Cyprus has the highest consumption of blood products in Europe, using 100 units of red blood cells per 1,000 inhabitants, according to the National Blood Strategy 2026-2030.
The strategy says the blood system faces serious organisational and operational problems, including staff shortages, handwritten records and more than 16,500 donor deferrals last year. It plans cross-border supply agreements to secure blood in a crisis, larger safety stocks and the use of artificial intelligence to forecast demand.
It estimates that 30 to 40 per cent of transfusions could possibly be avoided, though it says this is hard to assess because services and hospitals, both inside and outside the General Health System (GHS), are not fully digitised. It aims to cut unnecessary transfusions by at least 30 per cent compared with 2025.
High donation, high use
Cyprus has a high rate of voluntary blood donation but, as the strategy puts it, “has the highest consumption of blood products in Europe”. Its 100 red blood cell units per 1,000 inhabitants compare with 47 in Greece, 48 in Italy and 26 in England. Excluding transfusions for thalassaemia, the figure is still 66.
Between 32 and 34 per cent of the blood Cyprus collects goes to transfusions for people with haemoglobinopathies, the strategy says. It also records a 23 per cent rise in donors between 2020 and 2025, from 73,864 to 90,795, and a 17 per cent rise in successful donations.
Transfusions and returns
The blood services served 98,949 patient cases in 2025, up from 94,382 in 2024. The number of red blood cell units issued fell from 119,866 to 117,181, and confirmed transfusions fell from 78,963 to 72,429.
Overall, 37.6 per cent of units were returned, and 47.8 per cent for public and private hospitals, excluding thalassaemia centres. Returns do not mean the blood is destroyed, as unused units can be issued again. The destruction rate for red blood cells was 1.2 per cent.
Donor deferrals
In 2025, 90,795 prospective donors came forward, but there were only 74,279 successful donations. Deferrals reached 16,516, up from 14,481 in 2024.
The Blood Centre links the high deferral rate to constant turnover of medical staff, saying newly recruited doctors “more often defer donors because of limited experience in blood donation”.
To address what it calls relatively high deferral rates, the strategy plans to inform deferred donors promptly, review rejection criteria and keep in contact with those turned away. It also plans to record and analyse the reasons for deferral, such as anaemia, and make public health proposals, with preventive measures such as iron supplements for women and informing primary care services.
Staffing and records
The strategy points to understaffing and reliance on temporary staff, purchased services or day-wage workers. The blood services employ about 17 doctors, four permanent and 13 hired through purchase of services, against an estimated need of about 22.
The blood banks also employ 56 hospital laboratory officers, of whom only two are permanent; the other 54 are on indefinite contracts.
The strategy notes limited digital links between the Blood Centre and other services, with some data still kept in handwritten records. It warns that the lack of an integrated information system and real-time stock monitoring limits rapid decision-making, especially when demand is high. Among the risks it lists are insufficient stocks in crises such as war or natural disasters, and the lack of alternative facilities.
Cross-border supply and safety stocks
To keep services running in a crisis, the strategy provides for cross-border cooperation and mutual support agreements in line with the EU’s SoHO Regulation, which sets common quality and safety rules for blood, tissues, cells and other substances of human origin. It refers specifically to cross-border supply agreements, aimed at ensuring there is enough blood in a crisis or emergency.
The measure is scheduled for 2026-2027 and involves the Blood Centre, the blood banks, the Ministry of Health and the Ministry of Defence.
The strategy also provides for cryopreservation of blood products, preparedness exercises and alternative facilities in case existing infrastructure is destroyed. It plans to raise safety stocks from three to five days and is considering an early warning mechanism for shortages, monitoring available supplies by blood group.
Other measures
The strategy rests on five pillars, from donation and staffing to haemovigilance, quality oversight and digitisation.
To make donation easier, it proposes fixed hours of 07:30 to 20:00 at all donation stations, more mobile units, online appointments and a digital donor card.
To promote rational use of blood, it plans to introduce Patient Blood Management to reduce unnecessary transfusions. Its 2030 indicators include pre-operative anaemia screening for more than 90 per cent of patients.
On safety, it provides for a system for immediate reporting of serious adverse reactions or incidents affecting donors or recipients, and stronger haemovigilance. A National Blood Platform is to be designed to monitor procedures and stocks.
On innovation, the strategy plans to use AI to analyse data, forecast needs, optimise donation scheduling and manage stocks, and to introduce an electronic donor ID through the ‘Digital Citizen’ app.
