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?

THE SOLUTION Because they knew Avient could help, the connector company’s design engineers invited Avient into the development process. Avient’s development team went back to work and quickly developed a flame-retardant grade that meets UL requirements for a V0 rating. Avient’s willingness to invest the time and resources needed to ensure success enabled the manufacturer to develop a cost-effective, well-per forming product for its customer.

Our expertise is in understanding a designer’s idea and developing the appropriate formulation to turn it into a manufacturing reality. Cost efficient formulations have been developed to meet a wide range of technical and design requirements. Contact your local Avient representative and let’s start the development process.

W H A T Avient works with OEMs in almost every market around the world, and they all face the same challenge ... product development. You’ll benefit from FASTER AND DEEPER DEVELOPMENT because materials are in our DNA. HOW4D DESIGN PROCESS USE OUR 4D PROCESS TO ACCELERATE NEW PRODUCT DEVELOPMENT SPECIALTY PORTFOLIO We combine design services with Avient’s materials portfolio to bring an unbiased, expert point of view to your design1 Color & Additives Engineered Materials Composites Soft Touch Distribution Rely on our technical expertise to validate that designs are manufacturable and materials will perform as intended once formed MANUFACTURING4 FEA/Moldflow/Mechanical Simulation Design Optimization Design for Manufacturing Processing Expertise Supply Chain Development Visualize color, material and finish options using our exclusive tools and expertise3 COLOR, MATERIAL & FINISH (CMF) DESIGN Color & Effects Texture/Finish Application Development Material Specification 2 INDUSTRIAL DESIGN From ergonomics and concept sketches to 3D models and photo rendering, you can count on our world-class studio to help you innovate Ethnography Brand Language Development Ergonomics & Usability Concept Sketching 3D Modeling 3D Prototypes Photo Renderings WANT TO LEARN MORE?

They also provided local support during the sampling process, which helped speed testing and development time for Victorinox. THE IMPACT With our support, Victorinox was enabled to do what it does best—develop and manufacture high-quality tools that meet both military and consumer needs. Avient provided product development assistance and testing, and ultimately delivered customized materials that met strict requirements for durability.

As suppliers of these materials continue to develop innovations in chemistry and capabilities, the appeal of both TPEs and LSR will grow even stronger. Complex Geometry DESIGN MATTERS The amount US consumers spent in 2020 on sports footwear purchases. $15B Source: Statista, National Sporting Goods Association BY THE NUMBERS Your product or part may call for a design that features both thick and thin walls, complex shapes or intricate details.

PET is therefore a popular choice for businesses who want an eco-friendly plastic that can be recycled again and again. As a result, many businesses are making commitments to use a minimum percentage (usually between 25–100%) of post-consumer recycled plastic in their plastic products or packaging. However, there is still question who should pay for these investments— federal and state governments, businesses or consumers.

THE CHALLENGE A global leader (“OEM”) in personal care products was developing its first entry into the Patient Mobility market and was looking for ways to gain a competitive edge and offer superior value to its customers. Avient has compiled extensive data that enabled the OEM to shave weeks off the product development timeline and save nearly $50,000 in potential antimicrobial product protection testing fees. The resulting Smartbatch solution was developed specifically for the OEM’s patient mobility product, but was so effective that the OEM has plans to incorporate this technology into additional devices currently being developed.

Weighting Base Salary Weighting Annual Incentive Weighting Long- Term Incentive COMPENSATION DISCUSSION AND ANALYSIS Consolidated Company Adjusted Operating Income 60% Consolidated Company Revenue 25% Consolidated Company Working Capital as a Percentage of Sales 15% Corporate Annual Plan Weightings Adjusted Operating Income (Business Unit results) 40% Adjusted Operating Income (consolidated Company results) 20% Business Unit Revenue 25% Business Segment Working Capital as a Percentage of Sales 15% Business Unit Annual Plan Weightings COMPENSATION DISCUSSION AND ANALYSIS 2018 Corporate Plan (Patterson, Richardson, Garratt, Kunkle) Measure Weighting Threshold Target Maximum Results Payout % 2018 CAI Plan (Crist) Measure Weighting Threshold Target Maximum Results Payout % Long-Term Incentive.

Our policy is to conduct business in a manner that complies with regulatory and other requirements while warranting the safety and health of our associates, customers, contractors, suppliers, and the communities in which we operate.