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
Linda Jeffery
Hospital Pharmacy Central Denmark Region
linjef@rm.dk
Ordering medications manually takes time and is prone to human error. Since the electronic patient journal, MidtEPJ, holds detailed records of patients’ medication administration, the idea was to use that data to automate the ordering process. The vision was a system where medication use would automatically trigger a restocking order. As there is no direct interface between MidtEPJ and the pharmacy’s ordering system, Apovision, the project aimed to see if it was possible to transfer data between the two systems. As three (of the five) regions in Denmark use the same EPJ system, and all rely on Apovision, a successful pilot in Central Denmark Region could potentially be scaled nationwide.
This project investigated whether it would be possible to automate medication ordering for a hospital ward’s standard stock by using dispensing data from MidtEPJ. A software robot (RPA) was developed to pull data from MidtEPJ and create a draft requisition in Apovision. The goal was to simulate an automated process that could ease manual workload, improve accuracy, and support better stock management.
The regional IT team worked closely with the pharmacy to design a workaround. Dispensing data were extracted from MidtEPJ, processed by the RPA, and used to generate a draft order in Apovision. A neurological ward was chosen for testing due to its single medication room and relatively consistent data. Fifteen medications were selected based on their high flow, dosage complexity, and formulation. The system triggered a draft order once a set usage threshold was reached. The process remained semi-automated to meet GDP standards and allow pharmacy technician oversight.
The robot successfully generated daily reports and draft orders based on documented usage. However, some discrepancies were found due to documentation habits, timing of data extraction, and product variations. The project showed, for the first time, that automated ordering is technically possible and that a link between MidtEPJ and Apovision can be created.
The concept is scalable, but further work is needed to improve data accuracy and system integration. With the right technical support, the model could be expanded to cover full inventories and be rolled out across other regions.
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.
Selection, Procurement and Distribution
AI IDOATE GRIJALBA, P GARCÍA GONZÁLEZ, L CABIA FERNÁNDEZ
Environmental, social, and economic sustainability has become increasingly important in all sectors, including the healthcare sector and, more specifically, in hospital pharmacy.
Analyze and prioritize the sustainability strategies proposed by the pharmacy service at all stages of the pharmacotherapeutic process.
Within the framework of clinical decision-making and planning sustainable pharmacotherapeutic strategies within the 2030 Agenda of the Spanish Society of Hospital Pharmacy, it is essential to analyze and prioritize different proposals. Two key criteria were considered: resource availability and the relevance of pharmaceutical intervention. Both criteria were scored from 1 (low) to 3 (high) by the service pharmacists. To stratify the proposals, both criteria were multiplied, establishing priority 1 (7-9 points), priority 2 (5-6 points), and priority 3 (1-4 points).
Priority 1 strategies were: in the management area, prioritizing the purchase of drugs with a lower carbon footprint and exchanging drugs with a short expiration date with the referral hospital. In the validation area: actions promoted by the PROA team: deprescribing antibiotics in general and specifically those with a high environmental impact (macrolides and quinolones), de-escalation, sequential therapy, and limiting the duration of treatments. Automation and digitization of on-demand drug ordering processes and pharmacotechnical processes (registration of raw materials and packaging materials). Promoting telepharmacy, with the dispensing of outpatient drugs to pharmacies, especially relevant for patients living in scattered villages in the area, to improve treatment adherence and reduce transport. In the dispensing area, prioritizing the KANBAN system to reduce immobilized medication stocks in primary care and hospital wards and facilitate the transport of medication in care transitions. In the training area, teach patients how to use mobile apps to view outpatient dispensations.
Priority 2 or 3 strategies whose score is conditioned by a lack of resources will be evaluated by the service together with hospital management, and those with a high impact will be given priority.
Priority 1 strategies will be fully implemented in the short term (6 months) and will be reviewed periodically, priority 2 strategies (1 year) and priority 3 strategies (5 years).
Selection, Procurement and Distribution
Collada VL1, Villamañán E1., Mallón S1., Laorden D2, Domínguez-Ortega J.3 García Lopez L1, Soto A1., Villaroya E1, Bueno S1, Herrero A1.
1. Pharmacy deparment. Hospital Universitario La Paz
2. Pneumology deparment. Hospital Universitario La Paz
3. Allergy deparment. Hospital Universitario La Paz
The healthcare sector is responsible for 4–5% of global greenhouse gas emissions, with medications contributing up to 35%. pMDIs, widely used in asthma, contain hydrofluorocarbon propellants with high global warming potential. In Spain, 46% of inhalers prescribed in 2023 were pMDIs, with rescue therapies (SABAs) only available in this format. The aim was to explore substitution with lower-emission devices without compromising adherence or asthma control.
An observational initiative was conducted in a severe asthma multidisciplinary group to evaluate the type of inhalers prescribed and their environmental impact. Prescription patterns, adherence and CO₂ emissions were analysed to identify opportunities for replacing pressurised metered-dose inhalers (pMDIs) with more sustainable alternatives.
The study included 223 adult patients with severe asthma followed during 2024. Inhaler prescriptions, adherence (medication possession ratio) and estimated CO₂ emissions were assessed. Barriers included lack of non-pMDI rescue inhalers and entrenched prescribing habits. These were addressed through multidisciplinary collaboration, identification of equivalent alternatives and education on sustainability.
Out of the 297 inhalers prescribed, 43.4% were pMDIs. Triple therapy (LABA–ICS–LAMA) was predominantly prescribed as pMDIs (66.7%). Acceptable adherence (>70%) was observed for both pMDIs and non-pMDIs, with no clinically significant differences. Over half of patients using rescue inhalers were high-frequency users, all of whom received SABA pMDIs (20–30 kg CO₂ per canister). For most maintenance prescriptions, non-pMDI equivalents with a much lower footprint (<2 kg CO₂ per canister) were available. These findings demonstrate that many pMDI prescriptions could be replaced without affecting treatment adherence.
This initiative shows that integrating environmental considerations into asthma care is feasible and clinically safe. It highlights the urgent need to introduce sustainable rescue inhalers and adopt new low-GWP propellants. The model can be scaled to other respiratory conditions and European healthcare systems, contributing to decarbonisation strategies while maintaining high-quality patient care.
Selection, Procurement and Distribution
Nabaa Dhuhaibawi, Cristin Ryan, Fionnuala Kennedy
Climate change is a major global health threat, and healthcare contributes approximately 4–5% of global greenhouse gas emissions. Pharmaceuticals account for around one-quarter of this total through production, packaging, distribution, and disposal. Hospitals are under increasing pressure to reduce medicine waste and their associated carbon footprints. Automated Dispensing Cabinets (ADCs) — electronic systems for storing and issuing medicines at the point of care — improve medication safety and efficiency, but their environmental benefits have not been well studied. Understanding whether ADCs can reduce the carbon footprint of dispensed medicines is therefore essential for promoting sustainable healthcare practices.
This study evaluated the impact of ADC implementation on the carbon footprint of dispensed oral medicines in an acute hospital in Dublin. A secondary objective was to examine the carbon footprint distribution of all single-ingredient oral medicines in the hospital formulary, identifying future opportunities for reducing medicine-related emissions.
A retrospective before-and-after study was conducted across six inpatient wards where ADCs were introduced between December 2023 and May 2024. Dispensing data were collected for equivalent two-week periods before and after the intervention using the Isoft® system. Only oral active pharmaceutical ingredient (API) medicines were included. Each medicine’s carbon footprint (gCO₂eq) was obtained from the Ecovamed® database and analysed using descriptive statistics and the Wilcoxon signed-rank test (α = 0.05). For the secondary analysis, all single-ingredient oral APIs from the hospital formulary were classified by their Medicine Carbon Footprint (MCF) rating using the YewMaker® database.
The total carbon footprint of dispensed medicines decreased from 262.58 kg CO₂eq before ADC implementation to 176.94 kg CO₂eq after. Among 99 medicines dispensed in both periods, the median carbon footprint per medicine fell significantly from 644 to 352 g CO₂eq (p < 0.001; r = –0.37). In the formulary analysis, most medicines had low (31.7%) or medium (35.2%) MCF ratings, while only two items—abiraterone acetate and methenamine hippurate—had very high (>1000 g CO₂eq) values.
ADCs appear to significantly reduce medicine-related carbon emissions, suggesting that digital automation supports sustainable pharmacy practice. Future efforts should target high-MCF drugs, promote greener procurement, and expand environmental life-cycle data to maximise carbon reduction across hospital pharmacy services.
Selection, Procurement and Distribution
Susanne Weng Rømer, Hospital Pharmacy North Denmark Region, Aalborg, Denmark
Alissa Maria Kloppenburg, Hospital Pharmacy Funen, OUH, Svendborg, Denmark
Tania Truelshøj, Hospital Pharmacy Central Denmark Region, Aarhus, Denmark
Benene Rguez, Capital Region Pharmacy, Copenhagen, Denmark
Sine Thagaard Wermuth, Region Zealand Hospital Pharmacy, Roskilde, Denmark
Karen Suhr Lausten, Amgros I/S, Copenhagen, Denmark
Katrine Fridthjof Hougaard, Amgros I/S, Copenhagen, Denmark
Mikala Vasehus Holck, Amgros I/S, Copenhagen, Denmark
Thomas Loof Hedegård, Amgros I/S, Copenhagen, Denmark
Amgros conducts national tenders for medicines on behalf of Hospital Pharmacies in Denmark. The tenders often result in medicine changes. Previously, each of the eight Danish Hospital Pharmacies assessed every change individually. A national study showed this was time-consuming, duplicative, and produced variable quality. A more coordinated process was needed. The project aimed to centralize the workflows to ensure systematic identification of relevant differences while using fewer resources and supporting safe medicine changes. The Focus List was implemented in August 2025.
A national decision support tool – the Focus List for Medicine Changes – was developed to make medicine changes following tenders easier, safer, and more efficient for Danish Hospital Pharmacies. By comparing Summaries of Product Characteristics (SPCs), the Focus List provides a structured overview of clinically relevant differences requiring attention during consumption estimation and clinical implementation.
By centralizing and standardizing assessments, the Focus List improves efficiency by reducing duplication of work, saving resources, and ensuring consistent quality. Ultimately, it supports patient safety by ensuring that potential clinical consequences are identified and addressed proactively.
A working group with representatives from Hospital Pharmacies and Amgros collected experiences and mapped existing workflows. Key parameters for comparison, such as storage conditions, therapeutic indications, and unwanted excipients, were identified. These formed the basis of the Focus List, which systematically presents relevant differences between outgoing and incoming tendered medicines. The Focus List was tested and validated by Hospital Pharmacy staff across all regions, supported by templates and guidance documents to ensure consistent use.
The Focus List was well received. Hospital pharmacies reported expected time savings, improved support for estimation processes, and higher quality consistency in identifying clinically relevant changes. The Focus List, including 273 medicine switches, was implemented and replaced the decentralized approach with a more streamlined national workflow.
A formal evaluation will follow once more experience has been gathered. Future work aims to automate SPC comparisons using AI and expand the Focus List to cover all tender-related changes. This initiative could be replicated in other settings through cross-functional collaboration.
Selection, Procurement and Distribution
Munksø D., Cramer C., Eriksen M., Bertelsen G.
Around 30,000 patients in the region receive cost-free medicines from hospitals. Boxes were implemented to improve patient flexibility, reduce workload at wards and hospital pharmacies, enhance sustainability, and create a more patient-centered delivery model. However, little was known about patients’ experiences.
Medicine boxes for cost-free hospital medicines were introduced in the Central Denmark Region in 2018. These boxes function like parcel lockers: patients order their medicines and collect them at a box within reasonable distance using a personal code. In 2025, a patient survey was conducted to evaluate satisfaction with the model, identify improvement needs, and explore preferences for future delivery solutions.
A structured questionnaire was distributed to 1000 patients using medicine boxes across the region. Flyers with a QR code linking to the electronic survey were included in medicine deliveries. The questionnaire addressed ordering and collection processes, satisfaction, and improvement suggestions. Responses were analyzed descriptively.
A total of 122 patients responded (12%). Most (97%) ordered via the “My Appointments” app; 75% rated it good/very good.
92% collected medicines themselves, and 90% rated box collection as good/very good. 98% found boxes easy to operate.
Patients valued short distance (66%), flexible collection times (62%), nearby parking (57%), and autonomy regarding time (45%) and place (43%). Overall satisfaction was 4.4/5 stars; most did not miss personal contact.
Main suggestions included shorter waiting time from order to collection, more boxes at new sites, better parking, and free short-term parking.
Focus on expanding capacity at existing box sites and establishing additional locations to improve accessibility. Cooled boxes are already in use but will be rolled out to all sites, ensuring that temperature-sensitive medicines can be handled everywhere. Furthermore, establishing boxes on a non-mainland island is planned, replacing postal delivery and enhancing equal access (max. ~25 km from home) for patients living in remote areas.
Selection, Procurement and Distribution
M Rivano, N Tatti, V Mureddu, G Bertolino, M Atzeni, R Deidda, A Cadeddu
Breast implants are invasive medical devices classified as Class III — the highest risk category. The European Medical Device Regulation (EU MDR 2017/745), fully applicable since 26 May 2021, requires implantable devices to be tracked using a Unique Device Identification (UDI) code, serial number, batch number, and expiration date.
In addition, a National Breast Implant Registry was established in Italy in 2023 (DM 207/2022), which must be completed after each implantation. The Registry’s objectives are to ensure clinical follow-up for individuals who have undergone implantation, enabled timely patient traceability when needed, and support epidemiological surveillance. This initiative aimed to ensure compliance with both European and national requirements while improving device availability and minimizing waste.
The hospital pharmacy implemented a new management system for breast implants used in plastic surgery, based on a consignment stock model and computerized traceability of each device.
To comply with regulatory requirements and optimize surgeons’ workflow, the hospital pharmacy in collaboration with plastic surgery department, set up a consignment stock for breast implants. Devices are recorded upon arrival at the pharmacy and stored within the surgical department. A predefined selection of implants of various sizes is made available in the operating room, allowing surgeons to choose the most suitable option for each procedure.
After implantation, the surgeon completes the implant form and registers the device in the National Registry, while the pharmacy issues the corresponding billing order.
The consignment stock ensures the availability of different sizes according to patient needs and provides cost savings, as devices are billed only after implantation, thereby reducing product expiry.
Computerized registration guarantees accurate tracking of serial numbers and UDIs in compliance with MDR regulations and the National Breast Implant Registry.
In 2024, a total of 106 breast implants were made and registered, with a stock expiry rate of 0%. Currently, 47 devices, including sizers and implants, are available in the consignment stock.
This management model has already been extended to other class III devices, such as aortic endoprostheses used in vascular surgery, and is increasingly being applied in interventional cardiology. Future implementation is planned for cochlear implants and pacemakers.
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.
Selection, Procurement and Distribution
Rebelo M A , Oliveira I, Mirco A
Optimized inventory management of hospital medicines and medical products is critical for safeguarding continuity of care, maximizing resource utilization, and reducing waste. The significant economic impact of high-value medicines and other medical products, requires continuous monitoring to identify discrepancies, prevent inventory obsolescence, and reinforce evidence-based decision-making within a Central Hospital Pharmacy Department.
The 25 medicines and other medical products with the highest inventory value were subjected to montnthly monitoring to evaluate stock progression, detect discrepancies, track adjustments, and assess turnover. The intervention aimed to evaluate the impact of corrective measures and ensure a balance between product availability and rational inventory levels.
Monthly data were systematically extracted from the Glintt® plataform for selected warehouses. The 25 products with the highest accounting value were prioritized for physical validation and consumption assessement. Key indicators included aggegate warehouse value, stock discrepancies, adjustment records, and stratification by consumption class (A, B, C).
Between July and October 2025, total warehouse value decreased from €792,864 to €645,823, indicating general stabilization. Stock discrepancies reduced from 20 to 14, and warehouse allocation errors remained low. Average stock duration peaked at 7.8 months in September and reduced to 5.8 months in October, reflecting enhanced turnover. Class A items remained stable (5–6), Class B decreased (17→12), and Class C fluctuated (3–5), suggestive of transient overstocking of low-use products. Inventory balance improved following interventions such as antilymphocyte immunoglobulin consignment and sodium chloride allocation adjustments. The introduction of new subcutaneous immunoglobulin presentations in October accounted for 7.8% of total Top 25 inventory value, with expected implications for future consumption patterns.
Sustained monthly monitoring will continue to guide purchasing strategies, foster efficient rotation, and prevent overstock of critical but slow-moving medicines. Future initiatives include integration of consumption forecasts and expiry notifications to futher advance inventory optimisation processes.
