Schuering Page 77 Appliance 5% Building & Construction 3% Wire & Cable Electrical & Electronics Consumer 21% Industrial 24% HealthCare 21% Transportation 17% 2011 Revenue: $1.0 Billion2011 Revenue: $1.0 Billion Key SuppliersKey Suppliers At a Glance Packaging 2.6% 3.0% 3.5% 4.0% 4.6% 5.6% 2006 2007 2008 2009 2010 2011 2015 Operating Income % of Sales ROICROIC Expanding ProfitsExpanding Profits 15.3% 18.4% 22.4% 30.0% 39.2% 48.6% 2006 2007 2008 2009 2010 2011 Target 6 – 7.5% Page 78 Value Proposition and Transformation Highlights Value Proposition • North America-based distributor with expanding global reach providing key plastic processors and market segments with best-in-class suppliers products, service and delivery with a commitment to develop value-added solutions to enhance customer profitability Transformation Highlights • Significant market share gains with key suppliers , > $5B Addressable Market • Significant market share gains with key suppliers � Proprietary PolyOne technology � Dow Corning • Improved sales mix and profitability by shifting to non-cyclical businesses like healthcare • Established presence in Brazil and Asia in 2011 Page 79 Key Differentiators • Product offering � Breadth and depth; industry leading suppliers • Sales and marketing capability • Customer service / logistics operations � Customer survey results – consistent best-in-class performance � Leading on-time delivery • Management team experience and stability • Lean Six Sigma � Solving our customers’ unmet needs Page 80 $102.8 $207.2 Healthcare Revenue • Strong market segmentation provides focused resourcing to accelerate growth • Expanding global reach meets Areas of Focus $66.0 $182.4 National Accounts Revenue • Expanding global reach meets customers’ needs and creates competitive differentiation • Selling skills & product application knowledge to target executives & engineers ($ millions) Page 81 Critical Imperatives • Invest in commercial resources to accelerate growth • Expand healthcare and key account revenues • Broaden geographic reach and develop new markets and channel partnerships Critical Imperatives and 2015 Goal channel partnerships • Continue to improve working capital efficiency and superior cash flow generation 2015 Goal • 6 - 7.5% return on sales Page 82 Page 83

公公公公 司司司司 更更更更 改改改改 名名名名 稱稱稱稱 證證證證 明明明明 書書書書 CERTIFICATE OF CHANGE OF NAME 本 人 謹 此 證 明 I hereby certify that POLYONE HONG KONG HOLDING LIMITED 已 藉 特 別 決 議 更 改 其 名 稱 ， 該 公 司 根 據 having by special resolution changed its name, is n ow incorporated under the 香 港 法 例 第 622 章《 公 司 條 例 》註 冊 的 名 稱 現 為 Companies Ordinance (Chapter 622 of the Laws of Hon g Kong) in the name of Avient Hong Kong Holding Limited 本 證 明 書 於 二二二二 ＯＯＯＯ 二二二二 一一一一 年 八八八八 月 二二二二 日 發 出 。

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

The CISO has a clear escalation path to senior management for cyber-related events. Vice President and General Manager - Americas Compounding and Performance Additives, Excel Polymers from March 2009 to November 2009. THIS PAGE IS NOT PART OF AVIENT’S FORM 10-K FILING THIS PAGE IS NOT PART OF POLYONE’S FORM 10-K FILINGTHIS PAGE IS NOT PART OF POLYONE’S FORM 10-K FILINGTHIS PAGE IS NOT PART OF AVIENT’S FORM 10-K FILING CORPORATE OFFICERS ASHISH K.

The spoon bowl is made in dark, vibrant colors, combined with the heat-sensitive additive, which causes the spoon bowl to turn clear when too hot.

Because the toothbrushes were molded in both clear and opaque resins, the team had to explore two different avenues—one that preserved clarity and one that retained opacity.

The problems arose where two clear resins were being blended at the press.

The sustainability goals were clear: conserve more material, reduce energy usage, and reduce plastic waste in the environment.

The sustainability goals were clear: conserve more material, reduce energy usage, and reduce plastic waste in the environment.

Making large, clear storage totes may seem like a simple enough business.