Relocating a home or office is often ranked among life’s most stressful experiences, and in a sprawling, traffic-heavy metropolis like Chennai, the challenge multiplies. From navigating narrow lanes in Anna Nagar to coordinating a smooth move out of a high-rise in OMR, the logistics of shifting demand experience, precision, and trust. This is where Packers and Movers in Chennai has built a reputation as the city’s go-to relocation partner, combining professional expertise with a customer-first approach that takes the anxiety out of moving day.

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The acquisition of these properties in the Indian capital will create a new foundation for long-term partnership. Sber is consistently expanding its presence in the country, and this investment is part of that strategy.

Alexander Vedyakhin, First Deputy Chairman of the Management Board of Sberbank:

“We are consistently expanding our presence in India, including in real estate. Not long ago, we acquired two business centers (Summit Towers) in New Delhi. Two large towers in the center of Delhi, next to the World Trade Center, will be completed by 2028. Here we will create a center for Russian-Indian cooperation – a new infrastructural foundation for Russian business presence in India. We invite Russian companies to become partners and join us”.

Earlier, the executive emphasized Sber’s intention to actively continue developing payment instruments and implementing AI solutions in India in 2027, strengthening its status as the primary provider of bilateral payments between the countries.

Alexander Vedyakhin, First Deputy Chairman of the Management Board of Sberbank:

“Over the past year, we have seen significant improvements both in banking services and in new business areas. Over 90% of payments from Russia to India are processed in less than 10 minutes (a year ago it was 60%), and more than a third of payments are processed within 60 seconds. In effect, if you make a transaction while on a call with an Indian colleague, the payment will be debited from the Russian company and credited to the Indian partner right during that very conversation. Payments between the countries are processed very quickly, clearly, efficiently, and with a low commission. This is yet another strong bridge for the development of our relations.”

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During the meeting, the delegation discussed various matters concerning the growth, development and strengthening of MSMEs in Mumbai. The delegation also apprised the Hon’ble Minister of the ongoing activities and initiatives of Laghu Udyog Bharati aimed at supporting entrepreneurs and promoting the interests of the MSME sector.

Shri Piyush Goyal Ji assured the delegation of his continued support and cooperation for MSMEs and the activities of Laghu Udyog Bharati in Mumbai. He appreciated the efforts being undertaken by LUB towards strengthening the MSME ecosystem and empowering small and medium entrepreneurs.

The meeting further reinforced Laghu Udyog Bharati’s commitment to working closely with the Government towards the growth of MSMEs, ease of doing business and building a stronger industrial ecosystem in Mumbai and Maharashtra.

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Today, that formula is being questioned. India’s office market is still growing, with businesses across the country’s top six cities occupying around 65 million sq. ft of office space in FY2025, up 14% from the previous year. At the same time, flexible workspace transactions like virtual office addresses have grown from just 5% of total office transactions in 2017 to 21% in 2025. (Source for flexible workspace data: Knight Frank India, as reported by IBEF.)

In other words, businesses aren’t moving away from offices but becoming more selective about what they actually need from one. Flexible workspace transaction volumes have also risen from 2.2 million sq. ft in 2017 to 18.6 million sq. ft in 2025, an 8.4x increase in eight years, and this shift isn’t limited to startups alone. Large enterprises account for 72% of flexible workspace seat absorption, compared with 18% for SMEs and 10% for startups. (Source: Knight Frank India, as reported by IBEF.)

A startup may have employees working across multiple cities. A marketing agency may operate remotely. An e-commerce company might spend more on warehousing and logistics than on desks and cabins. Consultants and service businesses may work from home, client offices or meeting spaces.

This has changed the way founders think about business infrastructure.

Instead of immediately asking, “Which office should I rent?”, many businesses are beginning with a more practical question like, “What does my business actually need right now?”

And for every business, the answer doesn’t have to be a traditional office lease.

India Isn’t Moving Away From Offices. Businesses Are Becoming More Flexible.

Physical offices are far from disappearing.

Traditional offices are still very much in demand. In FY2025, businesses across India’s top six cities recorded around 65 million sq. ft. of office space, up 14% from the year before. (According to ICRA data reported by IBEF.)

So yes, businesses still need offices, but the type of office they choose is changing.

Flexible workspaces have come a long way in India’s office market. Their share of office transactions has grown from just 5% in 2017 to 21% in 2025. Put simply, what was once a niche option now makes up around one in every five office transactions in the country. (According to Knight Frank India data reported by IBEF.)

That doesn’t mean every business is replacing a traditional office with a virtual office.

It means businesses now have more choices.

Some need a permanent workplace, some need coworking desks or meeting rooms, others may only need a commercial business address and documentation support while their teams work remotely.

There is a practical reason founders are looking at these alternatives. A traditional office comes with costs and commitments that may not always match an early-stage business which includes rent, security deposits, interiors, furniture, utilities, maintenance and long-term lease commitments. For a growing business, locking capital into space before it is actually needed can mean less money available for hiring, technology, marketing or day-to-day operations.

The office hasn’t disappeared. The economics and purpose of the office are simply being reconsidered.

Flexible Workspace Demand Has Grown 8.4 Times Since 2017.

The shift towards flexibility is difficult to ignore.

India’s flexible workspace market has expanded rapidly, with transaction volumes rising from 2.2 million sq. ft. in 2017 to 18.6 million sq. ft. in 2025. That’s an 8.4x jump in just eight years, showing how quickly flexible workspaces have become a mainstream choice for businesses. (Source: Knight Frank India, Flex Space Occupier Intelligence report.)

That growth isn’t being driven by startups alone either.

Large enterprises are driving most of the demand for flexible workspaces, accounting for 72% of total seat absorption. SMEs make up another 18%, while startups contribute 10%, showing that flexible offices are increasingly becoming a practical choice for businesses of all sizes. (Source: The Economic Times, April 2026, citing Knight Frank India.)

This is an important shift.

Flexible infrastructure is no longer viewed purely as a temporary solution for early-stage companies. Larger organisations are also using flexible models as part of their expansion and workplace strategies.

For founders, the takeaway is as simple as one doesn’t necessarily need to build their business infrastructure the same way businesses did ten years ago.

More importantly, founders can now separate the idea of, “having an office” from the idea of, “having everything under one roof.”

One Office Used to Do Everything. That Is No Longer Always Necessary.

Traditionally, one office served almost every purpose for a company.

• It was where employees worked.
• It acted as the company’s official address.
• Clients visited there.
• Mail and official communication were received there.
• It gave the business a physical identity.

Today, these functions can often be separated.

A modern business might operate like this:

• A team working remotely.
• Client meetings conducted in coworking spaces or meeting rooms.
• Daily operations managed digitally.
• A commercial business address used for the company’s official presence.

For some businesses, there is no longer a need to pay for one large physical space just to fulfil all of these requirements.

This allows founders to think more carefully about where they invest their money.

A traditional office can provide stability and control, but it can also create fixed costs at a stage when revenue and team size may still be changing. A larger-than-needed office can mean paying for unused desks, meeting rooms and common areas, while a long lease can make it harder to adjust when the business changes direction.

Rather than committing to a long-term office lease before the business actually needs one, they can build their infrastructure around their current stage of growth.

Does Every Company Still Need an Official Registered Address?

Yes. A company is required to maintain a registered office capable of receiving official communications and notices.

However, an official registered address and a full-scale workplace are not necessarily the same thing.

A business may have an official address for administrative purposes while its team works remotely or operates from other locations, depending on its business model and applicable requirements.

The important thing is not simply having an address. The address and supporting documentation must be appropriate for the purpose for which the business intends to use them.

Why Some Founders Think Twice Before Using Their Home Address?

• Using a home address can seem like the easiest option when a business is just getting started.
• There is no additional rent.
• No new setup.
• No office to manage.
• But as the company grows, the arrangement may not always remain practical.

1. Keeping Personal and Professional Life Separate – As a business becomes more visible, some founders prefer not to have their personal residence closely connected to their business identity.

2. Changing the Address Later – If the business setup changes, relevant records and registrations may also need to be updated.

3. Creating a Professional Business Presence – As companies begin dealing with customers, vendors, partners and service providers, many founders prefer a clearer separation between where they live and where their business is officially represented.

This doesn’t mean using a home address is wrong. For some businesses, it may be perfectly suitable. But it’s worth asking whether it will still make sense a year or two later.

Flexibility Is No Longer Just a Startup Trend.

Another reason this shift matters is that flexible workspaces are increasingly becoming part of mainstream corporate strategy.

A 2025 CBRE survey found that 58% of small occupiers surveyed were planning to increase their use of flexible workspaces, with more than 10% of their office portfolio expected to shift toward flexible spaces over the next two years.

Among larger occupiers, the shift toward flexible workspaces is also picking up pace. The share planning to dedicate more than 10% of their office portfolio to flex spaces is expected to rise from 33% to 52% by 2027, a clear sign that flexible offices are becoming a bigger part of long-term workplace strategies. (Source: CBRE, India Office Occupier Survey.)

That tells us something important.

Businesses are not necessarily choosing between a traditional office or flexible infrastructure. Increasingly, they are using a combination of both.

A company may have a headquarters in one city, flexible workspace in another and distributed employees working remotely.

For smaller businesses, the same principle can apply on a different scale.

Build what you need today and add more infrastructure when the business genuinely requires it.

When Can a Virtual Office Make Sense?

A virtual office isn’t designed to replace every type of workplace.

A manufacturing company needs operational facilities. A large company with hundreds of in-office employees may need dedicated premises. Retail businesses and customer-facing organisations may also require physical locations.

But some businesses operate differently.

For example:

• Remote-first startups
• Digital agencies
• Consultants
• Professional service providers
• Online businesses
• E-commerce sellers
• Businesses exploring a new city

These businesses may not need a permanent office filled with employees.

However, they may still require a commercial business address and relevant documentation support based on their business requirements.

That is where a virtual office can become a practical alternative.

The benefit isn’t simply about paying less. It is about avoiding the cost of infrastructure that the business isn’t ready to use yet, while still maintaining the facilities or business presence it genuinely needs.

Choosing a Business Address Is About More Than Price.

The cheapest option isn’t always the right one.

Before choosing a commercial or virtual business address, businesses should understand exactly what is being offered.

Questions worth considering include:

• Is the address suitable for my intended business purpose?
• What documentation is provided?
• How will official communication and mail be handled?
• What is actually included in the plan?
• Can the provider support expansion into other locations?
• Have I understood the registration and compliance requirements relevant to my business?

For GST and other registrations, final approvals remain subject to applicable regulations and verification by the relevant government authorities.

A service provider can provide an address and supporting premises-related documentation, but government approval cannot be guaranteed.

Understanding this distinction before applying is important.

How Address.co Fits Into This Changing Business Landscape.

Businesses today don’t always grow from one office in one city.

A company can have a small core team in one location, clients across India and plans to expand into multiple markets without immediately opening a full-scale office everywhere.

This is where flexible business infrastructure can be useful.

Address.co is one example of a provider offering commercial virtual office addresses and business documentation support for businesses looking to establish or expand their presence across India.

The idea isn’t to suggest that every business should give up its physical office. If a business genuinely needs a full-time workplace, it should have one.

But if a company primarily needs a professional commercial address rather than desks, cabins and a long-term lease, a virtual office may offer a more suitable setup.

Ultimately, the decision should be driven by the business model and not by the assumption that a “real” business must have a conventional office.

The Better Question for Founders Today!

Perhaps the question isn’t simply, “Do I need an office?”

A better question might be, “What exactly do I need an office for?”

• Do you need a place for employees to work?
• Do you need a professional business address?
• Do you need meeting rooms occasionally?
• Or do you need a combination of all three?

The answer depends entirely on your business.

India’s flexible workspace market is increasingly reflecting this shift in how businesses think about office space. Flexible workspaces now make up 21% of total office transactions, while large enterprises alone account for 72% of all flexible workspace seat absorption, thus, showing that flex is no longer just an option for smaller or newer businesses. (Source: Knight Frank India, Flex Space Occupier Intelligence: Who is Occupying Flex Space in India – and Why It Matters, 2026.)

The traditional office is still important, but it is no longer the only way to build a professional business presence. For some companies, a traditional office will remain essential. For others, it may be an expense that can be scaled, shared or postponed until the business actually needs it.

The smartest business setup isn’t necessarily the biggest or the cheapest one. It’s the one that fits how your business works today, keeps unnecessary commitments in check and gives you the flexibility to grow tomorrow.

The post Do Indian Founders Still Need a Traditional Office to Start a Business? In 2026, Address.co Has a Different Answer appeared first on World Circular.

As India strengthens its Electronics System Design & Manufacturing (ESDM) ecosystem, companies are increasingly being challenged to think beyond scalable manufacturing and to develop stronger capabilities across engineering, product development, embedded intelligence and scalable production.

No business can build everything alone. True competitive advantage comes from knowing when to collaborate rather than trying to build every capability in-house.

HOAGS Technologies, is an AI-driven, design-led B2B product based tech company, on the other end HLTRONICS India Pvt Ltd, an electronics manufacturing company. Both have mutually agreed to bring complementary strengths together to bridge the gap between product intelligence and scalable manufacturing.

HOAGS core strength includes AI, electronics system design, embedded development, IoT, local voice technology and connected products, while HLTRONICS has its strengths in DFM, DFA, expertise in SMT, PTH, testing and validation also including complete box-build assembly.

The idea is simple:

• One company doesn’t need to do everything.
• A technology company can focus on building better products.
• A manufacturing specialist can focus on building them efficiently at scale.

Together, they can shorten the journey from:

Design → Prototype → Manufacturing → Testing → Scale

As India progresses from the “Make in India” vision towards a future of “Designed, Engineered and Made in India,” alliances like these could become an important part of the country’s next electronics chapter.

The country’s next challenge is not simply to manufacture more electronics, but to increase the amount of technology, design, engineering, intellectual property and value created within India.

The future of ESDM may therefore be less about “Who can do it all?” and more about “How to build the right ecosystem?”

For HOAGS and HLTRONICS, collaboration is not about reducing competition.

It is about combining specialised capabilities to build products that can compete globally.

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The inauguration programme witnessed the presence of senior LUB office-bearers and dignitaries. Maharashtra Pradesh Secretary Shri Harish Ji Hande introduced the newly formed Mumbai Western Ekai team, led by President Shri Mahesh Ji Jogani.

The programme was attended by Shri Ravi Ji Vaidya, Shri Ravindra Ji Sonvane, Shri Bhushan Ji Marde, Shri Gaurav Ji Joshi and Shri Jayesh Ji Dedhia, along with other distinguished members and entrepreneurs. The event received an encouraging response, with more than 130 entrepreneurs and LUB members participating. The enthusiastic participation reflected the growing commitment of the MSME fraternity towards collective growth, collaboration, and nation-building.

Addressing the gathering, President Shri Mahesh Ji Jogani Ji presented the roadmap and plan of action for Mumbai Western Ekai. He outlined the unit’s vision to actively engage with entrepreneurs, understand their challenges, facilitate solutions, and undertake initiatives contributing to the growth and development of MSMEs across western Mumbai. The dignitaries highlighted the important role of Laghu Udyog Bharati in strengthening India’s MSME ecosystem and contributing to the vision of Viksit Bharat. They emphasised greater cooperation among entrepreneurs, knowledge sharing, policy advocacy, and collective efforts to build a stronger and more self-reliant industrial ecosystem. Shri Parakh Ji Bhai Saheb delivered the keynote address and inspired the gathering with his valuable guidance and insights. His address encouraged entrepreneurs and members to work with dedication, unity, and a strong sense of responsibility towards society and the nation.

The inauguration concluded with renewed enthusiasm among members and entrepreneurs to contribute actively to the growth of MSMEs and the nation. The gathering resonated strongly with the spirit of “Udyog Seva – Rashtra Seva”, inspiring all present to work collectively towards strengthening entrepreneurship, empowering MSMEs and contributing to the journey of Viksit Bharat.

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For Tushar Tayal, founder of Travelidea, that journey began in Assam and has gradually expanded across cities, countries and international business networks. Today, the entrepreneur from Tezpur is preparing to represent India as part of the Indian delegation to the G20 Young Entrepreneurs’ Alliance (G20 YEA) Summit 2026 in Vienna.

The opportunity places Tushar among a global community of young entrepreneurs, business leaders and innovators from G20 economies. The summit is expected to provide a platform for conversations around entrepreneurship, business growth, innovation, international collaboration and the role of young entrepreneurs in shaping the global economy.

But Tushar’s journey to Vienna is about more than an international summit. It is also a story about how an entrepreneur from Assam can build a business with a global outlook while remaining connected to his roots.

The post Big Ideas Can Begin Anywhere: Tushar Tayal’s Journey from Tezpur to Vienna appeared first on World Circular.

The expansion represents the next stage in Joshi’s broader ambition: to build specialized intelligence infrastructure for industries where conventional consulting, CRM systems and data dashboards often fail to capture the human and organizational factors behind business decisions.

Alongside the Group’s growing Career Intelligence business, led operationally by Raj Ashok Pawar as Business Head – SahiJob, the real estate vertical is being developed as a proprietary

strategic infrastructure for brokerages, developers and real estate organizations across India and the Middle East.

From Real Estate Brokerage to Real Estate Intelligence

Real estate has traditionally operated through a combination of relationships, market knowledge, sales experience, property databases and increasingly sophisticated CRM systems.

Joshi’s approach begins with a different premise.

Real estate decisions are not purely property decisions. They are people, psychology, timing, economics, organizational capability and market-context decisions happening simultaneously.

Space of The Greats is therefore developing an intelligence architecture that seeks to connect these layers rather than treating them as independent functions.

Its proprietary infrastructure is being designed to help organizations understand:

• how buyers make decisions;
• why certain properties create stronger conviction than others;
• how buyer personas interact with specific property characteristics;
• how agents perform across different stages of the property lifecycle;
• where organizations lose value through poor alignment;
• how talent, culture and sales capability influence brokerage performance;
• how market conditions affect buyer psychology and transaction behaviour; and
• how organizations can build repeatable systems instead of depending entirely on individual sales performers.

The objective is not to replace the expertise of real estate professionals. It is to institutionalize intelligence around that expertise.

Building a Proprietary Decision Infrastructure

At the centre of the Group’s real estate work is a proprietary architecture combining behavioural intelligence, buyer alignment, organizational intelligence, property intelligence and sales infrastructure.

The system is being developed around the belief that traditional real estate technology largely answers “what happened?”, while the next generation of infrastructure must help organizations understand “why is it happening, what is likely to happen next, and what should we do about it?”

Space of The Greats is consequently developing decision-support systems that bring together multiple dimensions of the property lifecycle.

These include buyer psychology, persona alignment, property characteristics, agent capability, organizational behaviour, market conditions, sales performance and strategic decision-making.

Rather than functioning as another CRM layer, the infrastructure is intended to operate as an intelligence layer above existing business systems.

The broader philosophy is simple:

Data tells an organization what is happening. Intelligence helps it understand what to do next.

From Mumbai to the Middle East

The real estate intelligence initiative is being developed with a particular focus on the India and Middle East markets.

The Group’s work has involved studying diverse real estate ecosystems, including the Mumbai market and the rapidly evolving brokerage environment of Dubai and the wider UAE.

The two markets present fundamentally different decision environments.

Mumbai frequently involves highly compressed decisions influenced by affordability, urgency, family structures, social considerations and intense competition for limited opportunities.

The UAE, particularly Dubai, operates within a different environment shaped by international capital, luxury consumption, migration, investment psychology, future-oriented wealth creation and rapid market cycles.

Space of The Greats believes that a single generic real estate playbook cannot adequately address both environments.

Its infrastructure is therefore being designed around contextual intelligence rather than one-size-fits-all solutions.

Varun Ajay Joshi: Building Across Two Intelligence Economies

The development of the real estate infrastructure further expands Joshi’s role as the architect of Space of The Greats Group’s broader intelligence strategy.

His work now spans two distinct but connected areas.

The first is Career Intelligence, through SahiJob – Fit Hai Toh Hit Hai.

The second is Real Estate Intelligence, through Space of The Greats’ proprietary infrastructure for organizations operating across property, people and business performance.

The connection between the two is deliberate.

Joshi describes this as the development of an “intelligence infrastructure company rather than a conventional consulting company.”

The Group is not attempting to build another collection of advisory services. It is developing proprietary frameworks, models and decision-support systems that can be adapted across markets and organizations.

One Group. Multiple Intelligence Architectures.

The evolution of Space of The Greats reflects a broader shift in the company’s strategy.

Rather than building a single general-purpose consulting platform, the Group is developing specialized intelligence architectures for specific decision environments.

Career Intelligence addresses the relationship between people and the employment economy.

Real Estate Intelligence addresses the relationship between people, property and organizational performance.

Human and behavioural sciences provide another layer of research into how individuals and organizations make decisions.

The long-term ambition is to connect these specialized systems into a broader portfolio of decision-support infrastructure for the future of work, business and industry.

For Joshi, the opportunity lies in the gap between information and intelligence.

“Every industry today has more data than it has ever had,” says Joshi. “The competitive advantage will increasingly come from understanding that data in context – understanding people, understanding systems, and understanding the decisions that connect them.”

That philosophy is now becoming the foundation of Space of The Greats Group’s next chapter.

From career intelligence to real estate intelligence, the Group is building proprietary infrastructure around one central idea: better decisions create better outcomes.

The post Space of The Greats led by Varun Ajay Joshi Expands Real Estate Intelligence Infrastructure, While Scaling SahiJob’s Career Intelligence Business appeared first on World Circular.

The SS27 collection reflects Liberty’s strong focus on innovation, comfort, lightweight construction, advanced technologies and consumer-centric product development, offering a glimpse into the future of footwear.

Technology-Led Innovation at the Core

A key highlight of the collection is the introduction of several innovative footwear technologies:

* Handsfree Technology – Easy-to-wear footwear designed for maximum convenience without the need to use hands.

* Nitro Sole Technology – Advanced sole construction focused on enhanced cushioning, comfort and performance.

* Lightweight / Zero Gravity Footwear – Ultra-light designs offering a barely-there wearing experience.

* Barefoot Technology – Footwear designed to provide a more natural feel, flexibility and freedom of movement.

* Acu Sense Technology – Comfort-oriented footwear incorporating targeted pressure-point stimulation.

* Open Footwear Category – An expanded range of innovative sandals, slippers and open styles combining comfort with contemporary design.

A Special Focus on Kids’ Footwear

The SS27 collection also presents an exciting and playful Kids’ Footwear Range, bringing together technology, comfort and fun.

The range includes handsfree footwear, light-up technology, character-inspired designs and comfortable sandals, offering children an engaging footwear experience while addressing parents’ expectations for comfort, functionality and ease of use.

Next-Generation Footbed & Comfort Technologies

Another major highlight of the collection is the development of innovative footbeds and comfort technologies, including a wide range of massage and support-oriented concepts.

These include:

• 11-Point Massage Technology – Targeted stimulation across key pressure points of the foot.
• 10-Point Massage Technology – Multi-point foot stimulation designed for enhanced comfort.
• 9-Point Massage Technology – Targeted support aimed at providing a relaxing walking experience.
• Wave Massage Technology – A wave-patterned footbed designed to create a soothing massage sensation while walking.
• Doctor Footbed – A comfort-focused design developed with enhanced foot support.
• 6 Sense Technology – An advanced comfort concept aimed at enhancing the overall sensory experience of walking.

A Glimpse into the Future of Footwear

The SS27 NCM Meeting reflects Liberty Shoes Ltd.’s commitment to continuously evolving with changing consumer preferences and emerging footwear trends.

With a strong emphasis on technology-led innovation, superior comfort, lightweight performance, natural movement, kids’ footwear and consumer-centric solutions, the SS27 collection presents a promising and forward-looking vision for the footwear industry.

The extensive showcase of nearly 500 new samples at Taj Horizon, Goa, underlines Liberty’s continued efforts to combine innovation, functionality and style to create footwear solutions for the next generation of consumers.

The post Liberty Shoes Unveils Future-Ready Footwear Innovations at SS27 NCM Meeting in Goa appeared first on World Circular.

Launched under the mandate of the Fund for Development and Reconstruction of Libya (FDRL) and the supervision of General Director Engineer Belkasem Hiftar, GCUPI-B is the world’s first open international competitive process dedicated to generating real, forward-thinking concept masterplans and innovative solutions for Benghazi’s urban future.

The initiative aims to transform the ancient Mediterranean crossroads into a world-class economic hub for trade and logistics, dynamically interconnected with global markets centering three continents.

“We are not simply launching a competition, we are initiating a global partnership to integrate ambitious visions with the finest international expertise, thereby charting a course for a future worthy of Benghazi’s deep legacy and strategic importance” Engineer Belkasem Hiftar.

Who Can Participate?

GCUPI-B is designed to be inclusive and welcoming to a wide range of participants:

• Established firms and consortiums compete to develop concept masterplans and innovative urban solutions
• Joint ventures: multiple companies collaborating on shared projects can register under one unified profile
• Startups: showcase innovative solutions, future-focused business models and new technologies
• Visitors: private investors, experts and anyone interested in urban development are welcome to attend the International Conference events

Key Deadlines

• Proposals Submission Deadline: 31st August 2026
• GCUPI-B Final Event: 6-8 September 2026 a three-day international conference featuring knowledge exchange, exhibitions, executive reviews and individual presentation sessions

Exclusive Opportunities for Participants

Proceeding companies will have the opportunity to sign MOUs with FDRL General Director Engineer Belkasem Hiftar on Day 3 of the initiative. VIP attendees can book one-on-one meetings with the General Director on Days 2 and 3, B2B meetings will be available for all participants on Day 3.

Why Benghazi?

With a history spanning from Italian colonial plans (1911) to the Doxiadis Associates Plan (1966) and the Kisho Kurokawa Corniche Project (1984), Benghazi has long been a canvas for visionary urban thinking. The 2026 Sustainable Future Vision Plan now aims to position Benghazi as a regional leader in modern environmentally responsible urban development, integrating smart technologies, green spaces and sustainability.

Act Now 93% Capacity Reached

With registrations already at 93% capacity, interested parties are encouraged to act quickly. The registration deadline is fast approaching and spaces are limited.

For more information and to register please visit: https://urbanbenghazi.org/

urbanbenghazi@reconstructionly.ly

About GCUPI-B

The Global Competitive Urban Planning Initiative Benghazi (GCUPI-B) is a flagship project of the Fund for Development and Reconstruction of Libya (FDRL), designed to harness global expertise in shaping Benghazi’s transformation into an integrated international economic capital. The initiative emphasizes international collaboration, smart and innovative urban solutions, strategic economic transformation, cultural vitality, community empowerment and sustainable development.

Note to Editors:

For more pictures: https://we.tl/t-yMVhtsCfVF4fmVv6

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