The Product Safety Code drives continual improvements in hazardous risk assessments, Safety Data Sheet (SDS) communications and chemical inventory management.  

Avient sets ambitious sustainability goals to drive investment and innovation, knowing employees will work aggressively to pursue them.”

This collaboration aims to promote the use of high-performance high-modulus polyethylene (HMPE) fiber for mooring systems in floating offshore wind turbines (FOWT) in the Japanese market, leveraging the expertise of both companies to drive growth and innovation in the renewable energy sector.

DÜSSELDORF, Germany – October 18, 2022 – At this month’s K 2022, Avient will exhibit its latest innovations and initiatives for the plastics industry as part of its drive toward creating sustainable and specialized material solutions.

This series of creative resources and technical support services helps designers and brand owners to drive innovation in plastic product development by leveraging extensive polymer materials and color expertise from PolyOne.

Our Competency Model outlines a framework for our leaders to coach and develop their teams, which drives business results and supports individual and career development opportunities for our associates.

At the core of our improvement is our management commitment, which has fostered multiple Employee Resource Groups that are driving improvements —and opening opportunities—throughout our organization.

More Three-Party Strategy for Bottle Manufacturing Driving improvements in efficiency, sustainability, and product quality.

A high productivity manufacturing process that drives low per-part cost is crucial for dealing with cost pressures.

Kahler (16) Page 16 • Shifted sales compensation practices to drive value and margin expansion • Significantly upgraded and added sales, marketing, and From Volume to Value $2,622 $3,060 Sales ($ millions) 2006 2011PFadded sales, marketing, and technical resources • Expanded global cross-selling • Invested in training and tools 2006 2011PF 3.3% 6.8% 2006 2011PF Adjusted OI% ($ millions) 2006 2011PF 2006 2011PF Page 17 • Value pricing practices enabled by use of EVE tools • Shifting the basis of competition to specialization 1.5% 8.9% 2006 2011PF Specialty OI% Specialization Drives Margin Expansion 2006 2011PF 7.2% PPS OI% competition to specialization differentiates PolyOne as a value-added solutions provider • Redirecting our technology and marketing focus to the most attractive segments 2.6% 5.6% 2006 2011 POD OI% 5.5% 7.2% 2006 2011 2006 2011 2006 2011 Page 18 • Global key account management team focused on key markets and strategic OEMs • Drive growth in target markets through application development750 1,120 Total Commercial Employees 2007 – 2011 49% Increase Commercial Excellence – Recent Investments *Includes ColorMatrix through application development • Leverage breadth of solutions across all PolyOne platforms to identify innovative solutions for strategic OEMs and Tier 1 partners * 750 2007 2011 Sales Marketing R&D/Tech Page 19 5% 1% 0% 27% 2% 12% 4% Performance Dashboards Drive Execution 45% 26% 18% 5% 55% Page 20 53% Drivers of Customer Loyalty Customer Experience is Key to Customer Loyalty 53% Building Customer Loyalty n = 4,960 B2B customers of 24 companies Source: Corporate Executive Board Company and Brand Impact Product and Service Delivery Value-to- Price Ratio Customer Experience 19% 9% 9% 19% 19% 9% Page 21 • Continue to redirect our focus to more attractive segments and increase customer loyalty and retention • Leverage new commercial tools and investments to enable disciplined execution and accountability Critical Imperatives to enable disciplined execution and accountability • Position PolyOne as the differentiated value-added specialty solutions provider Drive improved mix in all segments and achieve margin and profitability growth Page 22 Page 23