EAHP represents over 30,000 hospital pharmacists across 37 member countries. EAHP represents and develops the hospital pharmacy profession within Europe in order to ensure the continuous improvement of care and outcomes for patients in the hospital setting. This is achieved through science, research, education, practice, as well as sharing best-practice and responsibility with other healthcare professional
The EAHP Board, elected for three-year terms, oversees the association’s activities. Comprising directors responsible for core functions, it meets regularly to implement strategic goals. Supported by EAHP staff, the Board controls finances, coordinates congress organization, and ensures compliance with statutes and codes of conduct.
The EAHP staff supports the Board in executing EAHP’s mission. The Staff assists in financial management, events organisations, policy activities and all EAHP projects. The EAHP staff works closely with EAHP’s members and ensures the effective communication all relevant stakeholders.
The first member countries were Belgium, Britain, Denmark, France, the Federal Republic, Germany, Italy and The Netherlands in 1972. EAHP has now 36 EAHP members and 2 Associate Members. EAHP is open to countries members of the Council of Europe and since 2022 to organisations representing the interests of hospital pharmacists from outside the Council of Europe (Associate Membership)
EAHP’s structure is also composed by different standing committes: EAHP Scientific Committee, EAHP Education Executive Committee and the EAHP CTF Steering Committee.
At EAHP, we are committed to transparency in our governance, ethical standards, and funding practices. This section provides open access to our foundational documents, including the EAHP Statutes, Code of Conduct, and Funding Sources. By sharing these resources, we aim to uphold accountability and foster trust with our members, partners, and the public.
Keep up with all EAHP’s events and webinars. Contact the team at info@eahp.eu should you have any questions about upcoming events or activities.
Here you can find all upcoming events organised by EAHP and by all its members and associate members. Do not hesitate to contact the events team at events@eahp.eu should you have any questions about the organisation of these events.
Hospital pharmacists conduct a critical role in the care of patients in hospitals. Learn more about what they do here and in all the pages under Hospital Pharmacy practice and Policy.
Self-Assessment
SILCC
Closed SIGs
EAHP brings together experts from many areas of hospital pharmacy practice providing and highlighting good local sustainable practices as that can be up-scaled and shared with other countries. The EAHP Working Group on Sustainability has the aim of reducing the environmental burden of the hospital pharmacy services.
The European Association of Hospital Pharmacists (EAHP), and its 36 member country platforms are creating a Common Training Framework for the hospital pharmacy education in Europe. The goal of this project is to allow the free movement of hospital pharmacists within the European Union.
The European Association of Hospital Pharmacists (EAHP) and the European Society of Clinical Pharmacy (ESCP) have collaboratively developed the Oath to Society. The Oath to Society is all encompassing and acts as a contract for excellence in providing compassionate patient care, working as part of the healthcare team and advancing the pharmacy profession, and showcasing how clinical and hospital pharmacists work every day
A day created to highlight the importance and to celebrate the work done by hospital pharmacies. This day celebrates all hospital pharmacy teams.
The Early Career Network aims to empower early-career pharmacists by sharing opportunities, insights, and success stories from across 25 member countries.
Together, we’re building a stronger, more connected hospital pharmacy community: one story, one country, one pharmacist at a time.
Catch up with EAHP’s press releases
Find all EAHP relevant publication like the EAHP Surveys, annual reports and the history books.
The European Journal of Hospital Pharmacy (EJHP) is the only official journal of the European Association of Hospital Pharmacists (EAHP) and is committed to advancing the science, practice and profession of hospital pharmacy. As the premier communication platform for hospital pharmacists worldwide, EJHP is a major source for continuing education as well as updates on advances in the practice and standard of pharmaceutical care for patients.
When EAHP and Hospital pharmacists appear in the news.
EAHP publishes a monthly EU monitor with updates about the latest EAHP initiatives and information relevant for the hospital pharmacy profession.
The Sponsor Channel is designed to maximise visibility and engagement, allowing sponsors to connect with the hospital pharmacy community and partners in a dynamic and interactive environment. From product demonstrations to networking sessions, the Sponsor Channel offers a range of opportunities for sponsors to showcase their offerings and generate leads in the new EAHP Website.
Selection, Procurement and Distribution
Sam Coombes
Cath Cooksey
Re-Hale was launched in 2023 by a hospital pharmacist and technician to address the lack of a national inhaler recycling programme, despite a Parliamentary advisory recommendation in 2018. Over 73 million inhalers are dispensed annually, and their propellant gases account for an estimated 3–4% of the NHS carbon footprint. The initiative aimed to deliver a scalable recycling model aligned with the NHS Net Zero 2040 target.
A logistics system was designed using existing medicines wholesaler infrastructure. Recycling bins were distributed alongside routine deliveries, then collected once full. Inhalers were transported to a depot and on to a recycling partner, where plastics were separated, aluminium canisters recycled, hydrofluoroalkane (HFA) gases captured, and medicines safely destroyed.
The programme embedded recycling into existing supply chains to minimise costs and disruption. Engagement was driven through posters, text messaging, social media, press releases, and a dedicated website where patients could locate drop-off points.
The pilot achieved record collection rates and significant stakeholder engagement
• 54% of community pharmacies
• 100% of acute hospital trusts
• 86% of dispensing GP practices
• 70% of all potential sites engaged
Over 40,000 inhalers were recycled during the pilot. With further funding, the scheme expanded across Kent and Medway (population 1.9 million, up to 400 sites). Since launch, more than 100,000 inhalers have been recycled.
Re-Hale has shown that inhaler recycling within pharmaceutical supply chains is feasible, cost-efficient, and effective. By capturing gases, recycling materials, and disposing of medicines safely, it reduces environmental impact. The model is replicable nationally and offers the NHS a practical route to cut inhaler-related emissions and support its Net Zero 2040 commitment.
Production and Compounding
Sadaoui Talwit, Guicheron Gaëlle, Llari Tahina, Jolicart Maude , Bloch Vanessa, Delage Clément, Gasmi Linda, Belaid Imene
Compounding sterile injectables carries a contamination risk, and sterility of extemporaneously compounded preparations cannot be verified afterwards. In line with national Good Compounding Practices (BPP 2023), we sought to formalise APS to assess and (when needed) rehabilitate operators’ aseptic technique while strengthening patient safety and quality assurance.
We implemented an aseptic process simulation (APS; media fill) as a standardised pathway for initial qualification and requalification of operators involved in sterile injectable compounding. The APS challenges the process in worst-case conditions and provides documented evidence of aseptic competence.
We conducted a literature and practice review, including BPP 2023 guidance and NHS recommendations (“Universal Operator Broth Transfer Validation”), canvassed three French hospital pharmacies for return of experience, and selected commercial kits. We drafted a local SOP and protocol defining a worst-case scenario: simulated failure of the microbiological safety cabinet (work on a clean bench in a controlled area), without an assistant, and under real-life constraints. Each session was supervised by an evaluator; glove prints were taken on Count-Tact plates at the end of the run. All filled units were incubated for 14 days (7 days at 20–25 °C, then 7 days at 30–35 °C) with daily visual checks recorded in an electronic log, and final turbidity reading.
Four APS runs have been completed to date (pharmacist, pharmacy intern, and technicians), all compliant with no microbial growth detected. One technician remains to be tested due to scheduling constraints. The process now underpins our documented pathway for operator assessment and provides a basis for microbiological trending.
APS will be rolled out to all staff with annual requalification, and ad-hoc re-testing whenever there are changes to the process, critical equipment (e.g., MSC/BSC), or the classified cleanroom (e.g., grade change, layout/HVAC modifications), or when practice drift is observed. We will add structured behavioural/technical checklists to each run and track KPIs (pass rate, contamination rate, time-to-certification, observation deviations). Microbiological results (glove prints, environmental plates) will be trended with action thresholds, and APS will be complemented by routine observation-based assessments to ensure safe sterile compounding.
Clinical Pharmacy Services
P.Chu, W.Short, L.Bailey, S.Williams, D.Moss and LA Bissell
This improvement initiative addressed national recommendations following the United Kingdom Parliamentary Inquiry in 2023 into homecare services calling for improved processes and systems. Homecare represents over half of the medicines spend for Leeds Teaching Hospitals (LTH). Rheumatology serves the largest clinical cohort with over 3,500 patients receiving homecare medicines. This project aimed to address service gaps in safety, communication and efficiency to ensure delivery of high-quality, patient-centred care.
Using the Kaizen-based Leeds Improvement Methodology (LIM) modelled through an intensive, week-long event, this project aimed to optimise the homecare process within Rheumatology. Objectives included improving workflow efficiency for prescription batching, query tracking and enhancing the patient-staff communication model, thereby increasing overall patient and staff satisfaction. Multiple process changes were implemented to improve overall efficiencies.
Triumvirate team buy in was crucial for the success and facilitation of this event because it required one week of multidisciplinary team (MDT) engagement from representatives in all stages of the process flow. Iterative Plan-Do-Study-Act (PDSA) cycles were used to test improvements. Value Stream Mapping supported the visualisation of workflow and identified non-value-adding activities. Quantitative data and emotional touchpoint surveys informed changes throughout this event and acted as ongoing metrics to monitor impact.
• A single, co-located MDT homecare hub was established, facilitating a streamlined, one-piece flow and minimised delays.
• An electronic text messaging system alerted patients to required blood tests to facilitate safe prescribing, this replaced postal notifications and supported the sustainability agenda.
• Prescription lead time decreased by 71% from 24 days to 7 days.
• Volume of work in progress reduced by 30%.
• Staff satisfaction relating to process efficiency rose from 24% to 65%.
• Staff satisfaction relating to morale rose from 0% to 60%.
• Incident reports and formal patient complaints were 0 by day 90.
The LIM framework and MDT approach resulted in significant enhancements in operational efficiency, communication and improved patient experience. The measured outcomes aligned with national recommendations for increased transparency and accountability. The project established a scalable and sustainable model by empowering staff to effect change. The next step is to review practice in other therapy areas to translate these improvements Trust wide.
Patient Safety and Quality Assurance
Naila Aljahdali, Hala Al-Buti, Rana AlKhanbashi, Afaf Almalki, Basem Elbehiry, Mohammed El-Kholi, Ahmed Albariqi, Sara Dabab
Medication errors, particularly in intravenous preparation, delivery, and administration, pose a significant safety concern in healthcare settings. At King Fahd Armed Forces Hospital in Jeddah, delays in IV antibiotic preparation and delivery were identified as critical issues affecting patient outcomes and pharmacy services. The project aimed to decrease the turnaround time between the order and delivery of IV antibiotics to < 20 minutes by December 2025. Also, reduces medication errors and associated costs, and increases healthcare practitioners’ satisfaction with the new Inpatient/IV Pharmacy workflow.
Key strategies included tracking short stability and fixed-dose IV antibiotic utilization, configuring the Health Information System for premixed diluent products, incorporating new stock numbers in automated dispensing cabinets, conducting comprehensive training for healthcare practitioners, and satisfaction surveys.
This project implemented semi premixed IV antibiotic bags from August 2023 to August 2025 in Obstetrics and Gynecology, Medical, and Surgical units for Cefazolin 1GM and Meropenem 1GM. Utilized Lean methodology and Plan-Do-Study-Act (PDSA) cycles to optimize workflows. Baseline assessments were conducted to evaluate order-to-delivery times, medication errors, and wastage cost pre/post intervention.
The intervention resulted in a significant reduction in turnaround times from an average of 48 minutes to 17 minutes. Medication errors decreased from an average of 47 to 17 incidents, and the number of returned IV medications dropped to zero. The estimated cost savings from reduced waste amounted to approximately 113,382.324 SAR.
The implementation of semi premixed IV antibiotics significantly improved turnaround time of the medication order and delivery, enhanced patient safety, and increased practitioner satisfaction. The successful application of Lean methodology underscores the potential for broader implementation of this approach across the hospital to further optimize healthcare delivery.
Patient Safety and Quality Assurance
Supparat Chanprasert, Watsa Charoenwaiyachet, Thanawan Chuenjit , Katemanee Udomkiattikul, Anut Sakulsupsiri, Thanayu Techa-in.
Among 3,500 PLHIV treated at KCMH, only one-third accessed infectious disease clinics where clinical pharmacists provide criteria-based pharmaceutical care. The remaining 70% received treatment at other clinics, where medications were dispensed without adherence assessment. Addressing this gap was essential to improve quality of care.
A standardized protocol for pharmaceutical care of people living with HIV (PLHIV) was implemented. The initiative introduced structured adherence assessment at outpatient dispensing units and an integrated referral process to clinical pharmacists.
Outpatient HIV care was streamlined by coordinated efforts among physicians, nurses, HIV coordinators, and pharmacists. A clinical pharmacist developed two new tools for dispensing process: “Short Screening” for regimen choice, dosage adjustment, and detection of drug interaction or adverse effect, and “Short Check” for adherence and barrier identification. Any concerns from screening pharmacists were informed to dispensing pharmacists for further review. Simple issues were addressed at the counter with respect to patient rights, while complex cases or PLHIV with poor adherence were referred to clinical pharmacists for in-depth interventions. Cases were evaluated and classified as needed urgent intervention, planned intervention, or no intervention for clinically stable patients or with viral suppression. Pharmacists enhanced a resolute EMR system for follow-up scheduling and monitoring documentation. Training sessions were conducted prior to implementation to promote consistency in practice.
From October 2024 to March 2025, 2,732 PLHIV received structured adherence assessment, increasing coverage from 31% to 69%. Ninety-seven percent were good adherence and achieved viral suppression. A small percentage (2.9%) was identified as poor adherence and referred to clinical pharmacist-led interventions. Among the patients reviewed, 54% were clinically stable and needed no further intervention, 28% percent were found at risk of poor adherence and were scheduled for interventions, and 19% needed urgent counseling which half of them experienced virological failure. After intervention, the majority demonstrate improved adherence. Dispensing pharmacists provided essential counseling on ARV timing, food-drug interactions, and safe ARV use per guidance.
This model shows a scalable approach for high volume super tertiary hospitals by embedding pharmacists into HIV services. This framework can be adapted for other chronic diseases like diabetes to expand its public health benefits.
Introductory Statements and Governance
C. Delage1, P. Troude2, U. Gouot3, V. Bloch1, B. Isabey4, A. Desmons5.
1 Pharmacy Department, Lariboisière-Fernand Widal Hospital, GHU APHP.Nord, Assistance Publique – Hôpitaux de Paris, 2 rue Ambroise Paré, 75010 PARIS
2 Public Health Department, Lariboisière-Fernand Widal Hospital, GHU APHP.Nord, Assistance Publique – Hôpitaux de Paris, 200 rue du faubourg Saint-Denis, 75010 PARIS
3 Information Systems Department, Lariboisière-Fernand Widal Hospital, GHU APHP.Nord, Assistance Publique – Hôpitaux de Paris, 2 rue Ambroise Paré, 75010 PARIS
4 Hospital Executive Management, Lariboisière-Fernand Widal Hospital, GHU APHP.Nord, Assistance Publique – Hôpitaux de Paris, 2 rue Ambroise Paré, 75010 PARIS
5 General Affairs Department, Lariboisière-Fernand Widal Hospital, GHU APHP.Nord, Assistance Publique – Hôpitaux de Paris, 2 rue Ambroise Paré, 75010 PARIS
With the 2024 Olympic Games approaching, French healthcare institutions faced an elevated cyberattack risk. Preparing healthcare services for such events is essential but often time-consuming, leading sometime to postpone or abandon this work. A rapid, pragmatic methodology was therefore needed to efficiently assess vulnerabilities and define concrete preparedness measures without overburdening teams.
A fast-track business continuity plan (BCP) approach was developed by the management department of our university hospital and implemented in the pharmacy department to rapidly assess preparedness for cyber risks and IT disruptions. The structured process mapping allowed each sector to produce an operational continuity plan in only a few hours, evaluating process vulnerability, defining measures to maintain operations during a cyberattack, and identifying needs (new IT equipment, human resources, backup materials).
Dedicated meeting (1-4 hours) were held for each pharmacy sector (medicines, medical devices, sterilisation, radiopharmacy), involving the cyber risk pharmacist referent and sector head. The plan took the form of a table describing all sector processes (eg., procurement, storage, dispensing), their normal functioning and IT requirements (applications, devices, networked medical equipment…). Subsequent columns described degraded functioning and required resources (staff, equipment, premises) at three time horizons: 3 hours, 3 days, and 3 weeks after the start of a cyberattack.
Nine BCPs identified 64 processes. In just a few hours, the method provided a clear picture of which sectors/processes were resilient and which were unprepared. It revealed vulnerabilities such as reliance on IT systems and automation, lack of printed procedures, and absence of backup equipment. Simple measures were identified to improve preparedness: printing key documents (eg. hospital formulary), identifying critical data for regular backup, training staff, etc. This rapid diagnostic approach raised awareness among hospital management of resources needed to sustain pharmacy operations during cyber disruption.
Based on their BCP, each sector took measures to get prepared to IT shutdown. Using professionals’ deep process knowledge to design practical solution to ensure continuity of clinical activity makes preparedness for IT disruption more accessible. Given its simplicity, the methodology was generalised by hospital management to all departments.
Patient Safety and Quality Assurance
MARIA TERESA ESTEBAN ALONSO, ANA INFANTE CAMARERO, INES BAENA BOCERO, SARA ARNAIZ DIEZ, LAURA IZQUIERDO ACOSTA, OLGA ALAMO GONZALEZ, MARTA UBEIRA IGLESIAS, MPAZ ESPINOSA GOMEZ , AITOR AYASTUY RUIZ , NATALIA REVILLA CUESTA.
A sustained rise in IVIG consumption, particularly related to new oncohaematologic therapies and off-label situations, raised concerns about clinical appropriateness, economic impact, and national supply shortages. The aim was to ensure rational, safe, and cost-effective use of this therapeutic resource in a context of increasing demand and the introduction of novel treatments such as bispecific antibodies.
A collaborative strategy between the Pharmacy and Haematology Departments was developed to review and optimise the use of intravenous immunoglobulins (IVIG) in haematology patients.
All haematology patients treated with IVIG during a reference period were included. Prescriptions were jointly reviewed by pharmacists and haematologists, classifying cases according to clinical justification. A structured review of prescribing practices was required to ensure compliance with approved indications and clinical guidelines. Evidence-based indications were prioritised, while emerging scenarios associated with bispecific antibodies were carefully assessed. In cases lacking sufficient clinical support, treatment discontinuation or alternative management strategies were proposed in agreement with the clinical team. The process was formalised through a management objectives agreement linking clinical outcomes to expenditure control.
The initiative enabled early identification of unjustified prescriptions, preventing unnecessary treatments and contributing to significant cost containment. It also strengthened multidisciplinary collaboration and raised awareness among clinicians on the importance of preserving IVIG for evidence-based indications, thereby enhancing patient safety and sustainability
A joint Haematology–Pharmacy protocol defining priority indications and usage criteria for IVIG is planned, together with the expansion of this model to other specialties with high immunoglobulin consumption. This initiative represents a transferable and scalable example of good practice for hospital settings across Europe.
Production and Compounding
A. Sousa; B. Martins; J. Gonçalves
ULSGE, Unidade Local de Saúde Gaia e Espinho, Vila Nova de Gaia, Portugal
ana.luisa.sousa@ulsge.min-saude.pt
The quality and effectiveness of surface cleaning in the Clinical Compounding Unit (CCU) directly impacts the quality and safety of compounded medications. As a routine task, cleaning is often undervalued, and its effectiveness uncertain. The need for a reliable, real-time monitoring method led to the implementation of ATP testing, ensuring cleaning processes are effective and reproducible. Standard operating procedures, work instructions, and audit tools were developed to support its integration, based on the hospital-wide protocol.
High ATP levels indicate poor cleaning performance and increased microbiological risk, enabling immediate corrective action before any clinical compounding takes place.
The “Hospital Cleaning Verification Procedure – ATP Bioluminescence Method”, developed by the Local Unit for Infection Prevention and Control and Antimicrobial Resistance (UL-PPCIRA), was adapted and implemented in the CCU of the Hospital Pharmacy Service.
The test is simple and can be performed by any trained healthcare professional. It involves swabbing a surface, followed by luminometric reading. The light intensity from the enzymatic bioluminescent reaction correlates with the amount of ATP, indicating organic contamination.
Key challenges included the time needed for staff training and initial resistance to procedural changes, with some perceiving the tests as personal performance evaluations. These were addressed through training sessions and awareness efforts focused on promoting a culture of quality and collective responsibility. At the end of the year, the test results will be presented to the team during a training session, as part of the annual training program.
Monthly internal testing and bimonthly external audits by UL-PPCIRA are conducted, with approximately 120 tests/year. Non-compliant results lead to immediate cleaning repetition. So far, 17% of tests exceeded acceptable ATP levels. The goal is to reduce this to 10% by year-end. The project has actively engaged a multidisciplinary team of pharmacists, pharmacy technicians, and support staff in improving service quality and patient safety through shared responsibility.
The aim is to maintain a dynamic, continuously improving process and expand ATP testing to other areas: Cytotoxic Preparation Unit, Repackaging Area, and eventually the entire Pharmacy Service. Future goals include identifying contamination sources to complement ATP testing, further enhancing process control.
Patient Safety and Quality Assurance
Anna Lydon & Jonathan Day
National drug recalls and Government issued Medicines Supply Notifications (MSNs) must be responded to promptly to minimise risk to patients and ensure stock safety. Within our Trust, comprising four hospital sites at different locations, an incident occurred where a recall email received over a bank holiday weekend which went unnoticed. The existing system relied solely on staff checking their emails, which posed a risk of delayed action—particularly during weekends, leave periods, and across multiple sites. This highlighted the need for a more robust and transparent process to ensure that all recalls and MSNs are received, actioned, and tracked in real time.
A digital process was developed using Microsoft Power Automate and Artificial Intelligence (AI) to automate the handling of drug recalls and MSN emails. The flow triggers when a drug recall or MSN email is received. It extracts key information using AI, and automatically distributes the information across the relevant pharmacy and clinical teams across all Trust sites.
When a drug recall or MSN email is received, the attached PDF is analysed with an AI model trained with specific prompts to extract key fields including the drug name, MSN number, date, impact level and required actions. The extracted data automatically populates the MSN or drug recall Excel log – replacing what was a manual data entry process. Power Automate then initiates an approval process and posts a summarised Teams notification into a Teams channel for all relevant members. Each member receives the alert and one person from each site must acknowledge receipt. Following acknowledgement from a member of each site, Power Automate posts a confirmation in the Teams channel, enhancing transparency and providing assurance that the recall has been actioned. AI determines the appropriate clinical speciality for the drug and automatically directs a summary email to the corresponding pharmacists and clinicians working in that area.
The process ensures consistent and timely handling of recalls and MSNs, reducing reliance on individual inbox monitoring. It has improved visibility across all sites, eliminated missed notifications, and significantly reduced manual data entry time. Staff feedback has been positive, with greater confidence that all recalls and MSNs are captured and actioned promptly.
Future plans include integrating automatic escalation plans for unacknowledged alerts. The same model could also be expanded to other time-critical communications, such as National Patient Safety Alerts to further strengthen medicines governance across the organisation.
Selection, Procurement and Distribution
Anne Flou Kristensen
Alice Østergaard Deleuran
When introducing new storage facilities, a risk-based approach according to EU GMP/EudraLex – Volume 4, must be applied during implementation and qualification, to ensure supply continuity, product quality and patient safety.
The existing cold storage facility was worn out and difficult to keep in compliance. The aim of the project was thus to implement a new compliant cold facility to ensure redundance and robustness and to accommodate current work processes related to cold storage.
The implementation was divided into different phases; design and dimensioning, and construction and qualification, where a risk-based approach was applied in each phase, securing the correct measures were considered at the right time. Further, qualification principles presented in EU GMP, Annex 15 were adapted, and a full qualification cycle including SAT, DQ, IQ, OQ and PQ was conducted.
The design and dimensioning of the facilities resulted in two separate cold storage rooms, supplied from two separate redundant refrigerating units. This secures robustness in case of system failure from one of the units, and in case of facility maintenance.
The risk-based qualification plan included the current workflows regarding cooling of large-volume products. A comprehensive DQ and IQ was conducted to secure correct design and installation, and OQ and PQ included different testcases encompassing extensive temperature mapping, hot and cold spot detection, max load-test, crash and recovery testing and daily operations to test if the storage facilities were compliant with correct storage conditions and current workflows.
The cold storage facilities were implemented according to the plan after a successful execution of the qualification. Qualification results identified check points to use in temperature monitoring and defining work-process parameters, e.g. door-opening time related to loading, to mitigate the risks of exceeding correct storing conditions. Further, in case of a deviation related to temperature or established workflows, the extensive results can be applied to evaluate and ensure the quality of stored items. The project demonstrates the importance of adapting quality by design approach, to enhance robustness and consistence when implementing new cold storage facilities.
