What are the key projects that you have been involved in over the past 12 months?

The past twelve months have been particularly challenging and distinct, marked by numerous projects that required close cooperation between the Legal Department and all relevant departments, in full alignment with Top Management, which has been more demanding than ever.

The role of in-house legal teams is evolving rapidly, as the companies we support undergo digital transformation, the regulatory landscape grows increasingly complex, and there is rising pressure for cost optimisation. At the same time, automation is opening up new paths to efficiency and insight. Managing culture and shifting mindsets is essential to driving successful legal operating models based on continuous innovation and improvement.

The legal department serves as the conscience of an organisation in many ways. A strong General Counsel can establish practices that reinforce a corporate culture rooted in ethics and integrity—but this value is only realised if the GC is properly embedded within the company, and the legal department has effective interaction with the company’s business units. This is certainly the case at Athens International Airport S.A. (AIA).

The most pivotal moment in AIA’s corporate journey was our successful listing on the Athens Exchange on 7 February 2024. From that point onwards, the Company has had to ensure it possesses the necessary governance frameworks. Since the listing, a significant part of corporate governance has become mandatory — requiring compliance with both statutory and conventional requirements. The legal and corporate governance departments are therefore under continuous pressure to meet evolving challenges, which are highly demanding.

Following the post-pandemic recovery of air traffic, AIA resumed its expansion process to increase airport capacity. On 24 January 2025, the Board of Directors resolved, in line with ADA provisions regarding airport expansion, to proceed with an extended Airport Expansion Programme, aiming to accommodate up to 40 million passengers.

AIA remains a pioneer in sustainability, committed to achieving its sustainability initiatives and Net Zero emissions by 2025 — significantly ahead of industry targets. In 2024, decisive progress was made: a contract was awarded for a 35.5 MWp photovoltaic park with an 82 MWh battery storage system, ensuring energy self-sufficiency until 2034. The airport’s vehicle fleet began transitioning to electric, targeting a 33% reduction in Scope 1 emissions. Natural gas heating was phased out and replaced with electric heat pumps, cutting 14% of Scope 1 emissions.

Our efforts were recognised with the “Net Zero Leadership” award at the Bravo Sustainability Dialogue & Awards 2024, reaffirming AIA’s leadership in responsible airport operations.

In the context of the expansion programme, on 23 October 2024, the Company entered into an €806m secured bond loan agreement with Alpha Bank through the issuance of registered bonds under Greek Law 4548/2018. This facility, which will fund the expansion works, will run until the end of 2042.

Given the Company’s accelerated investment requirements, the Board of Directors, at its meeting on 21 February 2025, proposed — and shareholders approved at the AGM on 14 April 2025 — a Voluntary Scrip Dividend Programme. This programme gives AIA shareholders the option to reinvest a total dividend amount of up to €240m in new shares over a four-year period.

What do you think are the most important attributes for a modern in-house counsel to possess?

The role of in-house counsel has evolved significantly, especially within today’s fast-paced and complex business environment.

In my view, the most important attributes a modern in-house counsel must possess are: Commercial acumen, a thorough understanding of the industry, operations, and financial drivers; strategic thinking, the ability to go beyond legal advice, align with the company’s goals, and offer proactive, value-driven solutions; communication skills and strong networks, I consider this of utmost importance — building and maintaining effective relationships with stakeholders, shareholders, state authorities, and professional peers; adaptability; the ability to respond to rapidly changing circumstances and new regulatory challenges; collaboration, working closely with HR, Finance, Compliance, and Audit to influence decision-making and enhance cross-functional alignment; and leadership in ethics and governance: leading by example in key areas such as ethical behaviour and regulatory compliance, thereby supporting Management and the Board on governance and oversight matters.

Have you had any experience during your career as a lawyer that stands out as particularly unique or interesting?

Yes, I have had two particularly interesting and unique experiences during my legal career.

Firstly, I had the opportunity to serve as Contract Manager in the Legal Department and contribute to the construction of Athens International Airport from greenfield all the way through to its operational launch. Being part of such a transformative infrastructure project from inception was both challenging and rewarding, offering invaluable insight into complex contractual frameworks, regulatory matters, and public-private partnerships.

Secondly, I had the honour of serving as Legal Advisor and Head of Cabinet to the Chair of the Athens Olympic Organising Committee for the 2004 Olympic Games. Participating in the delivery of what became internationally recognised as the “unforgettable dream games” was a once-in-a-lifetime project for Greece. It was an extraordinary opportunity to contribute to a historic national and global event, involving legal, strategic, and diplomatic challenges at the highest level.