https://www.avient.com/knowledge-base/article/deep-black-shades-polyester-textiles
The challenge of achieving deep black shades
Avient’s deep black colorants for polyester spin-dyeing
Renol deep black
https://www.avient.com/news/new-geon-plenstar-series-telecommunication-cables-launched-iwcs
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New Geon™ Plenstar™ Series for Telecommunication Cables Launched at IWCS
The Geon brand has a long history of supplying vinyl solutions in the wire and cable industry,” said Jim Mattey, global marketing director, Performance Products and Solutions, at PolyOne.
PHOTO CAPTION: PolyOne introduces Geon™ Plenstar™ plenum series of telecommunications cable jacketing materials, which meet UL approvals and satisfy all flame and smoke requirements.
https://www.avient.com/sites/default/files/resources/PolyOne%25202012%2520Annual%2520Report.pdf
Newlin serves on the Board of Directors of Black Hills Corporation and Oshkosh Corporation.
Six Sigma
Master Black Belt, General Electric Company Plastics Business, March 2001 to December 2002.
For SARs
granted during 2011 and 2010, the option
pricing model used was the Black-Scholes
method.
https://www.avient.com/sites/default/files/resources/PolyOne%25202011%2520Annual%2520Report.pdf
PolyOne was formed on August 31, 2000 from the consolidation of The Geon
Company (Geon) and M.A.
Newlin serves on the Boards of Directors of
Black Hills Corporation and The Valspar Corporation.
For SARs granted during 2011 and 2010, the
option pricing model used was the Black-Scholes
method.
https://www.avient.com/resources/safety-data-sheets?page=6164
GEON JGK511L BLACK
GEON L7005 WHITE (PRICE ONLY)
GEON C7501 BLK 2999
https://www.avient.com/sites/default/files/resources/Investor%2520Day%2520-%2520May%25202012%2520-%2520Welcome%2520and%2520Introduction.pdf
Newlin
Page 6
Today’s Objectives
• Clear understanding of our mix
improvement strategy
• Instill confidence in PolyOne as a
growth companygrowth company
• Provide exposure and build relationships
with our exceptional management team
Unveiling of 2015 Performance Targets
Page 7
• Geon and M.A.
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
ra
ti
g
I
co
m
*
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
ra
ti
g
I
co
m
*
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?
https://www.avient.com/resources/safety-data-sheets?page=5
GEON B5500 BLACK P 2999
GEON B6500 BLK 2999
GEON B65C0 BLK 2999
https://www.avient.com/sites/default/files/resources/PolyOne%25202016%2520Annual%2520Report%2520Web.pdf
PolyOne was formed on August 31, 2000 from the consolidation of The Geon Company (Geon) and M.A.
Performance Products and Solutions is comprised of the Geon Performance Materials (Geon) and Producer
Services business units.
Six Sigma Master Black Belt, General Electric Company Plastics
Business from March 2001 to December 2002.
https://www.avient.com/sites/default/files/resources/PolyOne%25202013%2520Annual%2520Report.pdf
PolyOne was formed on August 31, 2000 from the consolidation of The Geon Company (Geon) and
M.A.
Six Sigma
Master Black Belt, General Electric Company Plastics Business, March 2001 to December 2002.
For
SARs granted during 2011, we used the
Black-Scholes method.
https://www.avient.com/resources/safety-data-sheets?page=5536
GEON B8000 YELLOW (PRICING)
GEON A8000 YELLOW (PRICING)
GEON BOLD L5500 LHB GRAY (Pricing)