ΒΕΤΑPLAN is an architectural practice established by its principals Ioannis Ventourakis and Takis Tavaniotis in 1987, as a continuation of their original collaboration initiated in 1972.

The firm is registered as a consulting firm with the Greek Ministry of the Environment and Public Works, the World Bank Group and the Commission of the European Community.
BETAPLAN is also a member of the following Greek and International organisations:
European Committee of Consulting Firms (CEBI), International Hospital Federation (IHF), Technical Chamber of Greece, Hellenic Association of Consulting Firms (HELLASCO).

BETAPLAN has undertaken the planning, design and construction supervision of a wide range of development projects, both in Greece and abroad. Furthermore, BETAPLAN has considerable experience in the collaboration with international architectural consultancies for the design of major projects in Greece. (Collaboration with the Santiago Calatrava office for the Olympic Sport (2004) Complex of Athens and recently with the Renzo Piano Workshop for the design of the National Opera and National Library of Greece). The main sectors of activity and areas of expertise of BETAPLAN comprise the following:

• Healthcare
• Education
• Heritage
• Culture and Arts
• Sports
• Office and Government Buildings
• Commercial and Industrial
• Residential
• Environment and Planning
• Transport
• Hospitality
• Consultancy Services in a wide range of areas of   expertise


Design Principles
In BETAPLAN we believe that the architectural design should be honest and comprehensible to its users, useful and unobtrusive, environmentally friendly and long-lasting. Moreover, it should respect and reflect the uniqueness of its surroundings, be innovative and at the same time aesthetically pleasing. Last but not least it should be expressed in a simple but thorough, down to the last detail, way.

Relationship with the client
Since the beginning the firm has had the chance to work for a diverse group of clients in both the Public and Private sector, ranging from Local Authorities to State Ministries and from small private investors to large institutions. Through the cumulative experience all these years, BETAPLAN can claim the ability to adapt easily and successfully to different situations and client requests which occur through the different phases of design and construction process. In BETAPLAN we highly value the relationship between the architect and the client and we believe that a major goal is the satisfaction of the client’s needs and ambitions. In order to achieve this goal we pursue from the very beginning to establish an active and honest relationship with our clients and we believe that only through close cooperation between the design team, our consultants and the client successful buildings are designed.

Quality Management System
Objective of the Quality Management System
The primary objective of BETAPLAN’s Quality Management System is the creation of a base for the continuous improvement in the efficacy of the Company’s procedures, always having as a rule the optimum fulfillment of the requirements and expectations of its Clients. To achieve this, the Management always supports and applies the base principles and rules of the Company Quality Management System in accordance with ISO 9001:2015, establishing objective Quality goals with the consistent and productive input from both its staff and its associates.

Base Principles – Quality Targets
The base principles – goals, as these are expressed in the Company’s Quality Management System operations and procedures, are the following:
1)  The provision of Services and the production of Design Studies that fully comply with the requirements and submission deadlines that are specified in the agreements we sign with our Clients, providing at the same time a satisfactory financial outcome to both BETAPLAN and its Clients.
2) The compliance with the relevant Legislation concerning the Quality, Safety and Environmental Effects of the building works specified in our design studies. In line with its effort to assist the protection of the environment, BETAPLAN applies a policy of recycling paper and batteries.
3) The constant improvement of our quality procedures, so that our Services and our Design Studies are considered to be of the Highest Quality in the Greek and International Markets.
4) The close cooperation with our Clients, the other collaborating design consultants and External Associates, with the objective to constantly improve the quality of our Services and our Projects.
5) The pursuit of the continuous development of BETAPLAN S.A.’s personnel, so that they can perform their tasks in an efficient, qualitatively correct and creative manner, as well as being encouraged to participate actively and creatively in the goal of the continuous Quality improvement, as well as their own personal betterment.
6) The principles of the System and the objective quality goals are reviewed at regular time intervals by the Company Management, to ensure their compliance with the new market needs and developments, the legislative requirements, as well as the attainment of the targets for the continuous improvement in the Company’s operations.
The Management is highly committed to provide the necessary resources (technical equipment – training – technical knowledge) for the satisfaction of the demands that result and are formed by existing conditions.
All the departments of BETAPLAN have the responsibility to be informed of and assimilate the required Quality System procedures, as well as to integrate and apply them in their everyday tasks.
It is the responsibility of BETAPLAN’s Management to ensure that its Quality Policy is communicated, and is understandable and applicable by all the Company personnel, as well by its Clients and external providers, with the objective to achieve the constant and stable development of its business activity, with a strong commitment to its principles and the continuous provision of products and services of the highest quality to its Clients.

The company has also determined:
• The company’s framework of operations as well as the needs and expectations of the interested parties.
• The targeting of our performance and of precise specifications for the services we provide and the monitoring of the degree of achievement of the objectives and the compliance of the services with the requirements set for them.
• The analysis of the risks and opportunities for the company.
• The clear definition of responsibilities and roles for each procedure or part of it.
• The written documentation of the way we perform the services (Manual, Detailed Procedures, Technical Instructions, etc.).
• The Quality Control (during the execution of the project and in the final delivery).
• The keeping of written data that prove the quality of our Services and Works and the functions of the Quality Management System.
• The Inspection of the implementation of the above (through the monitoring of the quality performance and the Internal Inspection (Audit).
• The learning process of BETAPLAN from its mistakes, to systematically take care that they are not repeated (Corrective Actions) and to continuously improve its operations by setting, monitoring and achieving specific improvement goals.
The Quality Assurance System that we follow is documented in the Quality Assurance Manual, while any special requirements related to a specific project or customer in the respective Project Quality Assurance Program.

BETAPLAN’s Management will have, within the financial planning framework of the Company, the necessary resources (Personnel, Training, Equipment) to enable the implementation of the above objectives. These resources are documented and controlled.

Main Roles and Responsibilities
The responsibility for the overall operation of the QMS rests with the Executive Management (Chairman of the Board & Managing Director) of BETAPLAN which sets both the policy and the quality objectives.
The Head of Management Systems (Quality, Environment and Health and Safety) is authorized to develop, improve, document and monitor the QMS and to put into force the necessary changes after the approval of BETAPLAN’s Executive Management.
He is also authorized:
•To monitor the implementation of the procedures envisaged by the QMS through Internal Audits.
•To monitor the quality performance of the Company so that he can identify areas that require improvement.
•To initiate any Corrective or Preventive actions he deems necessary to correct or prevent related Problems.
Project Managers are responsible for the Quality Control of the Projects they are managing and to ensure their compliance with the requirements set for them, as well as the implementation of the QMS requirements in the projects they manage.
Also for the management of the discrepancies that may occur in the projects through defined procedures.
In addition, all senior personnel and members of staff should endeavor within the framework of their roles and responsibilities to achieve the quality objectives and the implementation of this policy.

Commitment to the Implementation and Dissemination of the Quality Management Policy
The Management of BETAPLAN is committed to the faithful compliance with this policy and to the requirement of its implementation by all BETAPLAN personnel.
It will also ensure that this policy is known and understood by all BETAPLAN personnel.
This will be achieved in the following alternative ways:
1. Notification of the policy (to BETAPLAN senior staff).
2. Organizing informative meetings for the staff.
3. The establishment of the obligation of all Managers to keep their staff informed regarding the content of the Quality Policy.
4. The direct notification of issues related to Quality Policy to the staff of BETAPLAN.
5. The inclusion in job descriptions of the roles and responsibilities related to this Policy.

Environmental Management Policy
Purpose of the Policy
The purpose of this policy is to specify how we will be able to continuously meet the legal requirements related to the environmental compliance of our operations and beyond that to continuously improve our environmental performance.

Environmental Objectives
More specifically, the policy of BETAPLAN is:
1. Compliance with the applicable Legislation concerning the effects on the Environment of our works and operations.
2. The continuous improvement of our environment-related performance.

Mode of Achievement
To achieve the above, we have installed, operate and continuously improve an Environmental Management System (EMS) which will always comply with the ISO-14001 standard.
The essence of our Environmental Management System is the realization by all the personnel in the Company that the environmental impact of our operations is the result of a series of Procedures that we follow consciously or unconsciously.
Environmental impact, its improvement and the prevention of environmental problems do not come by themselves. They presuppose the awareness and the Systematic control of these processes in each of their individual phases and as a whole.
The method we use to control these processes comprises the following:
• Setting specific goals for our environmental performance and precise specifications for the relevant tasks.
• The clear definition of roles and responsibilities for each process or part of it.
• The written documentation of the manner in which we perform the tasks (Manual, Detailed Procedures, Technical Instructions, etc.).
• The Monitoring of the relevant tasks and their environmental impacts.
• Keeping written data for the execution of the tasks, their monitoring and the results of the controls on the environmental parameters.
• Inspection of the application of the above (through the systematic monitoring of data regarding the efficiency and productivity of our operations and the Internal Audits.
• The learning process of the Company from its mistakes, to systematically ensure that they are not repeated (Corrective Actions) and to continuously improve its operations by setting, monitoring and achieving specific improvement goals.
The Environmental Management System we follow is documented in the relevant SOPs.

Within the framework of the financial planning of the Company, the Management of BETAPLAN will dispose of the necessary resources (Personnel, Training, Equipment) to enable the implementation of the above objectives.
These resources will be recorded and audited.

Main Roles and Responsibilities
The responsibility for the overall operation of the EMS rests with the Executive Management (Chairman of the Board & Managing Director) of BETAPLAN, which determines both the policy and the objectives for the environmental management.
The Head of Management Systems (Quality, Environmental and Health and Safety) is authorized to develop, improve, document and coordinate the implementation and to monitor the EMS, as well as to bring into force the necessary changes following the approval of the Executive Management.
He is also authorized:
•To monitor the implementation of the procedures envisaged by the EMS through Internal Audits.
•To monitor the environmental performance of the Company so that he can identify areas that require improvement.
•To initiate any Corrective or Preventive actions he deems necessary to correct or prevent related Problems.
In addition, all senior personnel and members of staff should endeavor within the framework of their roles and responsibilities to achieve the environmental objectives and the implementation of this policy.

Commitment to the Implementation and Dissemination of the Environmental Management Policy
The Management of BETAPLAN is committed to the faithful compliance with this policy and to the requirement of its implementation by all BETAPLAN personnel. It will also ensure that this policy is known and understood by all BETAPLAN personnel.

Occupational Health & Safety Policy for Personnel and Clients at the Company Installations

The Policy of the Company is to perform its operations and tasks and to provide the products and services to its clients in ways that fully ensure the Health & Safety of its personnel and its subcontractors.
All the activities shall be in accordance with the relevant Health & Safety provisions of Greek and European Legislation.
To achieve its goal, the Company has established and operates an integrated Occupational Health & Safety management system that is described in this manual and in the other documents to which it refers.

Compliance with the system is mandatory for all company personnel and its subcontractors.
The key elements of the system are:
1. The selection of appropriate measures that meet the requirements for occupational health & safety.
2. The compliance of both the measures and the installations and the modes of operation of the Company with current legislation.
3. Carrying out regular and systematic inspections to verify the proper implementation of occupational health & safety.
4. The continuous training of its personnel to ensure full understanding of their obligations and the implementation of the provisions of the system to ensure occupational health & safety.

Over the years BETAPLAN has become familiar with domestic or international Green Building Certification Systems, such as LEED, MINERGIE, BREEAM, QSAS or KENAK. More specifically, the Stavros Niarchos Foundation Cultural Center, in which BETAPLAN is the executive architect, implements the LEED certification system and is the first project in Greece to receive a Platinum LEED certification rating.


BETAPLAN, during the last decades, has undertaken the architectural design from inception to completion, the design coordination, as well as the construction supervision of a wide range of projects of different size and nature, such as: Healthcare, Education, Heritage, Culture, Sports, Office and Government Buildings (Public Sector Buildings), Commercial and Industrial, Transport, Residential, Hospitality, as well as Environment and Urban Planning.

Since the beginning, our aspiration for the buildings we design, whether these are new Constructions, Conversions/Renovations of existing buildings, is to identify the unique challenges each project poses, in relation to their program and their surroundings.

One of the key services provided by BETAPLAN is also the correct interpretation and application of the local building codes, standards and European regulations throughout the design as well as the compliance of the design with the specific zoning ordinances and the preparation of the relevant documents.

Through BETAPLAN’s involvement in several of the major projects in Greece, like the Main Olympic Complex Venue of Santiago Calatrava, the New Acropolis Museum of Bernard Tschumi or the recently Stavros Niarchos Foundation Cultural Center of Renzo Piano Building Workshop, BETAPLAN, acting as the architect of records, has gained significant experience and is very familiar with the different permitting procedures depending on the type of the project. Specifically for the New Acropolis Museum and the Stavros Niarchos Foundation Cultural Center, BETAPLAN has been very actively involved in the preparation and follow-up of the ratification of the special Laws for these two projects.

Building Information Modeling (BIM)
In BETAPLAN we realize that in an increasingly globalized market, our tools must correspond to the requirements of international collaboration. Follow-up of the technological developments regarding software possibilities, drawing systems or product information is a strategic decision of BETAPLAN and by attending workshops, lectures and classes the personnel is able to respond fast to new and useful technologies. Building Information Modeling (BIM) software), and more particularly REVIT, is fully incorporated in the firm’s workflow providing an advanced way of controlling the quality of the designed buildings throughout the design and construction process.

Tender Documentation
BETAPLAN has also a very good experience in the preparation of tender documents and the follow up of the tendering procedure of big projects. Through recent international projects BETAPLAN has also very well familiarized with CSI Master Format 2010 for the compilation of the Technical Specifications. 

Selected Clients

Athens Badminton Cultural Development S.A.
Attiko Metro S.A.
Benrubi S.A.
County of Corfu Development Corporation
E.I. Papadopoulos S.A.
Euromedica – Recovery S.A.
Friends of Children with Cancer Society
Hellenic Aviation Authority
Ministry of Culture - General Secretariat for Sports
Ministry of Culture and Tourism
Ministry of the Environment, Planning and Public Works
Ministry of Health
Municipality of Heraklion
Organisation of the Cultural Capital of Europe
Stavros Niarchos Foundation
Tourist Developments of Messinia (TEMES S.A.)

Ioannis Ventourakis — Chairman of the Board
Panagiotis Tavaniotis — Managing Director
Thomas Amargianos — Principal Architect
Eleni Tzanou — Principal Architect
Eleni Koghilaki — Principal Architect
Elias Arkoulis — Senior Architect - Contract Manager
Antonella Solomonidi — Senior Project Architect
Maria Vitta — Senior Project Manager
Konstantina Andreadou — Senior Architect
Margarita Ventouraki — Senior Project Designer
Petros Tavaniotis — Senior Project Architect
Ourania Karagianni — Senior Architect
Zoi Frantzi — Architect
Annita Matrakidou — Architect
Nikos Livathinos — Architect
Marousso Chanioti — Architect
Georgia Bountouraki — Architect
Vassiliki Koutsimbou — Architect - BIM Manager
Stavroula Cherouvim — Architect
Christina Kelaidi — Architect
Katerina Tzachrista — Architect
Kostis Kallipolitis — Architect
Eleni Oikonomopoulou — Architect
Marina Lazaridi — Architect
George Stamatakis — Interior Designer
Giorgos Mavrikis — Architect
Ioli Belezini — Architectural Assistant

George Karatzas

Graphic Arts
Georgios Zoppas
Artemis Tsoukala

Draft Persons
Aleka Gyzi
Maria Tsekoura

IT Manager
Marios Kafetzis

Nikolas Ventourakis

Iro Porgioti
Fani Lilou
Maria Sella

Katerina Sochoriti
Eleni Polichronaki
Dimitra Adamopoulou

Secretarial Department
Angeliki Papadopoulou
Anna Pitsinou

Foreign Collaborators

Arup (NY, USA- UK- Germany – Netherlands)
Cooper Robertson and Partners (NY, USA)
Deborah Nevins and Associates (NY, USA)
Expedition (UK)
Front (NY, USA)
Renzo Piano Building Workshop (France)
Santiago Calatrava (Switzerland)
Theatre Projects Consultants (USA-UK)

Ventourakis - Tavaniotis & Associates S.A.

1 Aristodimou Str.
106 76 Athens, Greece
google maps

T: +30 210 7250196
F: +30 210 7239568

Client: “Athens Badminton Cultural Development” S.A.

Full Architectural Design for the re-use of the Badminton Olympic Stadium as a Cultural Multi-purpose Centre with indoor and outdoor Theatres and landscaped area. The project also comprised the planning application documentation and the supervision of the Architectural Design implementation.
Total capacity: 2,500 seats.

The Badminton Theatre — Athens, 2006

Client : Tourist Developments of Messenia TEMES S.A.

Tender Design and Tender Documents for the following Tourist Developments at the Bay of Sfacteria.

a) Development of a 840-bed Tourist Resort on a 13-hectare site. The development includes Central Building, Villas, 3 Restaurants, Spa-Thalassotherapy, Conference Centre, Crèche and Landscaped areas

b) Development of a 300-bed Resort on a 15,4-hectare site. The Resort will comprise: Central Reception Building with Restaurants and Spa Centre-Thalassotherapy, shops-ancillary accommodation (kitchens, M/E etc.), Residential Pavillions with individual pool and Spa pavilions with thalassotherapy equipment, V.I.P. Villa of 1,100m², Beach Restaurant, Conference Centre, Landscaped Areas.

c) Tourist Development on a 115 hectare site including: 18-hole Golf Course on a 66 hectare site, Master Planning for 4 locations of a total area of 50 hectares for future development of housing for sale, Golf Club with restaurant, bar, shopping, changing rooms, sitting areas and Golf Academy for instruction of beginners, Support Building with storage, golf equipment and maintenance workshops.

Tourist Resorts and Golf Development — Messinia, 2007

Full architectural design and construction supervision for installation of the shipping company' s offices in an existing building on Kifisias Avenue in Marousi.

Total floor area: 440 m2.

"Golden Flame Shipping" Offices — Athens, 2008

Client : Stavros Niarchos Foundation
Estimated Construction Cost: € 300,000.000 (excl. VAT)

BETAPLAN collaborated with Cooper Robertson and Partners during the programming and master planning phase of the Project, for the compilation of a full set of existing site documentation and technical requirements for the design of the Project in collaboration with experts, (anti-seismic requirements, archaeological status, climatic conditions survey, environmental assessment and requirements, geological/geotechnical investigations, hydraulic survey, noise conditions survey, topographical survey and traffic study).

The project comprises the following :
• The new Greek National Opera (GNO) (38,000m2) including the 1400-seat Main Auditorium, a Lecture Theatre   and a School of Dance
• The National Library of Greece (NLG) (32,000m2)
• The “Stavros Niarchos” Park covering an area of approx. 190,000m2
• Car Parking Facilities for the above.
The site is approximately 240,000m2.

Master Plan for Stavros Niarchos Foundation Cultural Centre — Athens, 2006-2008

Client: County of Corfu Development Corporation

Frist Prize in the Architectural competition for the development of the new Lyric Theatre in the town of Corfu. Full Architectural Study for the new theatre building. The building has a total floor area of 13,335 m2. and comprises the main theatre spaces plus shops, restaurant-bars, administrative offices and accommodation for the theatre staff.

Lyric Theatre — Corfu, 2004

Client: Ministry of Culture - General Secretariat for Sports
Cost estimate: € 26.5 m. 

The building was used as the Weight Lifting Olympic Centre for the 28th Olympic Games 2004 in Athens. The complete design of the project comprised the following:
- Athletic and Gymnastic Building with a 5,000-seat capacity including administration offices and full Training Centre.
- Press Centre and Medical Centre (total built area 24,000 m2).
- Boarding House for the athletes of 3,500 m2 with: rooms, restaurant, sitting and recreation areas.
- Landscaped areas and parking spaces (total surface 44,200 m2).

Olympic Games Weight Lifting Centre — Athens, 2004

Client: ISAP SA (Athens and Piraeus Urban Railways)

Final and detailed architectural design and tender documents for the construction of the New Maintenance Depot of ISAP in Piraeus. The building complex consists of 5 independent building entities with a total floor area of 19,300,00 m2 with installations for support, maintenance, repair of rolling material and other systems of ISAP network.

In collaboration with ADK SA and ARCHITECTONIKI Ltd

New Maintenance Depot of ISAP — Piraeus, 2007

Client: Ministry of Transport & Communications and Civil Aviation Authority
Cost estimate: € 21,816,100

Full architectural design for the extension of the Terminal building and the Airport’s auxiliary installations (depot, substations, etc.), as well as landscape design for the Airport grounds.

Passenger Terminal for Hippocrates Airport — Kos, 2004

Client: Regional Authority of Thessaly

Full design for the Exhibition Centre of the Region of Thessaly on a 65,000 m2 site in the city of Larisa. The 7,000 m2 building comprises a main exhibition hall of 4,000 m2, administrative offices, a business centre, reception areas and a multi-purpose hall. The surrounding grounds will be landscaped for outdoor exhibitions, parking accommodation, soft landscaping and recreation areas.

Exhibition Centre of Thessaly — Larisa, 2004

Cost Estimation : 2 billion €
Status of Project : Under Construction

Project Description :
• 13 Underground Stations (3 or 4 levels) and Depot
• Fully automatic driverless operation
• 9.6km underground line with two tracks
• Middle distance between Stations : 700m
• Two ventilation shafts for each station
• Length of platform : 60m
• Platform fully separated from track with PSD doors
• Depot with stabling, maintenance and repair workshop facilities
• Main Operational Control Center (OCC)

Services provided : Final Architectural Design and Detail Architectural Design for the Construction and Operation of the METRO LINE.

Thessaloniki METRO — Thessaloniki, 2006-2016

Client: Patriarchate of the Orthodox Church of Ethiopia
Cost Estimate: € 7m

The Ecclesiastical Museum is intended for the exhibition & preservation of precious religious & historic relics belonging to the Orthodox Church of Ethiopia. The Museum has a built area of 4,027 m2 with accommodation for reception & circulation areas, exhibition halls, an amphitheatre for 200 people, storage areas, laboratories & offices, as well as 1,980 m2 of landscaped grounds.

Participation in the Preliminary Design Study was 50% by BETAPLAN & 50% by ADK Consulting Engineers.

Ecclesiastical Museum — Axum, 2003

Client: Ministry of Culture - General Secretariat for Sports
Cost Estimate: € 31,930,000

Participation in a Competition under a turn-key procedure with contractors "AKTOR". The architectural design retained the basic principles established by the Ministry's preliminary design & was executed in collaboration with British Consultants "ARUP ASSOCIATES" who designed the steel canopy of the Central Field. The design concerned the upgrading & refurbishment of the Olympic Tennis Centre at the Athens Olympic Athletics Complex within the framework of the Athens 2004 Olympic Games & included the development of a new Stadium with a 10,000-seat capacity, refurbishment of the existing fields & rearrangement of access facilities to the other parts of the Athletics Complex.

Olympic Tennis Centre — Athens, 2001

Client: Eurobank Investment Bank

Architectural construction design for the renovation of a 6,000 m2 office building built in the 1960s. The project involved the total demolition of all the interiors and the facade of the building, the reinforcement of the concrete structure and the new layout of all interior spaces.
(Architectural outline and final design by S. Asser, N. Efraimoglou, M. Beraha).

The building includes the following:
- Public facilities
- Brokers offices
- Meeting rooms
- Conference Hall
- Underground Parking Spaces

EFG Eurobank Securities Offices — Athens, 2002

Client: Athens-Piraeus Electric Railways (ISAP)
Cost estimate: € 1.8 m.

Full architectural design for the renovation and rehabilitation of the terminal station of the Athens to Piraeus Electric Railways. The area to be renovated amounted to 5,200 m2.

The design comprised the erection of canopies for the passenger platforms, a new building to accommodate the M&E installations and the operational requirements of the station, the renovation of the existing ticket hall, the Station Control building and the pedestrian underground passage, as well as boundary treatment and access and control points for the Station.

Kifissia Railway Station — Athens, 2003

Client: City Council of Tripoli
Estimated cost: € 3.5 m
In operation

The project concerns the 200-seat Municipal Theatre of Tripolis in the Peloponnese, erected during 1906-1910 and declared a Scheduled Monument. The project objectives were: (a) to restore the Scheduled Monument to its original form, (b) to enable the operation of the Theatre in accordance with up to date functional and safety requirements, and (c) to use the renovated Theatre as a lever for the enhancement and regeneration of the surrounding urban area.

Malliaropoulio Theatre — Tripoli, 2003

Client: Hellenic Air Force General Staff, Construction Directorate

Full Architectural Design for the construction of the underground Air Force Headquarters. The building is structured into six tunnels comprising accommodation for Offices, Personnel Quarters, Technical Installations, Operational – Command, and E&M Plant.

CARS Bunker — Larissa, 1998

Client: ERGA O.S.E. S.A.
Cost estimate: € 4.34m.

Final architectural design for the platforms and passenger circulation areas for the passenger station at the junction of the Athens to Piraeus Electric Railways with the Athens Suburban Railway and the new Attiki Road. The design comprised canopies for the passenger platforms, control centre, ticket counters, ancillary accommodation for passengers and staff, as well as M&E plant.

Neratziotisa Railway Station — Athens, 2001

Client: Organisation of the Cultural Capital of Europe (Thessalonica 1997)
Cost estimate: € 27m (1997)

Architectural final and construction design (1995-1998) after winning a Design-Build Competition. Construction works were completed in 1998.

The project included:
1. Restoration of the Monastery historic building and design for the conversion of the building into a State Museum of Modern Art.
2. Design for new wings comprising:
- Indoor Theatre (700 seats)
- Drama School of the Northern Greek State Theatre
- Small theatre for the Drama School to operate as theatrical workshop
- Urban design for the surrounding grounds and the internal square of the building complex where outdoor shows and concerts are held (capacity for 1,000 people).
- Offices for the personnel of the complex, the Local Authorities and the State Orchestra of Thessalonica
- Accommodation for artists (dressing rooms, wardrobes)
- Underground parking (123 spaces)
- Outdoor cinema, restaurants, cafeterias, bar and shops

The Monastery of Lazaristes: Museum - Theatre — Thessaloniki, 1997

Client: Joint Venture Attiki Road

Final design, Construction design and construction supervision for the Control and Maintenance Centre Building servicing a section of the Attiki Road.

The Centre includes the following facilities:
- Administration Building
- Maintenance Building
- Police Station
- E/M Installations Buildings
- Parking Areas

Attiki Road: Control & Maintenance Centre — Athens, 1999-2003

Client: "Thessalonica Concert Hall Organisation"
Cost Estimate: € 32,000,000

Competition entry in the turn-key tender procedure in collaboration with contractors "Elliniki Technodomiki". The architectural design was based on the tender design elaborated by "Ellinotechniki S.A." and concerned the construction of two buildings comprising the "Concert Hall of Thessalonica". Building A included the Concert / Congress Hall and its auxiliary spaces and Building B would host the Music Library and the Museum of Music. The design also comprised the urban design for the surrounding grounds.

Concert Hall — Thessaloniki, 1996
More projects
Attiki coastal zone: Landscape and enhancement design — Athens, 2009
Athens School of Ballet — Athens, 2008
Public grounds at Oulof Palme Street: Landscape design — Athens, 2007
Twin Motorists’ Service Station — Eleftherohori, 2007
Private Artificial Insemination Center — Athens, 2006
New Municipal Cemetery of Arta — 2006
Ioannina University Hospital: Development Plan — Ioannina, 2006
Railway Stations of Lianokladi, Domokos, Aghios Stefanos — 2004-2007
Pireaus Municipal Theatre: Renovation and refurbishment — Pireaus, 2004
Ecclesiastical Museum of Axum: Preliminary Design — Ethiopia, 2003
"Skylitsio” General Hospital: New building, modernization of existing infrastructure and equipment — Island of Chios, 2003
Police Training Center: Indoor gymnasium and shooting range — Komotini, 2004-2011
Extensions of Attiko Metro — Athens, 2004-2007
Olympic Games Complex (Badminton Indoor Gymnastics Hall) — Athens, 2003
General Military Hospital 404 — Larisa, 2000-2003