An experienced pultrusion manufacturer can offer design and formulation expertise, and work with you to develop the right pultruded composite for your application.

An experienced pultrusion manufacturer can offer design and formulation expertise, and work with you to develop the right pultruded composite for your application.

Our team of fiber experts provides product guidance and assistance in any process optimization or fine-tuning stage, from developing custom masterbatches to using the correct processing settings for optimal spin-dyeing results.  

Our team of fiber experts provides product guidance and assistance in any process optimization or fine-tuning stage, from developing custom masterbatches to using the correct processing settings for optimal spin-dyeing results.  

It has already started producing useful data and we will use this to continue to develop new and unique masterbatch solutions with proven science behind how they perform during recycling processes, offering customers a portfolio certified by the laboratory.

Our team of fiber experts provides product guidance and assistance in any process optimization or fine-tuning stage, from developing custom masterbatches to using the correct processing settings for optimal spin-dyeing results.  

These additives are developed to withstand multiple recycling loops, helping the recycled material remain visually appealing even after several uses.

For manufacturers, designers and brand owners, this innovative system redefines the process of color development, elevating it to a new level of efficiency. By visiting one of our Select facilities colors can be created, developed and approved in as little as 30 minutes. Rapid color development Accelerated color match, development and delivery for rapid market access.

Through this program, we hope to introduce businesses of all sizes to the benefit of aramid fibers. Over the last several years, FIBER-LINE® and DuPont™ have formed a strong partnership based upon the synergies between both organizations. • FIBER-LINE®’s ability to add value to the already attractive properties of both Kevlar®Para-Aramid & Nomex® Meta-Aramid creates more opportunity in the market place to provide solution driven products to a diverse range of markets. • Because FIBER-LINE® already processes so many dif- ferent types and deniers of both Kevlar® & Nomex®, we have been authorized by DuPont™ to distribute small quantities of these fibers to an ever-growing customer base. • Through this program, we hope to introduce busi- nesses of all sizes to the benefit of Aramid fibers.

Hanna consolidate • Cultures clash – commodity wins • Dependent on income derived from commodity joint ventures The First 6 Years • Globally organized along three strategic platforms • Non-core equity investment dispositions • Talent upgrades, discipline instilled throughout organization • New CEO hired to transform POL into specialty business �18 of 20 officers new • Implemented four pillar strategy • Nearly 50% of The Second 6 Years History of PolyOne – A Transformation • Focused on increasing volume, not profits • Heavily tied to cyclical markets 2000 2006 2012 The FormationThe Formation The TransformationThe Transformation The New PolyOneThe New PolyOne organization • Demonstrated ability to deliver • Nearly 50% of business operating income derived from Specialty Platform* • Specialty assets acquired *Pro forma for ColorMatrix acquisition Page 8 30% 50% 70% 90% $10 $12 $14 $16 $18 PolyOnePolyOne Stock Price S&P 500 (relative performance) Strategy and Execution Drive Results | | | | -50% -30% -10% 10% 30% $0 $2 $4 $6 $8 $10 2006 2007 2008 2009 2010 2011 2012 Page 9 Four Pillar Strategy The World’s Premier Provider of Specialized Polymer Materials, Services & Solutions Page 10 60% 80% 100% % o f O p e ra ti n g I n co m e * Old PolyOne Transformation 2012 Target “What We Said” Mix Shift Highlights Specialty Transformation Ahead of Schedule *Operating Income excludes Corporate Charges ** Pro Forma for the acquisition of ColorMatrix and divestiture of SunBelt 2% 34% 42% 50% >50% 0% 20% 40% 2005 2008 2011 2011** 2012 % o f O p e ra ti n g I n co m e * JV's PP&S Distribution Specialty Specialty OI $5M $46M $89M $117M “What We Said” Page 11 2007 2012 Target 2011 “Where we were” “What we said” “Where we are” 1) Operating Income % Specialty 3.2% 10% - 12% 8.9% PP&S 6.1% 8% - 10% 7.2% Pro forma ColorMatrix Proof of Performance Distribution 3.0% 4% - 5% 5.6% 2) Specialty Platform sss% of Operating Income 20% >50% 50% 3) Specialty Vitality Index 21% 35% - 40% 49% 4) ROIC* (pre-tax) 11% >15% 16% 5) Sales outside the US 37% >40% 40% *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 12 2011 Pro forma ColorMatrix 2015 Target “Where we are” “Where we expect to be” 1) Operating Income % Specialty 8.9% PP&S 7.2% 12 – 16% 9 – 12% Elevating our Expectations and Yours PP&S 7.2% Distribution 5.6% 2) Specialty Platform % of Operating Income 50% 3) ROIC* (after-tax) 10% 4) Adjusted Annual EPS Growth 3 yr CAGR = 71% 9 – 12% 6 – 7.5% 65 – 75% 15% Double Digit Expansion *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 13 • Four pillar strategy, coupled with our ability to execute is driving results • Strong leadership team driving growth & executing • Innovation and services provide differentiation and How do we get there?