Pearson Plc Top Insiders
Pearson Plc employs about 21.4 K people. The company is managed by 10 executives with a total tenure of roughly 49817 years, averaging almost 4981.0 years of service per executive, having 2135.0 employees per reported executive. Examination of Pearson Plc's management performance can provide insight into the company performance.
Tim Bozik President President - Global Product |
Pearson |
Pearson Plc Management Team Effectiveness
The company has return on total asset (ROA) of 0.0395 % which means that it generated a profit of $0.0395 on every $100 spent on assets. This is way below average. Similarly, it shows a return on equity (ROE) of 0.064 %, meaning that it generated $0.064 on every $100 dollars invested by stockholders. Pearson Plc's management efficiency ratios could be used to measure how well Pearson Plc manages its routine affairs as well as how well it operates its assets and liabilities.Pearson Plc Workforce Comparison
Pearson Plc is considered to be number one stock in number of employees category among its peers. The total workforce of Publishing industry is at this time estimated at about 59,194. Pearson Plc totals roughly 21,350 in number of employees claiming about 36% of equities listed under Publishing industry.
The company has Profit Margin (PM) of 0.08 %, which maeans that even a very small decline in it revenue will erase profits resulting in a net loss. This is way below average. Similarly, it shows Operating Margin (OM) of 0.13 %, which suggests for every 100 dollars of sales, it generated a net operating income of $0.13. Pearson Plc Notable Stakeholders
A Pearson Plc stakeholder refers to an individual interested in an outcome of the business. Different stakeholders have different interests, and companies such as Pearson Plc often face trade-offs trying to please all of them. Pearson Plc's stakeholders can have a positive or negative influence on the entity's direction, and there are a lot of executives involved in getting Pearson Plc's stock to the level that pleases all shareholders. Keeping track of the stakeholders is a great way to stay on top of things affecting its ongoing price.
Tim Bozik | President - Global Product | Profile | |
Allison Bebo | Chief Officer | Profile | |
Adam CBE | CEO Director | Profile | |
Marykay Wells | Chief Officer | Profile | |
Sally Johnson | CFO Director | Profile | |
Cinthia Nespoli | Chief Officer | Profile | |
Deepak Mehrotra | Managing Bus | Profile | |
Lynne Frank | Chief DirecttoConsumer | Profile | |
Albert Hitchcock | Chief Technology and Operations Officer | Profile | |
Joanne Russell | Financial Relations | Profile |
Pearson Plc Workforce Analysis
Traditionally, organizations such as Pearson Plc use manpower efficiency calculations for various incentive schemes, employee appraisal, or as an initiative to improve the processes. However, it can also be used by investors to make long-term investment decisions. The trends in the profit per employee or revenue per employee are measured by net income or revenue divided by the current number of full-time employees over a given time interval. Because workforce needs differ across sectors, these ratios could be used to compare Pearson Plc within its industry.Pearson Plc Manpower Efficiency
Return on Pearson Plc Manpower
Revenue Per Employee | 160.6K | |
Revenue Per Executive | 342.8M | |
Net Income Per Employee | 7.4K | |
Net Income Per Executive | 15.9M |
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Other Consideration for investing in Pearson Pink Sheet
If you are still planning to invest in Pearson Plc check if it may still be traded through OTC markets such as Pink Sheets or OTC Bulletin Board. You may also purchase it directly from the company, but this is not always possible and may require contacting the company directly. Please note that delisted stocks are often considered to be more risky investments, as they are no longer subject to the same regulatory and reporting requirements as listed stocks. Therefore, it is essential to carefully research the Pearson Plc's history and understand the potential risks before investing.
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