Offices For Benetton, Samara, Russia (2010)

An office building for the Benetton Group in the center of Samara, an industrial city in Russia on the banks of the Volga River = Se trata de hacer un edificio de oficinas para el Grupo Benetton en el centro de Samara, la ciudad industrial rusa a orillas del río Volga. [Proyecto]

Offices of "Círculo de Lectores", Barcelona (2005)

In collaboration with Alberto Morell Sixto.

SM Offices, Boadilla del Monte, Madrid (Spain) 2003

Like a lying steel giant. Like a train, like a boat. A building with a metal skin on the edge of the highway. = Como un gigante de acero tumbado. Como un tren, como un barco. Un edificio de piel metálica al borde de la carretera.

Offices for Delegation of Public Health, Almería (Spain) 2002

OFFICES FOR DELEGATION OF PUBLIC HEALTH, ALMERÍA (SPAIN) 2002

EMT Central Offices

The brief was the construction of the Central Headquarters of the Municipal Transportation Company of Madrid (EMT) on a site edged by the train lines, near the Atocha train station. = Se trataba de la construcción de la sede central de la empresa EMT de Madrid, en un solar junto a las vías del tren cerca de la estación de Atocha.

Offices for Pompeu Fabra University

Offices for Pompeu Fabra University [Proyecto]

Offices of the Official College of Architects, Sevilla (1976)

Proyecto de la sede del Colegio de Arquitectos de Sevilla

Smoothed bootstrap Malmquist index based on DEA model to compute productivity of tax offices

This paper analyses the productivity growth of the SUMA tax offices located in Spain evolved between 2004 and 2006 by using Malmquist Index based on Data Envelopment Analysis (DEA) models. It goes a step forward by smoothed bootstrap procedure which improves the quality of the results by generalising the samples, so that the conclusions obtained from them can be applied in order to increase productivity levels. Additionally, the productivity effect is divided into two different components, efficiency and technological change, with the objective of helping to clarify the role played by either the managers or the level of technology in the final performance figures.