This week, the new Infectious Diseases Diagnostics and Treatment Center was officially opened in Šiauliai. Built within a 7.8-hectare hospital campus already occupied by multiple buildings and engineering networks, the new three-storey, 6,440 sq m facility has been designed specifically for the treatment and management of infectious diseases. According to Gilesta, the project’s general contractor, the greatest challenges stemmed from the integration of numerous engineering systems and the need to carry out construction works within an operating hospital environment. These challenges were overcome through careful planning and close cooperation with the client.
A Facility Designed for Systematic Infectious Disease Management
From the outset, the center was designed as a specialized healthcare facility where infection control and the safe management of different patient flows are paramount. The building includes infectious disease wards with single and double patient rooms, isolation units with ante-rooms, intensive care and resuscitation facilities, as well as radiology and hemodialysis departments.
A significant portion of the project’s solutions extends beyond the building itself. The facility includes enclosed ambulance access routes and dedicated vehicle decontamination areas, enabling infection risks to be managed even before patients enter the building.
According to Nerijus Rūkštelis, Acting Director of Republican Šiauliai Hospital, the project fundamentally transforms the patient experience:
“For patients, this means safer, faster, and higher-quality healthcare services. The facility creates conditions for separating patient flows, ensuring proper isolation, and maintaining other medical services without interruption. This is particularly important for preventing complications and ensuring access to healthcare for everyone. In practice, the entire patient journey changes—from arrival to treatment. Modern infrastructure enables efficient flow management, reduces the risk of infection spread, and ensures that even during a pandemic, scheduled healthcare services can continue uninterrupted.”
The Biggest Challenge: Engineering Systems
One of the most significant aspects of the project was the extensive and highly complex network of engineering systems integrated into the building. The facility incorporates medical gas systems, radiation safety solutions, process automation, nurse call systems, pneumatic tube systems, patient admission management systems, access control, and video surveillance systems, as well as all supporting infrastructure ranging from water supply and wastewater systems to electrical and communications networks.
In projects of this type, each system is critical—but the greatest challenge lies in making them work together seamlessly.
“In facilities like this, it is no longer enough to install individual systems. They all need to be interconnected and operate as one integrated whole. Medical gases, ventilation, automation systems, and safety solutions are all directly linked to the building’s purpose. This means that during construction, the biggest challenge is not just technical implementation but also extremely precise coordination,” says Romas Paliulis, CEO of Gilesta.
According to him, this is where the true complexity of the project becomes apparent: “Every solution affects another. If something does not function as planned in one area, it can impact the entire system. That is why projects like this require not only technical expertise but also a very clear working methodology and continuous communication among all parties involved.”
Reflecting on the project’s implementation, Nerijus Rūkštelis highlights the importance of structured project management and teamwork:
“The project was delivered smoothly through close cooperation among all stakeholders. It demonstrates that a united team can achieve ambitious goals and create real value for both patients and healthcare professionals. One of the greatest challenges was responding consistently to a rapidly changing environment—including changes in both the construction and medical equipment markets—while maintaining a clear project vision and implementation strategy.
Throughout the project, it was necessary to balance flexibility and discipline: making decisions that allowed adaptation to changing circumstances while remaining focused on the project’s core objectives. It was precisely this consistent management approach that ensured the final result met quality requirements, functional expectations, and the actual needs of the healthcare system.”
Building Within an Operational Healthcare Campus
The project was implemented within a 7.8-hectare hospital campus where numerous buildings and engineering networks were already in operation. As a result, the new facility had to be integrated into existing infrastructure while accommodating ongoing hospital operations and utilities.
“When working in such an environment, a project can never be isolated. You constantly have to evaluate how your solutions will interact with what already exists. This requires more coordination, more real-time decision-making, and very clear process management. During construction, we carefully organized all works and material logistics to ensure that the operation of neighboring healthcare facilities was not disrupted—especially in areas where critical and emergency care services were being provided and lives were being saved,” says R. Paliulis.
A Project Pointing the Way for Future Healthcare Infrastructure
The new center is a three-storey, 6,440 sq m facility capable of treating up to 74 patients simultaneously. The building has achieved A++ energy efficiency certification, and its solutions meet the highest standards expected of modern healthcare facilities.
According to N. Rūkštelis, the center is also important in the context of future challenges:
“This facility significantly increases the resilience of the entire region—from pandemics to other emergency situations—by enabling the rapid mobilization of resources and the organization of healthcare services within specialized infrastructure. It is not only a response mechanism but also a preparedness tool. The model created here allows the system to remain stable even under increased demand or crisis scenarios, while maintaining control and continuity of operations.”
According to the Acting Director of Republican Šiauliai Hospital, the project’s success was driven by the commitment of all parties involved—the hospital’s specialists, the contractor, designers, and public institutions—whose joint efforts ensured the successful delivery of every stage of the project. It also sends a clear message that the healthcare system is moving toward greater modernity, resilience, and patient safety. “Investments in infrastructure of this kind reflect a long-term approach—not only responding to crises when they occur, but being prepared for them in advance,” he concludes.