We offer a broad range of filler systems, both long and short, and with our design support we can help you rethink what is possible for your applications. ColorMatrix™ AAzure™ Acetaldehyde Control Technology for PET

Some of the programs are tailored to local standards and needs. Reducing Carbon Footprint What is carbon footprint? All of our Board committees play some role in sustainability for the Company.

Some of the programs are tailored to local standards and needs. Reducing Carbon Footprint What is carbon footprint? All of our Board committees play some role in sustainability for the Company.

executive vice president and chief financial officer, commented, "We continually seek opportunities to improve our financial position and strengthen our balance sheet to best support our growth initiatives. 

Rosenau Financial Review Richard J. 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 e ra ti n g I n co m e * 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 e ra ti n g I n co m e * 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?

Investor Presentation - November 2016 PolyOne Investor Presentation 3Q 2016 RW Baird Global Industrial Conference November 2016 POLYONE CORPORATION 2 Forward-Looking Statements  In this presentation, statements that are not reported financial results or other historical information are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. POLYONE CORPORATION 3 Use of Non-GAAP Measures  This presentation includes the use of both GAAP (generally accepted accounting principles) and non-GAAP financial measures. The non-GAAP financial measures include: adjusted EPS, Specialty platform operating income percentage, adjusted operating income, and return on invested capital.  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 3 Use of Non-GAAP Measures  This presentation includes the use of both GAAP (generally accepted accounting principles) and non-GAAP financial measures. The non-GAAP financial measures include: adjusted EPS, Specialty platform operating income percentage, adjusted operating income, and return on invested capital.  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 Investor �Presentation�3Q 2016 Forward-Looking Statements Use of Non-GAAP Measures About PolyOne What We Do At a Glance Slide Number 7 28 Consecutive Quarters of EPS Growth Proof of Performance & 2020 Goals Ours is Not a Cost Cutting Story Innovation Drives Earnings Growth Strategic Growth Opportunities Primary Industries Served Slide Number 14 Slide Number 15 Slide Number 16 Slide Number 17 Free Cash Flow and Strong Balance Sheet �Fund Investment / Shareholder Return Returning Cash to Shareholders Why Invest In PolyOne?

We sure do, and that is what is fueling us to do even more in the future! Our competencies define what it takes to be successful at Avient. All of our Board committees play some role in sustainability for the Company.

What is it stored with? What other products are used with it? This mode was of some interest for the hammering action.

COMPENSATION DISCUSSION AND ANALYSIS Factor Median Peer Group Comparator 2017 Financials* 2018 PolyOne Results PolyOne Peer Group for 2018 Compensation Decisions Review of 2018 Named Executive Officer Compensation COMPENSATION DISCUSSION AND ANALYSIS What We Pay and Why: Elements of Compensation 2018 Base Salary 2018 Annual Incentive. Richardson, Executive Vice President, Chief Financial Officer Robert M. Kunkle APPENDIX A Year Ended Year Ended December 31, 2018 December 31, 2017 Reconciliation to Condensed Consolidated Statements of Income $ EPS $ EPS Year Ended Year Ended December 31, 2016 December 31, 2015 Reconciliation to Condensed Consolidated Statements of Income $ EPS $ EPS Year Ended December 31, 2014 Reconciliation to Condensed Consolidated Statements of Income $ EPS Year Ended December 31, Reconciliation to Consolidated Statements of Income 2018 2017 As of December 31, 2018 Table Of Contents Message From Our CEO Notice Of 2019 Annual Meeting Of Shareholders Proxy Summary Proxy Statement Proposal 1-Election Of Board Of Directors Proposal 2-Advisory Vote To Approve Named Executive Officer Compensation Proposal 3-Ratification Of Appointment Of Independent Registered Public Accounting Firm Corporate Governance 2018 Non-employee Director Compensation Ownership Of Polyone Shares Compensation Discussion And Analysis Executive Summary Executive Compensation Philosophy And Objectives What We Pay And Why: Elements Of Compensation Other Aspects Of Our Compensation Programs Executive Compensation 2018 Summary Compensation Table 2018 Grants Of Plan-Based Awards Outstanding Equity Awards At 2018 Fiscal Year-End 2018 Option Exercises And Stock Vested 2018 Nonqualified Deferred Compensation Potential Payments Upon Termination Or Change Of Control CEO Pay Ratio Disclosure Compensation Committee Interlocks And Insider Participation Policy On Related Person Transactions Risk Assessment Of The Compensation Programs Compensation Committee Report Miscellaneous Provisions Appendix A