Further, the lower let-down ratio represented a 30% cost savings per year.

For over 25 years, FIBER-LINE® has provided science- driven expertise that improves the performance and the end-use processing of high performance fibers.

BASE RESIN ABS Drying Temperature 80–90°C Drying Time 2–3 Hours Barrel Temperatures °C Rear Zone 180–210 Center Zone 190–220 Front Zone 200–230 Nozzle 210–240 Mold Temperature 50–80 Screw Speed Moderate Back Pressure 3–10 bar Cushion 5–15 mm Injection Speed Low to medium Injection Pressure Moderate to high Holding Pressure 10–30% of injection pressure Screw Type General purpose Screw L/D 20:1 Screw Compression Ratio 2.0:1–2.5:1 Non-return Check Valve Free flow check ring Nozzle Type Reverse taper Barrel Capacity 30–80% of barrel should be used STARTUP & SHUTDOWN RECOMMENDATIONS Purge Compound 2–3 melt flow PP or purging compound.

GETTING STARTED TIMING IS THE KEY TO A RUNNING COLOR CHANGE Hand Blend • Have the purge blend ready to load • If hopper contains a mixture of resin, color and/ or regrind, it should be run dry or drained before beginning the color change, keeping the screw full so press cycle continues • Run the main resin hopper dry or shut off hopper to hand feed at the throat • Once press is clean, slide hopper in place and proceed with next color-resin blend • The next color can be added while Cesa Clean is still in the barrel • When splay is no longer visible in parts, reset shot size, parts should be ready to pack (Single) Volumetric/Gravimetric Metering Unit at the Throat • Empty and clean feeder while press continues to run • Add Cesa Clean to the feeder color hopper and calibrate to a 3.0% use rate • When press is clean, start next color • When splay is no longer visible in parts, reset shot • Note: If an open/unused secondary feeder is installed, use it for the Cesa Clean concentrate Central Blending Unit • Thoroughly clean unit while continuing to mold parts, keeping a resin feed to the press • Using a clean open hopper or regrind hopper, add the Cesa Clean concentrate • Set blender for additive/color to 3.0% • Once press is clean, drain hopper and/or central blending unit while continuing to mold parts • Begin new color and continue to mold parts • When splay is no longer visible in parts, reset shot Process Adjustments That Can Help • Increase back pressure • Increase screw speed • Increase injection speed (in some tools maximum injection speed can facilitate cleaning) • Reduce mold close time (faster cycle) • Always remember a stock temperature of 400°F is essential When press and tool are clean, return all settings to standard production process profile.

Sincerely, Brett Warland Director of Process Improvement PolyOne Corporate PolyOne Quality Survey Standard Response 2015 12 09 Source: Corporate Quality Page: 2 of 14 Table of Contents 1.0 POLYONE CORPORATE: OVERVIEW ................................................................................................................................... 3 2.0 MANAGEMENT SYSTEM REGISTRATIONS .......................................................................................................................... 3 3.0 AUDIT ................................................................................................................................................................................ 3 4.0 MANAGEMENT RESPONSIBILITY ........................................................................................................................................ 4 5.0 QUALITY OVERVIEW .......................................................................................................................................................... 5 5.1 QUALITY MANAGEMENT SYSTEM ................................................................................................................................................. 7 5.2 SUPPLIER MANAGEMENT ............................................................................................................................................................ 7 5.3 DELIVERY ................................................................................................................................................................................. 8 5.4 SYSTEMS, POLICIES, AND PRACTICES .............................................................................................................................................. 9 5.5 RESPONSIVENESS ....................................................................................................................................................................... 9 5.6 TECHNOLOGY.......................................................................................................................................................................... 10 6.0 INFORMATION TECHNOLOGY DISASTER RECOVERY PRACTICES....................................................................................... 11 7.0 ENVIRONMENTAL MANAGEMENT SYSTEM / ISO 14001 .................................................................................................. 14 8.0 CREDIT REFERENCES ........................................................................................................................................................ 14 9.0 SUSTAINABILITY AND NO SURPRISES PLEDGE .................................................................................................................. 14 PolyOne Quality Survey Standard Response 2015 12 09 Source: Corporate Quality Page: 3 of 14 1.0 PolyOne Corporate: Overview • To view the PolyOne Executive Leadership Team and the PolyOne Business Leadership, please visit the following URL: http://www.polyone.com/company/about-us/company-officers Corporate Department of Continuous Improvement (Quality Department) Brett Warland Director of Process Improvement 440-930-3318 Jake Kucbel Corporate Quality Engineer 440-930-1557 SIC / NAICS Codes and Descriptions for PolyOne Businesses 3087 325991 Customer compounding of purchased resins 2821 325211 Plastic material and resin manufacturing 2851 325510 Paint and coating manufacturing (Specialty Coatings) 5162 422610 Plastic materials wholesalers (POD) 326199 Composites (Glasforms) DUNS# 84-508-2861 PolyOne Corporate at PolyOne Center Federal ID# 34-1730488 • Company Longevity: As PolyOne, since 9/1/2000. Predecessors MA Hanna and The Geon Company, over 100 years. 2.0 Management System Registrations For more information regarding our Management System certifications, please refer to our website at http://www.polyone.com/company/sustainability/environmental/global-iso-certificate-library 3.0 Audit PolyOne is open to permitting an audit of PolyOne facilities, subject to: • Advanced notice of minimum thirty (30) days, or as otherwise specified by individual facility’s audit governance

The Environmental Protection Agency (EPA) suggests that over the past 50 years, carbon emissions have increased by 90%.

Scenario analysis No, but we anticipate using qualitative and/or quantitative analysis in the next two years https://6fefcbb86e61af1b2fc4-c70d8ead6ced550b4d987d7c03fcdd1d.ssl.cf3.rackcdn.com/cms/guidance_docs/pdfs/000/002/290/original/2020_CC_General_and_Sectors_weightings_V2_FINAL.pdf?

For over 25 years, FIBER-LINE® has provided science- driven expertise that improves the performance and the end-use processing of high performance fibers.

Kedrowski Page 38 Operational Excellence • Operational Excellence is a never-ending quest for improvement in response to the voice of our customers and shareholders • It is all about strengthening our capabilities to deliver value flawlessly to our customers deliver value flawlessly to our customers • It challenges us to enhance our productivity, profitability, and efficiency in all phases of our business, from safety to quality to waste elimination to environmental stewardship Page 39 Lean Six Sigma Initiative • In 2009, Lean Six Sigma was launched to improve execution skills across all businesses, functions, and global regions • A company-wide diagnostic was conducted, resulting in identification of six conducted, resulting in identification of six strategic improvement platforms • Financial targets were estimated, resources identified and trained results delivered , Page 40 PolyOne OSHA Recordable Incidence Rate 4 5 6 5.1 Safety Performance *Rubber And Plastics Manufacturing Industry (2010 Bureau of Labor Statistics). 0 1 2 3 2005 2006 2007 2008 2009 2010 2011 Industry Average 1.4 1.3 1.1 1.1 0.85 0.65 0.57 Page 41 • Exemplary on-time delivery • Best-in-class working capital % of sales 81% 87% 88% 95% 93% 92% 94% 2005 2006 2007 2008 2009 2010 2011 On-Time Delivery* Lean Six Sigma Delivering Results • Approximately $200M in cash driven by working capital improvements 16.2% 14.4% 18.9% 11.7% 9.6% 9.6% 2006 2007 2008 2009 2010 2011 WC % of Sales 2005 2006 2007 2008 2009 2010 2011 *As measured to customer request date Page 42 40.0% Percent of Associates Trained in LSS World’s Best Start-up Program in 2009* World’s Best Business Process Excellence Program in 2012* Award-Winning Lean Six Sigma Program *Both awards received from International Quality and Productivity Center 16.5% 40.0% 2009 2011 Page 43 • Globally leverage strategic supplier management best practices • Implement world class demand management processes Critical Imperatives • Improve operational reliability and efficiencies • Optimize global freight management Drive 50 – 100 basis points of gross margin expansion per year Page 44 Page 45

Scenario analysis No, but we anticipate using qualitative and/or quantitative analysis in the next two years https://6fefcbb86e61af1b2fc4-c70d8ead6ced550b4d987d7c03fcdd1d.ssl.cf3.rackcdn.com/cms/guidance_docs/pdfs/000/002/503/original/CDP-Climate-Change-Categories-Weightings.pdf?