For more information about Cesa™ Anti-Block Slip LS and how it can enhance your flexible packaging solutions, please contact Avient.

HOW PHASE BARRIERS MADE OF AVIENT TPES MAKE THE DIFFERENCE FOR MOLDED CASE CIRCUIT BREAKERS Will not fail over the MCCB’s expected service life – Avient materials are flexible, have low moisture absorption, and have the needed dielectric integrity, leading to a more reliable phase barrier.

HOW DOES LASER MARKING WORK?

APPLICATIONS • Clothing and apparel, to avoid odors caused by sweat-induced bacteria proliferation • Household furnishings and carpeting, to protect these products from microbial growth that can cause stains and odor • Home textiles and rugs, to prevent mildew • Automotive and public transportation upholstery and carpeting, to extend service life HOW IT WORKS Avient offers two major types of antimicrobials for fibers: organic and inorganic.

Contact one of our experts to learn more about how we can help you to use antistatic additives.

Based on this relationship, the designers decided to meet with Avient to determine how a joint team could change the game when it came to mitigating recoil.

How Gravi-Tech makes the difference for packaging closures in the luxury cosmetics and spirits markets Learn how Stat-Tech material makes the difference in automotive ADAS sensors, cameras and ECU housings Learn how blue jean stain resistant TPEs make the difference for white and light-colored phone cases

Such advice, for example how to set up blow molding machines, is not equipment specific and therefore ColorMatrix would always recommend using local or expert technicians in addition to following best practice points listed below; • Preforms should be conditioned for minimum 24 hours prior to blowing • Preforms should always be used in a FIFO manner (First In, First Out) • Octabins of preforms should be segregated and blown per resin type, i.e. not mixed with other resins • A preform traceability system should be in place such that any process upsets can be quickly followed up and corrected • Enhanced QC preform checking resources for bottle distribution, aesthetics and integrity should be on-hand during the performance optimization trials • Prior to any process optimization, the blowing machine performance should be verified as being within normal i.e. accepted standard ranges and all important components and control features are working satisfactorily.

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?

This is how we create materials that matter.