SCRAP IS INEVITABLE • For a company producing 500,000 lbs of plastisol annually, a 2% scrap rate could equate to $15,000 or more in lost product. • Disposal of scrap plastisol is difficult and costly; you could ultimately pay more than $0.30 per pound to have your scrap converted into usable product.

Fahrenheitlaan 8 9207 HE Drachten The Netherlands +31(0) 58 216 7599 European Manufacturing Operations Fiber-Line International Unit 1B, Churnet Park, James Brindley Road Leek, Staffordshire, ST13 8YH Asia Pacific Operations & Sales Office Fiber-Line International Building 9, No. 8 Lanxiang road, Shimoxi Garden, Wujin Area Changzhou, Jiangsu, China, 213145 +86(0)519-8885 7566 MATERIALS MADE IN AMERICA BY AMERICAN COMPANIES Avient manufactures engineered fiber solutions for fiber optic cable manufacturing through its subsidiary Fiber-Line, LLC.

COMPANY CONTACT INFORMATION corporateregulatory@avient.com

On January 28, 2020, prior to the issuance of the additional shares, the Company provided guidance for adjusted EPS for the first quarter of 2020.

Page 93 2011 Highlights • Versus 2010, revenue growth of 9% drives 23% increase in adjusted operating income • Adjusted EPS expands 29% to all-time high of $1.02 Net Sales Adjusted Operating $1.02 Adjusted EPS $2,622 $2,643 $2,739 $2,061 $2,622 $2,864 Net Sales $88 $87 $72 $59 $147 $181 Adjusted Operating Income $0.12 $0.27 $0.21 $0.13 $0.79 $1.02 ($ millions) ($ millions) Page 94 2011 Highlights • Each platform contributed to our year over year operating income growth • Record OI achieved in Specialty and POD • Ten quarters of double-digit adjusted EPS expansion POD PP&SSpecialty Platform ROS%* 0.6% 1.5% 3.2% 4.3% 5.3% 8.4% 8.0% 2.9% 2.6% 3.0% 3.5% 4.0% 4.6% 5.6% 6.7% 5.5% 6.1% 3.1% 5.0% 7.0% 7.2% $20 $19 $22 $28 $25 $42 $56 O p e ra ti n g I n co m e POD $76 $64 $66 $31 $33 $54 $62 O p e ra ti n g In co m e PP&S $5 $13 $31 $46 $46 $87 $89 O p e ra ti n g I n co m e Specialty Platform *ROS% is defined as adjusted operating income % of revenue ($ millions) Page 95 2011 Highlights • Continued portfolio repositioning � Sale of SunBelt equity investment � Acquisition of specialty companies ColorMatrix and Uniplen • World-class working capital of 9.6% maintained while improving on-time delivery to 94%improving on-time delivery to 94% 81% 87% 88% 95% 93% 92% 94% 2005 2006 2007 2008 2009 2010 2011 14.3% 16.2% 14.4% 18.9% 11.7% 9.6% 9.6% 2005 2006 2007 2008 2009 2010 2011 On-Time Delivery Working Capital % of Sales Page 96 First Quarter 2012 Highlights • Revenues increased 9% over Q1 2011 to a new quarterly record • Adjusted EPS increased 12% $0.26 $0.29 Q1 2011 Q1 2012 Adjusted EPS • Adjusted EPS increased 12% over prior year • All platforms delivered double-digit operating income growth Q1 2011 Q1 2012 $25.2 $14.7 $29.1 $17.8 $16.7 Specialty PP&S POD Q1 2011 Q1 2012 Adjusted Operating Income $14.3 ($ millions) Page 97 • Total Debt at 3/31/12 Less: Cash Net Debt • Available Liquidity $706 186 $520 $300 $360 $250 $300 $350 $400 $450 Debt Maturities As of March 31, 2012 ($ millions) Debt Maturities & Liquidity Summary – 3/31/12 • Available Liquidity Cash ABL Availability Total Liquidity • Net Debt / EBITDA* = 1.9x $186 156 $342 *Adjusted EBITDA TTM Pro forma for ColorMatrix $50 $300 $0 $50 $100 $150 $200 $250 2015 2017 2020 Page 98 • Repurchased 6 million shares in 2011 Share Share RepurchaseRepurchase • Introduced a quarterly dividend in Q1 2011 and increased in Q1 DividendsDividends • Expanding our sales, marketing, and technical capabilities is top Organic Organic GrowthGrowth • Targets that expand our: • Specialty offering • End market presence AcquisitionsAcquisitions Use of Cash Current Cash Balance = $186M Net Debt / EBITDA* = 1.9X • 7.9 million shares remain available for repurchase under the current authorization increased in Q1 2012 • Objective of maintaining and growing capabilities is top priority • Investing in operational and LSS initiatives • CAPEX • End market presence • Geographic footprint • Synergy opportunities • Adjacent material solutions *Adjusted EBITDA TTM Pro forma for ColorMatrix Page 99 Page 100

It is the responsibility of each person at Avient to ensure that all operations in the company are carried out in accordance with this policy.

• PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. V I S I O N PolyOne Corporation 4 To be the world’s premier provider of specialized polymer materials, services and solutions C O R E V A L U E S P E R S O N A L V A L U E S Honesty IntegrityRespect Operational Excellence Commercial Excellence Specialization Globalization Collaboration ExcellenceInnovation To be the world’s premier provider of specialized polymer materials, services and solutions S A F E T Y F I R S T PolyOne Corporation 5 Injuries per 100 Workers Spartech Acquisition 1.3 1.1 1.1 0.85 0.65 0.57 0.54 0.97 0.84 0.74 0.74 0.69 0.51 0.56 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 C O M M O D I T Y T O S P E C I A L T Y T R A N S F O R M A T I O N PolyOne Corporation 6 • Volume driven, commodity production • Heavily tied to cyclical end markets • Performance largely dependent on non- controlling joint ventures • Shift to value-based selling & an innovative culture • New leadership team appointed • Implementation of four pillar strategy • Investment in commercial training and innovation • Faster growing, high margin focus • Accelerated growth with world class vitality index • Significant commercial resource additions • Expanded margins with specialty focus • Acquired strategic, bolt-on companies to expand technology offerings and improve geographic breadth Volume Value Transformation The Future 2006 - 2013 2013 – 20192000-2005 2006 - 2013 • Landmark portfolio transformation creates specialty growth company • Sustainability / mega- trends drive above market growth 2020 and Beyond PolyOne Corporation 7 P O L Y O N E 2 0 1 9 R E V E N U E | $ 2 . 9 B I L L I O N Segment End Market Geography Transportation 15% Healthcare 15% Industrial 14% Packaging 13% Consumer 12% Wire & Cable 11% Building & Construction 6% Electrical & Electronics 6% Textiles 5% Appliance 3% Color Additives & Inks 34% Distribution 41% Specialty Engineered Materials 25% United States 54% Europe 19% Asia 11% Latin America 11% Canada 5% P R O O F O F P E RFO RMAN CE C O N S E C U T I V E Y E A R S 10 A D J U S T E D E P S E X P A N S I O N PolyOne Corporation 8 $1.69 $1.51 S U S T A I N A B L E P A T H T O D O U B L E - D I G I T E P S G R O W T H PolyOne Corporation 9 P E O P L E P R O D U C T S P L A N E T P E R F O R M A N C E Double digit annual EPS growth Expand specialty portfolio with strategic acquisitions Innovate and develop new technologies and services Repurchase 600K-1M shares annually Increase commercial resources 5-7% annually Double acquired company margins Enhance efficiencies through Lean Six Sigma and commercial excellence 531 710 1,042 130 164 208 504 663 880 2014 2018 2019E PF* R&D / Technical Marketing Sales PolyOne Corporation 10 + 34% + 26% + 32% E X P A N S I O N O F COMMERCIAL RESOURCES D R I V I N G G R O W T H $2.9 $2.9 $3.5 2015 2016 2017 2018 2019E PF Total + 9% Organic + 5% Revenue in Billions Total + 10% Organic + 7%+ 47% + 27% + 33% $4.0 $3.2 2019E PF* * 2019E Pro Forma for PP&S Divestiture and Clariant Masterbatch business Lead Specialists T H E E V O L V I N G C U S T O M E R R E L A T I O N S H I P PolyOne Corporation 11 Expanded Path Traditional Path Strategic Accounts/ Field Sales Business Development Customer Service Web and Social Media Inside Sales PolyOne Corporation 12 Investments in digital and dedicated inside sales to improve customer experience 110% increase in leads (from 6,000 to 12,700) driven by website, phone, and online chat EXPANDED PATH A D D I N G C U S T O M E R T O U C H P O I N T S 4 33 2014 2019 Inside sellers $11M $87M 2014 2019 Inside sales/digital revenue A L I G N I N G W I T H T R E N D S F O R G R O W T H T R A N S P O R T A T I O N P A C K A G I N G H E A L T H C A R E C O N S U M E R PolyOne Corporation 13 Facilitate alternative energy solutions Light- weighting Reduce packaging materials Improve recyclability Reduce spread of infection R E V E N U E F R O M S U S T A I N A B L E S O L U T I O N S PolyOne Corporation 14 2016 2017 2018 2019 Lightweighting Reduced Material Requirements Improved Recyclability Renewable Energy Applications Eco-conscious Bio-derived Content Reduced Energy Use VOC Reduction $275M $325M $355M $410M 14% Total Annual Growth 9% Organic Annual Growth I N N O V A T I O N PolyOne Corporation 15 Customization 55% M&A 30% Innovation Pipeline 15% Innovation comes from Research & Development Spend ($ millions) Vitality Index % of sales from products launched last 5 years 12% 37% 2006 2019 $20 $51 2006 2019 Transformational Opportunity for Growth Through M&A Adjacent Opportunity for Growth Through New Product Pipeline Core Customization 3 H O R I Z O N S O F D E V E L O P M E N T PolyOne Corporation 16 Incremental development from existing base of technology New development adjacent to current technology New technology development outside of and with our current base Service adjacent markets and customers Create new markets, target new customer needs Service existing markets and customers Market Technical I N N O V A T I O N Non-Halogen Flame Retardants Barrier Technologies Fiber Colorants Advanced Composites Thermoplastic Elastomers Gordon Composites/ Polystrand – Composites GLS – Thermoplastic Elastomers ColorMatrix – Liquid Color & Additives PlastiComp Fiber-Line I N N O V A T I O N S P O T L I G H T : C O M P O S I T E S PolyOne Corporation 17 C O M P O S I T E M A T E R I A L S Glass Carbon Aramid Thermosets Thermoplastics PolymersFibers PolyOne Corporation 18 Focused End Markets • Wire & Cable / Electrical • Consumer • Transportation • Industrial C O M P O S I T E S P O R T F O L I O D I V E R S E C A P A B I L I T I E S A N D S O L U T I O N S S E R V I N G M A N U F A C T U R E R S A N D O E M S PolyOne Corporation 19 LFT Tapes Laminates/Panels Shapes Pultrusion Engineered Fibers P O L Y O N E A P P L I C A T I O N S I N F I B E R O P T I C C A B L E S PolyOne Corporation 20 1.

PEDOMAN PERILAKU | 21 DAFTAR ISI PERKENALAN PEDOMAN PERILAKU KITA MENGHORMATI SEMUA ORANG KEJUJURAN DI TEMPAT KERJA INTEGRITAS DALAM BISNIS KITA TANGGUNG JAWAB SOSIAL PERUSAHAAN SUMBER DAYA https://www.avient.com/company/policies-and-governance/global-policy-anti-bribery-and-anti-corruption https://www.avient.com/company/policies-and-governance/global-policy-anti-bribery-and-anti-corruption Agen dan Konsultan Kita harus memastikan bahwa agen, konsultan, dan perwakilan lain yang bertindak atas nama Avient tidak menawarkan atau menerima suap atau balas jasa ataupun terlibat dalam perilaku ilegal atau tidak etis lainnya. PEDOMAN PERILAKU | 27 DAFTAR ISI PERKENALAN PEDOMAN PERILAKU KITA MENGHORMATI SEMUA ORANG KEJUJURAN DI TEMPAT KERJA INTEGRITAS DALAM BISNIS KITA TANGGUNG JAWAB SOSIAL PERUSAHAAN SUMBER DAYA mailto:https://www.avient.com/company/sustainability/sustainability-report? subject= http://Avient.com/sustainability https://www.avient.com/company/sustainability/sustainability-report/products/no-surprises-pledge-0 https://www.avient.com/company/sustainability/sustainability-report/products/no-surprises-pledge-0 T&J T: Supervisor saya meminta saya untuk mengikuti prosedur pembuangan limbah baru, tetapi saya tidak yakin apakah prosedur itu aman atau bahkan sah.

 Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to:  The final amount of charges resulting from the planned North American asset realignment and the Company’s ability to realize anticipated savings and operational benefits from the asset realignment;  Our ability to achieve the strategic and other objectives relating to the acquisition of Spartech Corporation, including any expected synergies;  Our ability to successfully integrate Spartech and achieve the expected results of the acquisition, including, without limitation, the acquisition being accretive;  Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and cost of credit in the future;  The financial condition of our customers, including the ability of customers (especially those that may be highly leveraged and those with inadequate liquidity) to maintain their credit availability;  The speed and extent of an economic recovery, including the recovery of the housing market;  Our ability to achieve new business gains;  The effect on foreign operations of currency fluctuations, tariffs, and other political, economic and regulatory risks;  Changes in polymer consumption growth rates in the markets where we conduct business;  Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online;  Fluctuations in raw material prices, quality and supply and in energy prices and supply;  Production outages or material costs associated with scheduled or unscheduled maintenance programs;  Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters;  An inability to achieve or delays in achieving or achievement of less than the anticipated financial benefit from initiatives related to working capital reductions, cost reductions, employee productivity goals, and an inability to raise or sustain prices for products or services;  An inability to raise or sustain prices for products or services;  An inability to maintain appropriate relations with unions and employees;  The inability to achieve expected results from our acquisition activities;  Our ability to continue to pay cash dividends;  The amount and timing of repurchases of our common shares, if any; and  Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation.  The above list of factors is not exhaustive.  We undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise. In certain cases throughout this presentation.  PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. PolyOne Corporation Page 4 PolyOne Commodity to Specialty Transformation • Volume driven, commodity producer • Heavily tied to cyclical end markets • Performance largely dependent on non- controlling joint ventures 2000-2005 2006 - 2009 2010 – 2014 2015 and beyond • Steve Newlin appointed, Chairman, President and CEO • New leadership team appointed • Implementation of four pillar strategy • Focus on value based selling, investment in commercial resources and innovation to drive transformation • Substantial EPS growth from $0.13 to all-time high of $1.80 • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Specialty mix expands to 65% of Operating Income – strongest mix of earnings in history • Accelerating growth • Deliver consistent double digit annual EPS growth • Maintain >35% vitality index • Pursue strategic acquisitions that expand specialty offerings and geographic breadth • Invest and grow current and next generation talent PolyOne Corporation Page 5 Appliances 5% Building & Construction 12% Consumer 10% Electrical & Electronics 5% Healthcare 11% Industrial 14% Packaging 14% Transportation 20% Wire & Cable 9% Distribution 28% PP&S 20% Specialty 52% United States 69% Europe 13% Canada 7% Asia 6% Latin America 5% 2014 Revenues: $3.8 Billion End Markets 2014 Revenues: $3.8 Billion PolyOne At A Glance $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 $1.80 2006 2007 2008 2009 2010 2011 2012 2013 2014 Adjusted EPS PolyOne Corporation Page 6 Old PolyOne *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 65% 66% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 YTD 2015 2020 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 80%+ Specialty OI $5M $46M $87M $195M $242M $183M Mix Shift Highlights Specialty Transformation Transformation 2020 Platinum Vision Platinum Vision PolyOne Corporation Page 7 Confirmation of Our Strategy Specialization Globalization Operational Excellence Commercial Excellence Driven by our core values of Collaboration, Innovation and Excellence, we are the world’s premier provider of specialized polymer materials, services and solutions PolyOne Corporation Page 8 2006 YTD 2015 2020 “Where we were” “Where we are” Platinum Vision 1) Operating Income % Specialty: Global Color, Additives & Inks 1.7% 17.2% 20%+ Global Specialty Engineered Materials 1.1% 15.1% 20%+ Designed Structures & Solutions 1.4% (2012) 3.5% 12 – 14% Performance Products & Solutions 5.5% 8.1% 10 – 12% Distribution 2.6% 6.6% 6.5 – 7.5% 2) Specialty Platform % of Operating Income 6.0% 66% 80%+ 3) ROIC 5.0% 11.9% 15% 4) Adjusted EPS Growth N/A 24 Consecutive Quarters of YOY EPS Growth Double Digit Expansion Proof of Performance & 2020 Goals PolyOne Corporation Page 9 Innovation Drives Earnings Growth *Percentage of Specialty Platform revenue from products introduced in last five years $20 $52 2006 TTM Research & Development Spending ($ millions) Specialty Platform Vitality Index Progression* 14% 28% 2006 TTM Specialty Platform Gross Margin % 12% 43% 2006 TTM Specialty Vitality Index Target ≥ 35% TTM 9/30/15 TTM 9/30/15 TTM 9/30/15 PolyOne Corporation Page 10 Innovation Pipeline Potential Prototype Frame Opportunity Scale-up & Test Market Build Business Case Commercial Launch Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 12 4 9 6 1 6 3 7 4 5 6 1 1 7 2 Breakthrough Platform Derivative Number of Projects 12 10 23 19 10 74 Specialty Addressable Market ($ millions) - - $1,150 $1,000 $250 $2,400 PolyOne Corporation Page 11 Lightweighting with Advanced Composites Increasing Healthcare Penetration Innovation Initiatives Expansion in Consumer Markets New Market Development $$$ $$ $ High Temperature Polymers PolyOne Corporation Page 12 Design and Service as a Differentiator Right Material & Color Desired Product Design Appropriate Manufacturing Process Delivering Concept to Commercialization Connecting the Dots with iQ Design Labs and InVisiO Color Design PolyOne Corporation Page 13 Customer First Through World-Class Service Strengthening relationships through:  Providing LSS services to small/medium sized customers • Supporting customers who lack their own formal process improvement initiatives  Providing training in Customer Centric Selling Skills with customers’ sales force PolyOne Corporation Page 14 60% 97% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 Q3 2015 Pension Funding** As of September 30, 2015 Debt Maturities & Pension Funding Net Debt / Adjusted EBITDA** = 2.1x $49 $121 $317 $600 $400 $0 $100 $200 $300 $400 $500 $600 $700 $800 2015 2018 2020 2023 Debt Maturities As of September 30, 2015 ($ millions) Coupon Rate: 7.500% Variable* 7.375% 5.250% ** includes US-qualified pension plans only *Weighted average rate on revolver was 2.49% as of 9/30/15 **TTM 9/30/2015 PolyOne Corporation Page 15 Free Cash Flow and Strong Balance Sheet Fund Investment / Shareholder Return  Expanding our sales, marketing, and technical capabilities  Investing in operational and LSS initiatives  ~75% of capital expenditures fund growth initiatives Organic Growth Acquisitions Share Repurchases Dividends $0.16 $0.20 $0.32 $0.40 $0.48 $0.10 $0.20 $0.30 $0.40 $0.50 2011 2012 2013 2014 2015 2016 Annual Dividend  Targets that expand our: • Specialty offerings • End market presence • Geographic breadth  Synergy opportunities  Adjacent material solutions  Repurchased nearly 2.4 million shares in Q3 2015  Repurchased 14.8 million shares since early 2013  5.2 million shares are available for repurchase under the current authorization $0.24 PolyOne Corporation Page 16 The New PolyOne: A Specialty Growth Company Why Invest In PolyOne?

 Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to:  The final amount of charges resulting from the planned North American asset realignment and the Company’s ability to realize anticipated savings and operational benefits from the asset realignment;  Our ability to achieve the strategic and other objectives relating to the acquisition of Spartech Corporation, including any expected synergies;  Our ability to successfully integrate Spartech and achieve the expected results of the acquisition, including, without limitation, the acquisition being accretive;  Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and cost of credit in the future;  The financial condition of our customers, including the ability of customers (especially those that may be highly leveraged and those with inadequate liquidity) to maintain their credit availability;  The speed and extent of an economic recovery, including the recovery of the housing market;  Our ability to achieve new business gains;  The effect on foreign operations of currency fluctuations, tariffs, and other political, economic and regulatory risks;  Changes in polymer consumption growth rates in the markets where we conduct business;  Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online;  Fluctuations in raw material prices, quality and supply and in energy prices and supply;  Production outages or material costs associated with scheduled or unscheduled maintenance programs;  Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters;  An inability to achieve or delays in achieving or achievement of less than the anticipated financial benefit from initiatives related to working capital reductions, cost reductions, employee productivity goals, and an inability to raise or sustain prices for products or services;  An inability to raise or sustain prices for products or services;  An inability to maintain appropriate relations with unions and employees;  The inability to achieve expected results from our acquisition activities;  Our ability to continue to pay cash dividends;  The amount and timing of repurchases of our common shares, if any; and  Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation.  The above list of factors is not exhaustive.  We undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise. In certain cases throughout this presentation.  PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. S&P 500 PolyOne Corporation Page 9 2006 Q1 2015 2020 “Where we were” “Where we are” Platinum Vision 1) Operating Income % Specialty: Global Color, Additives & Inks 1.7% 16.2% 20%+ Global Specialty Engineered Materials 1.1% 16.3% 20%+ Designed Structures & Solutions 1.4% (2012) 2.7% 12 – 14% Performance Products & Solutions 5.5% 6.5% 10 – 12% Distribution 2.6% 5.9% 6.5 – 7.5% 2) Specialty Platform % of Operating Income 6.0% 69% 80%+ 3) ROIC 5.0% 11.4% 15% 4) Adjusted EPS Growth N/A 22 Consecutive Quarters of EPS Growth Double Digit Expansion Proof of Performance & 2020 Goals PolyOne Corporation Page 10 Platinum Vision: Pathway to Accelerated Growth Organic Sales Growth Margin Expansion Share Repurchases Acquisitions PolyOne Corporation Page 11 Innovation Drives Earnings Growth *Percentage of Specialty Platform revenue from products introduced in last five years $20 $53 2006 2014 Research & Development Spending ($ millions) Specialty Platform Vitality Index Progression* 14% 27% 2006 2014 Specialty Platform Gross Margin % 20% 44% 2006 2014 Specialty Vitality Index Target ≥ 35% PolyOne Corporation Page 12 Megatrends Aligned with Key End Markets Decreasing Dependence on Fossil Fuels Protecting the Environment Improving Health and Wellness Megatrend End Markets Globalizing and Localizing Health & Wellness Transportation Packaging Consumer PolyOne Corporation Page 13 Prototype Frame Opportunity Scale-up & Test Market Build Business Case Commercial Launch Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 6 9 7 3 5 12 5 3 2 8 4 2 4 3 1 Breakthrough Platform Derivative A Rich Pipeline of Opportunity Number of Projects 14 8 18 12 22 74 Addressable Market ($ millions) $700 $600 $600 $1,900 PolyOne Corporation Page 14 60% 98% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 Q1 2015 Pension Funding** As of March 31, 2015 Debt Maturities & Pension Funding Net Debt / EBITDA* = 2.1x $49 $317 $600 $0 $100 $200 $300 $400 $500 $600 $700 $800 2015 2020 2023 Debt Maturities As of March 31, 2015 ($ millions) Coupon Rate: 7.500% 7.375% 5.250% ** includes US-qualified pension plans only *TTM 3/31/2015 PolyOne Corporation Page 15 Free Cash Flow and Strong Balance Sheet Fund Investment / Shareholder Return  Expanding our sales, marketing, and technical capabilities  Investing in operational and LSS initiatives  ~75% of capital expenditures fund growth initiatives Organic Growth Acquisitions Share Repurchases Dividends $0.16 $0.20 $0.24 $0.32 $0.40 $0.10 $0.20 $0.30 $0.40 $0.50 2011 2012 2013 2014 2015 Annual Dividend  Targets that expand our: • Specialty offerings • End market presence • Geographic breadth  Synergy opportunities  Adjacent material solutions  Repurchased over 500k shares in Q1 2015  Repurchased 11.8 million shares since early 2013  8.2 million shares are available for repurchase under the current authorization PolyOne Corporation Page 16 PolyOne Core Values Innovation Collaboration Excellence PolyOne Corporation Page 17 The New PolyOne: A Specialty Growth Company Why Invest In PolyOne?