https://www.avient.com/knowledge-base/article/lightweight-strong-and-custom-designed-perform?ind[]=6595
They are custom engineered to meet specific performance requirements: core thickness can be varied to change stiffness, core materials can be selected to achieve weight targets, fiber choice can modify stiffness-to-weight ratio, and the polymer matrix choice affects strength.
https://www.avient.com/knowledge-base/article/lightweight-strong-and-custom-designed-perform?sust[]=1165
They are custom engineered to meet specific performance requirements: core thickness can be varied to change stiffness, core materials can be selected to achieve weight targets, fiber choice can modify stiffness-to-weight ratio, and the polymer matrix choice affects strength.
https://www.avient.com/knowledge-base/article/could-polyketone-be-next-generation-nylon-alternative?utm_source=linkedin&utm_medium=social&utm_campaign=LinkedIn-Organic-General
Compared to glass-filled PA6 & PA66, moisture does very little to affect the physical property change of glass-filled PK.
The glass-filled polyketone samples showed better property retention and lower dimensional change than PA6 and PA66.
The gloss level cannot be improved through process modification and only small improvements can be made with a change in the tooling surface.
https://www.avient.com/sites/default/files/2021-04/avient-sustain-2019-210419-interactive.pdf
HOME | Contents | Message from the CEO | Who We Are | People | Products | Planet | Performance | Goals & Metrics | Indices Sustainability Report | 2019 28Sustainability Report | 2019 28 https://2020wob.com https://2020wob.com https://www.hrc.org/resources/corporate-equality-index Diversity & Inclusion: Leading Change from the Top In order to enact meaningful, impactful change in any organization, it must start at the top.
The information is reviewed and updated continuously.
In 2019, we updated our Supplier Code of Conduct to align more closely with International Labor Organization (ILO) standards.
https://www.avient.com/sites/default/files/2020-10/2019-avient-sustainability-report.pdf
HOME | Contents | Message from the CEO | Who We Are | People | Products | Planet | Performance | Goals & Metrics | Indices Sustainability Report | 2019 28Sustainability Report | 2019 28 https://2020wob.com https://2020wob.com https://www.hrc.org/resources/corporate-equality-index Diversity & Inclusion: Leading Change from the Top In order to enact meaningful, impactful change in any organization, it must start at the top.
The information is reviewed and updated continuously.
In 2019, we updated our Supplier Code of Conduct to align more closely with International Labor Organization (ILO) standards.
https://www.avient.com/sites/default/files/resources/PolyOne%2520IR%2520Presentation%2520-%2520Morgan%2520Stanley%2520Conference.pdf
Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to: • The ability to successfully integrate acquired companies into our operations, retain the management teams of acquired companies, retain relationships with customers of acquired companies, and achieve the expected results of such acquisitions, including whether such businesses will be accretive to our earnings; • 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 effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Changes in polymer consumption growth rates and laws and regulations regarding the disposal of plastic in jurisdictions 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; • Information systems failures and cyber attacks; 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.
We undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise.
Adjusted EPS attributable to PolyOne common shareholders is calculated as follows: 2009* 2010* 2011* 2012* 2013* 2014* 2015* 2016 2017 Net income from continuing operations attributable to PolyOne common shareholders $ 106.7 $ 152.5 $ 153.4 $ 53.3 $ 94.0 $ 78.0 $ 144.6 $ 166.4 $ 173.5 Joint venture equity earnings, after tax (19.0) (14.7) (3.7) — — — — — — Special items, before tax(1) (48.7) 24.2 (48.1) 55.1 46.3 164.2 87.6 23.8 32.9 Special items, tax adjustments(1) (27.2) (96.7) (24.7) (18.9) (13.7) (73.7) (58.7) (15.9) (24.8) Adjusted net income from continuing operations attributable to PolyOne common shareholders $ 11.8 $ 65.3 $ 76.9 $ 89.5 $ 126.6 $ 168.5 $ 173.5 $ 174.3 $ 181.6 Diluted shares 93.4 96.0 94.3 89.8 96.5 93.5 88.7 84.6 82.1 Adjusted EPS attributable to PolyOne common shareholders $ 0.13 $ 0.68 $ 0.82 $ 1.00 $ 1.31 $ 1.80 $ 1.96 $ 2.06 $ 2.21 * Historical results are shown as presented in prior filings and have not been updated to reflect subsequent changes in accounting principle, discontinued operations or the related resegmentation. (1) Special items include charges related to specific strategic initiatives or financial restructuring such as: consolidation of operations; debt extinguishment costs; costs incurred directly in relation to acquisitions or divestitures; employee separation costs resulting from personnel reduction programs, plant realignment costs, executive separation agreements; asset impairments; mark-to-market adjustments associated with actuarial gains and losses on pension and other post-retirement benefit plans; environmental remediation costs, fines, penalties and related insurance recoveries related to facilities no longer owned or closed in prior years; gains and losses on the divestiture of operating businesses, joint ventures and equity investments; gains and losses on facility or property sales or disposals; results of litigation, fines or penalties, where such litigation (or action relating to the fines or penalties) arose prior to the commencement of the performance period; one-time, non-recurring items; the effect of changes in accounting principles or other such laws or provisions affecting reported results and tax adjustments.
https://www.avient.com/company/sustainability/sustainability-report/reporting
CDP Climate Change Report
https://www.avient.com/sites/default/files/2024-03/2024 Proxy Statement %28Filed%29.pdf
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In some instances the full Board also receives the update.
The four, equally weighted performance periods listed below were used in order to drive annual as well as cumulative performance.
https://www.avient.com/sites/default/files/2022-05/Compensation Committee Charter (REV 10-2019).pdf
• Develop and maintain a competitive executive compensation program in order to attract and retain qualified executives and to provide incentives to management that reward pay for performance in attaining the Company’s goals and objectives. 2 • Review and approve a peer group of companies to be used for marketplace trend analysis and to assess the competitiveness of the Company’s total compensation opportunities for executive officers. • Review and approve corporate goals and objectives relevant to the Chief Executive Officer’s compensation; in conjunction with the evaluation conducted by the Board as described in the Company’s Corporate Governance Guidelines, evaluate the Chief Executive Officer’s performance in light of these goals and objectives; and determine and approve (or determine and approve, and recommend to the independent members of the Board for their determination and approval) the Chief Executive Officer’s compensation level based on this evaluation and comparable market data provided by the independent compensation consultant. • In determining the long-term incentive component of the Chief Executive Officer’s compensation, consider the Company’s performance and relative shareholder return, the value of similar incentive awards to chief executive officers at comparable companies, and the awards given to the Chief Executive Officer in the past. • Review and approve the compensation of other executive officers of the Company, including benefits and perquisites, taking into consideration the Company’s performance, comparable market data, the performance of each executive officer, and such other factors as may, in the Committee’s discretion, be appropriate. • In evaluating and making recommendations regarding, or determining and approving, executive compensation, the Committee shall consider the results of the most recent shareholder advisory vote on executive compensation (“Say on Pay Vote”) required by Section 14A of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). • With respect to incentive compensation plans and equity-based plans: • Make recommendations to the Board with respect to the approval of incentive compensation plans for executive officers and all equity-based plans. • Review and approve equity-based grants and awards, including long-term incentive plan awards, to officers, senior managers, key employees, and other employees of the Company and its subsidiaries under the Company’s equity-based plans. • Review and approve the performance criteria, target awards, payout criteria and like items for the Company’s annual incentive and long-term incentive compensation plans. • Review and approve (a) attainment levels under the Company’s annual incentive plan; (b) payments to executive officers of the Company under the annual incentive plan; and (c) payments to officers, senior managers and employees of the Company under the Company’s long-term incentive compensation plans. • Administer the Company’s equity-based incentive compensation plans and other plans adopted by the Board that contemplate administration by the Committee. • Review and approve special bonuses and/or other awards to executive officers on a case-by- case basis for outstanding performance. • Review and approve the terms of all employment agreements, management continuity agreements and change in control agreements for elected officers. 3 Non-employee Director Compensation. • Review the compensation of non-employee directors and make recommendations to the Board regarding changes to existing compensation levels. • Perform administrative functions with respect to the compensation of non-employee directors, including interpreting existing policy. • Review and approve (or approve and recommend to the Board for its approval) equity-based grants and awards to non-employee directors under the Company’s equity-based plans.
However, the Committee shall meet regularly without such members present, and in all cases the Chief Executive Officer and any other such officers shall not be present at meetings at which their individual compensation or performance is discussed or determined. • The Committee may appoint subcommittees from time to time as needed, each of which will have the specific duties and responsibilities delegated to it by the Committee. • The Committee may delegate its authority under this Charter relating to employees other than executive officers and non-employee directors, to the extent it deems appropriate and consistent with law and customary practice, and may otherwise fully delegate authority relating to matters it deems to be ministerial. • The Committee may delegate its authority under this Charter relating to employee benefit plans in which executive officers participate if such employee benefit plans are broad-based, to the extent it deems appropriate and consistent with law and customary practice. • The Corporate Secretary or designee will be responsible for keeping minutes of the Committee meetings. • The Committee will meet at least four times a year and at such other times as may be requested by the Committee Chair. • The Committee will annually review its charter and recommend any changes to the Nominating and Governance Committee.
https://www.avient.com/sites/default/files/2021-03/avient-antitrust-2021-update-pol-a4.pdf