Author(s)

Ciuciu David, CD; Campabadal Prats, C; Salom Garrigues, C; Romero Denia, M; Suñer Barriga, H; Pascual Carbonell, D; Bejarano Romero, F; Canadell Vilarrasa, L.

Why was it done?

The integration of Hospital Pharmacy Residents (HPr) into primary care (PC) services represents an essential step toward strengthening the continuity of care between hospital and community health centers. Through this collaboration, safe, efficient, and evidence-based pharmacotherapy is promoted, while keeping the patient at the center of the healthcare system. By involving HPr in multidisciplinary teams, the program aims to enhance medication management, optimize therapeutic outcomes, and reduce the incidence of adverse drug events.

What was done?

To describe the role of the HPr in PC services and demonstrate the importance of their contribution to well-keeping relationships between primary and specialized care.

How was it done?

The involvement of the HPr in PC services was classified into clinical, educational, and management activities. To develop their activities, a HPr rotation was scheduled and carried out within a Healthcare Management area, responsible for overseeing 20 PC centers and 20 nursing homes (NH). Within this area, the PC pharmacy team consists of eight pharmacists who perform medication reviews across.
Rotation steps:
Training: HPr receives instruction on PC protocols, quality indicators, and digital tools, including prescription management and indicators recording systems.
Clinical review: HPr evaluates prescriptions, modify treatments based on clinical evidence, and apply a person-centered approach, focusing on complex chronic and institutionalized patient’s guidelines.
Multidisciplinary collaboration: Take an active part in meetings with general practitioners (GP), nurses, and PC pharmacists to discuss patient cases and optimize pharmacotherapy.
Health education: Provide training to nurses and GP residents on rational drug use, adverse reactions, and sustainability.
Evaluation: Oversee the impact of pharmaceutical interventions and suggest continuous improvement measures.

What has been achieved?

A total of 416 interventions were recorded, distributed as follows:
56.7%: Drug discontinuation due to non-adherence, not indication or therapeutic simplification.
23.1%: Therapeutic switches for efficiency.
7.7%: Changes to another molecule.
6.7%: Regimen deintensification.
4.8%: Regimen intensification.
Additionally, 46 interventions were conducted in NH:
52.2%: Drug discontinuation due to overcontrol or lack of indication.
23.9%: Regimen deintensification due to overcontrol.
17.4%: Therapeutic switches for efficiency.
6.5%: Drug initiation due to lack of control.

What next?

The participation of HPr in PC resulted in a significant increase in pharmaceutical interventions, which contribute to safer, more effective and efficient pharmacotherapy and promotes superior coordination between healthcare levels. Also contributed to the education of family and community medicine residents, enhancing their skills in managing complex chronic patients. This experience demonstrates the value of integrating pharmacy residents into primary care and may be replicated in other hospital pharmacy services with similar organizational structures.

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Author(s)

Edurne Fernandez de Gamarra-Martinez; Begoña Tortajada-Goitia; Monike de Miguel-Cascon; María Alfonsín-Lara; Hilario Martínez-Barros; Carles Quiñones-Ribas; Covadonga Pérez Menéndez-Conde; Eva Negro-Vega

Why was it done?

A generation is defined as a group of people who, having been born around the same time and received similar education and cultural and social influences, adopt a similar attitude. According to the Spanish Society of Hospital Pharmacy (SEFH) membership database, four generations currently coexist in Spanish Hospital Pharmacy Departments (HPD): Baby Boomers (8%), Generation X (32%), Millennials (52%), and Generation Z (8%). This generational diversity can result in different professional approaches, shaped by varied worldviews and experiences.

To explore this topic, we first conducted a survey to assess intergenerational relationships among hospital pharmacists and their impact on learning and professional development. Within this context, the SEFH published a report and launched the SEFHFUTURE project to address generational coexistence in the workplace.

The project was presented during the 2024 SEFH National Congress. The first initiative was the ‘Intergenerational Dialogues’ conference: a pilot session designed to raise awareness among hospital pharmacists about the value of generational diversity in the professional environment.

What was done?

We organised a meeting titled Intergenerational Dialogues. Four groups of ten hospital pharmacists—each representing one of the current working generations—came together to share their perspectives in an open, respectful, and collaborative setting.

How was it done?

We applied the listening circle methodology, forming one circle per generation, and carried out a collective debrief to share the identified aspects. We structured the dialogue around four strategic themes: Knowledge Transfer, Professional Expectations, Workplace Wellbeing and People Management.

What has been achieved?

Despite generational differences, participants from all groups expressed shared concerns around both professional and personal matters, emphasising wellbeing and workplace climate as key areas for development within HPD. Setting aside stereotypes, the experience provided by a generation can be complemented by the innovation contributed by others.

The session identified intergenerational differences that must be managed to prevent generational gaps and transform the challenge into opportunities.

What next?

This initiative lays the groundwork for developing targeted strategies to address current and future challenges of generational diversity within HPD. Moving forward, we aim to design and implement actions that promote synergy among professionals, support both personal and career development, and enhance collaboration, coexistence, and performance across all generations of hospital pharmacists.

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Author(s)

Laura Morgan

Why was it done?

Inhalers are the largest single contributor among medicines to the NHS carbon footprint, accounting for 3% of total NHS emissions. In 2020, the NHS became the first health system globally to commit to Net Zero, later formalised through the Health and Care Act 2022 and the Delivering a Net Zero National Health Service report, which provides statutory guidance to ICBs. This project responds to that call-to-action and aligns with South East London’s Green Plan, which pledges to reduce emissions within its footprint. It also serves as a proof-of-concept to inform NHS England’s assessment of the viability of nationwide, routine inhaler recycling.

What was done?

Developed as an innovative sustainable project in response to NHS Net Zero ambitions and SEL Integrated Care System’s (SEL ICS) Green Plan, SEL ICS launched the first fully NHS-funded, ICS-wide inhaler recycling pilot in England. The scheme is fully integrated across primary and secondary care and enables the public to recycle used inhalers at any participating site. The inhalers are then transported to a recycling facility (Grundon Waste Management) for up to 99.9% recovery of propellants, plastics, and aluminium. This pilot serves as a proof-of-concept to assess the feasibility of business-as-usual inhaler recycling in the NHS.

How was it done?

An inhaler recycling pilot is being delivered across 20 community pharmacies and five acute/mental health trusts in SEL. A project working group (PWG) and formal memorandum of understanding was established between South East London Integrated Care Board, NHSE, King’s College Hospital (KCH), SEL Pharmacy Alliance, Guy’s and St Thomas’ (Essentia), and other stakeholders to ensure structured, cross-sector collaboration. The project leveraged existing NHS clinical waste infrastructure to recycle pressurised metered dose inhalers (pMDIs), ensuring operational efficiency with minimal disruption. The PWG collaborated with behavioural science colleagues and patient engagement groups to develop public-facing communications that encouraged appropriate inhaler disposal. All activities were embedded into routine workflows without additional staffing. Monthly data submissions from participating sites enabled continuous monitoring and will inform a fully commissioned evaluation.

What has been achieved?

Over 16,000 inhalers have been collected so far, with more than 11,000 returned through community pharmacies. The current recoupment rate at community pharmacies is approximately 15%, i.e., the number of pMDIs reported returned is around 15% of the high-carbon pMDIs dispensed by that pharmacy in the same month. This figure will undergo further scrutiny in the final evaluation, after corroboration by Grundon data following the project’s last recycling cycle. The project has also seen strong patient and public involvement. A live public-facing survey on the SEL website has received more than 100 responses to date. Themes identified include low awareness of proper disposal routes, strong interest in inhaler recycling, and improved understanding and willingness to return inhalers after campaign exposure. These results demonstrate meaningful public input and are informing ongoing communication strategies. In terms of reach and influence, the pilot has attracted national and international interest with over 25 NHS providers across the country having contacted the SEL team for support with replication, and a Canadian research group has requested to learn best practice from the model. The project demonstrated high operational feasibility, environmental impact potential, and strong appetite for scale-up. Complete evaluation is ongoing.

What next?

This innovative project shows inhaler recycling can be embedded in existing NHS systems. It presents a replicable and scalable national model, supporting medicines optimisation, waste reduction, and sustainability; it stands apart by being completely publicly owned, leveraging existing NHS contracts and infrastructure, without the need to rely on external sponsorships. This pilot offers a practical blueprint for embedding environmental sustainability into medicines optimisation across the NHS and the outcomes will inform future commissioning and advance the NHS’s Net Zero goals.
An evaluation of the pilot is currently being developed with the last inhaler collection at all sites due January 2026; the evaluation is due to be published in the Spring of 2026.

Why was it done?

Phase 1 Clinical Trials represent the first step in evaluating the safety of an experimental drug in humans and require a high level of control and quality in the management of the investigational drug.
In this context, the Hospital Pharmacist plays a crucial role by ensuring the proper storage, dispensing, administration and traceability of the investigational drug, significantly contributing to the safety of participants and the reliability of the collected data.

What was done?

The aim of this work is to describe and explore the role of the Hospital Pharmacist in Phase 1 Oncology Clinical Trials, highlighting the specific activities performed and the added value brought to the experimental process with particular focus on the quality, safety, and traceability of the investigational drug.

How was it done?

An analysis of the operational and documentation activities carried out at the Phase 1 Oncology Clinical Research Unit of the IRCCS Azienda Ospedaliero-Universitaria di Bologna, was conducted through the review of study binders and patients’ medical records.
From January 2023 to present, 12 patients have been enrolled in 4 different Phase 1 Oncology Clinical Trials involving the role of the Hospital Pharmacist.
The Hospital Pharmacist managed the assignment of investigational drug kits via the IWRS system, documenting dispensing date, kit identification codes, batch number, and expiration date. During dispensing, the pharmacist provided instructions to patients on correct storage, administration and completion of the drug diary, addressing questions regarding concomitant therapies and potential side effects.
Additionally, the pharmacist ensured proper storage, monitoring and traceability of the investigational drug in compliance with GMP/GDP regulations.

What has been achieved?

All 12 patients enrolled in the Phase 1 Clinical Trials achieved 100% treatment compliance, as confirmed through monitoring of drug diaries and follow-up visits.
The involvement of a dedicated Hospital Pharmacist significantly reduced errors related to the dispensing and administration of the investigational drug, ensured full compliance and contributed to enhancing the reliability and overall quality of the data collected during the trial.

What next?

The Hospital Pharmacist is involved in all phases of the investigational drug lifecycle. Their presence provides significant added value in patient safety and data quality. It is hoped that more centers will adopt this role.

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Author(s)

S. EL BOURY, B. CHAVENT, C. DUSSART, L. DERAIN

Why was it done?

Recognising medical devices is a key skill for hospital pharmacy professionals to ensure correct management and optimal patient safety. However, traditional training sessions were often theoretical and failed to stimulate engagement or long-term retention. This initiative was therefore developed to promote active learning, improve device recognition, and strengthen team collaboration in a fun and motivating way.

What was done?

A playful educational activity called “Medical device hunt” was created within the hospital pharmacy department. Inspired by an Easter egg hunt, this initiative encouraged staff to explore, identify, and learn about medical devices through an interactive and engaging game.

How was it done?

Over three days, sixteen medical devices (e.g. vascular stent, guedel airway, cardiac pacemaker) were hidden within a defined area of the pharmacy, each carrying a letter to form a mystery word. Participation was open to all pharmacy staff, including technicians, pharmacists, residents, students, and logistics agents, either individually or in teams. The top hunters were rewarded. A debriefing session, open to both participants and non-participants, presented informative cards on each device’s function and clinical use were, followed by a satisfaction questionnaire.

What has been achieved?

A total of 13 staff members participated, mainly pharmacy technicians (76.9%), with a success rate of 69.2%. All participants discovered at least one device and reported learning new information about its use. Satisfaction was high, with 92,3% declaring themselves “very satisfied.” Engagement extended beyond the game itself, as seven non-participants joined the debriefing session; among them, 85.7% were “very satisfied” and 71.4% reported having learned through the informative cards. The initiative strengthened awareness and knowledge of medical devices while fostering teamwork, communication and curiosity across the department.

What next?

The Medical Device Hunt demonstrated the benefits of gamified learning in a hospital pharmacy setting. Future editions will feature improved communication and longer participation time. The concept could also be adapted to other educational topics such as medication errors or risk management, further supporting a culture of continuous learning and safety within the department.

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Author(s)

Cristina González Pérez, María de la Paz Pacheco Ramos, María de la Torre Ortiz, Virginia Puebla García, Jesús Airam Domínguez Cháfer, Alba de Diego Peña, Nuria Fernández Piñeiro, José Julio Gómez Castillo, María Fernández-Vázquez Crespo, María Teresa Benítez Giménez

Why was it done?

The official hospital pharmacy training program, established in 1999, includes outdated and incomplete content on research. This update aims to ensure essential R&I knowledge, create a reference framework for evaluating research competencies, and promote impactful R&I projects.

What was done?

Design a specific research and innovation (R&I) training program for Internal Resident Pharmacists (IRP) as a cross-disciplinary area that integrates theoretical knowledge and practical skills.

How was it done?

In March 2024, a team of tutors, the R&I head, residents, the Pharmacy Department head, in collaboration with a project manager and the Innovation Unit, reviewed the official program, training plan, and competency evaluations. They selected the most relevant and accessible skills for residency.

What has been achieved?

Competencies (evaluation system)
1. Basic competence: Research Methodology
1a. Knowledge (exam):
1ai. Bibliographic search. Reference managers
1aii. Epidemiology. Evidence-based medicine
1aiii. Clinical research. Good clinical practice
1aiv. Real-life evidence
1av. Introduction to statistics
1b. Skills (direct observation + practical cases):
1bi. Bibliographic management
1bii. Critical reading
1biii. Statistics interpretation
1c. Attitudes (direct observation):
1ci. Proactive research attitude, critical thinking
2. Advanced competence: Project management
2a. Knowledge (exam):
2ai. Innovation project conceptualization
2aii. Research protocol writing
2aiii. Schedule and budget management
2aiv. Patient information sheet and informed consent writing
2av. Research Ethics Committee documentation
2avi. Public/private competitive calls search
2b. Skills (portfolio):
2bi. R&I project management
2c. Attitudes (direct observation):
2ci. Leading innovative projects in multidisciplinary teams
3. Advanced competence: Data processing and dissemination
3a. Knowledge (exam):
3ai. Data protection. Case Report Form (CRF)
3aii. Scientific writing
3aiii. Scientific communication publication
3b. Skills (portfolio, direct observation):
3bi. CRF design and implementation using REDCap®
3bii. Data management with business Intelligence and statistics software
3biii. Publications, conference communications, research grants, or doctoral thesis
3c. Attitudes (Direct observation):
3ci. Responsibility in data protection
3cii. New technology implementation

What next?

Reorganize content for phased implementation over the four-year residency period, ensuring that the curriculum evolves to incorporate emerging trends in pharmacy practice and R&I methodologies.

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Author(s)

Ilham Sjekirica
Hans Rudolf Pedersen

Why was it done?

The junior doctors in clinical basic training have increasingly requested more training, specifically in the use of the medication module (MEM) of the electronic health record and the shared medication record (FMK). Therefore, in agreement with the teaching-responsible doctor and the junior doctor educational coordinator in the emergency department, It was decided to implement a system on a trial basis where the clinical basic training doctors were scheduled for training sessions marked as \\\’their turn\\\’ on a given day.
We aimed to assess whether the presence of pharmacy technicians and pharmacists for peer-to-peer training could improve the junior doctors\\\’ proficiency in using the MEM and FMK.

What was done?

In the emergency department at Gødstrup Hospital, pharmacy technicians and pharmacists provided peer-to-peer training for junior doctors in clinical basic training on the use of the MEM in the electronic health record and the FMK.

How was it done?

The doctors scheduled for peer-to-peer training on the given day were contacted, and the training began accordingly. Pharmacy technicians and pharmacists prepared a list of relevant topics in advance to guide the sessions. However, the training was primarily based on the specific questions each doctor had regarding the medication module and/or the shared medication record.

What has been achieved?

To assess whether the training is beneficial for the junior doctors in clinical basic training, we asked them directly after each session if they found the training useful. The general consensus is that it is beneficial. It was reported several times, that the involved junior doctors discovered and learned useful tools and techniques during the training sessions. This will hopefully further aid and support their work at the emergency department.

What next?

It is planned that the training will be repeated each time a new group of junior doctors in clinical basic training joins the department.

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Author(s)

V. LE BIGOT, A. BROS, F. NATIVEL, T. ADNET, D. CABELGUENNE, F. LINDENBERG, S. GENAY, P. BESNIER, S. RODIER

Why was it done?

Creation of a training tool for infusion set-ups in a digital 360° virtual reality, utilizing a fun format based on learning from errors. It is specifically designed for novice professionals, with a focus on pharmaceuticals teams.

What was done?

Errors in infusion set-ups are common and can have serious consequences on patient care. Adhering to best practices in infusion is essential to mitigate these risks. Therefore, comprehensive training for both healthcare staff on proper techniques and procedures, is crucial to ensure safe and effective infusion management. Choosing a digital navigating environment allows a remote or a mobile use and enhances interactivity between the trainer and learners when used for in-person training.

How was it done?

A multicenter working-group of 9 pharmacists with expertise in infusion and healthcare simulation was formed, divided into three subgroups: two for content creation and one for reviewing. Firstly, the priority issues were selected, drawn on the guidelines issued by learned societies. An illustrated presentation of the most frequently encountered infusion errors was developed using an online Learning Management System platform, integrating the teaching content into a 360° virtual reality environment.

What has been achieved?

A virtual patient pathway was designed in 3 different environments: an operating room, a post-operative recovery room and a ward. Within the virtual spheres, 12 “points of interest” (POIs) were defined as a clickable elements, focusing on predefined key themes. Each POI was illustrated with photos or videos and included errors that required learners to answer up to three multiple choice questions (MCQs). In total, there were 25 MCQs. Additionally, each POI featured an explanatory debriefing slide that was presented afterwards.

What next?

This training tool will be tested under real-life conditions at a national pharmacy congress. It will be approved by a panel of experts/learned societies, then evaluated by trainers/learners, so that it can find its place in the training programs of all healthcare professionals involved with infusion set-up.

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Author(s)

Elisa Vitale, Quentin Perrier, Arnaud Tanty, Claire Chapuis, Armance Grevy, Agathe Landoas, Dorothée Lombardo, Prudence Gibert, Lénaik Doyen, Benoit Allenet, Pierrick Bedouch, Sébastien Chanoine

Why was it done?

In France, during their 5th year of study, pharmacy students complete a six-month full-time equivalent internship in a hospital setting. At our hospital, most students spend six months in a care unit to perform pharmaceutical care and promote quality use of medicines. These missions are carried out in collaboration with all healthcare professionals, either under the direct supervision of a pharmacy resident, senior pharmacist, or independently. While tasks assigned to pharmacy students in the care unit with direct pharmaceutical supervision were well known, other students reported difficulties in understanding what was expected of them, as well as a lack of confidence when integrating an established interprofessional team.

What was done?

The aim was to create and evaluate a specific training session for all pharmacy students joining a care unit for the first time.

How was it done?

Four hospital pharmacists collaborated to define the learning objectives and select the appropriate teaching tools. A pre- and post-training self-assessment questionnaire consisting of seven questions was created to evaluate students’ self-efficacy regarding the learning objectives and their satisfaction with the training.

What has been achieved?

A four-hour training session, divided into five sequences, was created. The objectives were: 1) Highlighting the challenges of joining an interprofessional team, 2) identifying the tasks and learning opportunities for pharmacy students, 3) simulating a medication reconciliation, 4) managing pharmaceutical issues through problem-solving exercises.
Regarding the evaluation, students reported that they: a) were more enthusiastic about the idea of working in a care unit after the training course (85% vs. 74%, p=0.001); b) had a clear understanding of their mission (84% vs. 53%, p<0.001); c) felt more confident in performing a medication reconciliation (93% vs. 35%, p<0.001); d) were more aware of the pharmaceutical resources available to them (95% vs. 27%, p<0.001); e) had a better understanding of how hospital pharmacy is organized (58% vs. 19%, p<0.001). Additionally, 99% found the training useful, and 94% felt that the training methods aligned with the training objectives.

What next?

Assess the long-term impact of the training and its effectiveness in ensuring that pharmacy students perform pharmaceutical care successfully and confidently

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Author(s)

Damuzzo V (1), Rivano M (2), Cancanelli L (3), Brunoro R (4), Gasperoni L (5), Ossato A (6), Colicchio A (7), Del Bono L (8), Di Spazio L (9), Celentano Fasano CN (10), Chiumente M (11), Mengato D (12), Messori A (13)
1) UOC Farmacia, AULSS2, P.O. di Vittorio Veneto
2) Hospital Pharmacy, Azienda Ospedaliero Universitaria, Cagliari
3) UOC Farmacia, AULSS2 Marca Trevigiana, P.O. di Castelfranco
4) School of Specialisation in Hospital Pharmacy, University of Milan, Milan
5) Oncological Pharmacy, IRCCS Istituto Romagnolo per lo Studio dei Tumori (IRST) ‘Dino Amadori, Meldola;
6) School of Specialisation in Hospital Pharmacy, University of Padua, Padua
7) Hospital Pharmacy, Azienda Unica Sanitaria Locale di Bologna (AUSL), Bologna
8) Azienda Ospedaliera Universitaria Pisana, Pisa
9) Hospital Pharmacy, Santa Chiara Hospital, Trento, Azienda Provinciale per i Servizi Sanitari (APSS);
10) Hospital Pharmacy, Azienda Ulss 3 Serenissima, Mirano,
11) Italian Society of Clinical Pharmacy and Therapeutics (SIFaCT), Milan
12) Hospial Pharmacy Unit – Azienda Ospedale-Università Padova
13) HTA Unit, Tuscany Region, Florence

Why was it done?

The clinical selection of available treatments and medical devices (MDs) is often hindered by the absence of direct efficacy comparisons between emerging therapies. This AI-tool aimed to address this challenge by employing advanced analytical techniques to facilitate informed decision-making in clinical settings.

What was done?

In 2016, the Italian Society for Clinical Pharmacy and Therapeutics (SIFaCT) launched the AVVICINARE project with the goal of training young hospital pharmacists to develop innovation in research based on non-original, already published data. We recently approached the field of indirect comparisons, applying the artificial intelligence (AI) technique ‘IPDfromKM’ to extract individual patient data (IPD) from Kaplan-Meier (KM) survival curves, enabling the indirect comparison of emerging pharmacological treatments and MDs

How was it done?

Drugs and technologies with similar therapeutic roles and efficacy assessed by time-dependent endpoints (Overall Survival, Progression-Free Survival) were identified. KM curves from relevant clinical trials were digitized, and the IPDfromKM application was used to reconstruct the IPD. Data from different studies on the same treatments were pooled to enhance sample size, and standard statistical techniques (Cox regression, inter-treatment comparison) were employed, considering long-surviving patients (restricted mean survival time [RMST]). A heterogeneity analysis ensured comparability of patient cohorts.

What has been achieved?

Drugs and technologies with similar therapeutic roles and efficacy assessed by time-dependent endpoints (Overall Survival, Progression-Free Survival) were identified. KM curves from relevant clinical trials were digitized, and the IPDfromKM application was used to reconstruct the IPD. Data from different studies on the same treatments were pooled to enhance sample size, and standard statistical techniques (Cox regression, inter-treatment comparison) were employed, considering long-surviving patients (restricted mean survival time [RMST]). A heterogeneity analysis ensured comparability of patient cohorts.

What next?

Given the increasing value of indirect comparisons in both clinical and pharmacoeconomic contexts, ongoing efforts will focus on refining the analytical techniques and expanding training programs for hospital pharmacists. Future work will also explore additional therapeutic areas to broaden the impact of evidence-based medicine and enhance the role of hospital pharmacists in clinical decision-making.