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.
Clinical Pharmacy Services
Naila Aljahdali, Hala Al-Buti, Basem Elbehiry, Mohammed AlZahrani, Hani AlZahrani, Jalal Alharbi, Raien Algaidi, Ali AlZahrani, Wael AlZahrani
Medication adherence is a global challenge, with nearly half of patients failing to take prescribed therapies consistently. This issue contributes to avoidable hospitalizations, treatment failures, and increased healthcare costs. At King Fahd Armed Forces Hospital (KFAFH) in Jeddah, medication refills are identified as a critical issue affecting both patient outcomes and pharmacy workload, and as key barriers to optimal care. This project aimed to improve patient medication adherence and satisfaction while also reducing pharmacy staff workload.
ADHERE Initiative was implemented as value-added services (VAS) include: home medication delivery services (HMDS) integrated with digital health tools (delivery refill tracking, telepharmacy consultations) and streamlined logistics, patient education, and feedback loops. A multidisciplinary team oversaw implementation. Performance was monitored and evaluated.
This Quality Improvement (QI) project was conducted from November 2023 to June 2025, using the Plan Do-Study-Act (PDSA) methodology. Baseline data were collected on patient adherence, satisfaction, and pharmacy workload. Root cause analysis was performed using a fishbone tool. ADHERE Initiative was introduced as an intervention to address identified barriers.
The real-world data shows that Patients’ Medication Adherence improved by 51%, and HMDS uptake grew substantially from a negligible start (1%) to sustained levels around 30–44%, surpassing the target in several months. Waiting times improved to around 7 minutes after interventions, indicating reduced in-person demand. Delivery performance was strong inside Jeddah with rapid same-day/24-hour delivery for most patients, while outside Jeddah deliveries reliably reached patients within 2–3 days. Estimated refill-related counter workload reduced by ~40%, freeing staff for clinical duties.
ADHERE Initiative significantly improves patient medication adherence, enhance patient satisfaction, and reduces pharmacy workload. It highlights the dual benefit of technology-enabled pharmacy services for both patients and healthcare providers. Also, it represents a scalable model for healthcare institutions to transform patient-centered care in Saudi Arabia.
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.
Clinical Pharmacy Services
Manon Dumoulin, Pharmacy
Caroline Chirk, Pharmacy
Claire Jouans, Pharmacy,
Sylvain Auvity, Pharmacy
Robert Ratiney, Pharmacy
Lamia Haï, Pharmacy
Scarlett Wise, Pharmacy
This initiative began in March 2024, when patients started treatment.
The necessity of optimizing reconstitution was apparent quickly, to absorb activity increase.
The goal was to optimize reconstitution steps, in terms of time dedicated (human resources) and syringe quality (volume, bubbles quantity).
Reconstitution of this first topic gene therapy (GT) consists of mixing the active substance (AS) with the gel excipient and drawing four syringes per vial, total volume 2ml.
Extractable volume is less than 2.5ml due to gel viscosity, making it complex to extract final syringe.
This topic GT is applied weekly, which makes it a time-consuming activity impacting the pharmacy’s advanced therapy medicinal product department.
As a result, the most efficient ways to manipulate the vials have been identified.
All manipulators trained on factice vials to apprehend gel texture. This dry run phase allowed identification of reconstitution process key steps.
Manipulator pairs were followed for 6 months: data on each step was collected (duration, reconstitution tips).
Reconstitution process is cut down to four steps: thawing (a), AS and gel mixing (b), vial resting (c) and syringe drawing (d).
a) Keep the gel vial right side up: avoids gel accumulation on the septum when punctured.
b) Use an air intake device; avoids overpressure in the vial and syringe.
c) Gel vial should rest at least 5 minutes after being mixed with AS. When more than one vial is reconstituted, prioritize mixing step in a series: increases vial resting time.
d) Draw syringes right side up: avoids gel loss on vial sides. When volume is adjusted, inject gel excess in the vial while needle bevel in the air: prevents injecting bubbles in the remaining volume.
Data collection on steps duration showed a learning curve for all manipulator pairs. Reconstitution duration for 3 vials decreased by 10 minutes after 3 reconstitutions. Each pair arrived up to an incompressible duration: 1 hour for 1st vial (bio-cleaning, dressing) and 20 minutes more for each additional vial.
Training videos are being created to highlight key steps for reconstitution campaigns.
Process and time standardization, allows fluid organization of a complex activity and improves production efficiency.
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.
Patient Safety and Quality Assurance
Susana Redondo-Capafons, Laura Soriano, Carmen Roger, Oriol Arroyo, Raquel Mayoral, Ana Morales, Andrés Reyner, Marta Rueda, Rosario Bueno, Mónica Gómez-Valent, Andrés Joaquim Reyner
In aseptic cleanroom environments, correct donning and doffing of personal protective equipment (PPE) and adherence to hand hygiene protocols are essential to prevent contamination and ensure both patient and operator safety. Despite existing standard operating procedures (SOPs), interindividual variability in compliance often remains undetected, increasing the risk of deviation from aseptic standards. Our pharmacy department identified the need for a practical tool to systematically monitor and improve these critical procedures. With the aim of continuous improvement in clinical practice and service quality, and in the context of incorporating new staff into the cytotoxic preparation area, this initiative was developed.
Two structured checklists were designed and implemented to evaluate compliance with SOPs:
1. Donning and doffing of PPE – assessing sequence, technique, and timing.
2. Hand hygiene – assessing product use, duration, and areas of the hands washed.
The checklists were based on international guidelines (WHO, GMP) and local SOPs. Trained observers performed random assessments of pharmacy technicians during routine cleanroom entry and exit. Each step was scored for compliance, and procedure times were recorded.
The use of checklists enabled objective, individualized assessment of compliance. The mean compliance score for donning and doffing PPE was 9.4 ± 0.8, while for hand hygiene it was 8.9 ± 1.2. The 100% of pharmacy technicians acquired the minimum score established in the procedure (7/10). The main issues identified were related to the location where PPE was removed (17%), the duration of hand washing (25%), and the volume of alcohol-based hand rub used (42%). These findings guided targeted retraining sessions and continuous quality improvement actions. This approach increased awareness among staff and promoted more consistent aseptic practices in daily operations.
The checklists have been integrated into routine training and quality monitoring. They are easy to replicate in other hospital pharmacies with cleanroom facilities, requiring minimal resources. The initiative provides a model to strengthen aseptic procedures, reduce contamination risks, and enhance overall compliance with safety standards.
Patient Safety and Quality Assurance
DEBROISE Madeleine, Dr GUELLEC Corrine, CHAMPEAUX Murielle, Dr PETIT Paul-Remi, Dr ROCHE Manon
An innovative awareness-raising tool was developed to reduce glove misuse, strengthen hand hygiene practices, and promote the eco-design of healthcare procedures. The audit and feedback (A&F) strategy, known for improving practices, was at the core of this work (1). This initiative is part of the pharmacy project, implemented across the Territorial Hospital Group.
Misuse of both sterile and non-sterile gloves has been widely described in the literature (2) . At the same time, the 2024 French Society for Hospital Hygiene guidelines emphasize that glove use is not recommended for intramuscular, subcutaneous or intradermic injections (3). In this context, the awareness tool was designed to limit misuse and promote good practices.
In addition to the audits carried out (before and after), a multidisciplinary team developed an escape game to make awareness training interactive and to enhance teamwork. Based on guidelines and field feedback, the game includes three modules addressing the appropriateness of glove use, sterile versus non-sterile glove use, compliance with standard precautions, the carbon footprint of different glove types, and waste management. Each session lasts 25 minutes and can take place directly in clinical units.
A total of 294 self-assessment questionnaires and 72 observation-based audit grids were collected. Since its launch, 48 workshops have gathered 210 participants, of whom 141 completed a satisfaction questionnaire. For 84% of them, this was their first participation in such an activity. More than 70% reported updated knowledge on hand hygiene and glove use, while 81% considered that environmental aspects could influence their practices. The word “playful” was mentioned in 69 out of 110 comments highlighting the game’s strengths.
The tool will continue to be rolled out across the region, including in training institutes, with the objective of achieving a 10% reduction in glove consumption at the territorial level.
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
Dr. Tobias Leinweber1, Dr. Lukas Tometten2, Tobias Wingen1, Dr. Andrea Liekweg1, Prof. Dr. Norma Jung2
1 Hospital Pharmacy, University Hospital Cologne, Germany
2 Department I of Internal Medicine, Division of Infectious Diseases, University Hospital Cologne, Germany
Standardized dosing tables for anti-infective agents, specifically vancomycin and piperacillin/tazobactam, were developed and integrated into the electronic prescribing system (hospital information system – HIS) of the University Hospital Cologne. The tables provide evidence-based, renal function–adjusted dosing recommendations within the clinical workflow, supporting clinicians in accurate and safe prescribing.
Existing treatment standards for infectious diseases were often underutilized in daily practice due to limited accessibility and lack of integration into the electronic prescribing system/HIS. This led to dosing errors—particularly with vancomycin, where underdosing may cause therapeutic failure and overdosing toxicity. Additionally, EUCAST updates to piperacillin/tazobactam dosing required hospital-wide adaptation of practices. The initiative aimed to improve dosing accuracy, enhance antimicrobial therapy safety, and standardize prescribing practices through direct system integration.
The project was developed by an interdisciplinary team consisting of the Antimicrobial Stewardship (AMS) team, the Department of Infectious Diseases, and the hospital pharmacy. To ensure effective adoption and continuous improvement, a stepwise implementation approach was chosen, enabling feedback collection and iterative refinement. The rollout was supported by ward pharmacists who provided on-site guidance and assistance during initial implementation. Targeted training sessions and regular email communications informed and engaged prescribers. All relevant information was integrated into the hospital’s antibiotic guideline to ensure easy access and long-term consistency in clinical practice. Challenges such as differing user familiarity and workflow adjustments were addressed through ongoing training and direct support.
The implementation of the vancomycin dosing standard led to more consistent therapeutic drug monitoring (TDM), faster achievement of therapeutic levels, lower rates of toxicity, and reduced linezolid use, indicating improved prescribing behavior. The piperacillin/tazobactam dosing table was widely adopted, though further training remains necessary for full-scale use. Overall, the integration demonstrated improved medication safety, greater standardization, and enhanced clinical acceptance of the HIS-based prescribing system.
Training sessions, interdisciplinary experience exchange and interviews with clinicians are planned to ensure ongoing optimization.
This initiative illustrates how interprofessionally developed standards can be effectively embedded into clinical workflows. The approach can be easily transferred to other hospitals using similar prescribing software, offering a scalable model to strengthen antimicrobial stewardship, improve prescribing competence, and enhance patient safety.
Patient Safety and Quality Assurance
Furio Alessandro 5, Di Lorenzo Antonio 1, Noviello Chiara 4, Faggiano Maria Ernestina. 2, Bursomanno Beatrice 3, Cantalice Michele Alberto 5, Lobifaro Annamaria 5, Manicone Anna Lucia 5 , Spinelli Giuseppe 5, Parnoffi Nicoletta Francesca 5, Stefanizzi Pasquale 1, Tafuri Silvio 1
1 Dipartimento Interdisciplinare di Medicina – Università degli Studi di Bari Aldo Moro, Bari, Italia
2 Farmacia Ospedaliera – Azienda Ospedaliero Universitaria Policlinico di Bari, Bari, Italia
3 Scuola Di Specializzazione In Farmacia Ospedaliera – Università Degli Studi Di Bari Aldo Moro, Bari, Italia
4 Scuola Di Specializzazione In Igiene e Medicina Preventiva – Università Degli Studi Di Bari Aldo Moro, Bari, Italia
5 Unità di Programma Control Room / U.O.C. Igiene Universitaria – Azienda Ospedaliero Universitaria Policlinico di Bari, Bari, Italia
Hospitals face a significant challenge from healthcare-associated infections (HAIs), which stem from a complex interplay of various risk factors and have serious implications for patient safety and public health. The initiative was undertaken to address these threats through a multidisciplinary organizational framework, recognizing that safeguarding patients requires coordinated efforts from multiple healthcare professionals.
To tackle HAIs, the model implemented at Bari’s General Hospital combined systematic epidemiological surveillance with direct, onsite monitoring of healthcare practices, applying these strategies consistently using specifically designed checklists. This approach is fully in line with international recommendations, particularly the “One Health” strategy, which underscores the importance of integrated and multidisciplinary action in overcoming health challenges.
Prevalence studies, performed over a year, were recommended to improve understanding of infection risks related to invasive procedures, surgeries, and the use of antibiotics. These periodic surveys help to identify emerging trends and risk factors, enabling targeted interventions. Additionally, structured walkarounds within hospital facilities were implemented, allowing multidisciplinary teams to inspect environments, assess clinical records, and monitor drug storage methods. This approach not only prevents critical events but also highlights weaknesses and opportunities for improvement through focused staff training (audit).
Achievements from this combined strategy include a more integrated and thorough infection control program. By incorporating continuous audits, field surveillance, and ongoing education for healthcare staff, the hospital pharmacist’s role has evolved from being a background administrator to a frontline participant in infection prevention and stewardship. There has been a notable improvement in the management of both medications and medical devices, especially regarding their cleaning procedures and actual use. Additionally, significant progress has been made in the appropriateness of using anti-infective drugs—such as antifungals, antibiotics, disinfectants, and antivirals—resulting in more rational and safe pharmacological utilization throughout the hospital setting.
Further enhancements in infection control should focus on sustaining integrated surveillance, monitoring, and training programs. Moreover, it is essential to emphasize the importance of the hospital pharmacist within the corporate multidisciplinary team dedicated to the prevention of healthcare-associated infections, as their expertise is pivotal for the successful implementation of all strategic actions related to infection control and optimal medication use.
