Pharmacogenomics in prescribing: building competence for safer, personalised care
Pharmacogenomics in prescribing: building competence for safer, personalised care
What is pharmacogenomics and why does it matter for prescribing? Learn how genetic variation influences medicines and why competence matters for UK prescribers.
Lead Author of the RPS Pharmacogenomic Resource to Support the Competency Framework for All Prescribers
This was published when the organisation was the Royal Pharmaceutical Society.
Pharmacogenomics — the study of how a person’s genetic makeup affects their response to medicines — is becoming increasingly relevant to prescribing practice. As genomic medicine develops across the UK, prescribers need the confidence to recognise when genetic factors may affect treatment decisions, medicine efficacy or the risk of adverse drug reactions.
The Royal Pharmaceutical Society’s (RPS) Pharmacogenomic Resource to Support the Competency Framework for All Prescribers is designed to support prescribers of all professional backgrounds in this evolving area of practice. Sitting alongside the RPS Competency Framework for All Prescribers, it provides structured guidance to help integrate pharmacogenomic principles into everyday prescribing practice safely and responsibly.
Why pharmacogenomics matters for prescribers
Genetic variations between people can affect how their bodies handle medicines. These differences can influence how quickly or slowly certain medicines are broken down, how well the medicine works and the risk of side effects. In certain clinical scenarios, pharmacogenomic testing can help inform medicine choice or dose selection.
For prescribers, competence in pharmacogenomics does not require specialist training in genomics. Rather, it involves:
Recognising when genetic factors may be clinically relevant
Understanding how to interpret validated information appropriately
Applying that information alongside clinical judgement
Incorporating insights into shared decision-making with patients
Pharmacogenomics aids professional clinical judgement by providing additional evidence to inform prescribing decisions, supporting medicines optimisation and improving patient safety.
Supporting confident implementation across the UK
The RPS Pharmacogenomic Resource is designed for prescribers at all stages of their careers, from those developing their prescribing practice to experienced prescribers expanding their scope.
It reflects the realities of implementation across the UK, including differences in access to pharmacogenomic testing and local service provision. By looking at prescribers’ competencies through a pharmacogenomic lens, the resource supports safe and accountable practice across care settings when pharmacogenomic testing is used.
The need for prescribers to have clear communication with patients remains central. Discussions about genetic testing and treatment options must be handled sensitively, with consideration of cultural and ancestral factors where appropriate. Accurate documentation and information sharing are essential to support continuity of care, particularly as genetic results remain constant even though interpretation may evolve over time.
Looking ahead
Pharmacogenomics is likely to become an increasingly integrated component of prescribing practice in the coming years. By using this resource, prescribers can ensure they are equipped to adapt safely as the use of personalised medicine continues to develop.
By strengthening the understanding of pharmacogenomics within existing prescribing competencies, this resource supports safer, more personalised and evidence-based care.
By Zahra, an autistic pharmacist
Despite increasing awareness around autism, there is still an opportunity to build greater understanding of how organisations can create genuinely inclusive environments. This blog provides possible ways to support autistic colleagues, particularly for managers, from my perspective as an autistic pharmacist.
Creating a supportive environment
A crucial part of a manager’s role is to help create an environment where all colleagues feel respected. This includes developing and ensuring you have a basic understanding of autism and reasonable adjustments, whether for your current team, future colleagues or patients.
Autistic individuals may have a diagnosis, be waiting for a diagnosis or have a self-diagnosis, and have varying support needs. They are all valued members of the autistic community and are all entitled to reasonable adjustments.
It can be helpful to reflect on any preconceived ideas you may have around autism, as these are often formed from inaccurate stereotypes or common misconceptions.
Reflecting on this can help you to approach the topic with more openness and recognise the benefits of implementing systemic changes by putting inclusive practices in place.
Your autistic colleagues shouldn’t feel they have to constantly advocate for themselves due to a lack of inclusivity.
Practical ways to support autistic colleagues
Use reliable resources when learning about autism, some of which are listed below. This also applies to reasonable adjustments;
It is their decision whether they tell you that they’re autistic, including if they decide to share this with other colleagues and how they may want to do so. Make sure to provide a safe space for them to open up if they wish. It’s also important to remember that they don’t owe anyone an explanation on autism or their story;
Ensure colleagues are aware reasonable adjustments are available to them. This can help reduce any stress on them trying to initiate that conversation;
It is essential to give them the space to tell you what support they need, rather than trying to make that decision for them. Reasonable adjustments may also change over time, for example requiring more support during busier periods;
Use the correct and respectful terminology, for example using the term “low support needs” instead of “high-functioning”;
Never make assumptions on their strengths and areas for support;
Try to focus on understanding and supporting your autistic colleague, rather than feeling you need to understand the entirety of autism.
Even if you are just starting to learn about autism, ensuring that you are respectful, accepting and providing the support autistic people may need is what matters most. It is a necessity for work environments to be genuinely inclusive for everyone.
National Autistic Society: What is autism?
National Autistic Society: What are reasonable adjustments and when can they be requested?
Acas: Adjustments for neurodiversity — Reasonable adjustments at work — Acas
The Pharmaceutical Journal: Autism: identification, management and support
Explore our inclusion and diversity work
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A 185-Year journey towards the Royal College of Pharmacy
This was published when the organisation was the Royal Pharmaceutical Society.
The journey towards the creation of the Royal College of Pharmacy, scheduled for launch on 15 April 2026, and made possible following the amendments to our Royal Charter and as confirmed recently by Privy Council, has been a long one. Arguably it has been a 185-year journey.
The Royal Pharmaceutical Society of Great Britain (RPSGB) was first formed in 1841, first granted a Royal Charter in 1843 and with a proud history as the professional leadership body for pharmacists and more recently Pharmaceutical Scientists, as well as having performed the role as the professional regulator. Since 2010, when regulatory responsibility transferred to the General Pharmaceutical Council (GPhC), it has been professional leadership to which the Society, simply now referred to as the Royal Pharmaceutical Society (RPS) has put all its efforts.
Transition to professional leadership
The early years of the Society as a leadership body required the organisation to navigate a new era where its dependency on guaranteed member subscriptions (as all pharmacists had to be members of the previous RPSGB) was no longer an option. I cannot speak with first-hand experience of those times as I began as CEO in summer 2017, but I do know that there was a lot of effort put into demonstrating member value and trying hard to establish credibility as a leadership body with discretionary membership. All credit to my predecessor and her leadership team who had to pick up with what they were handed following the transition from the combined regulator/ leadership body period.
Taking on the CEO role in 2017
I can speak more authoritatively about the years from 2017. It was with the remit of building the Society into a member focussed viable and sustainable organisation that I was appointed. A challenge that I relished as a member for over forty years myself and having had the privilege of being appointed Chair of the very first English Pharmacy Board of the Society back in 2007. I am proud to be a pharmacist and someone who truly believes in the importance of supporting my professional leadership body and all that it does for the advancement of pharmacy. Something instilled in me by my university tutor, Professor Geoff Booth, past President of RPSGB.
Addressing financial and organisational challenges
It has not been a small challenge as the RPS in those early years of the last decade was finding it hard to generate revenues and had expensive ambitions. It was grappling with a deficit budget situation, and the financial trajectory was not good. Sustainability was a real issue, and it was in need of a refocussed strategy and various governance issues needed addressing. Getting the basics right and supporting areas capable of revenue generation, whilst addressing years of underinvestment most notably in publishing and technology, was a key priority and it needed an executive team and senior leadership group capable of delivering against these objectives whilst remaining fully accountable to our elected members.
Building the right team and a sustainable model
Those with responsibility for organisational leadership will be quick to recognise that success is highly dependent upon having the right people in the right roles at the right time and allocating resource accordingly, while being clear on your mission and vision and agreed success measures. That’s why we spent time building the right team, working closely with governance members to help prioritise what was important to members and for sustainability, whilst challenging ourselves to think and act more akin to a successful business but one with a not- for- profit ethos. I would not claim that we have got this right in all areas and certainly not all of the time, and there are things I would have done differently if I had my time again, such as our pursuit for products and services relevant to members delivered at a pace greater than we have been able to achieve, but the results have come. We are now in a significantly stronger position thanks to the efforts of the staff teams with us today and all those who have played a part along the way for which I am very grateful. The Society is not a large organisation and we have had to balance ambition with available resource every year and by doing so have delivered significant products and services for members, strongly advocated on behalf of the profession, helped shape the professional agenda, developed a suite of professional resources through Pharmaceutical Press that are recognised as world leading, and delivered six consecutive years of operational surplus, despite the pandemic occurring during that period of time.
Advancing careers through assessment and credentialing
So, what have we done that stands out? I must call out our focus on assessment and credentialing, with introduction of several relevant curricula and supporting structures to help with ‘career laddering’. Establishing a clear pathway for career development from newly qualified to consultant pharmacist, with an educational framework that supports members to grow professionally, remains an imperative for future progression of the profession as a whole and for individual careers.
Shaping the professional agenda
Shaping the professional agenda, with strong advocacy for progression towards a much more clinical profession, such as pharmacist prescribing, personalised medicine services, cancer care etc has been a prominent feature of our work. So too has been our recognition of the environmental crisis, the support for greener pharmacy, the EDI challenge and our anti-racist stance, and supporting pharmacists to manage risk in practice. Our recently introduced professional liability insurance is a response to member demand in this regard.
Rebuilding connection through conferences
Our conferences have been a key moment in each year and immediately after the pandemic period we got the face-to-face events that members wanted back up and running and last year was our most successful yet. They are going from strength to strength and something I hope everyone will experience in the coming years.
Leading and supporting during the pandemic
We have been actively participating in the COVID Inquiry, providing written evidence and highlighting the vital role of pharmacists and pharmacy teams during the pandemic. This was a particularly difficult time for the RPS, having to put in place new working practices, managing the buildings and ensuring we were doing everything we could to support our members through possibly the most difficult time in our history, notwithstanding the periods during both world wars and other major conflicts that have occurred during our 185 year history. I could not be prouder of the work our teams did and that we did not have to furlough any employees or loose anyone through redundancy as people adapted and put their efforts into what was most needed at the time.
Laying the groundwork for constitutional and governance reform
Of course, what the pandemic also did was delay our ambition for fundamental constitutional change as we were limited to minor changes in the period between 2017 and 2021. It meant we had to introduce a new strategy (2021 to 2026) that at the time focussed on the immediate challenges but with an eye on future reform. It was only after 2023 did we have the mind space to revisit the prospect of constitution and governance reform of the Society and that began with the independent review of our constitution and supporting governance. Firetail was the organisation we brought in to undertake that review and with input from the Executive team, that led to the proposal to Assembly to seek a change to our royal charter and become a registered charity.
From Royal Charter change to Royal College launch
I won’t recount here all that has taken place between Assembly agreeing that proposal and the period we are in now, just a matter of days away from the launch of the new Royal College of Pharmacy on 15th April 2026, but just to say that it has taken great effort by very many people I am proud to call my colleagues to get us here. It has been the collective resolve of the staff, the Executive and our elected members across Assembly, the National Pharmacy Boards and all our committees and sub committees to get us to this point. A big thank you goes to all of them as well as the many stakeholders offering support. The resoundingly positive special resolution vote for change in March 2025 illustrated the desire amongst members for the changes proposed.
Stepping aside as a new chapter begins
But this is just the beginning and not the end of the journey. It is the right time for me to now step aside as the next chapter in the history of the Society begins, one with not just a different name and a sympathetic rebrand but with a focus on patient and public benefit, and one which will keep members at the very heart of its thinking. I will continue to be a member of course, it’s in my DNA, and will offer support wherever I can to those who take the cause forward – but will give them the space and encouragement to do so from a respectful distance. The recent Advisory Council elections have shown that members do want to help shape the change ahead and a thank-you goes to all those who have put themselves forward and who stood for election. It’s never an easy thing to do.
Looking ahead with optimism
I do hope members and the wider pharmacy ecosystem will give the time and space necessary to allow the new Royal College of Pharmacy to become established and flourish. If there are some slight mistakes made along the way then that’s OK, please be forgiving and supportive, it’s staying focussed on the mission and vision that is most important.
So, in the words of Winston Churchill, “Success is not final, failure is not fatal, it is the courage to continue that counts”.
Wishing all involved in the new Royal College of Pharmacy every success in the future.
More information about our journey to becoming a royal college.
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