AS FILED WITH THE SECURITIES AND EXCHANGE COMMISSION ON March 23, 2016APRIL 4, 2018

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form20-F

(Mark One)

or

for the fiscal year ended December 31, 20152017

or

for the transition period from            to             

or

Date of event requiring this shell company report

Commission file number1-16055

PEARSON PLC

(Exact name of Registrant as specified in its charter)

England and Wales

(Jurisdiction of incorporation or organization)

80 Strand

London, England WC2R 0RL

(Address of principal executive offices)

Stephen Jones

Telephone: +44 20 7010 2000

Fax: +44 20 7010 6060

80 Strand

London, England WC2R 0RL

(Name, Telephone,E-mail and/or Facsimile Number and Address of Company Contact Person)

Securities registered or to be registered pursuant to Section 12(b) of the Act:

Securities registered or to be registered pursuant to Section 12(g) of the Act:

None

Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:

None

Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock at the close of the period covered by the annual report:

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.    Yes  x☒    No  ¨☐

If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934.    Yes  ¨☐    No  x☒

Note — Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections.

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days.    Yes  x☒    No  ¨☐

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 ofRegulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).    Yes  ¨☐    No  ¨☐

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or anon-accelerated filer. See definition of “accelerated file” and “large accelerated filer”, in Rule12b-2 of the Exchange Act. (Check one):

x☒  Large accelerated filer                 ¨☐  Accelerated filer                ¨☐  Non-accelerated filer

If an emerging growth company that prepares its financial statements in accordance with US GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.  ☐

Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing

If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the Registrant has elected to follow:    Item 17  ¨☐    Item 18  ¨☐

If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined inRule 12b-2 of the Exchange Act):    Yes  ¨☐    No  x☒

TABLE OF CONTENTS

INTRODUCTION

In this Annual Report on Form20-F (the “Annual Report”) references to “Pearson”, the “Company” or the “Group” are references to Pearson plc, its predecessors and its consolidated subsidiaries, except as the context otherwise requires. “Ordinary Shares” refer to the ordinary share capital of Pearson of par value 25p each. “ADSs” refer to American Depositary Shares which are Ordinary Shares deposited pursuant to the Second Amended and Restated Deposit Agreement dated August 15, 2014, amended and restated as of August 8, 2000 among Pearson, The Bank of New York Mellon as depositary (the “Depositary”) and owners and holders of ADSs (the “Deposit Agreement”). ADSs are represented by American Depositary Receipts (“ADRs”) delivered by the Depositary under the terms of the Deposit Agreement.

We haveThe Group has prepared the financial information contained in this Annual Report in accordance with International Financial Reporting Standards (“IFRS”) as issued by the International Accounting Standards Board (“IASB”) whichand in respect of the accounting standards applicable to the Group do not differ from IFRSconformity with International Financial Reporting Standards as adopted by the European Union (“EU”). Unless we indicate otherwise indicated, any reference in this Annual Report to our consolidated financial statements is to the consolidated financial statements and the related notes, included elsewhere in this Annual Report.

We publish ourThe Group publishes its consolidated financial statements in sterling. We haveThe Group has included, however, references to other currencies. In this Annual Report:

For convenience and except where we specifyspecified otherwise, we havethe Group has translated some sterling figures into US dollars at the rate of £1.00 = $1.47,$1.35, the noon buying rate in The City of New York for cable transfers and foreign currencies as certified by the Federal Reserve Bank of New York for customs purposes on December 31, 2015. We do2017. The Group does not make any representation that the amounts of sterling have been, could have been or could be converted into dollars at the rates indicated. On February 29, 201628, 2018 the noon buying rate for sterling was £1.00 = $1.39.$1.38

The Group currently consists of its education business, plus a 47%25% interest in the consumer publishing business Penguin Random House. See “Item 4. Information on the Company — Company—Overview of operating divisions”. The Pearson plc Consolidated Financial Statements are included in this report on pagesF-1 toF-80. The Penguin Random House Venture Combined Financial Statements are included in this report on pagesF-81 toF-151.

FORWARD-LOOKING STATEMENTS

You should not rely unduly on forward-looking statements in this Annual Report. This Annual Report, including the sections entitled “Item 3. Key Information — Risk Factors”, “Item 4. Information on the Company” and “Item 5. Operating and Financial Review and Prospects”, contains forward-looking statements within the meaning of Section 27A of the U.S. Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), that relate to future events or ourthe Group’s future financial performance. In some cases, you can identify forward-looking statements by terms such as “may”, “will”, “should”, “expect”, “intend”, “plan”, “anticipate”, “believe”, “estimate”, “predict”, “potential”, “continue” or the negative of these terms or other comparable terminology. Examples of these forward-looking statements include, but are not limited to, statements regarding the following:

These forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause ourthe Group’s or ourits industry’s actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by the forward-looking statements. In evaluating them, you should consider various factors, including the risks outlined under “Item 3. Key Information — Risk Factors”, which may cause actual events or our industry’sindustry results to differ materially from those expressed or implied by any forward-looking statement. Although we believethe Group believes that the expectations reflected in the forward-looking statements are reasonable, weit cannot guarantee future results, levels of activity, performance or achievements.

PART I

Not applicable.

Not applicable.

Selected consolidated financial data

The table below shows selected consolidated financial data under IFRS as issued by the IASB.IASB and in conformity with IFRS as adopted by the EU. The selected consolidated income statement data for the years ended December 31, 2015, 20142017, 2016 and 20132015 and the selected consolidated balance sheet data as at December 31, 20152017 and 20142016 have been derived from ourthe Group’s audited consolidated financial statements included in “Item 18. Financial Statements” in this Annual Report.

On July 23,1, 2013 Penquin Random House was formed through the combination of Penguin, owned by Pearson, and Random House, owned by Bertelsmann SE & Co. KGaA (Bertelsmann). From that date, Pearson no longer controlled the Penguin Group of companies and accounted for its 47% associate interest in Penguin Random House on an equity basis.

On February 4, 2014, the Group completed the sale of the Mergermarket group. The Mergermarket business was classified as held for sale on the Group’s balance sheet at December 31, 2013. The results of the Mergermarket business have been included in discontinued operations for all the years through to 2014.

On November 30, 2015, Pearson announcedthe Group completed the sale of The Financial Times to Nikkei Inc. The transaction completed on November 30, 2015 and from that point Pearson no longer consolidated The Financial Times’ results or net assets. The results of The Financial Times have been included in discontinued operations for all years through to 2014 and for the 11 months to November 30, 2015.

On August 11,October 16, 2015, Pearson announcedthe Group completed the sale of its 50% stake in The Economist Group. The transaction substantially completed on October 16, 2015 and from that point Pearson no longer had significant influence over The Economist Group. The share of profit after tax from the associate interest in the Economist Group has been included in discontinued operations for all years through to 2014 and for the period until October 16, 2015.

On November 29, 2013, Pearson announcedOctober 5, 2017 the Group completed the sale of the Mergermarket group which completed on February 4, 2014.a 22% share in Penguin Random House to Bertelsmann, retaining a 25% share. The anticipated loss of control as at December 31, 2013 resultedGroup also received recapitalization dividends in the Mergermarket business being classified as held for sale on the Pearson balance sheet at December 31, 2013.2017, with an additional amount due in 2018. The results of the Mergermarket business have been included in discontinued operations for all the years through to 2014.

In October 2012, Pearson and Bertelsmann entered into an agreement to create a new consumer publishing business by combining Penguin and Random House. The transaction completed on July 1, 2013 and from that point, Pearson no longer controlled the Penguin Group of companies. Pearson accounts for its 47%remaining 25% associate interest in Penguin Random House on an equity basis.

On May 5, 2017, the Group announced that it was undertaking a strategic review of its USK-12 courseware business. On February 23, 2018 the Group announced that it was in discussions with potential buyers regarding a disposal of the USK-12 courseware business. The loss of control resulted in the PenguinUSK-12 business beingwas classified as held for sale on the PearsonGroup’s balance sheet as at December 31, 2012.2017.

On August 16, 2017 the Group completed the sale of its test preparation business in China (GEDU) to Puxin Education.

On November 27, 2017 the Group announced that it had agreed to the sale of Wall Street English (WSE) to a consortium consisting of funds affiliated with Baring Private Equity Asia and CITIC Capital. Consequently WSE was classified as held for sale on the Group’s balance sheet as at December 31, 2017. The results of Penguin have been included in discontinued operations for all years through to 2012 and the first six months of 2013. The share of profit after tax from our associate interest in Penguin Random House from July 1, 2013 is included in operating profit from continuing operations.disposal completed on March 15, 2018.

The selected consolidated financial information should be read in conjunction with “Item 5. Operating and Financial Review and Prospects” and ourthe Group’s consolidated financial statements and the related notes appearing elsewhere in this Annual Report. The information provided below is not necessarily indicative of the results that may be expected from future operations.

For convenience, we havethe Group has translated the 20152017 amounts into US dollars at the rate of £1.00 = $1.47,$1.35, the noon buying rate in The City of New York for cable transfers and foreign currencies as certified by the Federal Reserve Bank of New York for customs purposes on December 31, 2015.2017.

Notes:

Dividend information

We payThe Group pays dividends to holders of ordinary shares on dates that are fixed in accordance with the guidelines of the London Stock Exchange. OurThe board of directors normally declares an interim dividend in July or August of each year to be paid in September or October. OurThe board of directors normally recommends a final dividend following the end of the fiscal year to which it relates, to be paid in the following May or June, subject to shareholders’ approval at ourthe annual general meeting. At ourthe Group’s annual general meeting on April 29, 2016 ourMay 4, 2018 shareholders will be asked to approve a final dividend of 34.0p12.0p per ordinary share for the year ended December 31, 2015.2017.

The table below sets forth the amounts of interim, final and total dividends paid in respect of each fiscal year indicated, and is translated into cents per ordinary share at the noon buying rate in The City of New York on each of the respective payment dates for interim and final dividends. The final dividend for the 20152017 fiscal year will be paid on May 1, 201611, 2018 (subject to shareholder approval),.

Future dividends will be dependent on ourthe Group’s future earnings, financial condition and cash flow, as well as other factors affecting the Group. The dividend was rebased in 2017 to reflect portfolio changes, increased product investment, and the outlook for 2017.

Exchange rate information

The following table sets forth, for the periods indicated, information concerning the noon buying rate for sterling, expressed in dollars per pound sterling. The average rate is calculated by using the average of the noon buying rates in The City of New York on each day during a monthly period and on the last day of each month during an annual period. On December 31, 20152017 the noon buying rate for cable transfers and foreign currencies as certified by the Federal Reserve Bank of New York for customs purposes for sterling was £1.00 = $1.47.$1.35. On February 29, 201628, 2018 the noon buying rate for sterling was £1.00 = $1.39.$1.38.

Risk factorsFactors

You should carefully consider the risk factors described below, as well as the other information included in the rest of this document. OurThe Group’s business, financial condition or results from operations could be materially adversely affected by any or all of these risks, or by other risks that weit presently cannot identify.

The pace and scope of ourthe Group’s business transformation initiatives increase the execution risk that benefits may not be fully realised,realized, costs of these changes may increase, or that ourits business as usual activities do not perform in line with expectations.

We are currently engagedBusiness transformation and change initiatives in restructuringsupport of the business.Group’s strategic goals to accelerate its digital transition and to simplify its business will continue throughout 2018. The pace and scope of change increases the risk that not all these changes will deliver within anticipated timeframes, or that the costs of these changes may increase. In addition, as a result of the increased pressure of transformational change, our business as usual activities may not perform in line with our plans or ourthe level of customer service may not meet expectations. In parallel with the business transformation, as we respondthe Group responds to the digital revolution and shift from a product to a services business, weit will continue to look at opportunities to develop business models and further refine organisationorganization structures. Resistance to change could restrict the organization from making the necessary changes to the business model.

Risk related to data quality and integrity may lead to noncompliance with legal and other requirements which could damage ourthe Group’s business.

Unavailability of timely, complete and accurate data limits informed decision-making and increases risk ofnon-compliance with legal, regulatory and reporting requirements. Business change and transformation success is dependent on migration of a significant number of datasets.

Global economy and cyclical market factors may adversely impact ourthe Group’s financial performance.

With the continued pressure and uncertainty in the worldwide economies, there remains a risk of a weakening in trading conditions, which could adversely impact our future financial performance. The effect of continued deterioration or lack of recovery in the global economy will vary across our different businesses and will depend on the depth, length and severity of any economic downturn. The education market can be affected by cyclical factors, which may lead to a reduction in demand for ourthe Group’s products and service.services.

Failure to successfully invest in and deliver the right products and services and respond to competitive threats could result in lower than expected revenues and profits.

A common trend facing all ourthe Group’s businesses is the digitization of content and proliferation of distribution channels, either over the internet, or via other electronic means, replacing traditional print formats. The digital migration brings the need for change in product and content distribution, consumers’ perception of value and the publisher’s position between consumers, retailers and authors.

This is a highly competitive market that is subject to rapid change. We faceThe Group faces competitive threats both from large media players and from smaller businesses, online and mobile portals and operators in the digital arena that provide alternative sources of content. New distribution channels, e.g. digital format, the internet, online retailers, growing delivery platforms (e.g.,e-readers or tablets), pose both threats and opportunities to our traditional publishing business models, potentially impacting both sales volumes and pricing.

Students are seeking cheaper sources of content, e.g. second hand and rental copies, online discounters, file sharing and use of pirated copies, and rentals, along with open source.copies. This change in behavior puts downward pressure on textbook prices in our major markets, and this could adversely impact ourthe Group’s results.

If we dothe Group does not adapt rapidly to these changes, weit may lose business to ‘faster’ and more ‘agile’ competitors, who increasingly arenon-traditional competitors, making their identification all the more difficult. WeThe Group may be required to invest significant resources to further adapt to the changing competitive environment.

Changes in government policy and/or regulations have the potential to impact ouraffect the Group’s business model and/or decisions across all markets.

OurThe Group’s educational services and assessment businesses may be adversely affected by changes in government funding resulting from either trends that are beyond ourthe Group’s direct control, such as general economic conditions, changes in government educational funding, programs, policy decisions, legislation and/or changes in the procurement process, or ourthe Group’s failure to successfully deliver previous contracts.

The results and growth of ourthe Group’s US educational services and assessment businesses are dependent on the level of federal and state educational funding, which in turn is dependent on the robustness of state finances and the level of funding allocated to educational programs. While the US tax reform bill that was signed into law by the President in December avoids the significant immediate impacts learners would have felt from earlier versions, concern remains about the potential impact that the cap on state and local tax (‘SALT’) deductions, the tax on certain college endowments, and the disincentives for charitable contributions could have on education funding. State, local and municipal education funding pressures remain, competition from low price and disruptive new business models continues and open source is promoted as a way to keep costs down for our customers. The current challenging environment could impact ourthe Group’s ability to collect on education-related debt.

State and local government leadership changes and resultant shifts in education policy can also affect the funding available for educational expenditure, which include the impact of educational reform. Similarly, changes in the government procurement process for textbooks, learning material and student tests, and vocational training programs can also affect ourthe Group’s markets. Political pressure on testing, changes in curricula, delays in the timing of the adoptions and changes in the student testing process can all affect these programs and therefore the size of ourthe market in any given year. For our UK examinationThe full impact of the UK’s pending departure from the EU is still unclear, however known potential risk areas include tax, data privacy and assessment businesses, changes in UK government policy have had, and could continue to have, a significant impact on our present business.non-tariff exposure arising from cross-border transactions.

There are multiple competing demands for educational funds and there is no guarantee that new textbookscourseware or testing or training programs will be funded, or that wethe Group will win or retain this business.

Failure to comply with anti-trust and competition legislation could result in costly legal proceedingproceedings and/or adversely impact ourthe Group’s reputation.

We areThe Group is subject to global and local anti-trust and competition law and although we areit is committed to conducting business in compliance with local and international laws, there is a risk that our management, employees or representatives may act in a way that violates applicable anti-trust or competition laws. As a result, there is a risk of litigation and regulatory proceedings in the countries in which we operate.the Group operates. These legal proceedings could result in greater scrutiny of ourthe Group’s operations in other countries for anti-competitive behavior and, in the worst case, incur a substantial financial cost. This would also have an adverse impact on ourthe Group’s reputation.

If we dothe Group does not adequately protect ourits intellectual property and proprietary rights, ourits competitive position and results may be adversely affected and limit ourits ability to grow.grow limited.

OurThe Group’s products and services largely comprise intellectual property delivered through a variety of print and digital media, online software applications and platforms. We relyThe Group relies on trademark, patent, copyright and other intellectual property laws to establish and protect ourits proprietary rights in these products and services.

The Group’s intellectual property rights (IPR) in countries such as the USbrands and the UK, jurisdictions covering the largest proportion of our operations,content — historically its core assets — are generally well established within key markets. As technology has become an increasingly critical component of the exceptionGroup’s business strategy, it has also been steadily increasing investment in its patent program to expand its protection of patents, for which we only have a nascent portfolio based largelyhigh value inventions in the US. The Group’s forward-looking IP strategy also includes plans to increase its global patent footprint in key markets outside the US.However, wethe Group also conductconducts business in other countries where ourits protection efforts have been limited or inconsistent and the extent of effective legal protection for intellectual property rights is uncertain, and this uncertainty could affect our future growth. Where we havethe Group has registered or otherwise established ourits IPR, weit cannot guarantee that our such rights will provide competitive advantages to due to: the challenges and costs of monitoring and enforcement in jurisdictions where competition may be intense; the limited and/or ineffective IPR protection and enforcement mechanisms available

to usit in many countries; the potential that ourits IPR may lapse, be invalidated, circumvented, challenged, or abandoned, or that weit may otherwise lose the ability to assert ourits intellectual property rights against others. Moreover, despite trademark, brand and copyright protection, third parties may copy, infringe or otherwise profit from ourthe Group’s proprietary rights without ourits authorization. The loss or diminution in value of these proprietary rights or ourthe Group’s intellectual property could have a material adverse effect on ourthe Group’s business and financial performance.

A control breakdown or service failure in ourthe Group’s school assessment and qualification business could result in financial loss and reputational damage.

OurThe Group’s professional services and assessment businesses involveinvolves complex contractual relationships with both government agencies and commercial customers for the provision of various testing services. OurThe Group’s financial results, growth prospects and/or reputation may be adversely affected if these contracts and relationships are poorly managed or face increased competitive pressures.

There are inherent risks associated with ourthe Group’s assessment and qualification businesses, both in the US and the UK. A service failure caused by a breakdown in our testing and assessment processes could lead to amis-grading of student tests and/or late delivery of test results to students and their schools. In either event wethe Group may be subject to legal claims, penalty charges under our contracts,non-renewal of contracts and/or the suspension or withdrawal of ourits accreditation to conduct tests. A late delivery of qualification results could result in a potentially significant regulatory fine in addition to the contractual penalties. It is also possible that such events would result in adverse publicity, which may affect ourthe Group’s ability to retain existing contracts and/or obtain new customers.

OurThe Group’s investment intoin inherently riskier emerging markets may deliver returns that are lower than anticipated.

To take advantage of international growth opportunities and to reduce ourits reliance on ourthe US and UK markets, we havethe Group has invested in a number of emerging markets, some of which are inherently more risky than ourits traditional markets. Political, regulatory, economic and legal systems in emerging markets may be less predictable than in countries with more developed institutional structures. Political, regulatory, economic, currency, reputational and corporate governance and compliance risks (including fraud, bribery and corruption) as well as unmanaged expansion are all factors which could limit our returns on investments made in these markets.

Failure to effectively manage risks associated with compliance to global and local anti-bribery and corruption (ABC) legislation could result in costly legal investigations and/or adversely impact ourthe Group’s reputation.

Although we arethe Group is committed to conducting business in a legal and ethical manner in compliance with local and international statutory requirements and standards applicable to ourits business, there is a risk that ourthe Group’s management, employees or representatives may take actions that violate applicable laws and regulations prohibiting the making of improper payments for the purposes of obtaining or keeping business, including laws

such as the US Foreign Corrupt Practices Act or the UK Bribery Act. Responding to investigations is costly and requires a significant amount of management’s time and attention. In addition, investigations may adversely impact ourthe Group’s reputation, or lead to litigation and financial impacts.

Failure to generate anticipated revenue growth, synergies and/or cost savings from acquisitions, mergers and other business combinations, could lead to goodwill and intangible asset impairments.

We continually acquireThe Group periodically acquires and disposedisposes of businesses to achieve ourits strategic objectives and we will continue to consider both as means to pursue ourits strategic priorities, although we doit does not plan to make any significant acquisitions in the short term. We for instance hold a 47% equity interest in Penguin Random House, the world’s leading consumer publishing company. This investment and associated return are subject to the continuing success of this venture, in a competitive global market. In 2015, we divested the Financial Times and our equity interest in The Economist in order to increase our focus on the opportunities we see in global education.

We operateThe Group operates in markets that are dependent on Information Technology (IT) systems and technological change. Failure to maintain and support customer facing services, systems, and platforms, including addressing quality issues and execution on time of new products and enhancements, could negatively impact ourthe Group’s revenues and reputation.

All ourthe Group’s businesses, to a greater or lesser extent, are dependent on information technology. WeIt either provideprovides software and/or internet services to ourits customers or we useuses complex IT systems and products to support ourits businesses activities, including customer-facing systems, back-office processing and infrastructure. We faceThe Group faces several technological risks associated with software product development and service delivery, information technology security (including virus and cyber-attacks),e-commerce, enterprise resource planning system implementation and upgrades. Although plans and procedures are in place to reduce such risks, from time to time we havethe Group has experienced verifiable attacks on our systemits systems by unauthorized parties. To date, such attacks have not resulted in any material damage, to us, but ourthe Group’s businesses could be adversely affected if ourits systems and infrastructure experience a significant failure or interruption.

Failure to comply with data privacy regulations, or any unauthorized disclosure of personal information, could result in an incident or other issue potentially causing reputational damage to ourthe Group’s brands and financial loss.

Across ourthe Group’s businesses, we holdit holds large volumes of personally identifiable information including that of employees, customers, students and citizens. Any perceived or actual unauthorized disclosure of personally identifiable information, whether through breach of ourthe Group’s network by an unauthorized party, employee theft, misuse or error or otherwise, could harm ourthe Group’s reputation, impair ourits ability to attract and retain ourits customers, or subject usthe Group to claims or litigation arising from damages suffered by individuals, and thereby harm ourits business and operationoperational results. Failure to adequately protect personally identifiable information could potentially lead to penalties, significant remediation costs, reputational damage, cancellation of some existing contracts and difficulty in competing for future business. In addition, wethe Group could incur significant costs in complying with the relevant laws and regulations regarding the unauthorized disclosure of personal information. Changes to data privacy legislation must also be monitored and acted upon to ensure we remainthe Group remains in compliance across different markets.

Failure to prevent or detect a malicious attack on ourthe Group’s systems could result in a breach of confidentiality, integrity and/or availability of sensitive information.

Information security and cyber risk is continually evolving and comprises many complex external drivers: increasing customer demand to demonstrate a strong security posture, external compliance requirements, ongoing digital revolution, increasing use of the cloud and increasingly sophisticated attack strategies. Across ourits businesses, we holdthe Group holds large volumes of personally identifiable information including that of employees, customers, students and citizens.citizens, and other highly sensitive business critical data such as financial data, internal sensitive information, and intellectual property. Despite ourits implementation of security measures, individuals may try to gain unauthorized access to ourthe Group’s data in order to misappropriate such information for potentially

fraudulent purposes. A significant breach can result in a devastating impact on Pearson’sthe Group’s reputation, financecustomer loyalty, and student experience. Inability to prove due diligence can result in severe penalties and loss of business (existing and future).

OurThe Group’s reported earnings and cash flows may be adversely affected by changes in ourits pension costs and funding requirements.

We operateThe Group operates a number of pension plans throughout the world, the principal ones being in the UK and the US. The major plans are self-administered with the plans’ assets held independently of the Group. Regular valuations, conducted by independent qualified actuaries, are used to determine pension costs and funding requirements. As these assets are invested in the capital markets, which are often volatile, the plans may require additional funding from us,the Group, which could have an adverse impact on its results.

It is ourthe Group’s policy to ensure that each pension plan is adequately funded, over time, to meet its ongoing and future liabilities. OurThe Group’s earnings and cash flows may be adversely affected by the need to provide additional funding to eliminate pension fund deficits in ourits defined benefit plans. OurThe Group’s greatest exposure relates to ourthe UK

defined benefit pension plan, which is valued every three years. Pension fund deficits may arise because of inadequate investment returns, increased member life expectancy, changes in actuarial assumptions and changes in pension regulations, including accounting rules and minimum funding requests. As of the end of 2015,2017, the UK defined benefit plan continues to show a surplus on an IAS19 basis and following the latest valuation is expected to be in surplus on a technical provisions basis following funding payments made during 2015. Following discussions with the plan trustee in 2015, we havebasis. The Group has committed to targeting a self-sufficient level of funding, program with the target ofresulting in the plan becoming largely independent of Pearson within five years.by the end of 2019. However the plan’s ability to achieve and maintain this standard remains subject to market conditions, meaning that additional funding could still be required from Pearsonthe Group in the future.

Operational disruption to ourits business caused by our third party providers, a major disaster and/or external threats could restrict ourthe Group’s ability to supply products and services to ourits customers.

Across all ourits businesses, we managethe Group manages complex operational and logistical arrangements including distribution centers, data centers, and educational and office facilities, as well as relationships with third party print sites. We haveIt has also outsourced some support functions, including information technology, warehousing and logistics to third party providers. The failure of third parties to whom we haveit has outsourced business functions could adversely affect ourits reputation or financial condition. Failure to recover from a major disaster, (e.g. fire, flood, etc.) at a key facility or the disruption of supply from a key third party vendor or partner (e.g. due to bankruptcy) could restrict ourthe Group’s ability to service ourits customers and meet the terms of ourits contractual relationships with both government agencies and commercial customers. Penalty clauses and/or the failure to retain these contracts at the end of the contract term could adversely impact our future revenue growth. Similarly external threats, such as flu pandemic, terrorist attacks, strikes, weather etc., could all affect our business and employees, disrupting our daily business activities.

A significant deterioration in Groupthe Group’s profitability and/or cash flow caused by prolonged economic instability could reduce ourits liquidity and/or impair ourits financial ratios, and trigger a need to raise additional funds from the capital markets and/or renegotiate ourits banking covenants.

To the extent that worldwide economic conditions materially deteriorate, the Group’s revenues, profitability and cash flows could be significantly reduced as customers would be unable to purchase products and services in the expected quantities and/or pay for them within normal agreed terms. A liquidity shortfall

Disruption in capital markets or potential concerns about the Group’s credit, such as downgrades or negative outlooks by the credit rating agencies, may delay certain development initiatives or may expose the Group to a need to negotiate further funding. The proceeds from the divestments of the FT and the Economist have significantly improved liquidity. While we anticipatemean that our existing cash and cash equivalents, together with availability under our existing credit facility, commercial paper program, cash balances and cash from operations, will be sufficient to fund our operations for at least the next 12 months, we may need to raise additional capital to fund operations in the future or to finance acquisitions. If we seek to raise additional capital in order to meet various objectives, including developing future technologies and services, increasing working capital, acquiring businesses and responding to competitive pressures,this capital may not be available on favorable terms or may not be available at all.all, although the reduced size of debt maturities mean that this risk is reduced.

We generateThe Group generates a substantial proportion of ourits revenue in foreign currencies, particularly the US dollar, and foreign exchange rate fluctuations could adversely affect ourthe Group’s earnings and the strength of ourits balance sheet.

As with any international business, ourthe Group’s earnings can be materially affected by exchange rate movements. OurThe main exposure is to movements in the US dollar to sterling exchange rate as approximately 60% of ourthe Group’s total revenue is generated in US dollars. WeThe Group also havehas exposure to a range of other international currencies including emerging market currencies. SalesOperating profit for 2015,2017, translated at 20142016 average rates, would have been £137m£13m or 3%1% lower.

A lack of sufficient capital resources could adversely impact ourthe Group’s ability to operate.

If the global economy weakens further and/or the global financial markets collapse, wethe Group may not have access to or could lose ourits bank deposits or customers may fail to pay ussuffer a significant increase in time or may be unable to pay us.customer bad debts. Lack of sufficient capital resources could significantly limit ourthe Group’s ability to take advantage of business and strategic opportunities. If replacement funds are not available, wethe Group may be required to delay, reduce the scope of, or eliminate material parts of ourits business strategy, including potential additional acquisitions or development of new products, services and technologies. The Group aims to mitigate this risk by enforcing limits and financing through strong counterparties.

Changes in tax law or perceptions on tax planning strategies may lead to higher effective tax rate or negative reputational impact.

Changes in corporate tax rates and/or other relevant tax laws in the UK, US or other jurisdictions could have a material impact on ourthe Group’s future reported tax rate and/or ourits future tax payments. We haveThe Group has been subject to audit by tax authorities. Although we believe ourthe Group believes its tax provision is reasonable, the final determination of ourits tax liability could be materially different from ourits historical income tax provisions, which could have a material effect on ourthe Group’s financial position, results of operations or cash flows.

OurThe Group’s tax strategy reflects ourits business strategy and the locations and financing needs of ourits operations. In common with many companies, we seekthe Group seeks to manage ourits tax affairs to protect value for ourits shareholders, in line with ourits broader fiduciary duties. We areThe Group is committed to complying with all statutory obligations, to undertake full disclosure to tax authorities and to follow agreed policies and procedures with regard to tax planning and strategy.

If we failthe Group fails to attract, retain and develop appropriately skilled employees, ourit may limit its ability to achieve its strategic and operational goals and its business may be harmed.

OurThe Group’s success depends on the skill, experience and dedicationengagement of ourits employees. If we areit is unable to attract, retain and develop sufficiently experienced and capable personnel,staff, especially in technology, product development, sales and management, ourleadership, its business and financial results may suffer. When talented employees leave, wethe Group may have difficulty replacing them,those skills, and ourits business may suffer. There can be no assurance that wethe Group will be able to successfully retain and attract the personnelskills that we need.it needs.

Failure to adequately protect learners could result in significant harm to one or more.

Incidents may occur that could cause harm to learners. For example, where we havethe Group has direct learner contact via online learning, or in ourits direct delivery businesses where we areit is operating, either ourselvesitself or in partnership with schools, colleges, universities, testing and assessment centers. These incidents can cause harm to learners, which is something we takethe Group takes extremely seriously, and could also have anegative financial, legal and reputational impact to the business.

Failure to adequately protect the health, safety and securitywell-being of peoplethe Group’s employees, learners and assetsother stakeholders could increase our costs and adversely impact our reputation.the Group’s reputation, profitability and future growth.

We have implemented policiesAlthough the Group has invested in global Health and Safety to safeguard the health, safety well-being and protectionwellbeing of ourits employees learners and stakeholders. However, there may beother stakeholders, accidents or incidents thatcould still occur due to unforeseen risks, for example due to changing local and global threats, causing injury or harm to individuals and impacting ourthe Group’s business operations. This has the potential to lead to criminal and civil litigation, business disruption leading to operational loss, reduction in profitability and impact on the Group’s global reputation.

Social, environmentalFailure to ensure security for the Group’s staff, learners, assets and ethicalreputation, due to increasing numbers of and variety of local and global threats.

Pearson is a global business with locations in diverse, sometimes high-risk, locations worldwide. Although it has protective measures in place to secure its staff, learners and assets, the Group could still be impacted by external threats, such as flu pandemic, terrorist attacks, strikes, weather etc. The Group has seen an increase in these incidents in 2017 compared to 2016. Such occurrences could cause harm to individuals and/or disrupt business operations and have the potential to lead to operational loss, reduction in profitability and impact on the Group’s global reputation.

Environmental, social and governance risks may also adversely impact ourthe Group’s business.

We considerThe Group considers environmental, social environmental and ethical (SEE)governance risks (ESG) risks no differently to the way we manageit manages any other business risk. These include ethical business behavior, compliance with UN Global Compact standards, environmental impact, people and data privacy.editorial standards.

OurThe Group’s business depends on a strong brand, and any failure to maintain, protect and enhance ourits brand would hurt ourits ability to retain or expand ourits business.

At the start of 2016, we launched a new Pearson brand. Protecting the Pearson brand is critical to expanding ourthe Group’s business and will depend largely on ourits ability to maintain ourits customers’ trust in ourits solutions and in the quality and integrity of ourits products and services. If we dothe Group does not successfully maintain a strong brand, ourits business could be harmed. Beyond protection, strengthening the Pearson brand will enable usthe Group to more effectively engage governments, administrators, teachers, learners and influencers.

Pearson plc

Pearson plc, (Pearson)(Pearson or the Group) is an international education company with its principal operations in the education and consumer publishing markets. We createThe Group delivers content, assessment and manageservices, powered by technology, in order to drive personalized learning at scale. The Group creates and manages intellectual property, which we promoteit promotes and sellsells to ourits customers under well-known brand names. We deliver ourThe Group delivers its content in a variety of forms and through a variety of channels, including books and online services. We offerThe Group offers services as well as content, from test creation, administration and processing to teacher development and school software. Though we operateit operates in more than 70 countries around the world, today ourits largest markets are the US (63%North America (65% of sales) and Europe (15%(14% of sales) on a continuing basis..

Pearson was incorporated and registered in 1897 under the laws of England and Wales as a limited company andre-registered under the UK Companies Act as a public limited company in 1981. We conduct ourThe Group conducts its operations primarily through ourits subsidiaries and other affiliates. OurIts principal executive offices are located at 80  Strand, London WC2R 0RL, United Kingdom (telephone: +44 20 7010 2000).

Overview

PearsonThe Group consists of its worldwide education business plus a 47%25% interest in Penguin Random House.

The Group is a leading provider of educational materials and learning technologies. It provides test development, processing and scoring services to governments, educational institutions, corporations and professional bodies around the world. It publishes across the curriculum and provides a range of education services including teacher development, educational software and system-wide solutions, and also owns and operates schools.

From January 1, January 2014 the Group has been run as one global education company, organized around three geographical operating segments (North America, Core and Growth),. Within each segment, the Group provides content, assessment and three lines of business correspondingdigital services to the key stages of learning, (schools, higherschools, colleges and universities, as well as professional and vocational education and professional, which included the FTto learners.

The Group until the date of disposal in 2015). The lines of business are responsible for the global strategy, investment priorities, product strategy and product portfolio for respective learner age and stage. The geographies are responsible for customer relationships, sales and marketing, and delivery of education products in their markets. Supporting this structure are the global functions which partner with the geographies and lines of business and operate as integrated global functions to achieve scale economies.

Pearson owns a 47%25% interest in Penguin Random House, which was formed on July 1, 2013, upon the completion of an agreement between Pearson and Bertelsmann to merge their respective publishing companies, Penguin and Random House. Pearson originally owned a 47% stake in Penguin Random House, but sold 22% on October 5, 2017. The Group accounts for its remaining interest in Penguin Random House on thean equity basis.

Recent developments

During January 2018, the Group executed market tenders to repurchase €250m of its €500m Euro 1.875% notes due May 2021 and €200m of its €500m Euro 1.375% notes due May 2025.

On February 16, 2018 the Group completed its £300m share buyback programme. In January 2016, Pearson announced that it was embarking onaggregate between October 18, 2017 and February 16, 2018, the Group repurchased 42,835,577 shares, including 21,839,676 repurchased since December 31, 2017 at a restructuring program to simplify the business, reduce costs and position the company for growth in its major markets. The majoritycost of the program is

expected to be complete by mid-year 2016 and will involve implementation costs in 2016 of approximately £320m, and is expected to generate ongoing annualized benefits of £350m.£151m.

OurThe Group’s strategy

Pearson’s goalThe Group’s mission is to help people make measurable progress in their lives through all kinds of learning. Overlearning by being the past decade, through a major program of organic investment and acquisitions, Pearsontrusted gateway to lifelong education. To deliver on this, the Group has become one of the leading education companies in the world, with unique geographic reach, product breadth and professional depth.

Pearson’s strategy centers on a significant long-term opportunity: the sustained and growing global demand for greater access, achievement and affordability in education. We can meet this demand by accelerating our shift to digital, to services and to fast-growing economies, and by committing to deliver measurably improved learning outcomes, through our efficacy framework.

In 2016 thethree key strategic growth drivers set out below will guide our work:objectives:

The Group will strive to leverage its core strengths in content and assessment, powered by services and technology, to deliver more effective teaching and personalised learning at scale. More detail on the three areas of focus is our long term commitmentset out below.

Grow market share through digital transformation

The Group’s digital transformation will help to satisfy changing learner consumption preferences and transition the assessment businesses to delivering measurable impact.fewer, smarter tests.

The single biggest opportunity to gain share through digital transformation is in US higher education courseware, which makes up 25% of revenues and 28% of product contribution. Profits have declined in this business over the last few years due to the business challenges, which will continue for the next couple of years. However the Group is making progress in shifting the business from an ownership to pay for use model, which is more viable and sustainable. The Group is achieving this by making the business significantly more digital, prioritising access to content over ownership and selling more product direct to consumers and institutions. The Group lowered the price of thousands of eBook rentals and launched a new print rental program. The Group is also focusing on an inclusive access model that provides both convenience and better value to students and is adirect-to-institution model which allows students to have materials for their course on day one.

The Group is building a Global Learning Platform, which is a single, cloud-based platform that is highly scalable and more reliable than current platforms. It informs allalso facilitates faster innovation and supports a lifelong learning ecosystem for learners.

The Group knows that getting products to market more quickly and improving the agility of its businesses is vital. To that end, the Group is investing heavily in its businesses each year (over £700m each year) to drive innovation.

Invest in structural growth markets

This second strategic decision making acrosspriority means the Group is investing and growing market share in its fastest growing businesses, such as:

Our short term priorities are to deliver transformation, simplify our business, strengthen cash generation and return to growth. Our constant goals are: to generate sustainable returns by delivering long-term growth, extending our global presence and reach, and building on our leading education position; and to deliver measurable impact.

We intend to make PearsonBecome a simpler better integrated,and more cost-efficient company. Our goal isefficient company

This third strategic priority involves phasing out dated systems and technologies, eliminating duplication and streamlining operations. The Group has removed more than £650m in costs since 2013, and has announced plans to create single global product organization, combining our three previously separate lineseliminate a further £300m of business. We are integrating our school, clinical and professional assessment operations in North America. We are reducing our exposure to large, direct delivery operations to focus on online, virtual, and blended services in a much more scalable, and profitable way. Each of these changes will help us invest in fewer, bigger opportunities, and ensure that our world-class capabilities can be scaled to customers around the globe.

We are also making productivity improvements across all our enabling functions like Technology, HR and Finance — as our product offering and customer and employee support becomes more digital. We plan to rationalize our property portfolio and consolidate major supplier agreements to drive greater cost efficiency.

As a result of these changes, we expect to reduce Pearson’s global workforce by around 4,000 roles, approximately 10% of our headcount. These are decisions that we never take lightly and we are committed to

supporting our colleagues during the transition. We intend to complete these actionscosts by the end of 2016,2019 by further simplifying technology, increasing the use of shared service centres and standardising processes. This will further reduce our annual running coststhe Group’s headcount by around £350m. Importantly, they will also create a more focused, integrated business, better able3000, improve the Group’s operational efficiency and respond to create and sell products across our markets to improve learning outcomes. This restructuring will give us the improved operational and financial flexibility to invest in growth areas and underpin shareholder returns.

Our plan focuses on operational execution, tight cost management and a sharper strategy to return to growth. We expect to be faster, leaner and more agile as a resultneeds of the changes we are making.changing educational landscape.

While the Group is optimistic about the future and expects to make further progress in 2018, management continue to see challenging headwinds in US higher education courseware for the next few years. These challenges will be offset by growth in the Group’s other businesses, the creation of further cost efficiencies and the strength of the Group’s cash flow generation and balance sheet. Over time, these strategic actions, which increase the Group’s scale, investment and expertise, will help people make progress in their lives through learning.

Operating divisions

Pearson is one of the leading providers of educational courseware, assessment and digital teaching and learning technologies. We provideservices. The Group provides test development, processing and scoring services to governments, educational institutions, corporations and professional bodies around the world. We publishThe Group publishes across the curriculum and provideprovides a range of education services including teacher development, educational software and system-wide solutions.

We report Pearson’sThe Group reports its performance in three segments: North America, Growth, and Core.

North America Segment

OurThe North American business serves educators and students in the US and Canada from early education through elementary, middle and high schools and into higher education with a wide range of products and

services: courseware including curriculum textbooks and other learning materials; assessments including test development and scoring; and services including the provision of online learning services. PearsonThe Group has a leading position in each of these areas and a distinctive strategy of connecting those parts to support institutions and personalize learning. OurThe largest market is North America, and across the US we are workingthe business works with states, schools and colleges to help make education more effective, accessible and affordable for a diverse community of learners.

OurThe North America school business offers early learning solutions that help educators and families teach fundamental math and literacy skills; elementary and secondary imprints publish leading school programs in reading, literature, math, science, and social studies; and digital instructional solutions for preK-12, such as enVisionMATH and Miller-Levine Biology. Nearly 50% of US schools use one of our tools to aid professional development and help teachers and administrators improve their effectiveness. Through ourThe Connections Education business we provideprovides school management services and operateoperates virtual and blended schools.schools, serving around 78,000 students. On February 23, 2018 the Group announced that it was in discussions with potential buyers regarding a disposal of the USK-12 courseware business.

Testing plays an integral role in determining educator and student success and we arethe business is the largest provider of educational assessment services in the US. We markIt marks large-scale school examinations for the US federal government and more than 25 American states, scoring billions of machine-scorable test questions and evaluating more than 111 million essays, portfolios and open-ended test questions every year. Working with educators and education advocates, ourthe business experts are helpinghelp to lead the development of Next-Generation Assessments that feature technology-enhanced items, performance-based assessments, and adaptive learning to foster problem-solvers and critical thinkers ready to compete in the global economy.

OurThe business’s solutions include learning assessments to help gauge how students learn, talent assessments to help growing companies develop their workforce, and clinical assessments to help psychologists and speech/language/hearing/occupational and physical therapists diagnose and monitor patients.

Our North America Higher Education business offers learning services for students, colleges and universities in the US. We provide learning tools and technologies, and about three million US college students are currently pursuing their studies online using Pearson Higher Education’s products. Our custom content and

curriculum solutions offer educators the opportunity to tailor their programs based on the needs of students. We also offer workforce education products and flexible workforce development solutions to fill the growing skills gap and increased demand for qualityThe professional certification prep training. College and career readiness is a K-20 issue, and it requires effective strategies employed in both K-12 and higher education. Our solutions are designed to help institutions retain students and prepare them for success in college and beyond.

Nearly 11 million North American college students registered with our higher education digital courseware to pursue their studies. The growing trend provides a wealth of data and analytics to improve the performance of individual students. Our advance capabilities in data, analytics and adaptive learning, and our leading efficacy research, enable us to design a smart learning path for every student.

The demand for online learning is steadily rising and we see this area as one of the fastest growing parts of the market where we can see demand increasing significantly over the next few years, where we’ve already got a good presence and where we think we could deploy our courseware, assessment, and technology capabilities at scale. Pearson On Line Services runs fully online undergraduate and graduate learning programs, such as the programs at Arizona State University Online. Likewise, at school level, Connections Education, our virtual school business serves tens of thousands of students through both virtual and blended school programs. This is one of our fastest growing businesses with demand continuing to increase year on year.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 2015 compared to year ended December 31, 2014 — Sales and operating profit by division — Core” for a discussion of developments during 2015 with respect to this segment.

Growth Markets

Our aim is to take educational products and services and apply them at scale in countries such as Brazil, South Africa, China, India and other fast-growing economies. Around one third of our employees now work in these countries. We reach around two million students directly through our English language schools in China, Brazil and elsewhere, our partner schools in Brazil and India, and our higher education institutions in South Africa, as well as millions more with our textbooks and educational software.

In Brazil we are leading primary and secondary education with our ‘sistemas’ or learning systems which include COC, Dom Bosco, Pueri Domus and NAME. In South Africa we run thirteen of our CTI and MGI campuses throughout the country. We have over 11,000 students enrolled in courses ranging from undergraduate degrees in IT and sociology, to business diplomas and Masters courses in psychology. Our campuses prioritize digital learning with over 10,000 of our students accessing their courses through tablet devises, and focus on learning outcomes that prepare students for employment opportunities in their chosen careers.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 2015 compared to year ended December 31, 2014 — Sales and operating profit by division — Core” for a discussion of developments during 2015 with respect to this segment.

Core Markets

Our biggest Core markets are the UK, Australia, Germany, France, the Benelux countries and Italy. These are countries where we work closely with educators and policy makers to improve learning through creating curriculum, designing assessments and developing digital learning systems. Additionally we have around 100 other markets, where we do not have scale ourselves, so we collaborate with others who share our values and commitment to efficacy to maximize reach and impact.

In the UK school market, we are the largest awarding organization offering academic and vocational qualifications that are globally recognized and benchmarked, with educational excellence rooted in names like

Edexcel, BTEC and LCCI. Learners take our qualifications in more than 80 countries worldwide. We use our online marking technology to mark over 97% of examination papers and our ResultsPlus service provides detailed analysis of every learner’s examination results. We are also driving innovation through digital products such as Bug Club and ActiveLearn, and supporting skills for employability for progression in study, work and life.

Through Pearson College we are the only FTSE 100 company delivering degrees in the UK. Our students get the chance to learn from leading employers as well as experienced academics and subject experts, in the heart of a 21^st Century business.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 2015 compared to year ended December 31, 2014 — Sales and operating profit by division — Core” for a discussion of developments during 2015 with respect to this segment.

The details below describe our professional line of business, which is geographically spread over the three above segments. During 2015 Pearson sold its interests in The Financial Times and The Economist Group. The results of The Financial Times and The Economist Group are included in discontinued operations up to the sale completion dates being November 30, 2015 and October 16, 2015 respectively.

Our professional testing business, Pearson VUE (VUE), is a global leader in electronic testing for regulatory and certification boards, providing a full suite of services from test development to test delivery and data management. Pearson VUE offers exams through an extensive network of over 7,20020,000 test centers across 194 countries,the globe, delivering the NCLEX exam for the National Council of State Boards of Nursing, the GMAT for the Graduate Management Admissions Council and numerous IT exams such as Cisco and CompTIA. In the UK Pearson VUE works with professional and government bodies including the Chartered Institute of Management Accountants (CIMA) and the Construction Industry Training Board (CITB).

Pearson VUE also includes Certiport, the world-leader in IT performance-based exams delivered through a global network of academic test centers, and GED Testing Service, a joint venture with the American Council on Education to deliver a leading high school equivalency exam.

Pearson’sThe North America Higher Education business offers learning services for students, colleges and universities in the US. It provides learning tools and technologies. Custom content and curriculum solutions offer educators the opportunity to tailor their programs based on the needs of students. The business also offers workforce education products and flexible workforce development solutions to fill the growing skills gap and increased demand for quality certification prep training.

Global digital user registrations of Mylab and related products are more than 13 million. The use of these digital homeworking platforms and integrated digital courseware provides a wealth of data and analytics to improve the performance of individual students. The business’s advanced capabilities in data, analytics and adaptive learning, and its leading efficacy research, enable it to design a smart learning path for every student.

The demand for online learning is steadily rising and management see this area as one of the fastest growing parts of the market with demand expected to increase significantly over the next few years both in school and higher education.

In higher education, Pearson Online Services provides Online Program Management (OPM) services to institutions including Arizona State University, Rutgers University and Maryville University, partnering with them to provide fully online undergraduate and graduate degree courses.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 2017 compared to year ended December 31, 2016 — Sales and operating profit by division — North America” for a discussion of developments during 2017 with respect to this segment.

Core Segment

The biggest Core markets are the UK, Australia, Italy, Germany, France and the Benelux countries. These are countries where the business works closely with educators and policy makers to improve learning through creating curriculum, designing assessments and developing digital learning systems. Additionally the business participates in many other markets, where it does not have scale itself, but collaborates with others who share its values and commitment to efficacy to maximize reach and impact.

In the UK school market, the business is the largest awarding organization offering academic and vocational qualifications that are globally recognized and benchmarked, with educational excellence rooted in names like Edexcel, BTEC and LCCI. Learners take the business’s qualifications in many countries worldwide. Online marking technology marks over 94% of examination papers and the ResultsPlus service provides detailed analysis of every learner’s examination results. Innovation is also being driven through digital products such as Bug Club and ActiveLearn, and through supporting skills for employability for progression in study, work and life.

The Higher Education business has seen good growth in OPM in both Australia and the UK, launching degree programs with Monash and Griffith Universities in Australia and Kings College London, University of Leeds and Manchester Metropolitan University in the UK.

In English, assets make the companyPearson Test of English is being used to support visa applications to the world’s largest Australian Department of Immigration and Border Protection resulting in significant growth in volumes.

In the UK, the professional certification business, Pearson VUE, works with professional and government bodies including the Driving and Vehicle Standards Agency (DVSA), Chartered Institute of Management Accountants (CIMA) and the Construction Industry Training Board (CITB).

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 2017 compared to year ended December 31, 2016 — Sales and operating profit by division — Core” for a discussion of developments during 2017 with respect to this segment.

Growth Segment

The business aims to take educational products and services and apply them at scale in countries such as Brazil, South Africa, China, India and other fast-growing economies.

English language teaching and learning business. More than 1.5 million teachers and 35 million students use ouris one of the biggest opportunities in global education. The Group has refocused its activities in English language learning resources and tools each year. Thein 2017, with agreements to dispose of its Chinese direct delivery businesses, in Pearson’s English division include: Wall Street English (center-based learning for consumers);and GEDU. The opportunity in English is now addressed in three main ways:

The Financial Times (FT)Brazilian business serves primary and secondary education with its ‘sistemas’ or learning systems which include COC, Dom Bosco and NAME.

In South Africa, the business is onethe largest player in the school textbook market and runs a private university with 8,500 students enrolled in courses ranging from undergraduate degrees in IT and sociology, to business diplomas and Masters courses in psychology.

In February 2017, the Group announced the intention to explore potential partnerships for, or sale of, its English language learning business (WSE) and possible sale of its English test preparation business (GEDU). The Group completed the world’s leading news organizations, recognized globally for its authority, integritysale of GEDU to Puxin Education on August 16, 2017 and accuracy. The FT provides a broad rangethe sale of essential services, including news, comment, data and analysis,WSE to a growing audienceconsortium consisting of internationally minded professionals. The FT is comprisedfunds affiliated with Baring Private Equity Asia and CITIC Capital on March 15, 2018.

See “Item 5. Operating and Financial Review and Prospects — Results of the FT newspaperOperations — Year ended December 31, 2017 compared to year ended December 31, 2016 — Sales and FT.com, Financial Publishing, FT Chinese, FT Labs, and Medley Global Advisors. The FT Group includedoperating profit by division — Growth” for a 50% interest in The Economist Group, a publisherdiscussion of one of the world’s leading weekly business and current affairs magazines,developments during 2017 with respect to this interest was substantially disposed of in October 2015. Pearson sold The Financial Times in November 2015.segment.

Penguin Random House

For the first six months of 2013, Pearson wholly owned Penguin, one of the most famous brands in book publishing. On July 1, 2013 Penguin Random House was formed, upon the completion of an agreement between Pearson and Bertelsmann to merge their respective publishing companies, Penguin and Random House, with the parent companies owning 47% and 53% respectively. With the integration of Penguin Random House complete, and with greater industry-wide stability on digital terms, the Group announced on February 24, 2017 that it had issued an exit notice regarding its 47% share in Penguin Random House to its JV partner Bertelsmann, with a view to selling its stake or recapitalizing the business and extracting a dividend. The Group completed the sale of 22% of Penguin Random House to Bertelsmann on October 5, 2017 and also received recapitalization dividends. The Group used the proceeds from this transaction to maintain a strong balance sheet; invest in its business; and return excess capital to shareholders, whilst retaining an investment grade credit rating.

Penguin Random House comprises the adult and children’s fiction and nonfiction print and digital book publishing businesses of Penguin and Random House in the US, UK, Canada, Australia, New Zealand and India, Penguin’s publishing activity in Asia and South Africa, as well as Dorling Kindersley worldwide, and Random House’s companies in Spain, Mexico, Argentina, Uruguay, Columbia and Chile.

Penguin Random House employs more than 10,000 people globally across almost 250 editorially and creatively independent imprints and publishing houses that collectively publish more than 15,000 new titles annually. Its publishing list includeincludes more than 70 Nobel Prize laureates and hundreds of the world’s most widely read authors.

Penguin Random House sells directly to bookshops and through wholesalers. Retail bookshops normally maintain relationships with both publishers and wholesalers and use the channel that best serves the specific requirements of an order. It also sells through online retailers such as Amazon.com, as well as its own websites and direct to the customer via digital sales agents.

In 2015, our2017, the Group’s share of Penguin Random House profit after tax as of December 31, 2015 was £64m.£71m.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 20142017 compared to year ended December 31, 20132016 — Sales and operating profit by division — Consumer Publishing”Penguin Random House” for a discussion of developments during 20142017 with respect to Penguin Random House.

Operating cycles

PearsonThe Group determines a normal operating cycle separately for each entity/cash generating unit within the Group with distinct economic characteristics. The “normal operating cycle” for each of the Group’s education businesses is primarily based on the expected period over which the educational programs and titles will generate cash flows, and also takes account of the time it takes to produce the educational programs. The operating cycles for the courseware markets are typically longer than one year as described below.

Particularly for the North American businesses, there are well established cycles operating in the courseware market:

A development phase of typically 12 to 18 months for Higher Education and up to 24 months for School precedes the period during which the Company receives and delivers against orders for the products it has developed for the program.

The Core and Growth courseware markets operate in a similar way although often with less formal ‘adoption’ processes.

The operating cycles in respect of ourthe Group’s professional line of businesscontent are more specialized in nature as they relate to educational or heavy reference products released into smaller markets (e.g. the financial training IT and travelIT sectors). Nevertheless, in these markets, there is still a regular cycle of product renewal, in line with demand which management monitor. Typically the life cycle is 5 years for Professional content. Elsewhere in the Group, operating cycles are typically less than one year.

Competition

Pearson’sThe Group’s businesses operate in highly competitive environments.

PearsonThe Group competes with other publishers and creators of educational materials and services. These companies include publishers such as Cengage Learning, McGraw-Hill Education and Houghton Mifflin Harcourt, andHarcourt.

In services, the Group competes with companies such asK-12 Inc in virtual schools and ETS,2U Inc. in online program management, alongside smaller niche players that specialize in a particular academic discipline or focus on a learning technology.

In US assessment, the Group competes with other companies offering test development and administration including Educational Testing Service (ETS), American Institute for Research (AIR), Measured Progress Inc, and others. The Professional Certification business competes with Prometric globally and a number of other smaller players in local markets.

In Core student assessment, the UK qualifications business competes with AQA and OCR in general qualifications and a number of smaller players in vocational qualifications.

In English language teaching (ELT) courseware, the Group competes with Oxford University Press, Macmillan and other publishers. In English language testing Pearson Test of English (PTE) competes with alternative tests including iELTS and TOEFL.

Competition is based on the ability to deliver quality products and services that address the specified curriculum needs and appeal to the student, organizations, school boards, educators and government officials making purchasing decisions.

Intellectual property

OurThe Group’s principal intellectual property assets consist of our 1) its:

The Group believes it has taken all reasonable legal steps to protect ourits key brands in our topits major markets and copyright in ourits content and havehas taken appropriate steps to develop a comprehensive patent program to ensure appropriate protection of emerging inventions that are critical to ourits new business strategies.

Raw materials

Paper isremains the principal raw material used by Pearson. We purchasethe Group. The Group purchases most of ourits paper through ourits Global Sourcing department located in the United States. We haveThe Group has not experienced and dodoes not anticipate difficulty in obtaining adequate supplies of paper for ourits operations, with sourcing available from numerous suppliers. While local prices fluctuate depending upon local market conditions, we havethe Group has not experienced extensive volatility in fulfilling paper requirements. In the event of a sharp increase in paper prices, we havethe Group has a number of alternatives to minimize the impact on ourits operating margins, including modifying the grades of paper used in production.

Government regulation

The manufacture of certain of our products in various markets is subject to governmental regulation relating to the discharge of materials into the environment. Our operationsOperations are also subject to the risks and uncertainties attendant to doing business in numerous countries. Some of the countries in which we conductthe Group conducts these operations maintain controls on the repatriation of earnings and capital and restrict the means available to us for hedging potential currency fluctuation risks. The operations that are affected by these controls, however, are not material to us.material. Accordingly, these controls have not significantly affected ourthe Group’s international operations. Regulatory authorities may have enforcement powers that could have an impact on us. We believe,impact. The Group believes, however, that in light of the nature of ourits business the risk of these sanctions does not represent a material threat to us.threat.

Licenses, patents and contracts

We areThe Group is not dependent upon any particular licenses, patents or new manufacturing processes that are material to ourits business or profitability. Likewise, we areit is not materially dependent upon any contracts with suppliers or

customers, including contracts of an industrial, commercial or financial nature. Notwithstanding the foregoing, ourthe Education business is dependent upon licensed rights since most textbooks and digital learning tools include

content and/or software that is licensed to usit by third parties (or assigned subject to royalty arrangements). In addition, some of our software products in various business lines, particularly those of ourits Clinical business, rely upon patents licensed from third parties.

Legal proceedings

WeThe Group and ourits subsidiaries are from time to time the subject of legal proceedings incidental to the nature of ourits and their operations. These may include private litigation or arbitrations, governmental proceedings and investigations by regulatory bodies. We doThe Group does not currently expect that the outcome of pending proceedings or investigations, either individually or in aggregate, will have a significant effect on ourits financial position or profitability nor have any such proceedings had such effect in the recent past. To our knowledge, there are noThe Group is not aware of material proceedings in which any member of senior management or any of ourits affiliates is a party adverse to usit or any of ourits subsidiaries or in respect of which any of those persons has a material interest adverse to usit or any of ourits subsidiaries.

Organizational structure

Pearson plc is a holding company which conducts its business primarily through subsidiaries and other affiliates throughout the world. Below is a list of ourits significant subsidiaries and associates as at December 31, 2015,2017, including name, country of incorporation or residence, proportion of ownership interest and, if different, proportion of voting power held.

During 2013, the Group disposed of its interest in the Penguin group of companies in exchange for a 47% interest in Penguin Random House. During 2017, the Group disposed of 22% of Penguin Random House, retaining a 25% interest.

During 2014, the Group disposed of its interest in the Mergermarket group of companies and its North America business disposed of its joint venture interests in Safari Books Online and CourseSmart.

In February 2014, the Group acquired Grupo Multi, Brazil’s leading adult English language training company. There were no significant acquisitions in 2015 or 2013.

During 2015, the Group disposed of its interest in the FT Group including its 50% share of The Economist. The Financial Times sale was completed on 30in November 2015 and the sale of ourthe 50% share of The Economist Group was substantially completed on 16in October 2015.2015, with the remaining share sold in 2016. Also, in July 2015, the Group disposed of its interest in PowerSchool.

During 2014In May 2017, the Group disposedannounced that it was undertaking a strategic review of its interestUSK-12 courseware business. In February 2018, the Group announced that it is in discussions with potential buyers regarding a disposal of the Mergermarket group of companies and our North America business disposedUSK-12 courseware business.

In August 2017, the Group completed the sale of its joint venture intereststest preparation in Safari Books Online and CourseSmart.China (GEDU) to Puxin Education.

In November 2017, the Group disposedannounced that it had agreed the sale of its interestWall Street English to a consortium consisting of funds affiliated with Baring Private Equity Asia and CITIC Capital. The disposal completed on March 15, 2018.

There were no material acquisitions in the Penguin group of companies in exchange for a 47% interest in Penguin Random House.2015, 2016 or 2017.

Property, plant and equipment

OurThe Group’s headquarters are located at leasehold premises in London, England. We ownAs at December 31, 2017 it owned or leaseleased approximately 1,000825 properties, including approximately 650 testing/teaching centers in over 6055 countries worldwide, the majority of which are located in the United Kingdom, the United States and China. Approximately 80 properties, primarily testing/teaching centers in China, were disposed in March 2018 as part of the WSE disposal.

The properties owned and leased by usthe Group consist mainly of offices, distribution centers and computer testing/teaching centers.

In some cases properties leased by the Group are then sublet to third parties. These properties are not included in the list below as they are not considered to be principal properties.

The vast majority of our printing is carried out by third party suppliers. We operateThe Group operates a small digital print operation as part of ourits Pearson Assessment & Testing businesses which providesshort-run andprint-on-demand products, typically custom client applications.

We ownThe Group owns the following principal properties at December 31, 2015:2017:

WeThe Group leased the following principal properties at December 31, 2015:2017:

Capital Expenditures

See “Item 5. Operating and Financial Review and Prospects — Liquidity and Capital Resources” for description of the Company’s capital expenditure.

The Company has not received, 180 days or more before the end of the 20152017 fiscal year, any written comments from the Securities and Exchange Commission staff regarding its periodic reports under the Exchange Act which remain unresolved.

ITEM 5.

OPERATING AND FINANCIAL REVIEW AND PROSPECTS

The following discussion and analysis is based on and should be read in conjunction with the consolidated financial statements, including the related notes, appearing elsewhere in this Annual Report. The financial statements have been prepared in accordance with IFRS as issued by the IASB.IASB and in conformity with IFRS as adopted by the EU.

Where this discussion refers to constant currency comparisons, these are estimated byre-calculating the current year results using the exchange rates prevailing for the prior period. The increase or reduction in the value calculated is the estimate of the impact of exchange rates. We believeThe Group believes this presentation provides a more useful period to period comparison as changes due solely to changesmovements in exchange rates are eliminated.

General overview

Introduction

Pearson’sThe Group’s primary segments for management and reporting are geographical as follows: North America, comprising the School, Higher Educationcourseware, assessment and Professionalservices businesses in the US and Canada; Core, comprising the courseware, assessment and services businesses in more mature markets outside North America, including the UK, Australia and Italy; and Growth, comprising the School, Higher Educationcourseware, assessment and Professionalservices businesses in emerging markets, which are investment priorities, including Brazil, China, India and South Africa; and Core, comprising the School, Higher Education and Professional businesses in more mature markets, including the UK, Australia and Italy.Africa. In addition Pearsonthe Group separately reports on an equity basis the results from its 25% interest in Penguin Random House (PRH) associate..

On August 16, 2017, the Group completed the sale of its test preparation business in China (GEDU) to Puxin Education, realizing apre-tax profit on sale of £44m. On October 5, 2017, the Group also completed the sale of a 22% share in Penguin Random House to Bertelsmann, realizing apre-tax profit on sale of £96m. Neither of these were significant enough to meet the definition of a discontinued business and their results to the date of disposal are included in continuing operations.

On November 27, 2017, the Group announced that it had agreed the sale of Wall Street English (WSE) to a consortium of funds affiliated with Baring Private Equity Asia and CITIC Capital. The sale of WSE was completed on March 15, 2018. On February 23, 2018, the Group announced that it had completed a strategic review of its USK-12 courseware business and was in discussion with potential buyers regarding a disposal of the business. Both of these businesses have been classified as held for sale on the balance sheet as at December 31, 2017.

On October 16, 2015, Pearsonthe Group substantially completed the sale of its 50% interest in the Economist to EXOR and The Economist Group and on November 30, November 2015 Pearsonthe Group completed the sale of the Financial Times to Nikkei. The results of the Economist and the Financial Times are included in discontinued operations in 2013 and 2014 and to the date of sale in 2015. Also, in July 2015, the Group disposed of its interest in PowerSchool to Vista Equity Partners for consideration of £222m realizing apre-tax gain of £30m net of a £70m write down of related software assets. The PowerSchool business was not significant enough to meet the definition of a discontinued business and its results to the date of disposal are included in continuing operations.

Sales from continuing operations declineddecreased from £4,540m£4,552m in 20142016 to £4,468m£4,513m in 2015,2017, a decrease of £72m£39m or 2%1%. This year on year declinedecrease was reduced by currency movements, primarily the comparative strength of the US dollar relative to sterling during the year. In 20152017 currency movements increased sales by £137m£126m when compared to the equivalent figures at constant 20142016 rates. When measured at 20142016 constant exchange rates, ourthe Group’s sales declined by 5%4%. Part of the decrease is due to the absence of sales from businesses sold during the year and also in light of the evolution of our Connections Education business in North America a greater proportion of that revenue is now recognized on a net basis. We estimateGroup estimates that after excluding the impact of acquisitions and disposals, and after taking account of the evolution of sales at Connections Education, sales declined by 2% at constant exchange rates. Although there was growth in the Pearson VUE, Connections Education and Wall Street English China businesses, this growth was more than offsetThis decrease is primarily explained by declines in the US Higher Education, UK QualificationsNorth America in higher education and South Africa businesses.school courseware, school assessment and in Learning Studio, a learning management system that is being retired.

In 2015, Pearson2017, the Group reported an operating loss (from continuing operations)profit of £404m£451m compared to a correspondingan operating loss of £2,497m in 2016. The increase in profit of £348m in 2014. The decrease of £752m£2,948m mainly reflects an increasea decrease in intangible charges. Following significant economic and market deteriorationAt the end of 2016, following trading in the Group’s operations in emerging markets and ongoing cyclical and policy related pressuresfinal quarter of the year, the Group determined that the underlying issues in the Group’s matureNorth American higher education courseware market operations, management’s expectations of future returns were revised down in the course of 2015 resulting in the impairment of intangible assets in North America of £282m, in Core markets of £37m and in Growth markets of £530m. In 2014 impairments of £77mmore severe than anticipated. These issues related to India.declining student enrolments, changes in buying patterns of students and correction of inventory levels by distributors and bookshops. As a result, the Group revised its strategic plans and estimates for future cash flows and, as a consequence, recognized an impairment to North American goodwill of £2,548m. Operating profit before these impairments increased by £20m£400m from £51m in 20152016 to £451m in 2017 mainly due to reduced restructuring costs and gains on the sale of businesses. After stripping out the effect of lower restructuring costs and gains on the sale of businesses, profits from trading declined by around £58m. This was primarily due to increased amortization charges, higher staff incentives and cost inflation, offset in part by the year on year benefit from restructuring savings.

In January 2016, the Group announced that it was embarking on a major restructuring program to simplify the business, reduce costs and position the company for growth in its major markets. Total restructuring in 2016 amounted to £338m and included costs associated with headcount reductions, property rationalization and closure or exit from certain systems, platforms, products and supplier and customer relationships. A new restructuring program, the 2017-2019 restructuring program announced in May 2017, began in the second half of 2017 and is expected to drive further significant cost savings. The cost incurred on the 2017-2019 program in 2017 was £79m.

Operating profit in 2017 included a gain of £128m from the sale of businesses. The sale of the Group’s test preparation business in China resulted in apre-tax profit on sale of £44m, while the sale of a 22% share in PRH resulted in apre-tax profit on sale of £96m. These were offset in part by net losses on other smaller disposals. The operating loss in 2016 included a £25m loss on the sale of businesses, primarily relating to the closure of the English language schools business in Germany and the sale of the Pearson English Business Solutions business.

Currency movements increased operating profit by £13m when compared to 2014. Cost savings in 2015 offset the impact of reduced sales and reduced service fee income from PRH. Cost savings followed restructuring in 2014 and consequent benefits that flowed through in 2015 and were compounded by a reduction in employee incentives in 2015. Currency movements had only a small impact on operating profit when comparing 2015 profitequivalent figures translated at constant 20142016 exchange rates.

The profit before taxation in 2017 of £421m compares to a loss before taxation of £2,557m in 20152016. The increase in profit of £433m compares to a profit before taxation of £255m in 2014. The decrease of £688m mainly£2,978m reflects the £752m decrease£2,948m increase in the reported operating profit identified above offset byand a reductiondecrease in net finance costs of £64m,£30m, from £93m£60m in 20142016 to £29m£30m in 2015.2017. The Group’s net interest payable decreasedincreased from £64m£59m in 20142016 to £46m£79m in 2015, mainly2017. The movement in net interest payable was due to higher US interest rates in 2017, additional charges relating to the lower levelearly redemption of average net debtvarious bonds in the period following disposals,2017 and additional interest receivable on cash balances held overseas and lower interest on tax following agreement of historical tax positions.provisions. Also included in net finance costs are net finance costs of deferred consideration associated with acquisitions,relating to employee benefit plans, foreign exchange and other gains and losses. In 20152017 the total of these items was a gainprofit of £17m£49m compared to a loss of £29m£1m in 2014. Both2016. Income relating to employee benefit plans was £8m lower in 2017 than in 2016 reflecting the gainlower net surplus on pension balances at the beginning of 2017 compared to the beginning of 2016. Other gains and losses in 20152017 and the loss in 2014 mainly2016 primarily relate to foreign exchange differences onun-hedged cash and cash equivalents, and other financial instruments.

Net cash generated from operations decreased to £518m£462m in 20152017 from £704m£522m in 2014. The decreased cash flow reflected trading conditions across all the businesses including the impact of an increase in US higher education textbook returns and2016. This decrease is due to higher pension deficit payments. Our averagepayments, including £202m of payments made in 2017 relating to the PRH merger in

2013 and £25m relating to the sale of the FT Group in 2015. Pension deficit payments of £90m were made in connection with the FT Group in 2016. The increase in pension payments more than offset the benefits from tight working capital control and a reduction in cash spend relating to sales ratio declined by 3.1 percentage points to 15.4% reflecting disposals of businesses with relatively lower levels of working capital but was also due to higher receivable balances and the absence of incentive accruals. Average working capital comprises the average of the monthly carrying values over the relevant 12 month period for inventory, pre-publication costs, debtors and creditors, including deferred revenue.

restructuring. Net interest paid at £69m in 2017 compares to £51m in 2015 was lower than the £73m paid in 20142016 and reflects the lowerincreased interest charge for the year. Tax paid in 20152017 was £232m£75m compared to £163m£45m in 2014. Tax paid2016 with the increase largely being due to higher profits following lower restructuring charges taken in 2015 included the tax on disposals made during the year of approximately £103m. compared to 2016.

Net capital expenditure on property, plant and equipment after proceeds from sales increasedwas £82m in 2017 compared to £84m in 2015 from £66m in 2014 and net2016. Net capital expenditure on software intangibles rosereduced slightly from £105m£157m in 20142016 to £160m£150m in 2015.2017. The increase inexpenditure on both tangible and intangible capital expenditure is largely attributed toincludes the continuing investment in enabling function technology designed to lower administrative costs. TheThere were no significant acquisitions in either 2017 or 2016 and the net cash outflow in respect of businesses and investments acquired was £463m£14m in 2014, the majority of which related to the acquisition of Grupo Multi, there were no significant acquisitions2017 and £21m in 2015 and expenditure totaled £27m in the year.2016. The net cash inflow in respect of businesses and investments disposed was £1,422m£430m in 20152017 compared to £375m£42m in 2014.2016. In 20152017 the cash received largely related to the Financial Times, The EconomistPRH and PowerSchoolGEDU disposals and in 2014 related primarily2016 includes proceeds from the sale of the remaining stake in the Economist partially offset by costs paid in 2016 relating to the Mergermarket sale.Financial Times sale in 2015. Dividends from joint ventures and associates increased from £120m£131m in 20142016 to £162m£458m in 20152017, primarily due to an increase in the £312m dividend from PRH.received uponre-capitalization of the PRH business as part of the transaction which included the sale of the 22% of the Group’s equity interest. Dividends paid of £423m£318m in 20152017 compares to £398m£424m in 2014 (including £1m paid2016 reflecting the rebasing of the dividend in 2017 to non-controlling interests).reflect portfolio changes, increased investment and to align with profit expectations. Overall the Group’s net borrowings reduceddecreased from £1,639m£1,092m at the end of 20142016 to £654m£432m at the end of 2015.2017. The reduction in net debt was due to the factors noted above, principallydisposal proceeds and PRHre-capitalization dividends, offset in part by higher pension payments and cash returned to shareholders via the receipt of proceeds from disposals, and was slightly offset by an increase in reported net debt due to the strengthening of the US dollar relative to sterling.sharebuy-back program.

Outlook

In 2018, the Group expects to report adjusted operating profit of between £520m and £560m (including businesses held for sale.) Adjusted operating profit, which is the key financial measure used by management to evaluate the performance of the Group and allocate resources to business segments, excludes profits and losses on the sale of businesses, acquisition costs, amortization and impairment of acquired intangibles, the cost of major restructuring programs and the impact of US tax reform. Reconciliations of adjusted operating profit to statutory operating profit are included in note 2 within Item 18–Financial Statements. The base for 2018 adjusted operating profit guidance is 2017 adjusted operating profit of £510m, being £576m less the full year impacts of disposals made in 2017 (£44m) and less favorable exchange rates at December 31, 2017 (£22m). The Group expects to complete the disposal of WSE and its stake in Mexican joint-venture Utel in the first-half of 2018 and has announced that it has concluded the strategic review of its USK-12 courseware business and has classified the business as held for sale. WSE contributed £195m to 2017 sales and WSE and Utel contributed £5m to 2017 adjusted operating profit and £5m to statutory operating profit. USK-12 courseware is expected to contribute £385m to 2018 sales and around £11m to 2018 adjusted and statutory operating profit. The Group’s 2018 guidance incorporates cost inflation of approximately £50m together with other operational factors and incentives of £30m. It expects incrementalin-year benefits from the 2017-2019 restructuring program of £80m in 2018. Costs relating to major restructuring of approximately £90m will continue to be excluded from adjusted operating profit.

In North America, our largest market, we anticipatethe Group expects US Higher Education courseware revenues to be flat to down by amid-single digit percent as similar pressures seen in the last two years continue with lower college enrolments, will be flat givenincreased use of open educational resources (OER) and attrition from growth in the forecast of modest improvements in US employment; a smaller adoptionsecondary market in K-12 learning services and lower

participation rate will bedriven by print rental, partially offset by growth in Open Territories driven by new products; reduceddigital revenues, benefits from the Group’s actions to promote access over ownership and a continued normalization of channel returns behavior. Evidence of a marginally slower rate of decline in US student enrolment together with slightly lower than expected attrition from OER in 2017, means that the Group is now planning for an underlying decline in demand of around 6% in US higher education courseware, slightly improved from its prior range of 6% to 7%. The Group expects stable testing revenues in North America reflecting Statestudent assessment as new contracts offset a continued contraction in revenue associated with the Partnership for Assessment of Readiness for College and National Assessment contract losses worth approximately £100m announced in 2015;Careers (PARCC) contract. Connections Education is expected to grow modestly as new partner school openings and good growth in clinical assessmentsenrolment is partially offset by

in-sourcing ofnon-core services by some partners and professional certification.contract exits. North American Online Program Management (OPM) is expected to see modest growth in revenue as investment in new programs begins to ramp up. Professional certification is expected to grow revenues in themid-single digits benefiting from new contracts, including the nationwide contract with the Association of American Medical Colleges (AAMC).

In our Core, markets (which includethe Group is expecting modest growth driven by its recent investments in student assessment and qualifications, which offer new products and services of considerably greater value, along with continued growth in Pearson Test of English (PTE) and OPM, with 10 new program launches in the UK, Italy and Australia), we expect declinesgrowth in vocational course registrationsexisting programs in UK schools, ongoing pressureAustralia.

In Growth, The Group expects a modest increase in our various learning services businesses,revenues, with growth in China in ELT products, PTE and in South Africa (due to improving enrolments in CTI), partially offset by declines in school courseware after a strong 2017. In Brazil, the Group expects revenue to increase modestly from growth in managed services in AustraliaWizard and the UK. At VUE, we will cease to deliver the contract to administer the UK Driving Theory test for the DVSA in September 2016.

In our Growth markets (which include Brazil, China, India and South Africa), we expect continued pressure in South Africa on government spending on textbooks and lower enrolments in CTI, macro-economic pressures in emerging markets, specifically China and Brazil,school sistemas, partially offset by growth from new products such as the New Student Experience.declines in government contracts. In India, PTE and MyPedia are expected to continue growing.

In Penguin Random House, we anticipate that additional benefits from the ongoing integrationGroup anticipates a broadly level publishing performance and an annualafter-tax contribution of the business will be broadly offset by reduced demand for eBooks, following industry-wide changes in terms in 2015.

We completed the sale of PowerSchool on 31 July 2015 for £222m; the sale of The Financial Times on 30 November 2015 for £858m; and substantially completed the sale of our 50% stake in The Economist Group on 16 October 2015 for £469m including the gain on revaluation of the remaining 11% investmentaround£60m-£65m to a fair value of £92m. In addition we disposed of Fronter and a number of print textbook lists in the US. Total disposals contributed approximately £90m to 2015ITS adjusted operating profit which will not recur in 2016.

Group incentive compensation was zero in 2015 reflecting the weakness of performance versus budget. The incentive pool will be reinstated to £110m in 2016 to ensure our work force is incentivized to sustain its strong competitive performance and to implement a significant program of change within the company.

Building on the work we have done over the last three years, we are taking further action to simplify our business and reduce our costs and position us for growth in our major markets. We intend to: create a single courseware product organization; integrate our North American assessment operations; reduce our exposure to large scale direct delivery and focus on more scalable online, virtual, and blended services; implement major efficiency improvements across all our enabling functions — technology, finance, HR; and rationalize our property portfolio and renegotiate and consolidate major supplier agreements. To implement this program, we will incur costs of approximately £320m in 2016 and expect to generate annualized savings of approximately £350m, with approximately £250m of savings in 2016 and a further £100m of savings in 2017. We have already implemented a number of significant associated actions since announcing the program in January 2016.profit.

Sales information by segment

The following table shows sales information for each of the past three years by segment:

		Year Ended December 31
		2017				2016				2015
		£m				£m				£m
North America			2,929				2,981				2,940
Core			815				803				815
Growth			769				768				713
Total continuing operations			4,513				4,552				4,468
Discontinued operations			—				—				312
Total			4,513				4,552				4,780

Sales information by geographic market supplied

The following table shows sales information for each of the past three years by geographic region:

In the table above sales are allocated based on the country in which the customer is located.

Exchange rate fluctuations

We earnThe Group earns a significant proportion of ourits sales and profits in overseas currencies, principally the US dollar. Sales and profits are translated into sterling in the consolidated financial statements using average rates. The average rate used for the US dollar was £1:$1.30 in 2017, £1:$1.33 in 2016 and £1:$1.53 in 2015, £1:$1.65 in 2014 and £1:$1.57 in 2013.2015. Fluctuations in exchange rates can have a significant impact on ourthe Group’s reported sales and profits. In 2015, Pearson2017, the Group generated 63%65% of its continuing sales in the US (2014: 61%(2016: 65%; 2013: 60%2015: 63%). In 2015 we estimate2017 the Group estimates that a five cent change in the average exchange rate between the US dollar and sterling would have had an impact on ourits reported earnings per share of 2.0papproximately 2p and a five cent change in the closing exchange rate between the US dollar and sterling would have had an impact on shareholders’ funds of approximately £180m.£130m. See “Item 11. Quantitative and Qualitative Disclosures about Market Risk” for more information. Theyear-end US dollar rate for 20152017 was £1:$1.471.35 compared to £1:$1.561.23 for 20142016 and £1:$1.661.47 for 2013.2015. The total impact on shareholders’ funds of foreign exchange translation was a loss of £69m£313m in 20152017 compared to a gain of £175m£913m in 2014.2016. These net movements are principally driven by movements in the US dollar as a significant portion of the Group’s operations are in the US, however,US. However, in 20152016, other currencies contributed to the impactforeign exchange gain as many of a stronger US dollar comparedthese other currencies also strengthened in comparison to sterling was more than offset by sterling’s strength against other currencies.sterling.

Critical accounting policies

OurThe Group’s consolidated financial statements, included in “Item 18. Financial Statements”, are prepared based on the accounting policies described in note 1 to the consolidated financial statements.

Certain of ourthese accounting policies require the application of management judgment in selecting assumptions when making significant estimates about matters that are inherently uncertain. Management bases its estimates on historical experience and other assumptions that it believes are reasonable. These policies are described in note 1a(3)1a (3) in “Item 18. Financial Statements”.

Results of operations

Year ended December 31, 20152017 compared to year ended December 31, 20142016

Consolidated results of operations

Sales

OurThe Group’s total sales decreased from continuing operations decreased£4,552m in 2016 to £4,513m in 2017, a decrease of £39m or 1%. The year on year movement was impacted by £72m, or 2%, from £4,540m in 2014,currency movements, primarily the comparative strength of the US dollar relative to £4,468m in 2015. The 2015sterling during the year. In 2017, currency movements increased sales benefitted fromby £126m when compared to the impact of currency movements. The 2015 sales, translatedequivalent figures at 2014 averageconstant 2016 rates. When measured at 2016 constant exchange rates, would have been £137m less at £4,331m a 5% decrease at constant exchange rates.the Group’s sales declined by 4%. Part of the decrease is due to the absence of sales from businesses sold during the year and also in light of the evolution of our Connections Education business in North America a greater proportion of that revenue is now recognized on a net basis. We estimateGroup estimates that after excluding the impact of acquisitions and disposals, and after taking account of the evolution of sales at Connections Education, sales declined by 2% at constant exchange rates.

North America sales increaseddecreased by £34m£52m or 1%2% from £2,906m£2,981m in 2016 to £2,940m, due to the strengthening of the US dollar against sterling. We estimate£2,929m in 2017. The Group estimates that after excluding the impact of exchange and the contribution from acquisitionsbusinesses disposed in 2016 and disposals and adjustments made in respect of Connections Education,2017, North America sales declined by 1%4% in 20152017 compared to 2014. Revenue growth2016 due to declines in our professionalhigher education and clinical assessments businesses was offset by contract lossesschool courseware, school assessment and in our State and National assessments businesses. In addition Higher Education and School courseware sales fell asLearning Studio, a result of lower college enrolments and a smaller market opportunity in School despite market share gains in both Higher Education and School.learning management system that is being retired. North America continued to be the most significant source of ourthe Group’s sales and as a proportion of sales contributed 66%65% in 2015both 2017 and 64% in 2014.2016.

Core sales declinedincreased by £74m£12m or 8%1% from £910m£803m in 20142016 to £836m£815m in 2015. We estimate that after excluding acquisitions and disposals and the impact of exchange, Core sales declined by 5%. Growth in Pearson Online Services in Australia, Wall Street English in Italy, Clinical Assessment in Germany and the Pearson Test of English in Australia was more than offset by revenue declines in UK qualifications as the business nears the end of a period of policy change. In addition revenue declines at VUE, phasing and market weakness in Australian Higher Education courseware and the focusing of our UK school courseware on products that directly support Pearson Qualifications also contributed to the overall decline.

Growth sales declined by £32m or 4% from £724m in 2014 to £692m in 2015, much of the decline can be attributed to exchange and the strength of sterling against key emerging market currencies. We estimate2017. The Group estimates that after excluding the impact of exchange rates and the incremental contribution from acquisitions madebusinesses disposed in 20142016, Core sales declined by 1%. In China, revenues grew modestly reflecting strong sales of premium services in our direct delivery English Language Learning businesses offset by list disposals. In Brazil, revenues were stable with goodflat when comparing 2017 and 2016. Sales growth in private sistemasOPM in the UK and language schoolsAustralia and growth in the Pearson Test of English were offset by declines in government funded sistemasschool, higher education, English courseware and language schools. Instudent assessment and qualifications.

Growth sales increased by £1m from £768m in 2016 to £769 in 2017. The Group estimates that after excluding the impact of exchange and the contribution from businesses disposed in 2017, Growth sales were flat when comparing 2017 and 2016. Increases in China, school courseware in South Africa revenues declined significantlyand Pearson Test of English, were offset by declines in higher education services primarily due to a smaller textbook adoption cyclelower enrolment at CTI, the university business in South Africa and lower enrolments at CTI. In the Middle East, our business was impacted by the withdrawal from contractsrationalization in Saudi Arabia.India, and declines in Brazil.

Cost of goods sold and operating expenses

The following table summarizes ourthe Group’s cost of sales, net operating expenses and impairment of intangible assets:

Cost of goods sold.Cost of sales consists of costs for raw materials, primarily paper, printing and binding costs, amortization ofpre-publication costs, royalty charges, the cost of service provision in the assessment and testing business and the cost of teaching and facilities in direct delivery businesses. OurThe Group’s cost of sales decreased by £40m,£27m, or 2%1%, from £2,021m£2,093m in 2014,2016, to £1,981m£2,066m in 2015.2017. The decrease corresponds primarily tolargely reflects the decrease in sales with costbut also includes some benefit from 2016 restructuring realized in 2017. Cost of sales at 44.3%was 45.8% of sales in 20152017 compared to 44.5%46.0% in 2014.2016.

Distribution costs.Distribution costs consist primarily of shipping costs, postage and packing. Distribution costs have decreased by £4m reflecting restructuring benefits and the continuing shift to digital and services products.

Selling, marketing and product development costs.The Group’s selling, marketing and product development costs decreased by £12m or 1% from £908m in 2016 to £896m in 2017. As a percentage of sales, these costs were consistent at 19.9% in both 2016 and 2017.

Administrative and other expenses.The Group’s administrative and other expenses decreased by £33m or 3% from £1,240m in 2016 to £1,207m in 2017. This decrease is largely due to the full impact of restructuring savings from the 2016 program flowing through in 2017, partly offset by continuing investment in technology.

Restructuring costs.In 2017, restructuring costs of £79m relate to the 2017-2019 restructuring program announced in May 2017 and include costs incurred in the second half of 2017 relating to this program. Total restructuring in 2016 amounted to £338m and included costs associated with headcount reductions, property rationalization and closure or exit from certain systems, platforms, products and supplier and customer relationships.

Other income.Other operating income mainly consists of freight recharges,sub-rights and licensing income, distribution commissions, investment income and gains on minor asset disposals together with the service fee income from Penguin Random House. Other operating income decreased to £64m in 2017 compared to £85m in 2016 mainly due to a decline in investment income following the disposal of investments and the absence of gains on asset disposals.

Other net gains and losses. Other net gains and losses in 2017 include the sale of the Group’s test preparation business in China, which resulted in apre-tax profit on sale of £44m, the sale of a 22% share in PRH, which resulted in apre-tax profit on sale of £96m and net losses of £12m relating to other smaller disposals. Included in other gains and losses in 2016 are losses of £25m associated with the closure of the English language schools in Germany and the sale of the Pearson English Business Solutions business.

Impairment of intangible assets.At the end of 2016, following trading in the final quarter of the year, the Group determined that the underlying issues in the North American higher education courseware market were more severe than anticipated. These issues related to declining student enrolments, changes in buying patterns of students and correction of inventory levels by distributors and bookshops. As a result, in January 2017, the Group revised its strategic plans and estimates for future cash flows and, as a consequence, recognized an impairment to North American goodwill of £2,548m. There were no impairments in 2017.

Share of results of joint ventures and associates

The contribution from the Group’s joint ventures and associates decreased by £19m to £78m in 2017 from £97m in 2016. The decrease is mainly due to the sale of 22% of PRH resulting in a lower share of profits for the final quarter of the year, which is the peak selling season for consumer publishing businesses.

Operating profit/(loss)

In 2017, there was an operating profit of £451m compared to an operating loss on a continuing basis of £2,497m in 2016. The increase in profits primarily reflects the absence of impairment charges in 2017 (£2,548m in 2016), lower restructuring costs (£79m in 2017 compared to £338m in 2016) and gains from the sale of businesses (a gain of £128m in 2017 compared to a loss of £25m in 2016). After stripping out the absence of impairments, lower restructuring costs and gains on the sale of businesses, profits from trading declined by around £58m. This was primarily due to increased amortization charges, higher staff incentives and cost inflation, offset in part by the year on year benefit from restructuring savings.

Net finance costs

Net interest payable in 2017 was £79m, compared to £59m in 2016. The increase was primarily due to higher US interest rates in 2017, additional charges relating to the early redemption of various bonds during the year and some additional interest on tax provisions. In March and November 2017 respectively, the Group redeemed the $550m 6.25% Global dollar bonds and $300m 4.625% US dollar notes, both originally due in 2018. In addition, in August 2017, the Group redeemed $383m out of the $500m 3.75% US dollar notes due in 2022 and $406m out of the $500m 3.25% US dollar notes due in 2023. Although there is a charge in respect of the early redemptions, there are partial year savings as a result which have flowed through the income statement in the period since redemption, with the full annualized savings coming through in 2018.

Other net finance costs are finance income and costs on retirement benefits, foreign exchange, interest costs relating to acquisition consideration and other gains and losses on derivative financial instruments. The decrease in finance income in respect of employee benefit plans from £11m in 2016 to £3m in 2017 reflects the lower net surplus on pension balances at the beginning of 2017 compared to the beginning of 2016. Both the exchange gain in 2017 of £44m and the exchange loss in 2016 of £20m mainly relate to foreign exchange differences on unhedged cash and cash equivalents and other financial instruments.

For a more detailed discussion of the Group’s borrowings and interest expenses see “— Liquidity and Capital Resources — Capital Resources” and “— Borrowings” below and “Item 11. Quantitative and Qualitative Disclosures about Market Risk”.

Taxation

The total tax charge in 2017 of £13m represents 3.1% ofpre-tax profit and compares to a benefit of £222m or 8.7% ofpre-tax losses in 2016. The tax benefit in 2016 was mainly due to the release of deferred tax liabilities relating to tax deductible goodwill that was impaired. The low tax rate in 2017 is largely attributable to uncertain tax position releases due to the expiry of the relevant statutes of limitation. As a result of US tax reform, the reported tax charge includes a benefit from revaluation of deferred tax balances to the reduced federal rate of £5m and a repatriation tax charge of £6m. The Group continues to analyze the detail of the new legislation and this may result in revisions to these impacts. In addition to the impact on the reported tax charge, the Group’s share of profit from associates was adversely impacted by £8m.

Discontinued operations

There were no discontinued operations in either 2016 or 2017.

Profit/(loss) for the year

The profit for the financial year in 2017 was £408m compared to a loss in 2016 of £2,335m. The loss in 2016 includes the impairment charge of £2,548m and higher restructuring charges, as noted above.

Earnings/(loss) per ordinary share

The basic earnings per ordinary share, which is defined as the profit for the financial year divided by the weighted average number of shares in issue, was 49.9p in 2017 compared to a loss per share of 286.8p in 2016 based on a weighted average number of shares in issue of 813.4m in 2017 and 814.8m in 2016. The increase in earnings per share was due to the increase in profit for 2017 described above and was not significantly affected by the movement in the weighted average number of shares.

The diluted earnings per ordinary share was also 49.9p in 2017, with the dilutive effect of options being minimal. The diluted earnings per ordinary share in 2016 was the same as the basic earnings per ordinary share due to the loss for the year.

Exchange rate fluctuations

Currency movements increased sales by £126m and increased the operating profit by £13m. See “Item 11. Quantitative and Qualitative Disclosures about Market Risk” for a discussion regarding the Group’s management of exchange rate risks.

Sales and operating profit by segment

The following tables summarize the Group’s sales and adjusted operating profit for each of the Group’s business segments. Adjusted operating profit is included as it is the key financial measure used by management to evaluate performance and allocate resources to business segments. The measure also enables investors to more easily, and consistently, track the underlying operational performance of the Group and its business segments by separating out those items of income or expenditure relating to acquisition and disposal transactions.

In the Group’s adjusted operating profit it has excluded other net gains and losses, acquisition costs, amortization and impairment of acquired intangibles, the cost of major restructuring programs and the impact of

US tax reform. The intangible charges relate only to intangible assets acquired through business combinations and acquisition costs are the direct costs of acquiring those businesses. The Group does not believe these charges are relevant to an understanding of the underlying performance. Charges relating to acquired intangible assets arenon-cash charges that reflect the historical expenditure of the acquired business. These acquired intangible assets continue to be supported by ongoing expenditure that is reported within adjusted operating profit. Other net gains and losses that represent profits and losses on the sale of subsidiaries, joint ventures, associates and other financial assets are also excluded from adjusted operating profit as it is important to highlight their impact on operating profit, as reported, in the period in which the disposal transaction takes place in order to understand the underlying trend in the performance of the Group. US tax reform in 2017 resulted in the revaluation of deferred tax balances. These revaluations have been excluded from adjusted earnings in 2017 due to theirone-off nature.

A reconciliation of operating profit to adjusted operating profit for continuing operations is included in the tables below: