INHALER ROLL BRAND P P I N H A L E R R O L L C A P • Provide green glow-in-the-dark effect colorants • Offer good glowing performance but with a low dosage • Meet a short delivery lead-time and cost-effective solution • Met customer’s glowing effect requirement of more than 8 hours with a 2% dosage • Offered strong product innovation ability to support customer’s product differentiation with special effects • Provided a short lead time and cost- effectiveness with local production OnColor Lux Colorants KEY REQUIREMENTS WHY AVIENT? https://www.avient.com/products/polymer-additives/visual-enhancement-effects/oncolor-lux-colorants Slide 1: inhaler roll Brand

GLOBAL FITNESS BRAND R E S I S T A N C E B A N D • Soft material (25-30 Shore A durometer) • Grippy feel • Good colorability • Compatible with injection molding • Developed a custom-made TPE with excellent rebound resilience, even after 45,000 stretches • Replaced thermoset rubber with a recyclable material • Supported higher production efficiency to reduce total cost Versaflex Thermoplastic Elastomers KEY REQUIREMENTS WHY AVIENT? https://www.avient.com/products/thermoplastic-elastomers/versaflex-thermoplastic-elastomers Slide 1: Global fitness brand

A cornerstone of our sustainability strategy at Avient is to use material science and our design expertise to enable our customers’ sustainability goals,” explains Jan Sültemeyer, Global Innovation and Sustainability Manager at Avient. Media contacts: Virginia Wieser  Senior Manager, Corporate Communications, Brand & Reputation  tel.: +43 1 22 400 772 (Vienna, Austria)  media@borealisgroup.com 

Ripple is responsible for developing and leading the company’s global sustainability strategy.

Ripple is responsible for developing and leading the company’s global sustainability strategy.

He is responsible for developing and executing Avient's long-term innovation strategy for new and emerging products and technology platforms, at the intersection of high growth markets and secular trends.

Ripple is responsible for developing and leading the company’s global sustainability strategy.

Johnson is responsible for Avient’s global tax strategy, processes and administration to support the operational and legal requirements of the company, while working collaboratively with Avient’s Corporate Finance and Treasury departments to ensure consistent communication on transactional and tax planning matters.

AUTOMOTIVE MOLDER TIER 1 E L E C T R O N I C C A R D R E A D E R P A R T F O R M U L T I M E D I A H U B • Aluminum replacement • Good mechanical properties • PP with 40% Long Glass Fiber • Meet the strict automotive OEM specification • Designed a material solution to obtain all critical mechanical criteria and supply the OEM in a short timeframe • Delivered tailored strategy while offering global reach OnForce Long Fiber Reinforced Thermoplastic Formulations KEY REQUIREMENTS WHY AVIENT?

Use of Non-GAAP Measures Page 3 PolyOne Commodity to Specialty Transformation Page 4 • Continue specialty transformation • Targeting $2.50 Adjusted EPS by 2015, nearly double 2013 EPS • Drive double digit operating income and adjusted EPS growth • 17 consecutive quarters of double- digit adjusted EPS growth • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Established aggressive 2015 targets • 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 • Volume driven, commodity producer • Heavily tied to cyclical end markets • Performance largely dependent on non- controlling joint ventures 2000-2005 2006 - 2009 2010 – 2013 2014 and beyond -150.00% -50.00% 50.00% 150.00% 250.00% 350.00% PolyOne S&P 500 Russell 2000 Dow Jones Chemical All time high of $38.38 March 7th, 2014 • 17 consecutive quarters of double digit EPS growth • 49% CAGR adjusted EPS expansion 2006-2013 • 2013 stock price increased 73% versus 30% growth in the S&P • More than seven fold increase in market cap: $0.5b $3.6b Strategy and Execution Drive Results Page 5 Appliance 4% Building & Construction 13% Wire & Cable 9% Electrical & Electronics 5% Consumer 10%Packaging 16% Industrial 12% HealthCare 11% Transportation 18% Misc. 2% United States 66% Europe 14% Canada 7% Asia 6% Latin America 7% PP&S Specialty 53% Distribution 27% 0.12 0.27 0.21 0.13 0.68 0.82 1.00 1.31 2.50 $0.00 $0.25 $0.50 $0.75 $1.00 $1.25 $1.50 $1.75 $2.00 $2.25 $2.50 2006 2007 2008 2009 2010 2011 2012 2013 2015 Target Ad ju st ed E ar ni ng s P er S ha re 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion EPS Page 6 PolyOne At A Glance Old PolyOne Transformation *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 65- 75% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2015 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty Specialty OI $5M $46M $87M $195M Target Mix Shift Highlights Specialty Transformation 2015 Target Page 7 2006 2013 2015 “Where we were” “Where we are” Target 1) Operating Income % Specialty: Global Color, Additives & Inks 1.7% 12.2% 12 – 16% Global Specialty Engineered Materials 1.1% 9.3% 12 – 16% Designed Structures & Solutions -- 5.6% 8 – 10% Performance Products & Solutions 5.4% 7.2% 9 – 12% Distribution 2.6% 5.9% 6 – 7.5% 2) Specialty Platform % of Operating Income 6.0% 62% 65 – 75% 3) ROIC* (after-tax) 5.0% 9.1% 15% 4) Adjusted EPS Growth N/A 31% Double Digit Expansion Proof of Performance & 2015 Goals *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 8 Bridge To $2.50 Adjusted EPS By 2015 2015 EPS: $2.50 2013 EPS: $1.31 Mid single digit revenue CAGR Page 9 Mergers & Acquisitions Spartech accretion Incremental share buybacks Ongoing LSS Programs (50-100 bps/yr) Accelerated Innovation & Mix Improvement Innovation Drives Earnings Growth $20.3 $52.3 2006 2013 Research & Development Spending ($ millions) Specialty Platform Vitality Index Progression* *Percentage of Specialty Platform revenue from products introduced in last five years Page 10 14.3% 30.7% 2006 2013 Specialty Platform Gross Margin % 19.5% 43.0% 2006 2013 Healthcare Consumer Packaging and Additive Technology Transportation Page 11 Unique and Innovative Solutions that Help Customers Win https://www.dropbox.com/sh/dwe4t8aacvhb8ui/uD3p_bdglP/Presentation revise pics/GLS Beverage can closure XO 2.jpg https://www.dropbox.com/sh/dwe4t8aacvhb8ui/-YgkycKypw/Anti-Counterfeiting release & images/GN1979.JPG Net Debt / EBITDA* = 1.8x $48 $317 $600 $0 $100 $200 $300 $400 $500 $600 $700 $800 2015 2020 2023 Significant Debt Maturities As of December 31, 2013 ($ millions) Page 12 Coupon Rates: 7.500% 7.375% 5.250% Debt Maturities & Pension Funding – 12/31/13 *TTM 12/31/2013 ** includes US-qualified plans only 60% 100% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 2013 Pension Funding** As of December 31, 2013 Free Cash Flow and Strong Balance Sheet Fund Investment •Targets that expand our: • Specialty offerings •End market presence •Geographic footprint •Operating Margin • Synergy opportunities •Adjacent material solutions •Expanding our sales, marketing, and technical capabilities • Investing in operational and LSS initiatives (including synergy capture) •Manufacturing alignment Organic Growth Share Repurchases Dividends Acquisitions Page 13 $0.16 $0.20 $0.24 $0.32 $0.00 $0.10 $0.20 $0.30 $0.40 2011 2012 2013 2014 Annual Dividend • Repurchased ~5 million shares in 2013 • 15 million shares are available for repurchase under the current authorization The New PolyOne: A Specialty Growth Company 2015 Target: $2.50 Adjusted EPS Why Invest In PolyOne? Strong past performance demonstrates that our strategy and execution are working • Megatrends align with our strengths • Innovation and services provide differentiation, incremental pricing power, and competitive advantage • Strong and proven management team driving growth and performance • Addressable market exceeds $40 billion Page 14 1 Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S. PolyOne Investor Presentation��Sidoti & Company �Eighteenth Annual Emerging Growth �Institutional Investor Forum�March 18, 2014� Forward – Looking Statements Use of Non-GAAP Measures PolyOne Commodity to Specialty Transformation Strategy and Execution Drive Results PolyOne�At A Glance Mix Shift Highlights Specialty Transformation Proof of Performance & 2015 Goals Bridge To $2.50 Adjusted EPS By 2015 Innovation Drives Earnings Growth Unique and Innovative Solutions that Help Customers Win Debt Maturities & Pension Funding – 12/31/13 Free Cash Flow and Strong Balance Sheet Fund Investment Why Invest In PolyOne?