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

Purpose of the Policy
The Policy of the Company is to perform its operations and tasks and to provide both products and services to its clients in ways that prevent occupational injuries and illnesses and fully ensure the Health & Safety of its personnel and its subcontractors. It is also the continuous improvement of the management system for Health and Safety.
All the activities shall be in accordance with the relevant Health & Safety provisions of Greek and European Legislation.

Goals of the Policy
1. Compliance with the relevant Greek and European Legislation.
2. Continuous improvement of the system.
3. Implementation of procedures for staff consultation and participation.

How to Achieve the Goals of the Policy
To achieve its goals, the Company has established, operates and continuously improves 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. Selection of appropriate measures that meet the requirements for occupational health & safety.
2. Compliance of the measures, 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. Continuous training of Company staff to ensure full understanding of their obligations and the implementation of the provisions of the system to prevent occupational injuries and illnesses and to ensure occupational health & safety.
5. Regular consultations with staff participation with the aim to evaluate the performance and the actions to improve the management system.

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.


The Company BETAPLAN in the context of its compliance with the provisions of Part II of Law 4808/2021, for the prevention and treatment of all forms of violence and harassment, including gender-based violence and harassment and sexual harassment and specifically with articles 9 and 10 of Law 4808/2021, establishes and follows this policy for preventing and combating violence and harassment at work and the policy for handling internal complaints about incidents of violence and harassment.

The purpose of this Policy is to create and consolidate a working environment that respects, promotes and safeguards human dignity and the right of every person to a world of work free from violence and harassment. BETAPLAN declares that it recognizes and respects the right of every worker to a work environment free of violence and harassment and that it will not tolerate such behavior, in any form and by any person.

In summary, the purpose of this Policy is:
α. To prevent, respond to and eliminate all forms of violence and harassment, including gender-based violence and harassment and sexual harassment that occurs in the course of, or in connection with, or as a result of work.

β. The immediate identification of cases of harassment and/or oppression by verifying incidents using effective methods of complaint reporting.

c. The notification to all executives, employees, external partners, customers and third parties who come into direct contact with the Company, that any form of harassment and violence are phenomena not acceptable to the Company.

Within the scope of application and protection of this policy are included employees and workers of all kinds, regardless of their contractual/employment status, including employees with a dependent employment contract, with a project contract, independent services and temporary employment, those employed through third party service providers, trainees and employees whose employment relationship with the Company has ended, as well as prospective employees and other persons dealing or cooperating with the Company.

a. 'violence and harassment' means any form of conduct, acts, practices or threats thereof, whether occurring in isolation or repeatedly, which intend to cause, resulting in or likely to result in physical, psychological, sexual or economic harm,

b. 'harassment' means any form of conduct which has the purpose or effect of violating the dignity of a person and of creating an intimidating, hostile, degrading, humiliating, dehumanizing or offensive environment, whether or not it constitutes a form of discrimination, and includes harassment on grounds of sex or other grounds of discrimination,

c. "gender-based harassment" means forms of conduct related to the gender of a person, which have the purpose or effect of violating the dignity of that person and creating an intimidating, hostile, degrading, humiliating or aggressive environment as defined in Article 2 of Law No. 3896/2010 (A' 107) and paragraph 2 of Article 2 of Law No. 4443/2016 (Α' 232). These forms of conduct include sexual harassment under Art. 3896/2010, as well as forms of conduct related to the sexual orientation, expression, identity or gender characteristics of the person.

The forms of violence and harassment prohibited by this policy include, but are not limited to:
- Insulting someone primarily and not limited to discrimination on the basis of gender, race, religion, appearance, sexual orientation, disability, age, or other personal characteristics and choices, threats, verbal or gestural, swearing in public or in private, belittling or ridiculing a person or his or her abilities, whether in private or in front of others, outbursts of anger against a person, or making persistent or unjustified criticism.
- Abusive, malicious, derogatory, obscene or mocking comments and the dissemination thereof, innuendo, sexist or racist "jokes" and comments, the use of offensive language, verbal sexual harassment or suggestions, implying that one's sexual favors may advance one's career or that refusal to engage in a sexual relationship may adversely affect one's career with the Company, offering benefits (e.g., promotion or salary increase) in exchange for sexual favors or creating an environment that promotes "sexual intercourse" as a means of professional development in the workplace; retaliating or threatening to retaliate after rejecting sexual advances.
- Cyberbullying, sending messages with harassing and offensive content via SMS, e-mail, social media, fax or letter, insulting and persistent questions about age, marital status, personal life, sexual orientation, as well as similar questions about race or nationality, including cultural identity and religion. The above includes visual forms of harassment such as posters, cartoons, caricatures, photographs or drawings that are derogatory based on characteristics protected by law.
-   Unwanted physical contact such as touching, pinching, sexual gestures, hitting, grabbing, pushing and all kinds of physical violence. Invasion of privacy, intentional partial or complete destruction of personal belongings, vehicles or property, interference with or obstruction of the normal work, movement and physical integrity of a person, physical blocking or confinement, sexual gestures, physical surveillance, stalking.
It is expressly provided that the retaliation and acts of retribution or intimidation against another employee or third party who opposes violence or any form of harassment, makes a complaint, testifies, assists, or participates in any process of investigating an incident against the complainant and further victimizing the aggrieved person, shall be treated as acts of violence and harassment, and are expressly prohibited.

The Company, as part of its general policy for the prevention and response to incidents of violence and harassment at work, takes the following actions:
- It informs and trains staff using the most appropriate means available to ensure that all staff are aware of this policy and the procedures provided for in it, as well as the possibilities provided by law in the event of incidents of violence or harassment at work.
These actions include, among others, informing staff by posting in a prominent place or sending via e- mail to the professional e-mail addresses of staff, the details of the competent administrative authorities to which every affected person has the right to appeal (Work Inspectorate) and in particular the telephone line for complaints SEPE (15512), but also the citizens' helpline 1555 and the e-mail address, as well as the service of direct psychological support and counselling of female victims of gender-based violence who can communicate with the SOS Line 15900.
- It shall train and inform in every appropriate way its staff, to recognize and identify discrimination, violence, and harassment at work and to provide the necessary support to its staff and associates.
- It encourages the participation of employee representatives and management in training programs and seminars on the identification and management of potential risks of violence and harassment, as well as seminars with mental health specialists or counselling service providers.
- It establishes, within the framework of this policy, a procedure for receiving and examining complaints about the above phenomena, while at the same time designating a specific person as a reference person ("liaison") within the company, responsible for guiding and informing employees on the prevention and response to violence and harassment, as well as for handling complaints. Included in these procedures is also the provision for disciplinary sanctions for anyone found to have engaged in any form of harassment or violence, as well as anyone who was complicit in such actions or who knew of and deliberately concealed such actions.
- It expressly prohibits retaliation against the complainant and further victimization of the person affected.
- It is committed that complaints and proceedings for harassment will be treated confidentially and will be dealt with impartially.

Any employee of BETAPLAN or a third party associated in any way with it, who believes that he/she has been subjected to discrimination, violence or any form of harassment, or if he/she has noticed that such behavior is taking place in the work environment, may report/denounce it as set out below.

The Company's CEO is designated as the reference person in relation to this policy and the management of incidents of violence and harassment at work.

All queries relating to the implementation or interpretation of this policy are made to the reference person, who is responsible for and manages all matters relating to the information and counselling of staff, as well as matters relating to the prevention and management of violence and harassment at work. In addition, the reference person shall receive denunciations and/or complaints from the persons concerned about behavior involving violence or harassment, and shall deal with them as follows.

Complaints about conduct that constitutes a violation of this policy are accepted in writing at the dedicated email address, which is accessible only to the reference person.

Complaints are investigated by the reference person promptly and thoroughly, impartially and in compliance with the principles of confidentiality and protection of the personal data of the alleged victims and the accused.

In particular, the reference person collects and evaluates the complaint, recording and characterizing it. The reference person then contacts the complainant, informs him/her of the following options for managing the incident and asks him/her how he/she wishes to initiate the management process.

It is noted that complainants have the right to be informed of the receipt of their complaint and the progress of its examination.

To avoid worsening the position of the complainant, as well as to ensure the integrity of the investigation, the reference person must take all necessary measures, such as moving employees or modifying their working hours or the way they are provided (e.g. teleworking), until the investigation is completed.

In particular, following a complaint, the following procedures may be followed:

- Mediation of the reference person and reaching a settlement, through an invited discussion and a hearing of two parties. Provided the circumstances complained of have been resolved and the incident is deemed to have ended, with the procedure not taking more than 10 working days, the reference person shall prepare a report on the incident and its development and inform the Board of Directors of the Company.
- If the complainant does not wish to follow the above procedure, or if the above procedure is unsuccessful, the reference person shall draw up a relevant conclusion with the findings of his/her investigation with a simultaneous characterization of any observed behavior of violence or harassment and its degree, which shall be submitted within 10 working days from the receipt of the complaint to the Board of Directors, which is also competent to decide on the application of sanctions.
The Board of Directors of the Company, upon being informed of the reported incident of violence or harassment or discriminatory treatment, will decide on taking appropriate corrective measures and imposing disciplinary sanctions against the complainant, depending on the severity of the incident, which may include, but not limited to:

a. the oral or written reprimand or recommendation for compliance
b. a change of location, working hours, place or manner of performing the work
c. the termination of the employment contract with BETAPLAN or a cooperation agreement

Complaints that are proven to be manifestly unfounded or malicious will be filed as inadmissible, and in case the Company's management deems it necessary, they will be further investigated to restore order and avoid distortion of the purposes pursued by this policy.

This policy and the above procedure are applied in parallel and complementary to the general legislation in force for the protection of the employee's personality and do not affect the employee's legal rights under civil and criminal law.

The employee or senior staff who engages in such prohibited conduct bears full and exclusive responsibility for his/her actions and if the case follows the judicial route, the Company undertakes to cooperate with the Competent Authorities and to provide any relevant information upon request.

In general, the Company and the reference person appointed by the Company are committed to cooperate with any competent public, administrative or judicial authority, which, either on its own initiative or following a request by an affected person, within the scope of its competence, requests the provision of data or information and are committed to provide assistance and access to the data. To this end, any information they collect, in whatever form, shall be kept in a relevant file, subject to the provisions of the law on the protection of personal data.

At the end of the calendar year, a report shall be drawn up by the reference person with the incidents (without mentioning any persons by name), the type and evolution of the incidents managed.


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.
Athens International Airport “Eleftherios Venizelos”
Attiko Metro S.A.
Boehringer - Ingelheim
Benrubi S.A.
County of Corfu Development Corporation
DIMAND Real Estate Development
E.I. Papadopoulos S.A.
Euromedica – Recovery S.A.
Commission of the European Communities
Fraport Greece
Friends of Children with Cancer Society
Hellenic Aviation Authority
Iranian Ministry of Health
LAMDA Development
Médecins du Monde
Greek Ministry of Culture - General Secretariat for Sports
Greek Ministry of Culture and Tourism
Greek Ministry of the Environment, Planning and Public Works
Greek Ministry of Health
Municipality of Heraklion
Organisation of the Cultural Capital of Europe
Stavros Niarchos Foundation
Tourist Developments of Messinia (TEMES S.A.)
University of Athens

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
Petros Tavaniotis — Senior Project Architect
Andreas Ventourakis — Head of operations
Margarita Ventouraki — Senior Project Designer
Ourania Karagianni — Senior Architect
Zoi Frantzi — Architect
Anna Matrakidou — Architect
Nikos Livathinos — Architect
Marousso Chanioti — Architect
Georgia Bountouraki — Architect
Stavroula Cherouvim — Architect
Christina Kelaidi — Architect
Katerina Tzachrista — Architect
Konstantinos Kallipolitis — Architect
Marina Lazaridi — Architect
Elias Tsavelis — Architect
Giorgos Mavrikis — Architect
Loukas Protopapas — Architect
Anastasia Konstantinidi — Architect
Artemis Merkourea — Architect
Konstantina Georgoula — Architect
Panagiotis Apostolopoulos — Architect
Katerina Boulougoura — Architect
Eleni Katsiampi — Architect
Nikoletta Emmanouil — Architect
Alexandra Zervudachi — Architect
Ioanna Giannakopoulou — Architect

Giorgos Karatzas

Graphic Arts
Giorgos Zoppas
Artemis Tsoukala

Draft Persons
Aleka Gyzi
Maria Tsekoura

IT Manager
Marios Kafetzis

IT Personnel
Iosif Roussos

Nikolaos Ventourakis

Iro Porgioti
Theofano Lilou
Maria Sella

Katerina Sochoriti
Eleni Polichronaki
Dimitra Adamopoulou
Vasso Rizou

Secretarial Department
Angeliki Papadopoulou
Anna Pitsinou
Aggeliki Louki
Evita Labrinou

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)
Kengo Kuma and Associates (Tokyo, Japan)
Llewelyn Davies (UK)
Renzo Piano Building Workshop (Paris, France - Genova, Italy offices)
Santiago Calatrava (Switzerland)
Theatre Projects Consultants (USA-UK)
Thornton Tomasetti (UK)
UNStudio (Netherlands)

Ventourakis - Tavaniotis & Associates S.A.

Registration Number of Hellenic Business Registry (Γ.Ε.ΜΗ.) : 005737601000

1 Aristodimou Str.
106 76 Athens, Greece
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T: +30 210 7250196
F: +30 210 7239568

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

Client: DEPANOM (Public Enterprise for the Construction of Hospitals).
Cost estimate: € 80.2 m (1993)

Architectural design and tender documentation for the new 671-bed hospital of the University of the Region of Thrace, including a 250-seat amphitheatre. The overall assignment included operational policy and traffic studies.

In collaboration with consultants "Meletitiki - Alex. Tobazis"

Regional Teaching Hospital of Alexandroupoli — Greece, 1993-94

Client: Commission of the European Communities
Consultant: Consortium CEKUL Foundation, WYG International, Proje Yonetim A.S., BETAPLAN S.A.
Consortium Fee: € 3 million

Provision of Technical Assistance for the implementation of the Cultural Heritage Development Programme (CHDP) in the South Eastern Anatolia (GAP) Region of Turkey with an area of 74,000 km2 and a population of 6.5 million. The € 15 million 3-year programme was funded by the European Commission with two main objectives:
1. To enable local stakeholders (businesses, Local Authorities, NGOs) to manage, in accordance with EC procedures, the funds available under the CHDP and to implement 31 individual projects.
2. To assist relevant stakeholders in the Region to design an Integrated Strategic Action Plan for the sustainable improvement of the region’s cultural heritage, including mechanisms for identifying and managing future key projects.

The individual projects implemented under the CHDP included the restoration of several historic buildings, development of a GIS based system for the preservation of cultural assets, a training programme for tourist guides in the Region and support for local handicrafts.

Cultural Heritage Development Programme of the GAP Region — Turkey, 2003 – 2007

Client: Ministry of the Environment, Planning and Public Works
Estimated cost: € 600,000.

Design for a new bridge over Kifisia Avenue to cater for the pedestrian movements to and from the Olympic Games Stadium in Athens. The bridge, which has a steel structure with a span of some 36 metres and polycarbonate glazing panels, is illuminated during night hours with strip lighting on both sides of the bridge deck.

Pedestrian Bridge — Athens, 2004

Client: National University of Athens
Cost estimate: € 34,250,150

The Master Plan envisaged future Expansion – Extensions of a total area of 18,375 m2 with a budget of 25,367,750,00 €, and future Rearrangements of a total floor area of 8,190 m2 with a budget of 8,722,400 €, as well as the Relocation of a number of Operational Departments with a budget of 110,000 €.

The existing old building complex of the Hospital has a 500-bed capacity.

LAIKO University Hospital: Master Plan — Athens, Greece, 2007

Client: DEPANOM (Public Enterprise for the Construction of Hospitals) and contractors COGEFARIMPRESIT.
Cost estimate: € 92.3 m (1992)

Final architectural design & tender documentation (with consultants Kondargyris-Labakis) & Medical, Hospitality & Office Equipment Design for new 650-bed Teaching Hospital. The overall assignment included operational policy, environmental impact assessment, chromatic design, traffic design, master-key design, x-ray protection design, schedule of accommodation & sound insulation design. The design includes underground parking for 190 vehicles, a 225-seat amphitheatre, as well as outdoor parking areas and hard & soft landscaping of the surrounding grounds.

Teaching Regional General Hospital — Larissa, Greece, 1992-94

Client: Regional Health Authority of Epirus
Cost estimate: € 30,811,150 

Master Plan for the General Hospital of Arta with a 215-bed capacity. The Master Plan proposals envisaged substantial building extensions and rearrangements for the operational upgrade of the Hospital.

The subsequent Architectural Outline Design concerned some of the planned extensions, namely, extensions to 3 buildings and to the following operational departments: Operating Theatre complex, Laboratory and MRI Complex, as well as additional buildings for the accommodation of the Hemodialysis Unit and Blood Donation Department, a Nursery and a restaurant, Emergency Department, Blood Bank, Endoscopy Department and 2 Ward Units. Also rearrangement of the Outpatients, Physiotherapy and Ultrasound Departments.

County General Hospital of Arta: Master Plan — Greece, 2006-2008

Client: University of Athens
Cost Estimate: 1,243,215 €

Full architectural design and tender documents for a building comprising teaching rooms, laboratories, library, meeting rooms, computer rooms, administration offices and scientific staff areas.

The design was based on bio-climatic principles and included hard and soft landscaping of the surrounding grounds.

Energy Policy & Development Centre — Athens, 1998

Client: Hellenic Society of Dermatology and Venereology

The Hospital “Andreas Syggros” is located in Central Athens and is housed in a complex of several old buildings which are designated listed buildings.

BETAPLAN has carried out the design for the modernization and rearrangement of several departments of the Hospital (1990), in line with the recommendations of the Master Plan, executed also by BETAPLAN. The most recent design studies include:
• Rearrangement of a Nursing Unit (1993)
• Detailed Architectural Design for the Rearrangement of the Historic Museum of Wax Replicas of the Hospital. with a budget of 623,287 €. The design comprised works of preservation and restoration of the existing 100 year-old building, the addition of new steel structure mezzanines and the preservation and rearrangement of the existing old wooden showcases. (2007-2008).

"Andreas Syggros" Hospital of Cutaneous and Venereal Diseases: Master Plan, Historic Museum of Wax Replicas — Athens, 1990-2008

Client: Ministry of Culture and Science and contractors Joint Venture "K. Savvidis- A. Moraitis" (with consultants T. Papagiannis and I. Scrubelos).
Cost estimate: € 6.08 m.

Full architectural services for the restoration and conservation of the Historic Theatre building complex “Rex”, which had been destroyed by fire. It concerns a theatre (680 seats), a cinema (350 seats), conference halls and modifications to the existing building. The design has been undertaken after winning in a turn-key tender procedure.

Rex Theatre Building Complex — Athens, 1988-89

Client: National University of Athens
Cost estimate: € 24,705,650

The Master Plan Proposal envisaged future Extensions of 9,952 m2 and Rearrangement of existing Units of a total floor area of 5,421 m2.

The existing old building complex of the Hospital has a 200-bed capacity and comprises several historic buildings, many of which are designated as listed buildings by the Ministry of Culture.

Areteio University Hospital: Master Plan — Athens, 2009-2011

Client: University General Hospital of Ioannina

1. Architectural Design for the New Building of Nuclear Medicine & Recovery (2003)
Project Budget: 1,922,230 €
The new two-storey plus basement building has a floor area of 1,120 m2 and a 44-bed capacity. The facilities provided include physiotherapy, hydrotherapy, ergotherapy & office spaces for doctors and physiotherapists.

2. Hospital Development Plan (2005)
The Plan included Analysis of the existing Situation and Development Proposal.

3. New Wing with Medical Wards and Operating Theaters (2008)
Project Budget: 21,233,000 €
Client: Ministry of Health
Architectural Design for a New Wing (9,100 m2) with the following Departments:
- Medical Wards
- One-Day Surgery
- Outpatients Clinics

University General Hospital of Ioannina — Greece, 2003-2009
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