AS FILED WITH THE SECURITIES AND EXCHANGE COMMISSION ON April 3, 2017APRIL 4, 2018

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form20-F

(Mark One)

or

for the fiscal year ended December 31, 20162017

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  ☒    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  ☒

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  ☒    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):

☒  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  ☒

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 = $1.23,$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, 2016. 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 28, 20172018 the noon buying rate for sterling was £1.00 = $1.24.$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-2F-1 toF-76.F-80. The Penguin Random House Venture Combined Financial Statements are included in this report on pagesF-77F-81 toF-143.F-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, 2017, 2016 2015 and 20142015 and the selected consolidated balance sheet data as at December 31, 20162017 and 20152016 have been derived from ourthe Group’s audited consolidated financial statements included in “Item 18. Financial Statements” in this Annual Report.

On February 24, 2017 Pearson announced that it had issued an exit notice regarding our 47% stake in PenguinJuly 1, 2013 Penquin Random House to our JV partnerwas 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 the contractual window, with a view to selling our stake or recapitalizing the business and extracting a dividend.Penguin Random House on an equity basis.

On July 23,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 USK-12 business was classified as held for sale on the Group’s balance sheet as at December 31, 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 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 20162017 amounts into US dollars at the rate of £1.00 = $1.23,$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, 2016.2017.

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 May 5, 2017 our4, 2018 shareholders will be asked to approve a final dividend of 34.0p12.0p per ordinary share for the year ended December 31, 2016.2017.

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 20162017 fiscal year will be paid on May 12, 201711, 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. In January 2017, Pearson announced that theThe dividend will bewas rebased in 2017 to reflect portfolio changes, increased product investment, and ourthe 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, 20162017 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 = $1.23.$1.35. On February 28, 20172018 the noon buying rate for sterling was £1.00 = $1.24.$1.38.

Risk Factors

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 realized, costs of these changes may increase, or that ourits business as usual activities do not perform in line with expectations.

Business transformation and change initiatives in support of ourthe Group’s strategic goals to accelerate ourits digital transition and to simplify ourits business will continue throughout 2017.2018. 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 organization 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 tonon-compliance 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 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 affect ourthe 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. The inauguration of a new President ofWhile the US tax reform bill that was signed into law by the President in January 2017December 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 result in changes inhave on education policy and associated funding which may adversely impact Pearson businesses in the US.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 examination and assessment businesses, changes in UK government policy have had, and could continue to have, a significantThe full impact on our present business and 2017 particularly is a year of major qualification and accountability changes. Also, in June 2016 a UK referendum voted in favor of leaving the EU. The risk is one of uncertainty, as the full impacts of the UK’s pending departure from the EU will not beis still unclear, however known until the model that will replace the UK’s membership becomes clearer.potential risk areas include tax, data privacy andnon-tariff exposure arising from cross-border transactions.

There are multiple competing demands for educational funds and there is no guarantee that new courseware 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 proceedings 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.

OurThe 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 such rights will provide competitive advantages due to:

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 and atests. 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. In 2016, we completed our separation from the Financial Times.

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.

CyberInformation security and cyber risk is continually evolving and comprises many complex external drivers: theincreasing 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 2016,2017, the UK defined benefit plan continues to show a surplus on an IAS19 basis. Following discussions with the plan trustee in 2016, we haveThe Group has committed to targeting a self-sufficient level of funding, resulting in the plan becoming largely independent of Pearson 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.

While we anticipate 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 maturities totaling $850m in 2018 and future operations.

The Group maintains investment grade credit ratings with Moody’s and Standard and Poor’s which facilitate good access to capital markets. These credit ratings in February 2017 were Baa2 (Negative outlook) with Moody’s and BBB (Negative outlook) with Standard and Poor’s. The negative outlooks reflect weak trading performance in 2016, particularly in Q4, which if continuing may result in credit rating downgrades.

Disruption in capital markets or potential concerns about Pearsonthe Group’s credit, such as indicateddowngrades or negative outlooks by the credit rating agencies, may mean that 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. The operating lossOperating profit for 2016,2017, translated at 20152016 average rates, would have been £454m£13m or 18%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 suffer a significant increase in 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, weit may limit ourits ability to achieve ourits strategic and operational goals and ourits business may be harmed.

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

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 deliverThe Group delivers content, plus assessments,assessment and services, powered by services and technology, in order to drive personalized learning at scale. We createThe Group creates and managemanages 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 (62%North America (65% of sales) and Europe (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).

PearsonThe Group 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 an equity basis.

Recent developments

On February 24, 2017, Pearson announced that it had issued an exit notice regarding our 47% stake in Penguin Random HouseDuring January 2018, the Group executed market tenders to our JV partner Bertelsmann SE & Co. KGaA, in the contractual window, with a view to selling our stake or recapitalizing the businessrepurchase €250m of its €500m Euro 1.875% notes due May 2021 and extracting a dividend.€200m of its €500m Euro 1.375% notes due May 2025.

On February 24,16, 2018 the Group completed its £300m share buyback programme. In aggregate between October 18, 2017 Pearson announcedand February 16, 2018, the intention to trigger the early repayment option on its $550m 6.25% Global Dollar bonds 2018. The bonds were fully redeemed on March 28, 2017.

On February 24,Group repurchased 42,835,577 shares, including 21,839,676 repurchased since December 31, 2017 Pearson announced the intention to explore potential partnership for our English language learning business Wall Street English (WSE) and possible saleat a cost of our English test preparation business Global Education (GEDU) as we reduce our exposure to large scale direct delivery services and focus on more scalable online, virtual, and blended services.£151m.

OurThe Group’s strategy

Pearson’sThe Group’s mission is to help people make progress in their lives through learning. Overlearning by being the past decade,trusted gateway to lifelong education. To deliver on this, the Group has three key strategic objectives:

Pearson’s goal isThe Group will strive to improve access and outcomesleverage its core strengths in education through our world-class capabilities in educational content and assessment, powered by services and technology.

Pearson’s strategy istechnology, to combine world class-capabilities in content and assessment with technology and services, to enabledeliver more effective teaching and personalizedpersonalised learning at scale.

In 2017 More detail on the strategic growth driversthree areas of focus is set out belowbelow.

Grow market share through digital transformation

The Group’s digital transformation will guide our work:help to satisfy changing learner consumption preferences and transition the assessment businesses to delivering 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 also 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 priority means the Group is investing and growing market share in its fastest growing businesses, such as:

Become a simpler and more efficient 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 eliminate a further £300m of our key strategic driverscosts by the end of 2019 by further simplifying technology, increasing the use of shared service centres and standardising processes. This will further reduce the Group’s headcount by around 3000, improve the Group’s operational efficiency and respond to the needs of the changing educational landscape.

While the Group is optimistic about the future and expects to build our market-leading presencemake further progress in North America, the UK and other key markets. We also aim2018, management continue to build our leading presence in select developing markets to meet the growing global demand for education, while reducing the geographical complexity of Pearson in order to focus on fewer, bigger opportunities in education. Sales, branding and marketing functions build on our presence and reputation. Customer service and support creates valuable long-term relationships.

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. 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.

OurThe professional testingcertification 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 8,00020,000 test centers across 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.

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.

OurThe North America Higher Education business offers learning services for students, colleges and universities in the US. We provideIt provides learning tools and technologies. Our customCustom content and curriculum solutions offer educators the opportunity to tailor their programs based on the needs of students. WeThe business also offeroffers workforce education products and flexible workforce development solutions to fill the growing skills gap and increased demand for quality certification prep training. College and career readiness is aK-20 issue, and it requires effective strategies employed in bothK-12 and higher education. Our solutions are designed to help institutions retain students and prepare them for success in college and beyond.

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

The demand for online learning is steadily rising and wemanagement see this area as one of the fastest growing parts of the market where we can seewith demand increasingexpected to increase significantly over the next few years where we’ve already got a good presenceboth in school and where we think we could deploy our courseware, assessment, and technology capabilities at scale.higher education.

In higher education, Pearson Online Services runsprovides 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 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.degree courses.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 20162017 compared to year ended December 31, 20152016 — Sales and operating profit by division — North America” for a discussion of developments during 20162017 with respect to this segment.

Core Segment

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

In the UK school market, we arethe 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 ourthe business’s qualifications in many countries worldwide. We use our online

Online marking technology to markmarks over 94% of examination papers and ourthe ResultsPlus service provides detailed analysis of every learner’s examination results. We areInnovation is also driving innovationbeing driven through digital products such as Bug Club and ActiveLearn, and through supporting skills for employability for progression in study, work and life.

Through PearsonThe 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 we are the only FTSE 100 company delivering degreesLondon, University of Leeds and Manchester Metropolitan University in the UK. Our students get

In English, the chancePearson Test of English is being used to learn from leading employers as well as experienced academicssupport visa applications to the Australian Department of Immigration and subject experts,Border Protection resulting in the heart of a 21st Century business.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, 20162017 compared to year ended December 31, 20152016 — Sales and operating profit by division — Core” for a discussion of developments during 20162017 with respect to this segment.

Growth Segment

Our aim isThe 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. Around one third of our employees now work in these countries. We served over 600,000 students through our

English language schools in China, Brazilteaching and elsewhere, our partner schools in Brazil and India, and our higher education institutions in South Africa.

In Brazil we are leading primary and secondary education with our ‘sistemas’ or learning systems which include COC, Dom Bosco and NAME. In South Africa we run 12is one of our CTI and MGI campuses throughout the country. We have over 8,500 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 the majority of our students accessing their courses through tablet devises, and focus on learning outcomes that prepare students for employmentbiggest opportunities in their chosen careers.global education. The Group has refocused its activities in English in 2017, with agreements to dispose of its Chinese direct delivery businesses, Wall Street English and GEDU. The opportunity in English is now addressed in three main ways:

Pearson’s English assets make the Company the world’s largest

The 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 the 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, Pearsonthe Group announced the intention to explore potential partnershippartnerships for, ouror sale of, its English language learning business Wall Street English (WSE) and possible sale of ourits English test preparation business Global(GEDU). The Group completed the sale of GEDU to Puxin Education (GEDU).on August 16, 2017 and the sale of WSE to a consortium consisting of funds affiliated with Baring Private Equity Asia and CITIC Capital on March 15, 2018.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 20162017 compared to year ended December 31, 20152016 — Sales and operating profit by division — Growth” for a discussion of developments during 20162017 with respect to this segment.

Penguin Random House

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 includes 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 2016, our2017, the Group’s share of Penguin Random House profit after tax was £98m.

With the integration of Penguin Random House complete, and with greater industry-wide stability on digital terms, on February 24, 2017 Pearson announced that it had issued an exit notice regarding our 47% stake in Penguin Random House to our JV partner Bertelsmann SE & Co. KGaA, in the contractual window, with a view to selling our stake or recapitalizing the business and extracting a dividend. We will use proceeds from this action to maintain a strong balance sheet; invest in our business; and return excess capital to shareholders whilst retaining a solid investment grade credit rating.£71m.

See “Item 5. Operating and Financial Review and Prospects — Results of Operations — Year ended December 31, 20162017 compared to year ended December 31, 20152016 — Sales and operating profit by division — Penguin Random House” for a discussion of developments during 20162017 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 content are more specialized in nature as they relate to educational or heavy reference products released into smaller markets (e.g. the financial training and IT 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 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:its:

We believe we haveThe 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, 2016,2017, 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 2016.

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, with the remaining stakeshare 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 900825 properties, including approximately 650 testing/teaching centers in over 55 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 usthe 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, 2016:2017:

WeThe Group leased the following principal properties at December 31, 2016:2017:

Capital Expenditures

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

ITEM 4A.

UNRESOLVED STAFF COMMENTS

The Company has not received, 180 days or more before the end of the 20162017 fiscal year, any written comments from the Securities and Exchange Commission staff regarding its periodic reports under the Exchange Act which remain unresolved.

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 courseware, assessment and services 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 courseware, assessment and services businesses in emerging markets, including Brazil, China, India and South Africa. In addition Pearsonthe Group separately reports on an equity basis the results from its 47%25% interest in Penguin Random House (PRH).

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 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 increaseddecreased from £4,468m in 2015 to £4,552m in 2016 an increaseto £4,513m in 2017, a decrease of £84m£39m or 2%1%. This year on year increasedecrease was the result ofreduced by currency movements, primarily the comparative strength of the US dollar relative to sterling during the year but also due to the strength of many of the other currencies that the Group is exposed to.year. In 20162017 currency movements increased sales by £486m£126m when compared to the equivalent figures at constant 20152016 rates. When measured at 20152016 constant exchange rates, ourthe Group’s sales declined by 9%4%. Part of the decrease is due to the absence of sales from businesses sold during the year and we estimatethe Group estimates that after excluding the impact of disposals, sales declined by 8%2% at constant exchange rates. This decrease is primarily explained by weaknessdeclines in USNorth America in higher education and school courseware, US K12school assessment and courseware and UK student assessment.in Learning Studio, a learning management system that is being retired.

In 2016, Pearson2017, the Group reported an operating profit of £451m compared to an operating loss (from continuing operations) of £2,497m compared to a loss of £404m in 2015.2016. The increase in the lossprofit of £2,093m£2,948m mainly reflects an increasea decrease in intangible charges. At the end of 2016, following trading in the final quarter of the year, it became clearthe 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, wethe Group revised ourits strategic plans and our estimates for future cash flows and, as a consequence, maderecognized an impairment to North American goodwill of £2,548m. In 2015,

following economic and market deterioration in the Group’s operations in emerging markets and ongoing cyclical and policy related pressures in the Group’s mature market operations we impaired intangible assets in North America by £282m, in Core markets by £37m and in Growth markets by £530m. Operating profit before these impairments decreasedincreased by £394m£400m from £51m in 2016 compared to 2015£451m in 2017 mainly due to reduced restructuring costs and gains on the impactsale of businesses. After stripping out the effect of lower revenues partlyrestructuring 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 favorable currency movements.the year on year benefit from restructuring savings.

In January 2016, Pearsonthe 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 includesincluded costs associated with headcount reductions, property rationalization and closure or exit from certain systems, platforms, products and supplier and customer relationships. After excluding impairmentA new restructuring program, the 2017-2019 restructuring program announced in May 2017, began in the second half of 2017 and restructuring, currencyis 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 £78m£13m when compared to the equivalent figures translated at constant 20152016 exchange rates.

The lossprofit before taxation in 20162017 of £2,557m£421m compares to a loss before taxation of £433m£2,557m in 2015.2016. The increase in the lossprofit of £2,124m mainly£2,978m reflects the £2,093m£2,948m increase in the reported operating lossprofit identified above and an increasea decrease in net finance costs of £31m,£30m, from £29m in 2015 to £60m in 2016.2016 to £30m in 2017. The Group’s net interest payable increased from £46m in 2015 to £59m in 2016.2016 to £79m in 2017. The majority of the movement in net interest payable was due to aone-off releasehigher US interest rates in 2017, additional charges relating to the early redemption of accrued interestvarious bonds in 2015 following agreement of historical tax positions. The most significant element of the net interest payable figure is interest on bond debt with the impact of2017 and additional interest on tax provisions and interest receivable off setting each other. Interest on bond debt was in line with the prior year, with the savings from bond repayments offset by the impact of rising US dollar interest rates.provisions. Also included in net finance costs are net finance costs relating to employee benefit plans, foreign exchange and other gains and losses. In 20162017 the total of these items was a profit of £49m compared to a loss of £1m compared to a gain of £17m in 2015.2016. Income relating to employee benefit plans was £7m higher£8m lower in 2017 than in 2016 than in 2015 mainly reflecting the better funding position inlower net surplus on pension balances at the UK pension plan atbeginning of 2017 compared to the beginning of 2016. Other gains and losses in 2017 and 2016 and 2015 mainlyprimarily relate to foreign exchange differences onun-hedged cash and cash equivalents, and other financial instruments.

Net cash generated from operations increaseddecreased to £462m in 2017 from £522m in 2016 from £518m in 2015. The increased cash flow reflects lower cash incentive payments and tight working capital partially offset by restructuring spend and2016. This decrease is due to higher pension deficit payments. Net interest paid at £51mpayments, including £202m of payments made in 2016 was2017 relating to the same as for 2015PRH merger in

2013 and reflects£25m relating to the similar interest charge forsale of the year after taking out theone-off release of accrued interest in 2015 following agreement of historical tax positions. Tax paid in 2016 was £45m compared to £232mFT Group in 2015. Tax paid in 2015 included the tax on disposals made during the yearPension deficit payments of approximately £103m whilst tax paid in 2016 included tax relief on pension payments£90m were made in connection with the disposal ofFT Group in 2016. The increase in pension payments more than offset the Financial Timesbenefits from tight working capital control and a reduction in 2015. In additioncash spend relating to restructuring. Net interest paid at £69m in 2017 compares to £51m in 2016 and reflects the lower taxincreased interest charge for the year. Tax paid in 2017 was £75m compared to £45m in 2016 also reflects lowerwith the increase largely being due to higher profits following lower restructuring charges taken in the year.year compared to 2016.

Net capital expenditure on property, plant and equipment after proceeds from sales remained constant atwas £82m in 2017 compared to £84m in both 2015 and 2016 and net2016. Net capital expenditure on software intangibles reduced slightly from £160m in 2015 to £157m in 2016.2016 to £150m in 2017. The expenditure on both tangible and intangible capital is largely attributed toincludes the continuing investment in enabling function technology designed to lower administrative costs. There were no significant acquisitions in either 20152017 or 2016 and the net cash outflow in respect of businesses and investments acquired was £27m£14m in 20152017 and £21m in 2016. The net cash inflow in respect of businesses and investments disposed was £1,422m£430m in 20152017 compared to £42m in 2016. In 20152017 the cash received largely related to the Financial Times, The EconomistPRH and PowerSchoolGEDU disposals and in 2016 includes proceeds from the sale of the remaining stake in the Economist partially offset by costs paid in 2016 relating to the Financial Times sale in 2015. Dividends from joint ventures and associates decreasedincreased from £162m in 2015 to £131m in 2016 mainlyto £458m in 2017, primarily due to the absence£312m dividend received uponre-capitalization of dividends from the Economist and a smaller dividend from PRH.PRH business as part of the transaction which included the sale of the 22% of the Group’s equity interest. Dividends paid of £318m in 2017 compares to £424m in 2016 compares to £423m in 2015 reflecting the samerebasing of the dividend per share in both years.2017 to reflect portfolio changes, increased investment and to align with profit expectations. Overall the Group’s net borrowings increaseddecreased from £654m at the end of 2015 to £1,092m at the end of 2016.2016 to £432m at the end of 2017. The reduction in net debt was due to the factors noted above exacerbateddisposal proceeds and PRHre-capitalization dividends, offset in part by an increase in reported net debt duehigher pension payments and cash returned to shareholders via 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, our guidance for 2017 is based on assumptions of further declines in enrolment and otherthe Group expects US Higher Education courseware revenues to be flat to down by amid-single digit percent as similar pressures seen in the US higher education courseware market. If the 2016 inventory correction (see ‘Item 5. Operatinglast two years continue with lower college enrolments, increased use of open educational resources (OER) and Financial Review and Prospects — Results of Operations — Year ended December 31, 2016 compared to year ended December 31, 2015 — Sales and operating profit by segment — North America — Courseware’ for further explanation of this item) at key channel partners partially unwinds, lower returns will result in net revenueattrition from growth in ourthe secondary market driven by print rental, partially offset by growth in digital 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 higher education courseware business of approximately 1%. If inventory levels continue to fall we expectstudent enrolment together with slightly lower than expected attrition from OER in 2017, means that the result to be a 7% net revenue decline. In both cases, we assumeGroup is now planning for an underlying decline in demand of betweenaround 6% and 7% forin US higher education courseware. Elsewhere in North America, we anticipate modest declines in school courseware, revenues reflecting a slightly larger adoption market offset by our lower participation rate dueimproved from its prior range of 6% to our earlier decision not to compete in the current California English Language Arts (ELA) adoption; and flat revenues in Open Territories (i.e. those US states in which schools purchase educational materials independently) reflecting a smaller impact from new products after a very successful 2016. We expect some continued pressure on7%. The Group expects stable testing revenues in North America due tostudent assessment as new contracts offset a continued contraction in revenue associated with the annualizationPartnership for Assessment of contract losses announced in 2015Readiness for College and theroll-off of temporary contracts won in 2016, together with a further shift to digital tests which reduces revenue but benefits margins. We expectCareers (PARCC) contract. Connections Education is expected to see double-digitgrow modestly as new partner school openings and good growth in enrolment is partially offset by some virtual school partners choosing to take some

in-sourcing ofnon-core servicesin-house. We expect online program management by some partners and professionalcontract 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 to continueis expected to grow well.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 include the UK, Australia, Germany, France, the Benelux countriesGroup is expecting modest growth driven by its recent investments in student assessment and Italy), we anticipate: flat revenuesqualifications, which offer new products and services of considerably greater value, along with continued growth in Pearson Test of English Academic(PTE) and OPM, with 10 new program launches in Online Program Management due to program additionsthe UK, and new customer wins; growth in UK school and higher education courseware due to a strong slate of new products aligned with Pearson qualifications; offset by modest declinesexisting programs in UK student assessment, where revenue is expected to lag behind the greater stability that we are now seeing in vocational course registrations; together with business exits and weakness in smaller markets.Australia.

In our Growth, markets (which include Brazil, China, India and South Africa and other fast growing economies), we expectThe Group expects a modest increase in revenues;revenues, with growth in China driven by new product offeringsin ELT products, PTE and center openings at Wall Street English; in South Africa due(due to improving enrolments in CTI, our private university;CTI), partially offset by declines in school courseware after a strong 2017. In Brazil, the Group expects revenue to increase modestly from growth in Wizard and school sistemas, partially offset by declines in Brazil on evidence of greater economic stability. We expect courseware businesses across Growthgovernment contracts. In India, PTE and MyPedia are expected to grow well on new product launches, offsetting some business exits as we focus on fewer, larger opportunities.continue growing.

In Penguin Random House, we anticipatethe Group anticipates a broadly level publishing performance. We announced the intentionperformance and an annualafter-tax contribution of around£60m-£65m to exit our 47% stake of the combined business reflecting an intention to focus entirely on our education strategy. Should Bertelsmann choose to buy Pearson’s stake, or we elect to recapitalize the business and extract a dividend, we will use the proceeds to maintain a strong balance sheet, invest in our business and return excess capital to shareholders, while retaining a solid investment grade credit rating.

We completed the sale of a number of small subscale businesses which, combined, will have the effect of reducing 2017ITS adjusted operating profit by £10m. Group incentive compensation increased by £55m in 2016, lower than the budgeted £110m reflecting the weakness of performance versus budget. The incentive pool will be budgeted for in full in 2017 to ensure our workforce is properly incentivized.profit.

To ensure efficient use of the cash balances we held at 31 December 2016, we announced that we will trigger the early repayment option on our $550m 6.25% Global dollar bonds 2018. These bonds were fully redeemed on March 28, 2017. We expect our interest charge to be £74m (2016: £59m) due to currency movements and increases in US dollar LIBOR.

Sales information by segment

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

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 and £1:$1.65 in 2014.2015. Fluctuations in exchange rates can have a significant impact on ourthe Group’s reported sales and profits. In 2016, Pearson2017, the Group generated 65% of its continuing sales in the US (2015:(2016: 65%; 2015: 63%; 2014: 61%). In 2016 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 lossearnings per share of approximately 10.0p2p 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 £130m. See “Item 11. Quantitative and Qualitative Disclosures about Market Risk” for more information. Theyear-end US dollar rate for 20162017 was £1:$1.231.35 compared to £1:$1.23 for 2016 and £1:$1.47 for 2015 and £1:$1.56 for 2014.2015. The total impact on shareholders’ funds of

foreign exchange translation was a loss of £313m in 2017 compared to a gain of £913m in 2016 compared to a loss of £69m in 2015.2016. 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 2016, other currencies contributed to the foreign exchange gain as many of these other currencies also strengthened in comparison to sterling. In 2015 these other currencies were generally weaker relative to sterling and this weakness was more than enough to offset the gain from the stronger dollar.

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, 2017 compared to year ended December 31, 2016

Consolidated results of operations

Sales

The Group’s total sales decreased from £4,552m in 2016 to £4,513m in 2017, a decrease of £39m or 1%. The year on year movement was impacted by currency movements, primarily the comparative strength of the US dollar relative to sterling during the year. In 2017, currency movements increased sales by £126m when compared to the equivalent figures at constant 2016 rates. When measured at 2016 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 the Group estimates that after excluding the impact of disposals, sales declined by 2% at constant exchange rates.

North America sales decreased by £52m or 2% from £2,981m in 2016 to £2,929m in 2017. The Group estimates that after excluding the impact of exchange and the contribution from businesses disposed in 2016 and 2017, North America sales declined by 4% in 2017 compared to 2016 due to declines in higher education and school courseware, school assessment and in Learning Studio, a learning management system that is being retired. North America continued to be the most significant source of the Group’s sales and as a proportion of sales contributed 65% in both 2017 and 2016.

Core sales increased by £12m or 1% from £803m in 2016 to £815m in 2017. The Group estimates that after excluding the impact of exchange and the contribution from businesses disposed in 2016, Core sales were flat when comparing 2017 and 2016. Sales growth in OPM in the UK and Australia and growth in the Pearson Test of English were offset by declines in school, higher education, English courseware and student 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 and Pearson Test of English, were offset by declines in higher education services primarily due to lower enrolment at CTI, the university business in South Africa and business rationalization in India, and declines in Brazil.

Cost of goods sold and operating expenses

The following table summarizes the 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. The Group’s cost of sales decreased by £27m, or 1%, from £2,093m in 2016, to £2,066m in 2017. The decrease largely reflects the decrease in sales but also includes some benefit from 2016 restructuring realized in 2017. Cost of sales was 45.8% of sales in 2017 compared to 46.0% in 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: