positioned than those who rely only on formal authority.

Managing Libyan Teams

Effective management in Libya combines clear structure with personal awareness and relationship building.

• Explain roles and expectations clearly rather than assuming employees will challenge ambiguity

• Maintain regular personal contact with team members

• Show respect for age, experience and professional standing

• Understand that family responsibilities may occasionally influence workplace availability

• Provide direction without humiliating or dismissing people publicly

• Recognize employees’ contributions in ways that protect group relationships

• Adapt management style according to sector, generation and professional background

Managers who demonstrate both authority and personal concern are more likely to build loyalty and encourage open communication.

Challenges When Doing Business in Libya

International professionals often face difficulties when they expect formal processes, meeting language and visible authority to tell the entire story.

• Access to key people may depend on a trusted introduction or local intermediary

• Decision making can appear unclear when the people in the meeting do not possess final authority

• Bureaucracy may require several layers of approval and repeated personal follow up

• Polite agreement can be mistaken for a firm commitment

• Indirect communication may make hesitation or disagreement difficult to identify

• Timelines can shift because of consultation, relationships or practical circumstances

• Regional differences may be overlooked when Libya is treated as one uniform market

• Market entry can struggle when international companies fail to empower local representatives

• Contracts may not create confidence unless the personal relationship is also strong

Most of these challenges become easier to manage when international professionals listen carefully, maintain consistent relationships and confirm where authority and commitment really sit.

Tips for Doing Business in Libya

Working effectively in Libya depends on preparation, patience and the ability to build trust without losing commercial clarity.

• Secure a trusted introduction or knowledgeable local partner where possible

• Invest time in personal relationships before pushing for immediate outcomes

• Confirm who has final authority and which further approvals are required

• Avoid public criticism or confrontation

• Distinguish between politeness and commitment

• Follow up consistently through both written and personal communication

• Prepare Arabic documentation and interpretation support where necessary

• Account for Ramadan and Friday prayer when scheduling

• Give local representatives enough influence to support genuine market adaptation

• Demonstrate long term commitment rather than appearing focused only on a quick transaction

These adjustments help international professionals build credibility while reducing the misunderstandings that can slow business progress.

Tea plays an important role in Libyan culture and business etiquette, where sharing a glass creates space for hospitality, conversation and the gradual building of trust.

Business Etiquette in Libya

Business etiquette in Libya reflects formality, hospitality, religious awareness and respect for status. Small details in greetings, dress and behavior can influence how seriously a visitor is received.

Greetings and Introductions in Libya

Greetings should be warm, attentive and unhurried.

• The common greeting salaam aleikum is answered with wa aleikum salam

• Handshakes are common between men and may last throughout the exchange of polite questions

• Greet the most senior or eldest person first

• Use professional, academic or official titles where known

• Continue using titles and surnames until invited to become more informal

• A man should wait for a Libyan woman to offer her hand before initiating a handshake

• Questions about health and family are part of showing interest and respect

A rushed introduction can feel cold or overly transactional. Taking time to greet people properly creates a stronger foundation for the meeting.

Business Cards and Professional Titles

Business cards help establish role, seniority and professional credibility.

• Cards are commonly exchanged during introductions

• Having one side printed in Arabic demonstrates preparation and respect

• Present and receive cards with the right hand or both hands

• Take a moment to read the card before putting it away

• Ensure that your job title and organizational role are clear

• Academic and technical titles can carry particular weight

Business cards are not surrounded by elaborate ritual, but they provide useful information about status and should be handled attentively.

Business Dress in Libya

Professional dress in Libya is generally formal, conservative and carefully presented.

• Men commonly wear business suits or smart formal clothing

• Women should choose modest professional attire

• Clothing that exposes large areas of the shoulders, chest or legs should be avoided

• Visitors are not expected to wear traditional Libyan clothing

• It is better to appear slightly more formal than too casual during early meetings

• Neatness and presentation help communicate seriousness and respect

Professional appearance signals that the meeting, organization and people involved are being taken seriously.

Libyan cultural norms place strong value on friendship, hospitality and shared food, with informal gatherings in places such as desert wadis helping strengthen the personal bonds at the heart of social life.

Social Etiquette and Cultural Norms in Libya

Libyan social life is shaped by hospitality, family, generosity and the expectation that guests will be treated with warmth. These customs often extend naturally into professional relationships.

Libyan Hospitality and Tea

Offering tea or coffee is one of the most familiar ways of welcoming a guest and creating space for conversation.

• Accepting tea or coffee is an important sign of courtesy

• Libyan tea may be served very strong in small glasses

• Traditional tea can be served in several rounds

• Tea may be poured repeatedly from a height to create a layer of foam known as reghwa or reghwet

• Peanuts or almonds may be served alongside or during the later stages of the tea ritual

• Conversation around tea should not be rushed

• Business may be discussed gradually as the atmosphere becomes more relaxed

Time spent drinking tea is not separate from relationship building. It creates the personal connection on which later cooperation may depend.

Home Invitations and Gift Giving

An invitation to a Libyan home is an important gesture of hospitality and should be treated with respect.

• Dress conservatively

• Arriving shortly after the stated time is usually acceptable

• Check whether shoes should be removed at the entrance

• Greet elders and senior family members first

• Bring fruit, pastries, sweets or a modest item from your home country

• A small gift for the children may also be appreciated

• Present gifts with the right hand or both hands

• Gifts may not be opened immediately

The value of the gift is less important than the thought and respect communicated by the gesture.

Dining Etiquette and Libyan Food

Shared food expresses generosity, family connection and care for the guest.

• Guests may be encouraged repeatedly to eat more

• Hosts often provide far more food than the group can finish

• The honored guest may be served first

• Eat and pass food with the right hand

• A prayer may be said before or after the meal

• Men and women may dine together in some homes, while other families may eat separately

• Traditional foods include bazin, a firm dough served with sauce, and kesksoo, the Libyan term for couscous

• Mb’atten, stuffed and fried potato slices, may appear at family celebrations

• Shorba, a spiced soup often prepared with meat, is particularly associated with hospitality and Ramadan

Libyan cuisine reflects Arab, Amazigh, Mediterranean and Italian influences, but the central social meaning of the meal lies in sharing and generosity.

Family and Everyday Social Interaction

Social conversation helps people understand character, background and relationships.

• Asking about health and family is normally a sign of courtesy rather than intrusion

• Football (soccer), food, travel and impressions of Libya can provide useful conversation topics

• Listening attentively is valued

• Strong criticism of Libya, religion or someone’s family should be avoided

• Hospitality should be accepted graciously

• Elders should be treated with visible respect

• Personal and professional relationships may overlap as trust develops

International professionals who show genuine interest in people are more likely to be accepted than those who restrict every interaction to the immediate task.

The Ottoman Gurgi Mosque in Tripoli reflects the enduring importance of Islam in Libya, where faith continues to shape daily routines, social values and the wider cultural landscape.

Religion and Language in Libya

Religion and language provide essential context for understanding Libyan values, communication and everyday professional behavior.

Religion in Libya

Islam is the predominant religion in Libya and influences daily routines, moral expectations, hospitality and social conduct.

• Most Libyan Muslims follow Sunni Islam

• Prayer, Ramadan, Friday worship and Islamic holidays affect working schedules

• Concepts such as halal, meaning permitted, and haram, meaning forbidden, influence food and behavior

• Modesty, charity, family responsibility and hospitality are widely respected values

• Religious expressions such as in sha Allah and alhamdulillah are part of everyday speech

• The Sanusiya, or Sanusi Order, has particular historical importance in Cyrenaica

• Sanusi communities emphasized religious learning, discipline, cooperation, simple living and hard work

• A zawiya can serve as a religious lodge, school, meeting place and center of community organization

The historical influence of the Sanusiya should not be used to explain every modern workplace behavior, but it adds important depth to the values and identity of eastern Libya.

Language in Libya

Arabic is the official language of Libya and the principal language of government, business and everyday communication.

• Modern Standard Arabic is used in formal documents, writing and media

• Libyan Arabic is used in everyday conversation

• Broad regional dialects include Tripolitanian, Eastern Libyan and Southern Libyan Arabic

• English is used in international companies, education and sectors such as oil and gas, but fluency should not be assumed

• Italian may still be spoken by some older Libyans and reflects the country’s historical Mediterranean connections

• Tamazight is spoken by Amazigh communities in areas including the Jebel Nafusa and Zuwarah

• Nafusi is associated with communities in the Jebel Nafusa region

• Tuareg communities in southern Libya use Tamahaq and related Tamasheq varieties

• Interpreters should be used when technical or contractual precision is important

Even when business is conducted in English, using Arabic greetings and preparing Arabic documents can demonstrate commitment and cultural awareness.

Key Facts About Libya

• Capital: Tripoli

• Population: Approximately 7.3 million

• Location: North Africa, bordering the Mediterranean Sea, Egypt, Sudan, Chad, Niger, Algeria and Tunisia

• Bordering countries: Tunisia, Algeria, Niger, Chad, Sudan and Egypt

• Currency: Libyan Dinar

• Government: Transitional republic