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
Gilak G., Lakatos-Krepcik A., Breyer-Kohansal R., Sailer G.
In Austria, people with Cystic Fibrosis (CF) receive interdisciplinary care from various professional groups at specialized treatment centers. The European Cystic Fibrosis Society recommends the integration of pharmacists into the multidisciplinary CF team, emphasizing medication management, patient education, and adherence support. Increased access to CF transmembrane conductance regulator modulator therapies in recent years has conferred significant benefits to patients in multiple ways. However, these highly effective drugs are known to have a high potential for drug–drug interactions.
The current medication of adult patients was reviewed by a clinical pharmacist. Individualized medication counselling, education, and specialized support in cases of drug shortages were provided to patients. To evaluate the quality of the pharmaceutical consultation and the benefits derived from it, patients were invited to complete an anonymous questionnaire.
During their visit to our specialized CF outpatient clinic, patients were offered the opportunity to consult a CF pharmacist. Together with the patient, a comparison was conducted with the previously documented medication list. Additional or differently taken medications, as well as the results of the interaction analysis, were documented in the electronic patient record and logged in a specifically developed data collection tool. Once a week, the respective data of these patients were discussed within the multidisciplinary team.
37 patient consultations took place between 11/24 and 04/25. Patients took an average of 9.7 medications, additionally 1.6 medications were recorded following inquiry by the clinical pharmacist. In total 120 drug related issues were identified. These issues included adverse drug reaction management (25%), instructions for use (25%), formal criteria for written prescriptions and drug shortage (17%), patient adherence concerns (13%), indications/contraindications (13%), and dose adjustments (7%).
An average of 2.7 drugs per medication, which were not taken in accordance with the current prescription plan, were identified by the clinical pharmacist.
All patients stated that the consultation with the clinical pharmacist was very helpful or helpful and 96% of patients indicated that they now feel confident in taking their medications correctly.
In the future, pharmaceutical CF care will be formally established in the form of a periodic review at the CF center of our clinic.
Clinical Pharmacy Services
Beatrice Faitelli, Barbara Crivelli, Federica Pieri
Underreporting of adverse drug reactions (ADRs) in hospitals is often due to administrative complexity and organizational barriers. Simplifying reporting procedures and fostering interprofessional collaboration are essential to strengthen pharmacovigilance and improve patient safety. A proactive model was therefore designed, with the clinical pharmacist acting as facilitator to support physicians and nurses.
A pharmacist-facilitated pharmacovigilance model was implemented, integrating the clinical pharmacist into the multidisciplinary team as operational support for physicians and nurses. The initiative aimed to increase the number and quality of ADR reports by reducing the administrative workload of healthcare staff and ensuring more complete, timely, and traceable submissions. It also sought to promote a shared culture of drug safety within the hospital setting.
When a suspected ADR occurred, the healthcare professional contacted the pharmacist via institutional email or entered minimal information into the national portal (event description, timing, suspected/concomitant drugs, essential clinical details). The pharmacist finalized the report by reviewing medical records, laboratory results, and clinical documentation, liaising with the clinical team when required. Completed reports were submitted to the national pharmacovigilance network and archived in an internal database for monitoring.
From January to September 2025, 17 reports were collected, compared with 10 and 5 in the corresponding periods of 2023 and 2024. Overall ADRs increased (29 in the first nine months of 2025 vs. an average of 13–14 in the same intervals of previous years). Report completeness improved, with more suspected drugs identified (20) and, for the first time, systematic inclusion of concomitant medications (19), enabling more accurate causality assessment. Timeliness also improved, with a peak of reports in the month after implementation. Physicians and nurses valued the pharmacist’s role as practical and supportive.
Although absolute numbers remain modest, they already represent a clear improvement compared with previous years. The model has proven feasible, sustainable, and transferable to other wards. Future efforts will combine support for reporters with targeted training and awareness initiatives to further embed pharmacovigilance in routine hospital practice.
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.
Clinical Pharmacy Services
Tonia Celeste Paone (1), Giorgio Selvini (1,2), Vincenzo Marcone (1), Gilberto Fiore (1), Alessandro Mastroianni (1), Silvia Sillano (1,2), Massimo Marengo (1,2), Lorena Poggio (1).
1. ASLTO5; 2. University of Turin.
The management of antidotes plays an important role in the quick and effective treatment of poisonings. The Hospital Pharmacy identified the need to modernize and standardize the procedures related to antidote management. Frequent updates in toxicology, the need for real-time access to information, and the absence of an integrated system suggested the development of a new digital tool designed to ensure safety, traceability, and quick availability of antidotes in emergency contexts.
A comprehensive revision of the existing antidote management procedure was carried out, based on ministerial guidelines. The project involved updating the list of available antidotes, redefining their priority levels, and creating an interactive digital structure that connects each antidote to its indication, characteristics, and clinical use. Furthermore, a digital registry for antidote stock management was created to record and monitor: batch traceability, expiration dates, and to track the specific clinical use of each antidote at the time it is given to a patient.
The project followed a modern multidisciplinary approach, bringing together pharmacists, physicians, and nurses within the Hospital Pharmacy, the Emergency Department, and the Intensive Care Units. References from some of the most reliable poison control centers at the national level were integrated and detailed information sheets for each antidote and summary tables were developed. The first table lists the key characteristics of all antidotes, including logistical information relevant for procurement and stock management, and the additional one links each antidote to its corresponding intoxications.
The antidote list was updated, with obsolete products removed and new ones added. Detailed sheets and summary tables were integrated into a hypertext digital platform, allowing easy navigation between the stock registry, summary tables, and individual antidote sheets. The digital tool enabled immediate access to antidote information and simplified consultation of updated management instructions. Additionally, the new registry provides automated alerts for low stock or approaching expiration, while ensuring full traceability, improving overall operational efficiency and readiness in emergency situations.
Ongoing activities include continuous monitoring of antidote use and periodic updates of sheets and tables based on clinical experience to maintain readiness and safety in emergency situations.
Clinical Pharmacy Services
E.Ikidde
Patients with severe asthma often experience poor outcomes, repeated oral corticosteroid use, and delays in accessing biologic treatment. Existing referral pathways created inequity and long waits for review and initiation of biologics. The pharmacist-led service aimed to improve outcomes, optimise medicines use, enhance safety, reduce waste, and shorten delays through streamlined pathways and multidisciplinary collaboration.
A pharmacist-led severe asthma clinic was established within hospital practice. The pharmacist assessed patients by correcting inhaler technique, reviewing adherence, evaluating eligibility for biologic therapy, providing patient counselling, ensuring medicines were available for clinic use, and coordinating safe transition to homecare services. This demonstrated the unique contribution of hospital pharmacists in severe asthma management.
A retrospective review of patients managed in the pharmacist-led clinic was conducted over 12 months. Each patient received a structured consultation including inhaler technique, adherence, and asthma management plan review. Biologic eligibility was assessed against national guidance by the hospital pharmacist, with applications approved by the multidisciplinary team. The pharmacist streamlined prescribing, ensured timely ordering of high-cost medicines, and conducted safety checks before administration. Initial challenges—patient unfamiliarity with pharmacist-led clinics and limited capacity—were addressed through education, collaboration with Respiratory Consultants, and phased appointment introduction.
Eighty-eight patients were reviewed. Inhaler technique was corrected in 67 patients (76%), and 41 patients (47%) were initiated on biologic therapy following multidisciplinary approval. Pharmacist involvement ensured timely supply of high-cost medicines and immediate support for medicine-related queries, improving patient safety and confidence. The service reduced delays to clinic review and biologic initiation, in line with Accelerated Access Collaborative (AAC) guidance to improve equity.
This initiative highlights the pharmacist’s vital role in severe asthma services, with measurable benefits for medicines optimisation, safety, and equitable access. Other specialties, such as interstitial lung disease (ILD) and chronic obstructive pulmonary disease (COPD), are now requesting pharmacist support. The model is scalable, transferable, and cost-efficient, offering a safe framework for replication in other healthcare systems.
Clinical Pharmacy Services
Vera Pires, Maria João Teixeira, Rui Marques
Ifosfamide-induced encephalopathy (IIE) is a serious and often underdiagnosed adverse effect of ifosfamide, with variable incidence and no standardized approach to prevention or treatment. The project aimed to improve patient safety and clinical outcomes by developing a standardized, evidence-based institutional protocol to guide prophylaxis and management of IIE.
An institutional protocol for the prevention and treatment of IIE was developed and implemented, defining clear recommendations for methylene blue and thiamine use, standardizing dosing regimens, and providing practical instructions for clinical teams.
A comprehensive literature review was carried out, current local practices were analyzed, and a multidisciplinary team collaborated to design the protocol. The final version was reviewed and approved by the Pharmacy and Therapeutics Committee (PTC) before implementation.
The protocol reduced variability in prescribing practices, increased medication safety, and enhanced the pharmacist’s involvement in monitoring and managing adverse events. It established consistent dosing, preparation, and administration procedures for both adult and pediatric patients, improving overall care quality and coordination.
The next step is to evaluate the clinical and organizational impact of the protocol from both patient and institutional perspectives, with a focus on outcomes such as incidence reduction, safety indicators, and staff adherence.
Clinical Pharmacy Services
Kamila Urbańczyk1,2, Przemysław Kardas3, W. Witkiewicz1, A. Hogg4, M. Scott4, A. Wiela-Hojeńska2
1) Department of General, Vascular and Oncological Surgery, Regional Specialist Hospital in Wroclaw
2) Department of Clinical Pharmacology, Wroclaw Medical University
3) Medication Adherence Research Center, Department of Family Medicine, Medical University of Lodz, Lodz, Poland
4) Medicines Optimisation Innovation Centre, Antrim, Northern Ireland
Clinical pharmacy services are poorly developed in Central and Eastern Europe [1]. One of the consequences of this fact is that medication adherence remains insufficiently addressed in these countries. This leads to poorer health outcomes, preventable hospitalisations, and significant costs. In Poland, legislative change is needed to introduce such services, but decisions require solid evidence. Therefore, a pilot clinical pharmacists’ service was launched to provide an objective assessment of its value.
A pilot randomised controlled trial was carried out at the Regional Specialist Hospital in Wroclaw. Patients admitted to vascular and general surgery wards were assigned to either standard care or an integrated medicines management (IMM) service. The IMM model comprised medicines reconciliation and review at admission, inpatient monitoring and counselling, and reconciliation with education at discharge, followed by post-discharge follow-up at 1, 3, and 6 months.
Sixty patients were randomised, and 58 completed follow-up. Clinical pharmacists identified drug-related problems, intervened, and collaborated with physicians to optimise pharmacotherapy. Outcomes included unplanned healthcare visits, length of stay, appropriateness of treatment, and economic impact.
Patients in the IMM group had significantly fewer additional healthcare visits (6 vs. 39; p<0.05) and shorter hospital stays (median 5 vs. 7 days; p=0.0372). Pharmacists identified 273 drug-related problems, and all interventions were accepted by physicians. Medication appropriateness improved markedly during hospitalisation. Economic analyses showed substantial savings through reduced hospitalisations, shorter stays, and optimised treatment, with a favourable cost–benefit ratio. Patients and healthcare professionals valued the service positively.
The pilot demonstrated clinical, economic, and organisational benefits of pharmacist-led services in Poland. These results confirmed their feasibility and relevance. The findings are currently being used by the Parliamentary Group for Improving Medication Adherence. There is an intention to incorporate the services of clinical pharmacists into the national strategy for the management of medication adherence currently being designed in Poland. Proposed legislative alterations are expected to create political and professional momentum to scale up the initiative nationally.
Clinical Pharmacy Services
Patricia Fumero Cruz, Emma Ramos Santana, Nuria Ramos Santana, Montserrat González García, Mónica Mederos Betancort, Álvaro Crespo González, Mª Pilar Díaz Ruiz
Paediatric palliative care requires an integrated approach combining medical management with safe, effective and tailored pharmacotherapy for each child and family. Many essential medicines lack age-appropriate formulations, limiting symptom control and increasing the risk of dosing errors. To address this unmet need, the hospital pharmacy developed a structured pharmaceutical care programme ensuring the preparation, dispensing and follow-up of individualised compounded medicines, promoting safety, adherence and equitable access to treatment.
A pharmacy-led programme was implemented for all paediatric patients cared for by the Paediatric Palliative Care Unit (PPCU). It integrates a specialised pharmacy consultation, individualised compounding, direct dispensing to families in the Outpatient Unit and continuous follow-up. The intervention, in collaboration with the PPCU team (three paediatricians and two nurses), ensures a coordinated and patient-centred approach.
All paediatric palliative patients were included. Pharmacists reviewed medical history, previous treatments and specific needs. The pharmacy prepares personalised formulations (gabapentin, clonidine, baclofen, levodopa/carbidopa, clobazam, topiramate, methadone, ondansetron, among others) adapted to age, weight and tolerance.
Dispensing frequency is adjusted to stability and expiry, mostly monthly, and accompanied by educational materials and visual guides for caregivers.
The programme covers all costs and records each dispensing to monitor adherence, stability and efficacy. Pharmacotherapeutic follow-up is conducted through in-hospital or home consultations coordinated with the PPCU.
– Better symptom control (pain, anxiety, nausea).
– Greater safety and fewer medication errors at home.
– Improved adherence and family satisfaction.
– Fewer avoidable hospital admissions.
– Enhanced role of hospital pharmacists within the multidisciplinary team.
The programme ensures equitable access to medicines unavailable in suitable paediatric forms, establishing a personalised, empathetic and patient-centred care model for children and families.
The next phase includes evaluating clinical outcomes and perceived wellbeing using indicators of safety, adherence and satisfaction. The model aims to be replicated in other hospitals with paediatric compounding capacity and to foster an inter-hospital collaborative network to share protocols and best practices.
Clinical Pharmacy Services
daruni sitthikan
Warfarin management is complex due to its narrow therapeutic index and wide interpatient variability. Although the physician–pharmacist collaborative clinic (PPCC) model has improved anticoagulation outcomes, genetic variability remains a key challenge, as pharmacogenomic (PGx) testing is rarely available in Thai hospitals. To overcome this, an AI-based dosing tool (WarfaWise web application) was developed to assist clinicians in personalizing warfarin therapy without genetic testing.
To evaluate the effectiveness of an AI-assisted dosing tool (WarfaWise web application) integrated into the PPCC model (PPCC–AI Model) for optimizing warfarin therapy at Takuapa Hospital, Thailand.
This quasi-experimental study included patients (≥18 years) who received warfarin for ≥3 months (January 2023–May 2025). The WarfaWise web-based AI dosing application was incorporated into the PPCC workflow to predict individualized weekly warfarin doses based on patient-specific parameters (age, sex, weight, comorbidities, concomitant drugs, adherence, and INR trends). The primary outcome was the percentage of Time in Therapeutic Range (%TTR). Secondary outcomes included dosing accuracy (Mean Absolute Error: MAE) and incidence of bleeding or thromboembolic complications. Statistical significance was set at p<0.05.
A total of 230 patients were enrolled. The AI-assisted PPCC demonstrated superior dosing precision (MAE=2.09±1.20 mg/week) and significantly improved mean %TTR (primary outcome) from pre-intervention 65.10±1.09% to post-intervention 71.4±8.6% (p<0.02). The incidence of minor bleeding decreased by 69.5%, and no major bleeding or thromboembolic complications occurred during the study period. Pharmacists also reported enhanced workflow efficiency and a reduction in dosing calculation errors. In conclusion, the study showed that the PPCC-AI model demonstrated superior dosing precision, enhanced INR control, and improved patient safety. This pragmatic digital innovation facilitates the scalable adoption of AI-assisted clinical decision-making tools in resource-limited settings where PGx testing is inaccessible, underscoring the evolving role of pharmacists in precision anticoagulation management.
To develop a mobile application that is easily accessible and free of charge, and can be used in hospitals at all levels.
Clinical Pharmacy Services
Aparicio Lucas L, Somoza Fernández B, Collados Arroyo V, Baselga Soto I, Mayo López C.
A Multidisciplinary Unit for Comprehensive Care of Complex Chronic Patients was implemented in our hospital to provide integrated, patient-centered care. The initiative established a structured process in which each patient is assessed during a single visit by a coordinated team involving Nursing, Pharmacy, and Internal Medicine.
Complex chronic patients often experience frailty, polypharmacy, and fragmented follow-up across multiple specialties, increasing the risk of adverse events, poor adherence, and reduced quality of life. Prior to the initiative, care was delivered through separate consultations with limited communication between professionals. As a result, patients frequently missed appointments due to travel difficulties, became confused by medication changes, or received inconsistent instructions.
The project aimed to enhance the quality and continuity of care, optimize pharmacotherapy, and reduce complications through a coordinated, multidisciplinary model that streamlined hospital visits and minimized unnecessary referrals.
The project was developed in four stages:
1. Planning meetings with Internal Medicine and Nursing to define objectives
2. Design of a standardized operations procedure and patient circuit
3. Pilot implementation
4. Measurement of outcomes.
Patients were referred to the unit based on predefined criteria (frailty, polypharmacy, multiple medical follow-ups). Obstacles such as limited staff availability and coordination between departments were addressed through regular team meetings to streamline workflow and ensure communication.
Since its implementation in March 25, 68 patients have been assessed, with 123 drug-related problems identified. Pharmacist interventions achieved a 79% acceptance rate (97/123). The model improved communication among professionals, enhanced medication safety, and optimized patient visits by avoiding unnecessary appointments.
Long-term evaluation of clinical and financial outcomes is ongoing. The standardized, collaborative approach makes this model easily transferable to other hospitals, adaptable to their resources and organization. It represents a sustainable example of good practice in multidisciplinary management of complex chronic patients.
