code of conduct€¦ · decent, and accountable. our mission and values help guide how we interact...
TRANSCRIPT
Code of Conduct
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Our Values & Behaviors
Brave
Takes bold and decisive action to deliver ambitious outcomes and champions a culture of high performance.
• Showsdeterminationandcourageinthefaceofobstaclesandsetbacks
• Offersideasoropinionswithoutfearofcriticismorprofessionalrisk
• Setshighstandardsforownandothers’performance
Imaginative
Looks beyond their immediate job both inside and outside of Pearson and introduces new ways of seeing, thinking and working.
• Assessescomplexissuesfrommultipleanglesandaddressesproblemsthatdon’thaveclearsolutionsoroutcomes
• Offerscreativeideasandinnovativesolutionstosolveproblemsandaddressopportunities
• Takesabroadperspectivetoidentifyopportunitiesandsolutions
Decent
Listens, encourages and respects differences; treats all people fairly, with honesty and transparency.
Ishonest,transparentandstraightforwardwhenworkingwithothers
• BuildstrustingrelationshipswithabroadrangeofpeopleinsideandoutsidePearson
• Looksforandincludesdiverseviewpointsandtalentsofothers
••
Accountable
Drives results by owning the solution, getting the right people involved and delivering on promises.
Takesownershipofownworkanddrivestosuccessfulcompletionandclosure
• Identifiesandinvolvesotherstoaccomplishindividualandgroupoutcomes
• Followsthroughoncommitments
Cover photo image by Sharon Bathily
For questions or concerns, visit PearsonEthics.com
A message from John Fallon
Across Pearson, we are committed to our mission— t o helppeople make progress in their lives through learning. We also care deeply about our values of being brave, imaginative, decent, and accountable.
Our mission and values help guide how we interact with learners, customers, partners, and one another. We ask you to read and certify that you understand our Code of Conduct which outlines how we work to our mission and values ethically and responsibly.
Anyone raising a concern should and can do so without fear of retaliation or consequence. We need to speak up when we suspect violations of the law, regulations, Code, or any of our policies. You can do that in a number of ways: with yourmanager,your localHR lead, theLegalorCompliance teams,oranonymously at www.pearsonethics.com.
By upholding the Code of Conduct, we demonstrate our commitment to being a trusted partner, which ultimately, will help us to deliver our strategy.
JohnFallon
Chief Executive
3For questions or concerns, visit PearsonEthics.com
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Table of contentsI. How we work together ........................5A. Ourvalues 5B. HowtouseourCode 5
Who must follow our Code 5C. Whatisexpectedofallemployees? 6
Additional responsibilities of managers 6D. Askingquestions–UsingPearsonEthics.com 6
Contacting PearsonEthics.com 7Our non-retaliation policy 7
E. Compliance 7
II. Respect and integrity at work .......... 8A. Diversityandinclusion 8B. Harassment-freeworkplace 9C. Healthandsafety 9
Preventing workplace violence 9Abuse of alcohol and drugs 10
III. Working with our learners,customers and business partners .. 11
A. Protectingthesafetyandwell-beingofourlearners 11
B. Fairdealing 12Gathering business intelligence 12
C. Faircompetitionandanti-trust 12D. Doingbusinesswithgovernmentsandgovernmentofficials 13Providing gifts or entertaininggovernment officials 13Contracts and bidding 13Requests from government agenciesand authorities 13
IV. Avoiding conflicts of interest andcombatting corruption .....................14
A. Conflictsofinterest 14Business opportunities 14Procurement 14Friends and relatives 14Personal relationships 14Outside employment and other service 14New business relationships 15
B. Anti-briberyandcorruption 15C. Giftsandentertainment 16
V. Protecting our informationand assets ........................................... 17
A. Privacyandpersonalinformation 17B. Protectingourassets 17
Proper use of information technology 18C. Confidentialinformation 18D. Insiderdealing 18E. Accuratebooksandrecords 18F. Communicatingwiththepublic 19
Using social media 19
VI. Being a good corporate citizen ...... 20A. Corporateresponsibility 20
Community engagement 20Human rights 20Environmental stewardship 20
B. Politicalactivities 20C. Globaltrade 21
Dealing with “sanctioned” countriesand individuals 21
Resources at a glance .............................22
For questions or concerns, visit PearsonEthics.com
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I. How we work together
A. Our valuesWehaveaclearandsimplesetofvalues—ineverythingwedo,weaspiretobebrave,imaginative,decent,andaccount-able. These values describe what isimportant toallofus,andguideus todowhatisrightfortheworldaroundus,helpingusachieveoursharedmission:tohelppeoplemakemeasurableprog-ressintheirlivesthroughlearning.
B. How to useour CodeOurCodeofConduct(“Code”)isintendedtohelpusapplyourvaluestoconsistentstandards of conduct worldwide. Itprovides guidance onwhat is expectedofeachofusasweworktoachieveourbusinessgoalsandmakePearsonagreatplacetowork.
No code of conduct can cover everypossible situation and this is why wecontinuetorelyononeanothertousegoodjudgmentandtospeakupwhen-ever we have questions or concerns.YoushouldalsobeawarethatPearsonhas other global and local policieson topics that are not coveredby the
QCode. You can find these on Neo, ontheGlobalPoliciespage.Whereappro-priate,wehave identified in theCodewhereotherpoliciesmaybeapplicable.
Sometimes local laws and customs orPearson policies may conflict with ourCode. In such instances, we apply thestricterstandard.Ifyouneedhelpdeter-miningthestricterstandardthatapplies,please contact your HR representative,yourLocalComplianceOfficer,[email protected].
Who must follow our CodeOurCodeappliestoallPearsonemploy-eesandmembersoftheBoard.
Business partners including joint ven-ture partners, vendors, franchisees,distributors, suppliers, and contrac-tors (including service providers andemployees of third parties such astemporary employment agencies) canhaveadirectimpactonourreputationthroughtheirbehavior.Forthisreason,we expect business partners to meetthesamehighstandardswhenworkingwith Pearson or on our behalf and tofollowtheprinciplessetoutinourBusi-nessPartnerCodeofConduct.
QuestionDoesthisCodeapplytoeveryoneinPearson?
Answer Yes.EveryemployeeofPearson(orcompanieswhicharemajorityownedbyPearson),regardlessoftheirlevelorpositionmustcomplywiththisCode.Lead-ersofthecompanyalsohaveaspecialdutyandresponsi-bilitytoberolemodelsforourvaluesandareheldtothehigheststandardsofconduct.
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C. What is expected of all employees? Wemustalwaysmeetthehigheststan-dardsofhonesty, integrity,andethicalconduct.Weareexpectedto:
• Act in a professional, honest, andethicalmanner.
• Befamiliarwiththeinformationcon-tainedinthisCodeaswellascompa-nypolicies.Payparticularattentionto the policies that are relevant toourjobresponsibilities.
• Promptly report concerns aboutpossibleviolationsoflaws,regula-tions,thisCode,andotherPearsonpolicies toourmanageroranyoftheteamsmentionedinthisCode.
• Cooperateandtellthetruthwhenresponding to an investigation oraudit and never alter or destroyrecords when an investigation isanticipatedorongoing.
• ReviewtheCoderegularlyandpe-riodically acknowledge and com-mittocomplyingwithit.
Remember: no reason, including the desire to meet business goals, should ever be an excuse for violat-ing laws, regulations, the Code, or company policies.
Additional responsibilities of managersIfyoumanagepeople,youshould:
• Leadbyexample.Bearesourceforothers.Talktoyourteam,colleagues,and business partners about howtheCodeandPearson’spoliciesap-ply to theirdailyworkand listen totheirconcernsandquestions.
• Create an environment whereeveryonefeelscomfortableaskingquestions and reporting potentialviolations of the Code andPearson’spolicies.
• Ifacolleagueapproachesyouwitha report of a suspected violation,makesureyouunderstandthe is-sue and the circumstances underwhichitoccurredandtakerespon-sibility to ensure that the issue isproperlyescalatedandaddressed.
• Never encourage someone to vio-latethelaw,regulations,theCode,orPearson’spolicies,eveninanattempttoachieveabusinessgoal,andneveraskanyonetodosomethingimprop-erthatyouwouldnotdoyourselforthatyoubelieveisunethical.
• Ifyouoverseecontractorsorbusi-nesspartners,ensurethattheyarecommitted to complyingwith ourBusinessPartnerCodeofConduct.
• Do not deal with or investigatepossible violations on your own –instead contact yourHR represen-tative, yourLocalComplianceOffi-cer,[email protected] or [email protected] if it relates to fraud. You arealsoencouragedtoaskquestionsormakeareportatPearsonEthics.comasexplainedfurtherbelow.
D. Asking questions Using PearsonEthics.com If youhaveanyquestionsorarecon-cernedaboutsomethingthatseemstobeinconflictwiththelaw,regulations,the Code, or company policies, youhaveseveraloptions:
• Contactyourmanager.Beasspe-cific and detailed as possible sotheyunderstandyourquestionoryourconcerns.
• Contact your Human Resourcesrepresentative.
• Contact your Local Compliance Of-ficer. Local Compliance Officers(LCOs)areappointedtoeachgeogra-phyorbusinessunittomonitorcom-pliancewithandtograntapprovalsas required by the ABC Policy. Tofindyour current LocalComplianceOfficer, visit the Local ComplianceOfficerlistontheCompliance&RiskAssurancepageonNeo.
• ContactLegal.
• GotoPearsonEthics.comtoaskaquestionorsubmita report.Youhavetheoptiontoaskaquestionor report a known or suspectedviolationonlineorbyphone.
QQuestionI’mamanagerandI’mnotclearwhatIshoulddoifsomeonecomestomewithapotentialbreachoftheCode–andwhatifitinvolvesaseniorleader?
Answer Nomatterwhomtheallegationinvolves,itisimportantthatappropriatepeopleareinformedsothatthesituationcanberesolved.UseanyoftheavenuesforaskingquestionsandreportingconcernsthatarelistedintheCode.If,foranyreason,youareuncomfort-ablemakingareporttoaparticularperson,youcanreporttheallegationusingPearsonEthics.com.
QuestionIfIobservemisconductinanareaoutsideofmyresponsibili-ties,whatshouldIdo?
Answer AllPearsonemployeeshavearespon-sibilitytohelpthecompanyaddressmisconduct.Inmanycases,thebestapproachistotalkfirstwiththemanagerwhooverseestheareawheretheproblemisoccurring.Butifthisdoesn’twork,isn’tfeasible,oryouareindoubtaboutthebestapproach,youshouldtalktoyourHRrepresentative,LocalComplianceOfficer,[email protected],orreportthemisconductusingPearsonEthics.com.
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Contacting PearsonEthics.com PearsonEthics.com isaconfiden-tial way to get answers to yourquestions and concerns and toreport possible violations. It isoperatedbyanindependentcom-pany,isavailable24hoursaday,7daysaweekandismultilingual.
At PearsonEthics.com you willalso be given the option to aska question ormake a report byphone. If you telephone, theoperator will listen to the con-cern or question, ask clarifyingquestions ifnecessary,andthen
write a summary report. Thesummary will then be providedto Pearson for assessment andfurtheraction,asappropriate.
Aftermakingareport,thereporterwillreceiveanidentificationnum-berforfollowup.Thisisespeciallyimportant ifthereport issubmit-ted anonymously — an optionthatisavailableinmostbutnotallof the countries wherewe oper-ate. This identification numberwillenablethereportertoreportback with additional information
and track the resolution of thecase;however,outof respect forprivacy,Pearsonwillnotbeabletoinformthereporteraboutindivid-ualdisciplinaryactions.
Allreportswillbekeptconfidentialtotheextentitispractical,exceptwheredisclosureisrequired.
Some countries, includingmany in the European Union,have specific rules on the useof PearsonEthics.com, which insomecasesmay limit the typesofreportsthatcanbeaccepted.
Our non-retaliation policyRetaliationofanysort inresponsetoare-portiscompletelyunacceptableandunder-mines the purpose of PearsonEthics.com.Moreover, it is often illegal and exposesPearsontoliability.
If you think that you or someone youknow has experienced retaliation as aresultof reportingabreachof theCodeor for participating in an investigation,contact any of the teams mentioned inthissectionoftheCode.
E. ComplianceViolating relevant laws, regulations, theCodeorcompanypolicies,orencouragingothers to do so,may expose you to per-sonalrisk(including,insomecases,crimi-nalexposure).Additionally,italsoexposesPearsontopotential liabilityandputsourreputationat risk. Violationswill result indisciplinaryactionuptoandincludingter-mination of employment. Certain actionsmay also result in legal proceedings. Forany specific local policies regarding disci-plineandinvestigatorymatters,youshouldcheckwithyourHRrepresentative.
Employees may also be subject to dis-cipline for behavior outside of work,includingactivitiesonlinethatdamageourreputation or are inconsistent with ourconcernforthewell-beingoflearners.
Making the right choice Guidelines for ethical decision-makingYoumayfindyourselfinasituationinwhichyouareuncertainaboutwhattodo.Itmayhelptoaskyourself:
• IsitconsistentwithPearson’svaluesofbrave,imaginative,decent,andaccountable?
• Wouldyoubecomfortablereadingaboutitinthemedia?
• WoulditharmPearson’sreputationoryours?
• Doesitseemethicaltoyouandtothosewhoseopinionyourespect?
• Couldthedecisionbeimpropertoalearnerinanyway?
• IsitlegalandconsistentwithourpoliciesandourCode?
Ifyouarenotsure,donotmakethedecisionortaketheactionuntilyougetadditionalhelpandguidance.
For further information:ContactyourHRrepresentative,LocalComplianceOfficer,[email protected],youmayvisitthePearsonGlobalPoliciespageonNeoforalistingofapplicableglobalandlocalpolicies.
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II. Respect and integrity at work
A. Diversity and inclusion Our standardWebelieveweareatourbestwhenweharness the unique skills, perspectives,and backgrounds of every employee tofoster innovation and create the mosteffective solutions for learners aroundtheworld.That’swhywe’recommittedtoensuringthatdiversityand inclusionareembedded ineverythingwedo.We fos-teraworkenvironment that is inclusiveaswell asdiverse,wherewe reflectourcustomers and learners, andwhere ourpeople can be themselves. We do notdiscriminateonthebasisofgender,race,national origin, religion, age, disability,gender identity or reassignment, sexualorientation, or any other characteristicsorcategoriesprotectedbyspecificPear-son employment policies or applicablelaws. (Some limited and specific excep-tionsmayapplywherelocallawsrequiredivergence from Pearson’s policy. Formore information, consult your LocalComplianceOfficerorcontacttheGlobalDiversityandInclusionteam.)
QOur responsibilities • Treateveryonewithrespect.
• Encourage and listen to thosewhospeakupandworktocre-ateaculturewhereothers feelvaluedandunderstood.
• Do not make or send obsceneor discriminatory messages, re-marks,orinappropriatejokes.
• Harassment and bullying areneveracceptable.
• Ifyoumanagepeople,orarein-volvedinrecruitmentandhiring,judge others based on perfor-mance, qualifications, abilities,andpotential.Avoidintroducingunrelated considerations intoyour decisions. Use objective,quantifiable standards asmuchaspossible.
• Donotengageinfavoritismforanyreason.
• Respectemployees’privacy,dig-nity,andlifeoutsidework.
• Abide by local Pearson policiesregarding diversity, inclusion,andworkplaceconduct.
QuestionOneofmycolleaguessendse-mailscontainingjokesandderoga-torycommentsaboutcertainnationalities.Theymakemeuncomfortable,butnooneelsehasspokenupaboutthem.WhatshouldIdo?
Answer Ifyoufeelcomfortabledoingsoandcandososafely,youshouldtellthecolleaguetostopthebehavior.Youshouldalsoreportyourconcernstoyourmanager,yourHRrepresentative,toanyonespecifiedinyourbusinessunit’semploymentpolicies,oronPearsonEthics.com.Sendingsuchjokesviolatesourcorevalues,aswellasourpolicies.Bydoingnothingyouarecondoningdiscrimination,ahostileworkenvironmentandtoleratingbeliefsthatcanseriouslyerodetheteamenvironment.
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B. Harassment-freeworkplaceOur standardWe do not tolerate intimidation,bullying,orharassment.
Examples of harassing behaviors• Unwanted sexual advances or
requestsforsexualfavors.
• Unwelcome remarks, gestures,orphysicalcontact.
• The display of sexually explicitor offensive pictures or othermaterials.
• Sexualoroffensivejokesorcom-ments(explicitorbyinnuendo).
• Verbalabuse,threats,ortaunt-ingbasedonanemployee’sap-pearance, sexual orientation,beliefs,orothercharacteristicsprotectedunderPearsonpoli-ciesorapplicablelaws.
• Making jokes or degrading ref-erences to someone’s sexualorientation, gender identity, ortheir perceived sexual orienta-tionorgenderidentity.
Our responsibilities• Maintain a work environment
that is professional and freefromharassment.
• If possible, and you can do sosafely, be direct, speak up andtellapersonifyouareupsetbyhis or her actions or language,explainwhyandaskhimorhertostop.Youshouldalso reportyourconcernstoyourmanager,yourHRrepresentative, toany-one specified in your businessunit’s employment policies, oronPearsonEthics.com.
• Do not distribute or display ob-scene or discriminatory materialincluding written, recorded, orelectronically transmittedmessag-es (such as email,instant messag-es, and contentfrom the Internet).
• Follow local Pearson policiesregardingharassmentandwork-placeconduct.
C. Health and safetyOur standardA safe and healthy business environment is important to the long-term sustainable growth of our Company. Pearson is committed to protecting the health, safety and welfare of all our employees and anyone else who comes into contact with our operations around the world, including our learners, customers and other partners.
All employees and business partners are expected to understand and follow all of our health and safety policies and procedures. Pearson's Global Health and Safety Policy and Minimum Standards is available on the Global Health & Safety Neospace, and all employees are toreview it annually. Additional information such as the global health and safety coordinators, team members and our health and safety animation is also available on our Neo space.
Preventing workplace violenceViolence of any kind has no place atPearson.Wewillnottolerateanyactsorthreatsofphysicalviolenceagainstco-workers, learners, customers,visitors,oranyoneelsewhocomesincontact with our operations aroundtheworld.
Firearms or other weapons, explo-sives, and/or hazardousmaterials arenot permitted on company property,parking lots, alternate work locationsmaintainedbyPearson,oratcompanysponsored events, unless application of such policy would be prohibited by law.
QQuestionWhileonabusinesstrip,acolleagueofminerepeatedlyaskedmeoutfordrinksandmadecommentsaboutmyappearancethatmademeuncomfortable.Iaskedhimtostop,buthewouldn’t.Weweren’tintheofficeanditwas”afterhours”.WhatdoIdoifthishappensagain?
Answer Thistypeofconductisnotacceptable,whetherornotittakesplaceinPearson’soffices.Befirm,andtellyourcolleaguesuchactionsareinappropriateandmustbestopped.Youshouldalsoreporttheproblemtoyourmanager,yourHRrepresentative,ortoanyonespecifiedinyourbusi-nessunit’semploymentpolicies,oronPearsonEthics.com.
QuestionDuringmyrecentperformancereview,mymanagerwashighlycriticalofmyperformanceandIfeltintimidatedandbulliedbythetoneofthecomments.IsthisaviolationoftheCodeandourpolicyagainstharassment?
Answer Ourpolicyagainstbullyingandintimidationisnotintendedtoprohibitmanagersfromprovidingclearperfor-manceguidance.Forexample,statementssuchas“unlessyouimproveyourperformanceyouremploymentmaybeterminated”arenotconsidered“bullying”or”intimidation”.However,thereareinstanceswheremanagersmaycrossaline.Ifyouhavequestionsorconcerns,youshouldcontactyourHRrepresentative,oranyonespecifiedinyourbusi-nessunit’semploymentpolicies,orPearsonEthics.com.
For questions or concerns, visit PearsonEthics.com
10For questions or concerns, visit PearsonEthics.com
Our responsibilities• Bealertandreportallhazardsim-
mediately to your manager andHealth & Safety Coordinator. Re-port all incidents and injuries, in-cluding minor and “nearmisses” (where an injury didn’toccur but could have) to yourmanager or H&S Coordinator,including those thatoccurwhiledrivingforworkor onbusinesstravel.
• Maintainaneat,safeworkingenvi-ronmentbykeepingworkstations,aisles,andotherworkspacesfreefrom obstacles, wires, and otherpotentialhazards.
• Report any observed safety viola-tionsorthreatsoractsofviolencetoyourmanager,yourHRrepresen-tative,Health&SafetyCoordinator,the Global Health and Safety teamorcontactPearsonEthics.com.
• Follow local Pearson policies andlocal law or regulations regardinghealth and safety.
• Avoid conduct that would put theHealth and Safety of themselvesand others at risk.
• Attend or complete any Healthand Safety training or instructionprovided by Pearson as directed.
• Maintain Health and Safetystandards for themselves andothers by adhering to anyinstruction, training or policyprovided.
• Managershaveadditionalrespon-sibilitiestoensurethatthosewhoreport to them are kept safe, aretrained on and follow health andsafetyrules.
Abuse of alcohol and drugsWearecommittedtoprovidingasafeand productive work environmentandwewanttoensurethatourwork-placeisfreefromtheuseorabuseofillegal drugs, alcohol, or other con-trolledsubstances.
WhileatworkoronPearsonbusiness,youshouldbealert,notimpaired,andalways ready to carry out your workduties. If you have a problem withsubstance abuse, seek professionalhelp before it adversely affects youpersonallyorprofessionally.
For further information:Contact your HR representative, LocalCompliance Officer, or Compliance [email protected],youmayvisit thePearsonGlobalPoli-ciespageonNeoforalistingofapplica-bleglobalandlocalpolicies.
QQuestionAresubcontractorsworkingonourpremisesexpectedtofollowthesamehealthandsafetypoliciesandproceduresasemployees?
Answer Absolutely.Managersareresponsibleforensuringthatthirdpartiesatworkonourpremisesunderstandandcomplywithallapplicablelaws,andregulationsgov-erningtheparticularfacility,aswellaswithadditionalrequirementsPearsonmayimpose.Formoreinfor-mationonworkingwiththirdparties,pleaseseethePearsonBusinessPartnerCodeofConduct.
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III. Working with our learners, customers, andbusiness partners
A. Protecting the safety and well-being of our learners Our standardWeservelearnersofallagesincludingchildren,youngpeople,andvulnerableadults. At all times, we must remainfocused on the best interests of ourlearners—providing a safe, inclusive,supportive,andage-appropriatelearn-ing environment whether in a class-roomoronline.
Our responsibilitiesTo Safeguard• Understand your responsibility to
safeguard and protect learners.Whereabuseisallegedorsuspect-ed,thecompany, itsemployees,oritsagentsmayalsohavealegaldutytoreportittorelevantauthorities.
• Always report concerns about thesafetyorwell-beingofachild,youngperson,orvulnerableadult.Reportto appropriate managers and toprotection agencies when neces-sary.Besuretodocumentyourcon-cernsandactions.
• If, after reporting a concern, youdo not think appropriate actionhas been taken, escalate your
concern to yourmanager,GlobalSafeguarding Officer or contactPearsonEthics.com.
Product & Service• Work towards a goal where all
learners can access the same orequivalent content at the sametimeaseveryoneelse.
• Understand our responsibilities toensure our products are safe andeasy to use, accessible to learnerswithdisabilities,andthatourcontentisinclusiveandage-appropriate.
• Consider these responsibilities atallstagesoftheproductlifecycle,butparticularlyforneworinnova-tiveideasforlearning.
• Apply our principles of efficacyand research to ensure we arefocusedonincreasingourimpactonlearneroutcomes.
• Donotpass-offtheworkofothersasourown.Wewillseekapprovaland provide acknowledgment totheoriginalauthorand/orpublish-erofmaterialwemightuse.
• Respectandacknowledgethecopy-right and intellectual property ofothers, obtaining the appropriateconsenttousetheintellectualprop-ertyinourproductsandservices.
StandardsandtheGlobalProductEfficacy&ResearchNeopage
For more information on these topics,pleasereferencethePearsonAccessibility
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B. Fair dealingOur standardWe are honest and respectfulwith our learners, customers,business partners, and others.We work to understand andmeet their needs, while alwaysremainingtruetoourvaluesandourCode.
Webelieveitisimportanttotellthetruthaboutourservicesandcapa-bilitiesandnotmakepromiseswecannotkeep.Wedon’ttakeunfairadvantage throughmanipulation,concealment, abuse of privilegedor confidential information, mis-representation,fraudulentbehav-iororanyotherunfairpractice.Inshort,wetreatothersaswewouldliketobetreated.
Our responsibilities• Be honest and treat others
withrespect.
• Be responsive to all rea-sonable requests from ourcustomers, learners, andbusinesspartners,butnever
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follow a request to do somethingthatyouregardasunlawfulorcon-trarytolaws,regulations,theCode,orcompanypolicies.
• Respecttheconfidentialinformationandintellectualpropertyofothers.
• Promiseonlywhatyoucandeliveranddeliveronwhatyoupromise.
Gathering business intelligenceWhen collecting business intelligence,employeesandotherswhoareworkingonourbehalfmustalwaysabidebythehighestethicalstandardsandbesensi-tive topotential legal concerns.Neverengageinfraud,misrepresentation,ordeceptiontoobtaininformationoruseinvasivetechnologyto“spy”onothers.When exchanging any competitiveinformation with a third party, recog-nize thatdoing so could cause severeconsequencesunderanti-trustlawsandmay require guidance from Pearson’sLegal department. We should alwaysbecarefulwhenacceptinginformationfromthirdparties,knowandtrusttheirsources and be sure that the knowl-edge theyprovide isnotprotectedbytradesecret lawsornon-disclosureorconfidentialityagreements.
Whilewemayemploy formeremploy-eesofcompetitors,wealwaysrecognizeand respect the obligations of thoseemployees to not use or disclose theconfidential or commercially sensitiveinformationoftheirformeremployers.
C. Fair competition and anti-trustOur standardWeneverengageinanypracticesthatare anti-competitive or which limitcompetition through illegal or unfairmeans. Competition and anti-trustlawsprohibitanyformofcollusionwithcompetitorswhetherdirectorthroughthirdparties.Theyalsoprohibitcertaintypesofrestraintsimposedondistrib-utorsorbusinesspartners.
Our responsibilitiesAtall times,weshouldconductbusinesscompletely in accordancewith fair tradepractices and all competition and anti-trust laws.Weshouldnotexert inappro-priatepressureonsuppliersorcustomersandwemustalwaysmakeourcommercialdecisionsonourown.
Specificexamplesofwhatemployeesmustnotdoinclude:
• Exchangeanycompetitivelysensitiveinformation with competitors (e.g.pricing, costs, or other confidentialinformation,pastor future,evenonan occasional basis). This includesindirectexchangethroughthirdpar-ties, suppliers, or customers (andemployeesmusttakeparticularcarewithmarketintelligence).
• Coordinate, directly or indirectly,with competitors to affect price orproduction/supply levels, termsof trade, dealing procedures or toshareorpartitionmarkets.
• Coordinate with other bidders (“bidrigging”)inanyprivateorpublictenderorattempttoinfluencetheoutcome.
• Attempt to control or set the re-sale prices of Pearson products bycustomers.
• Bundleproducts for thepurposeofrequiring a customer to purchaseadditional products without priorconsulting with the Legal depart-mentforguidance.
Ifyou’re inameetingor incontactwithacompetitor and commercially sensitiveinformation is being exchanged or youbecome concerned about any otheranti-competitivepractices,youshouldleavethemeetingorconversation immediately,make sure your departure is recordedintheminutesofthemeeting, ifany,andcontactyourLocalComplianceOfficerandlocallegalcounselrightaway.Anti-trustlawcancarrycriminalpenaltiesforindividualsas well as severe consequences for thecompany,soweneedtorespondextremelyquicklyinthiskindofsituation.
When indoubt,youshouldcontactyourLocalComplianceOfficerasthisisacom-plexareaofthelaw.
QQuestionIreceivedsensitivepricinginformationfromoneofourcompetitors.WhatshouldIdo?
Answer YoushouldcontactyourmanagerandyourLocalComplianceOfficerimmediatelyandbeforeanyfurtheractionistaken.Itisimportantthatfromthemomentwereceivesuchinformation,wedemonstraterespectforanti-trustlawsandwemakeclearthatweexpectotherstodothesame.Thisrequiresappropriateactionthatcanonlybedecidedonacase-by-casebasis.
QuestionIamplanningtoattendatradeshow.Arethereanyspecialprecau-tionsIshouldtaketoavoidapotentialanti-trustproblem?
Answer Tradeassociationmeetingsandotherindustrygatheringstypicallyserveperfectlylegitimateandworthwhilepurposes.However,thesemeetingsalsoprovideapotentialpitfallundercompetitionandanti-trustlawsbecausetheybringtogethercompetitorswhomaydiscussmattersofmutualconcern.Youmustbeespeciallycarefultoavoiddiscussionsorexchangesofinformationrelatingtocompetitivematters.Ifcompetitorsarediscussingthesematters,youshouldexcuseyourselfandreportthesituationtoyourLocalComplianceOfficerimmediately.
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D. Doing business with government and government officialsOur standardDirectlyandthroughourthirdparties,agents, and partners, we conductbusiness with governments and gov-ernment-owned entities. Our policy istocomplyfullywithallapplicablelawsand regulations that apply to govern-ment contracting and transactions.We must be particularly aware thatthe term “government officials” mayincludecustomerssuchasprofessors,teachers, and other school personneloradministrators.
Our responsibilitiesBusiness dealings with governmentsand government officials carry addi-tional responsibilities and care mustbe taken. The following are some oftheareaswherespecialawarenessandcompliancemaybenecessary.
Providing gifts or entertaining government officialsGifts or hospitality, including businessmeals or other forms of entertaining,offered to a government official mustbe approved in advanceby your LocalComplianceOfficer.Agiftorhospitalityofferedtoagovernmentofficialwillnotbe approved if it could be consideredto influence any business decision orobtainanimproperadvantage.
Contracts and biddingPearson and its employees mustalwaysfollowspecificlawsandproce-duresdesignedtoensurethatgovern-mentcontractsareawardedfairly.Toensurecompliancewiththeserules:
• Followbid,tender,andothercon-tractingrulesandrequirements.
• Respondpromptlytointernalinqui-riesregardingRequestsforPropos-al(RFPs),bids,andotherconflictofinterestandethicsquestionnaires.
• Followtherelevantrulesandpro-ceduresconcerningsharingorac-cessing confidential informationassociatedwithabid.
• Never agree with a competitoror business partner to submit anon-competitivebid.
• Observe required “cooling off” re-strictions and do not otherwisediscuss employment opportunitieswithagovernmentofficialwhoisen-gagedintheprocurementprocess.
• Donotuse,hire,orcompensateacurrent or a former governmentofficial without prior approval.Human Resources and the hiringmanagershouldconsultwiththeirLocalComplianceOfficer(LCO)andCorporateAffairsbeforehiringandretainingacurrentorformergov-ernmentofficialforanypurpose.
Requests from government agencies and authoritiesIn the course of business, you mayreceive inquiries from regulators orgovernment officials. In all cases, youare expected to respond to requestsforinformationinanhonestandtimelymanner.Beforerespondingtoarequestfor information, you should contactCorporateAffairsandLegal,particularlyif the request is not of anordinary orroutineadministrativenature.
For further information:Contact your HR representative, LocalCompliance Officer, or Compliance [email protected]. In addition,youmayvisitthePearsonGlobalPoliciespageonNeo fora listingof applicableglobalandlocalpolicies.
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IV. Avoiding conflicts of interestand combatting corruption
A. Conflicts of interest Our standardAconflictofinterestmayoccurwhenourinterestsoractivitiesaffectourabilitytomake objective decisions for Pearson.Thereare threemain typesof conflictsof interest: actual conflicts of interest(a real and existing conflict); potential conflicts of interest (a situation thatmayresult inaconflict);andperceived conflicts of interest(asituationthatmayappeartobeaconflict,evenifthisisnotthecase).
Toliveuptoourvalues,wemustmakesure that our dealings with Pearson,eachother,thepublicandthirdpartiesareconductedinanhonest,transparent,andneutralwaywhichtakesintoaccountthebestinterestsofPearsonandavoidseven the appearance of a conflictwithourpersonalinterestsorgain.
Itisimpossibletodescribeeverypoten-tialconflictof interest,which iswhy it’simportant to ask questions. When indoubt, discuss the situation with yourmanagerandHRrepresentative.
Our responsibilitiesThefollowingarecommonexamplesofpossibleconflictsofinterest;othersmaybecoveredinlocalPearsonpolicies:
Business OpportunitiesIf you learnof abusinessopportunitythatmaybenefitPearson,youmustfirstdiscusstheopportunitywithyourman-agerorthemanageroftheappropriatebusinessunit. If it is decided that youmay pursue the business opportunityoutside of Pearson, youmust requestand receive approval to do so fromyourLocalComplianceOfficer(LCO).
Personal investments by you oranyone with whom you share a sig-nificant relationship in companiesthat compete with Pearson, directlyor indirectly, are not allowed unlesstheyconsistofsmallamountsofstock(lessthan1%ofoutstandingshares)inpubliclytradedcompanies.
You must disclose any investmentheldbyyouoranyonewithwhomyoushare a significant relationship, in abusiness partner that exceeds 1% ofoutstanding shares in publicly tradedcompanies,or,inthecaseofaprivatelyownedcompany,isownedordirectedbyanypersonwithwhomyoushareasignificantrelationship.
ProcurementYoumustnotparticipate inprocure-ment decisions that may directly orindirectly benefit you, a friend, oranyonewithwhomyoushareasignif-icantrelationship.
Friends and relativesYoushouldnotdobusinesswithaperson, company or organizationfrom which you or anyone withwhom you share a significantrelationship may receive direct,financialbenefit.
Personal relationshipsPearson respects the privacy of itsemployees but recognizes that, insome cases, personal relationshipsmay interfere with workplacedynamics. Employees — at anylevel—shouldnothaveasignificantrelationship(bymarriage,domesticpartner, dating relationship, orfamily intimate or family member)with another employee if theyhave any influence over the otheremployee’s salary or career path,or if theotheremployeereports inthroughtheirmanagementchain.Ifsuch a personal relationship existsor develops, it must be disclosedpromptlytoyourHumanResourcesrepresentativeandyourmanagersothatadeterminationcanbemadeiffurtheractionisneededtoaddressthe conflict, such as altering thereportingormanagementchain.
Outside employment and other servicePearsondoesnotprohibitemploy-ees fromengaging incertain types
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ofoutsideemployment—suchaspart-timework—but tomakesurethatpotentialconflictsareaddressed,alwaysdiscloseanddis-cussoutsideemploymentwithyourmanagerandHRrepresentative.
New business relationshipsCarefullyweighapotentialnewrelationshipthatcouldpresentaconflictofinterestbeforeenteringintoit.Ifnecessary,seekadviceandcounselfromyourmanager,HRrepresentative,LocalCompli-anceOfficer,ortheGlobalComplianceOffice.
Circumstances can change and new conflicts can surface over time, which is why it is important to reassess your situation regularly and discuss any potential conflicts with your manager and HR representative.
B. Anti-bribery and corruption Our StandardPearsonhasazero-tolerancepolicytowardsbriberyandcorruption.Briberyandcorruptioninallofitsformsarecompletelycontrarytoourvalues,theCode,andcompanypolicies.
Wecomplywithanti-briberyandanti-corruptionlawsandregulationsandsupporteffortstoeliminatebriberyandcorruptionworldwide.WeworkhardtomakesurethatourbusinesspartnersshareourcommitmentandunderstandthattheiractionscouldhavenegativeconsequencesfortheCompany.
Pearson’s Anti-Bribery & Corruption PolicyPearson’sAnti-Bribery&CorruptionPolicy(ABCPolicy),isapplicabletoallPearsonemployees,isavailableontheGlobalPoliciespageonNeoandshouldbereviewedformoreinformationandguidance.
LocalComplianceOfficers(LCOs)areappointedtoeachgeogra-phy,and,insomecases,asmallerbusinessunit,tomonitorcom-pliancewiththeABCPolicyandtograntapprovalsasrequiredbytheABCPolicy.
BriberyisacrimeinthecountrieswherePearsonoperatesandpen-altiescanbesevere.IfyouhavequestionsorconcernsyoushoulddiscussthemwithyourLocalComplianceOfficer(LCO)orreviewtheABCPolicy.
Our responsibilities• Donotofferoracceptbribes,oranyotherkindofimproper
payment including facilitation payments. Please refer to theABCPolicyforfurtherdetailsonfacilitationpayments.
• Keep accurate books and records so that payments arehonestly described and company funds are not used forunlawfulpurposes.
• Knowwho you are doing businesswith and confirmwithyourLocalComplianceOfficer (LCO) thatappropriateduediligencehasbeenconducted.
• Neverdoanythingthroughathirdpartythatyouarenotal-lowedtodoyourself.
QQuestionSometimeswhenIamtravelling,IseepracticesthatIwouldcon-siderinappropriate,buttheyarecommonpracticesinthecountryIamvisiting.WhatshouldIdoifIamaskedtoprovidewhatIconsidertobeabribebutwhatthelocalsthinkofasacommonbusinesscourtesy?
Answer Youshoulddeclineandinformthepersonthatyourcompany’spoliciesprohibityoufrommakingsuchpayments.Remember:nomatterwhereyouare,ourpoliciesapply.Youmustneverprovideapaymentoranythingofvaluetogainanimproperbusinessadvantage.
QuestionWhatifIamthreatenedandforcedtoprovideacashpaymenttoapublicofficialbeforeIamallowedtoexitthecountry?
Answer Whenfailuretomakeapaymenttoapublicofficialputsyouoryourfamilyunderthreatofimminentbodilyharm,youmaymakethepaymentthatisdemanded.YoushouldreportthesituationassoonaspossibletoyourLocalComplianceOfficer.Withoutexception,anysuchpaymentmustbereflectedaccuratelyinthecompany’sbooksandrecords.
QuestionIhavequestionsabouttheuseofthirdpartiesthatmaybe“go-be-tweens”helpinguswithlocalgovernmentauthorities.WhatshouldIdotomakesurethattheydonotgetusintotrouble?
Answer Youarerighttobeconcerned.ControloveragentsandotherthirdpartieswhoareoperatingonPearson’sbehalfisimportant.Weshouldensurethattheirreputation,backgroundandabilitiesareappropriateandmeetourethicalstandards.AgentsandthirdpartiesareexpectedtoactinaccordancewiththerequirementssetoutintheBusinessPartnerCodeofConduct.Asageneralrule,wemustneverdoanythingthroughathirdpartythatwearenotallowedtodoourselves.
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C. Gifts and entertainment Our StandardIn many countries where Pearsondoes business, there are generallyaccepted customs regarding theexchangeofbusinessgiftsandenter-tainment. When handled properly,appropriate and reasonable giftsand entertainment can strengthenbusiness relationships. But whenabused, theycandamageourrepu-tation,harmourbusiness,andmayevenbeillegal.
Extra care needs to be taken whendealing with government officials.You may not provide a gift to orentertain a governmentofficialwith-out first seeking approval from yourLocal Compliance Officer. For moreinformation, see the section aboveonDoing business with the government and government officials.
Giftsandentertainmentmayonlybegiven if they are reasonable comple-ments to business relationships, areconsistentwithPearson’sinternalpol-icies,andareinkeepingwithallappli-cablelawsandthebusinessetiquetteoftherecipient’scompanyorcountry.
ThePearsonGifts&HospitalityPolicygenerally permits the giving andreceiving of business gifts that arecustomary business courtesies andarereasonableinvalueandfrequency.
QNotethatweshouldneverattemptto avoid these rules by using ourpersonal funds or by engaging anagentor representative topay foranybusinessgiftorentertainmentthatwecannotpayourselves.
Our responsibilities• Only provide and accept gifts
and entertainment that arereasonable complements tobusinessrelationships.
• Donot solicit personal gifts, fa-vors,entertainment,orservices.
• Donot giveor accept giftsofcashorcashequivalents.Thisisneverallowed.
• Understand and comply withthe policies of the recipient’sorganization before offeringor providing gifts, hospitalityorentertainment.
• Beespeciallycarefulwhenus-ingagentsorthirdpartieswhorepresentus.
For further information:Contact your HR representative,LocalComplianceOfficer,[email protected],youmayvisitthePear-sonGlobal Policies pageonNeoforalistingofapplicableglobalandlocalpolicies.
QuestionIhavebeenpursuinganewcustomerforseveralmonthsandI’dliketotakethecustomertoasportingorculturaleventtoestab-lishagoodbusinessrelationship.Istakingthecustomertotheeventconsideredabribe?
Answer No,aslongasthereisnoagreementthatunlessyoutakethecustomerout,he/shewillnotenterintoanagreementwithPearson.
QuestionDuringtheholidays,Igivemynon-governmentcustom-ersabottleofwineandexpensivechocolate.Isthisallowed?
Answer Yes.Butifit’sabovetheNominalValue,youneedapprovalfromyourLocalComplianceOfficer.
QuestionAbusinesspartnerinvitedmetoattendasportingeventwithhimandsitinhisfirm’ssuite.Isitacceptableformetogo?
Answer Attendingasportingeventwithabusinesspartnermaybeanappropriatebusinesscourtesy,aslongasdoingsoisconsistentwithPearson’sAnti-Brib-eryandCorruptionPolicy,andthevalueoftheticketsisreasonable.Inthiscase,theticketsincludeaccesstoafirm’ssuiteandarelikelytohaveahighmonetaryvalue.Youshoulddiscussthematterwithyourmanagerandseekpre-ap-proval.Alsorememberthatiftheticketswereforyourpersonaluseandthebusinesspartnerwasnotattendingtheeventwithyou,theticketswouldbeconsideredanunacceptablegiftsincetherewouldbenobusinesspurposeforyoutoattendtheevent.
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V. Protecting our information and assets
A. Privacy and personal information Our standardAt Pearson, we respect and protecttherights, freedoms,anddignityofallindividuals who entrust us with theirpersonal information. These includelearners, parents and guardians, ourcustomers, website and app users,employees, and third parties. Protect-ingthisinformationismorethanalegalrequirement—itisamatteroftrust.
Asaglobalcompanyinadigitallycon-nected environment, we respect allapplicablelawsrelatingtodataprivacy.Some types of information, generallyreferredtoasPersonalInformation(PI),requireanextradegreeofcare.
PIisanyinformationthatidentifiesorcanbeusedto identifyan individual.Exam-ples include:name,emailaddress, tele-phone number, physical address, dateofbirth,socialsecuritynumber,passportnumber,paymentcardnumber,learneror assessment records, royalty records,and personnel records. If two ormoreseparate pieces of information can,when combined, identify or be linkedtoanidentifiableindividualthenallthatinformationisPersonalInformation.
WeclassifycertaintypesofPIas“SensitivePersonal Information” because of theircontentandthepotentialharmtoindividu-alsifdisclosed.SensitivePersonalInforma-tionmay include health records; geneticdata; biometric data; criminal recordsor
information about alleged crimes; infor-mationonreligiousbelief,racial,orethnicorigin, sexual life or orientation, politicalaffiliation or trade union membership;socialsecuritynumbers;fullpaymentcardnumbers; full financial accountnumbers;drivinglicensenumbers;passportorothernationalidentitycarddata.
Some business units collect or use PIrelating to children or young peoplein schools or K-12 education (“studentdata”).WeshouldtreatthisSensitivePIwiththeutmostcare.
Our responsibilities• Be accountable for protecting PI
and stay informed about our PIrelatedpolicies.
• Promptly report any actual or sus-pected unauthorized uses, disclo-sures or access to your [email protected].
• Limit thecollectionanduseofPIto legitimate business purposesandretainPIonlyaslongasneed-edandinaccordancewithcompa-nypoliciesandapplicablelaws.
• Be transparent about our privacypractices and how individuals cancontactuswithquestionsorconcerns.
• OnlysharePIwiththosewhohavealegitimateneedtoknowandwhoseaccessisappropriatelyauthorized.
• Whenweuse thirdparties topro-videservicesforus,makesureour
policy requirements are re-flected, including conductinganyprivacyimpactandvendorrisk assessments, in our con-tractswiththem.
• Where there are laws limitingthe transfer of PI to anothercountry, work with our Tech-nologyteamandDataPrivacyOfficeteamonwaystoaccom-plish business goals and toprotectindividualrights.
• Meet applicable product andprogramprivacyrequirements.
For further information, contactyour manager, the Data PrivacyOffice,oryourlocallegalcontact.
B. Protecting our assetsOur standardWeallhavearesponsibilitytoprotectcompanyproperty,tomakesureitistakencareof,andthatitisnotusedforpersonalpurposesexceptinlim-itedcircumstances.When indoubt,youshouldconsultyourmanager.
Company assets include our build-ings, equipment, computers, officeandmobiletelephones,PDAs,faxes,files, documents, inventory, andsupplies. Our assets also includeintellectual property and confiden-tialinformation.
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Proper use of information technologyEmployees must take care that theiruseofPearson’selectronicsystemsandresources does not expose the com-panytotheriskofsecurityorconfiden-tialitybreaches, legalclaims,sabotage,viruses,orsimilarproblems.
Limited personal use is permitted aslongasitiskepttoaminimumandhasno adverse effect on productivity andtheworkenvironment.
Our responsibilities• Only use software that has been
properlylicensed.Thecopyingoruseof unlicensedor “pirated” softwareon Pearson’s computers or otherequipmentisstrictlyprohibited.
• Report any suspicions you mayhave concerning theft, embezzle-ment,ormisappropriationofanyPearsonproperty.
Respectandacknowledgethecopyrightand intellectual property of others,obtainingtheappropriateconsentorper-missiontousetheintellectualpropertyinourproducts,services,andactivities.
C. Confidential information Our standardTheunauthorizedreleaseofconfidentialinformationcancauseustoloseacrit-icalcompetitiveadvantage,causerepu-tationalharmtoPearson,anddamageour relationships with customers andothers.Eachofusmustbevigilantandsafeguardourconfidential informationaswellasconfidentialinformationthatisentrustedtousbyothers.
We respect all patents, trademarks,copyrights,proprietaryinformation,andtradesecrets,aswellastheconfidential-ityofanyonewithwhomwedobusiness.
Our responsibilities• Useanddiscloseconfidentialinfor-
mationonlyforlegitimatebusinesspurposes.
• Properly labelconfidential informa-tion to indicate how it should behandled,distributed,anddestroyed.
Q
• Protectintellectualpropertyandcon-fidentialinformationbysharingitonlywithauthorizedparties.
• Observecompany“clean-desk”guide-lines particularly in open-office envi-ronmentsandalwayssafeguardcon-fidential or other valuable companymaterialsinworkareas.
• Neverdiscussconfidentialinformationwhenothersmightbeabletooverhearwhat is being said, for example, onplanesor in elevatorsorwhenusingmobilephones,andbecarefulnottosendconfidentialinformationtounat-tendedfaxmachinesorprinters.
• Immediately report the loss of anymisplacedconfidentialinformation.
D. Insider dealing Our standardWe complywith securities laws and donottrade inthesecuritiesofanypubliccompany— includingPearson—whenwe are in possession of non-public,material or price-sensitive information.Material or price-sensitive informationincludesanyinformationthataninvestorwouldconsiderimportantwhendecidingwhethertobuy,sell,orholdashare.Thiscan include news about acquisitions,financialresults,importantmanagementchanges, commencement, or termina-tionofmajor contractsaswellasnewsaboutthefinancial,operational,orenvi-ronmentalperformanceofacompany.
In addition, we keep a list of “restrictedpersons”who cannot trade in Pearson’sshares except during “open periods”whenatradehasbeenapproved.
Violations of insider dealing laws canresultinsignificantpenaltiesforthecom-pany and for the individuals involved.Youwillbenotifiedifyouarearestrictedpersonandprovidedwithdetailsofthedealingclearingprocess.
Our responsibilities• Never use, for your own or others’
benefit, any company informationthathasnotbeenmadepublic.
• Be carefulwhen others request con-fidential information about Pearsonorourbusinesspartners.Evencasual
conversationscouldbeviewedas illegal “tipping” of insideinformation.
• Informationthathasnotbeenmade public must not bereleased outside of Pearsonunlessrequestedthroughtheformallegalprocess.
For further information, [email protected].
E. Accurate books and recordsOur standardWe are committed to transpar-encyandtomakingfull,accurate,timely, and clear disclosure onrequiredfinancialorotherreportsthatarefiledwithorsubmittedtoregulatoryauthorities.Wedonottolerate, permit, or allow any ofour employees to engage in thefacilitation of tax evasion or taxfraudbyouremployees,custom-ers,orBusinessPartners.
QuestionAreportIfoundonthephotocopiercontainsalotofconfidentialHRrecords,includingpayrollinformationforourteam.Idonotwanttogetanyoneintotrouble,butIdonotthinkitisrightthatthiskindofinformationisleftforalltosee.WhatshouldIdo?
Answer YoushouldreturnthereporttoyourHRrepresentativeinconfidencestraightaway,andreportyourdiscoveryandactionstotheChiefPrivacyOfficer.Protectingconfidentialityandprivacyistherespon-sibilityofeachemployee.Whoeverleftthepapersinthecopierwillbecounseledontheirdutytoprotecttheconfidentialityofothers.
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Employeeswith a role in the preparationofourpublic,financialandregulatorydis-closureshaveaspecialresponsibilityinthisarea,butallofuscontributetotheprocessofrecordingbusinessresultsandmaintain-ing documents. Each of us is responsiblefor helping to ensure the informationwerecord is accurate, timely and completeandwouldnotjeopardizethereliabilityandintegrityofourbooksandrecords.
Our responsibilities• Never make false claims on an
expensereportortimesheet.
• Be as clear, concise, truthful, and ac-curateaspossiblewhenrecordinganyinformation.Avoidexaggeration,inap-propriate language, guesswork, legalconclusions, and derogatory charac-terizationsofpeopleandtheirmotives.
• Ensurethatfinancialentriesareclearandcompleteanddonothideordis-guisethetruenatureortimingofanytransaction.
• Whenreviewingorapprovingatrans-action, give appropriate time andde-tailtoensureadherencetoourpoliciesandprocedures.
• Only sign documents, includingcontracts, that youareauthorized tosignandthatyoubelieveareaccurateandtruthful.
• Maintain all corporate records forlegally required minimum periodsandinaccordancewiththecompany’sdocument retention procedures andlegalrequirements.
• Documentsshouldonlybedestroyedinaccordancewithourdocument re-tention policies and procedures, andnever in response to, or in anticipa-tionof,aninvestigationoraudit.Ifyoureceivenotice fromLegal “orderingahold” on document destruction, or ifyou are unsure as to whether docu-mentsaresubjecttoalegalhold,youshouldcheckwithLegalorCompliancepriortodestructiontoensurethattherecordsaren’tneededforanongoingorpendinginvestigationoraudit.
• Ensure you understand and complywith our accounting and taxationprinciples. For any queries, visit theOne Pearson Financial Policies orGlobal Tax Information Neo pages,respectively.
F. Communicating with the publicOur standardIt’sessentialthatourpubliccommu-nications are clear, consistent, andaccurate. Only authorized personsshouldspeakwiththemediaormem-bersoftheinvestmentcommunityonbehalfofPearson.
Our responsibilities• Communicate honestly and
openly with those who have aninterest in our company, includ-ingcolleagues,suppliers,custom-ers,andshareholders.
• Conferences and external pre-sentations are an excellent wayto share our expertise with oth-ers,buttheymustbereviewedbymanagementandmayneedtobereviewed in advanceby Legal orCorporateAffairs.
• Ifyoureceiveaquestionfromthemediaaboutthecompany’sbusi-ness,referittoCorporateAffairsanddonotrespondyourself.
Using social media• When using social media, never
give the impression thatyouarespeakingonbehalfofPearsonun-lessyouareauthorizedtodoso.Youshoulddisclosethatyouarean employee and, make it clearthatyourviewsareyoursalone.
• All usersof socialmedia shouldfollow the same principles ex-pected in other behaviors atwork and outlined in this Code.Inparticular,rememberthatanyharassment,bullying,discrimina-tion,orretaliationthatwouldnotbepermissibleintheworkplaceisnotpermissibleonline.
NOTE: Nothing in this Code is designed to interfere with, restrain, or prevent employee communi-cations regarding wages, hours, or other terms and conditions of employment. Pearson employees have the right to engage in or refrain from such activities.
Q
For further information:ContactyourHRrepresentative,LocalComplianceOfficer,[email protected]. In addi-tion,youmayvisitthePearsonGlobalPoliciespageonNeo fora listingofapplicableglobalandlocalpolicies.
QuestionWhenamIallowedtoplaceatradeinPearsonsharesbasedonmaterialinformation?
Answer YoucantradeonmaterialinformationonlyafteritismadepublicbythecompanyandafterobtaininganyrequiredinternalclearancethroughtheOfficeoftheCompanySecretary.
QuestionAttheendofthelastquarterreportingperiod,mymanageraskedmetorecordadditionalexpenseseventhoughIhadnotreceivedtheinvoicesfromthesupplierandtheworkhadnotstarted.Iagreedtodoit,mostlybecauseIdidnotthinkitreallymadeadifferencesincewewereallsurethattheworkwouldbecompletedinthenextquarter.NowIwonderifIdidtherightthing.
Answer Costsmustberecordedintheperiodinwhichtheyareincurred.Theworkwasnotstartedandthecostswerenotincurredbythedateyourecordedthetransac-tion.Itwasthereforeamisrep-resentationand,dependingonthecircumstances,couldamounttofraud.Insuchasituation,youshouldreportthemattertoyourHRrepre-sentative,LocalComplianceOfficer,Compliance,oronPearsonEthics.com.
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VI. Being a good corporate citizen
A. Corporate responsibility Our standardWhileallcompaniesstrivetobesociallyresponsible, we know that keepingfaithwiththepublicmustbeapriorityforus ifweare toearnandmaintainthepublic’strust.
Our responsibilitiesCommunity engagementThe most significant contribution wemaketosocietyistohelppeoplemakeprogress in their life through learning.Many of the biggest global educationchallenges cannot be tackled by onecompany alone. For this reason, wepartner and collaborate with others –including local groups, governments,and non-governmental organizations(NGOs).Throughcollaborationwehelpinform, innovate,andtestnewmodelsof working, both commercially andthroughourcharitablegiving.
Wealsoencourageouremployeestogetinvolvedintheirlocalcommunitiesandweencourageandenableourpeopletogivetimeandmoneytogoodcauses.
Human rightsOurvaluesmeanwerespectthehumanrights and dignity of people.We are afounding signatory of the UN GlobalCompact;we support universal human
rights,includingequalemployment,free-domofspeechandofassociation,andcultural,economic,andsocialwell-being.We oppose illegal or inhumane laborpractices such as the employment ofchildlabor,theuseofforcedorcompul-sorylaboraswellasslaveryandhumantrafficking.Wearecommittedtouphold-ingandcomplyingwiththeprovisionsofthe United Kingdom’s Modern SlaveryActas it relates tooursupplychain,aswellasanyrelevantlawsinthecountriesinwhichweoperateanddobusiness.
• Report any suspicion or evidenceofhumanrightsabusesinourop-erationsorinthoseofourbusinesspartners to your HR representa-tive,LocalComplianceOfficer,theGlobal ComplianceOffice, or Cor-porateAffairs.
Environmental stewardshipWehavearesponsibilityasacompanytotakepropercareoftheenvironmentand to manage and minimize ourimpactontheenvironment.
• At a minimum, we comply withthe relevant environmental lawsandregulationsapplicableineachcountryinwhichweoperate.
• Takeaccountofenvironmentalre-sponsibilityasafactorinbusinessdecisionmaking.
• Workwithourbusinesspartnerstoensurethattheysupportourenvi-ronmentalobjectives.
B. Political activities Our standardWe respect the rights ofemployees to voluntarily par-ticipate in thepoliticalprocessincluding making their ownpersonalpoliticalcontributions,assisting inpoliticalcampaignsand expressing their per-sonal, political views.With theexception of voting, Pearsonprohibits the use of companytime or property for the pur-poseofassistinginanypoliticalcampaignorpromotionofanypolitical candidate. Pearsondoesnotmakecorporatepoliti-calcontributionstoanypoliticalpartyorcandidaterunning forelectionorre-electiontoagov-ernmentpoliticaloffice.
Company executives in theU.S.must also abideby addi-tionalrestrictions—generallyreferred to as “pay-to-play”regulations — that limit per-sonal political contributionswhen Pearson is engaged incertain government-relatedbusinessactivities.
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Our responsibilities• Never commit corporate funds to
anypoliticalpartyorcandidate.
• Take steps to ensure that yourpersonal political opinions andactivitiesarenotviewedasthoseofthecompany.
• Anyexpenditureonpoliticallobbyingor for thepurposeofattempting toinfluencethepoliticalprocessshouldbe pre-approved and managed byCorporateAffairs.
• Never pressure another employeetocontributeto,support,oropposeanypoliticalcandidate,party,orpo-liticaleffort.
• Holdingorcampaigningforpoliticaloffice must not create, or appearto create, a conflict of interestwithyourduties.
• Comply with all laws, regulations,andourstandards.
C. Global trade Our standardWearecommittedtocomplyingwithappli-cable export and import controls,moneylaunderingregulations,customs,andotherrelevantlawsinthecountriesinwhichweoperate and do business. Each of us isresponsibleforknowingthelawsthatapplytoourjobs,andmustseekexpertadviceifindoubtaboutthelegalityofanaction.
Our responsibilities• Maintainappropriateimport,export,
and customs records at each Pear-sonbusinesslocation.
• Seek guidance from Legal to ensurethat transfers of information, tech-nology, products or software acrossborders comply with laws governingimportsandexports.
• Always consult the appropriatePearson resources when doingbusiness involving countries orindividuals to which sanctionsapply.
Dealing with “sanctioned” countries and individualsCompliance with laws, regulations,and policies relating to trade andeconomicsanctionscanbeespeciallycomplicated, but failure to complycan have serious consequences fortheCompany.
For these reasons, companies andindividuals resident in “high risk” aswell as “medium risk” sanctionedcountries are subject to sanctionschecks prior to doing business withthem. A list of “high” and “medium”risk countries and further guidanceonhowtoconductthesecheckscanbefoundontheSanctionsNeospace.
If you have any sanction-relatedquestions or concerns you shouldnotify the Sanctions team [email protected]. For more information abouttransactions with sanctioned coun-tries,pleaseconsultthePearsonSanc-tionsPolicywhich is availableon theSanctionsNeospace,andthePearsonTreasury Policywhich is available onthePearsonGlobalPoliciespage.
For further information:ContactyourHRrepresentative,LocalComplianceOfficer,[email protected]. In addi-tion,youmayvisitthePearsonGlobalPoliciespageonNeo for a listingofapplicableglobalandlocalpolicies.
QQuestionIwillbeattendingafundraiserforacandidateforlocaloffice.IsitacceptabletolistmypositionatPearsonontheattendeelistandintheprogramaslongasIdonotuseanyCompanyfundsorresources?
Answer Insomejurisdictions,youmayberequiredtolistyouremployerwhenmakingapersonalpoliticalcontribu-tionincludingwhenattend-ingfundraisingevents.However,apartfromsuchlegalrequirements,youshouldmakeitclearthatyourpersonalpoliticalactivitiesaredistinctfromtheCompany’s.
QuestionIwouldliketoinviteanelectedofficialtospeakatanupcomingCompanyevent.Wouldthatbeaproblem?
Answer YoumustgetapprovalfromCorporateAffairsbeforeinvitinganelectedofficialtoattendacompanyevent.Lawsgoverningcontributionsarecomplex,andinsomejurisdictionsiftheinviteeisinthemidstofare-electioncampaign,thecompanyeventcouldbeviewedassupportforthecampaignandthefoodanddrinkattheeventmaybeconsid-eredgifts.Inmostinstances,therewouldbelimitsandreportingobligationsthatmustbecarefullyfollowed.
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Resources at a glance
Topic Who to Contact
Code of ConductFor questions, concerns, to report violations of or for guidance on our Code.
Anti-Bribery & Corruption Includes Gift, Hospitality & Travel Gifting/Sponsorships Requests/Charitable Donations Requests
Sanctions
CISO (Global Information Security)
Data Privacy
Anti-Trust
Health & Safety
Safeguarding & Protection
Media Inquiries Includes social media on our behalf and communicating with the public
• LocalComplianceOfficerforyourbusinessorgeography• Locallawyerforyourbusinessorgeography• [email protected]• www.pearsonethics.com
• LocalComplianceOfficerforyourbusinessorgeography• Locallawyerforyourbusinessorgeography• [email protected]• www.pearsonethics.com
• SecurityOperationsCenter(SOC)forreportingincidents:[email protected]
• AmemberoftheDataPrivacyOfficeatdataprivacy@pearson.comoryourlocallawyerforyourbusinessorgeography.
• LocalComplianceOfficerforyourbusinessorgeography• Locallawyerforyourbusinessorgeography
• Health&SafetyCoordinatorsforyourlocation• www.pearsonethics.com
• GlobalSafeguardingOfficer• www.pearsonethics.com
• CorporateAffairsforyourgeography
Corporate Responsibility Includes human rights, Modern Slavery Act, UN Global Compact
• CorporateAffairsforyourgeography
Global Policies • PearsonGlobalPoliciespageonNeo
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