PolyOne Investor Presentation PolyOne Investor Presentation March 2018 POLYONE CORPORATION 2  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. The New PolyOne: A Specialty Growth Company Segment Highlights 16POLYONE CORPORATION 1.7% 4.6% 5.1% 5.5% 7.2% 8.1% 9.7% 12.2% 14.7% 16.7% 16.0% 20%+ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2020 2017 Revenue: $0.9 Billion Key End Markets (% of revenue) United States 46% Europe 31% Asia 15% Latin America 4% South America 2% Canada 2% Platinum Vision Packaging (27%) Industrial (14%) Wire & Cable (10%) Textiles (12%) Transportation (8%) 15.5% Operating Income % of Sales Color, Additives & Inks At a Glance 17POLYONE CORPORATION 1.1% 1.3% 3.4% 5.1% 9.6% 8.0% 8.6% 9.3% 12.1% 14.7% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2020 Platinum Vision United States 48% Europe 28% Asia 22% Canada 2% Consumer (20%) Transportation (19%) Electrical & Electronics (15%) Wire & Cable (13%) Healthcare (11%) 12.5% 20%+ Key End Markets (% of revenue) 2017 Revenue: $0.6 Billion Operating Income % of Sales 14.3% Specialty Engineered Materials At a Glance 18POLYONE CORPORATION 5.5% 6.9% 3.8% 3.6% 5.5% 4.3% 6.3% 7.2% 7.7% 8.3% 12-14% 10.7% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2020 11.1% United States 77% Canada 16% Latin America 5% Asia 2% Platinum Vision Building & Construction (30%) Transportation (16%) Wire & Cable (15%) Industrial (18%) Key End Markets (% of revenue) 2017 Revenue: $0.7 Billion Operating Income % of Sales Performance Products & Solutions At a Glance 19POLYONE CORPORATION Transportation 23% Healthcare 22% Industrial 18% Consumer 15% Appliance 7% E & E 6% B & C 4% Packaging 3% W & C 2% 4% 38% 2006 2017 ROIC* 2.6% 3.0% 3.5% 4.6% 5.6% 6.4% 5.9% 6.1% 6.6% 6.5 - 7.5%6.3% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2020 *After-Tax ROIC 6.4% 2017 Revenue: $1.2 Billion Key Suppliers Operating Income % of Sales 4.0% Platinum Vision Distribution At a Glance http://www.polyone.com/Pages/VariationRoot.aspx http://www.polyone.com/Pages/VariationRoot.aspx Target End Markets & Application Examples 21POLYONE CORPORATION Thermally Conductive Technologies Chemical Resistant Technologies Polymer Colorants Elastomeric Grips and Handles Structural Composites Antimicrobial Technologies Anti-Counterfeiting Technologies Target End Markets… Healthcare Catheter Technologies 22POLYONE CORPORATION Under-hood Components Target End Markets… Automotive Interior Structural Components Sound & Vibration Management Roof Systems Air Management Electronics and Cameras Lighting Exterior / Interior Trim Braces & Brackets Fasteners Seals & Flaps 23POLYONE CORPORATION Target End Markets… Consumer Thermally Conductive Components Polymer Colorants Elastomeric Grips and Handles Structural Composite Components 24POLYONE CORPORATION Oxygen Scavenger Technologies Laser Marking Additives Antistatic Technologies UV Light Barrier Technologies Cap & Closure Colorants Process Optimization Technologies Antioxidant Technologies Density Modified Technologies Target End Markets… Packaging 25POLYONE CORPORATION  Impart weight, sound and metallic finish to caps and closures for cosmetics and spirits applications  Elevate quality and prestige perceptions among high-end consumers  Eliminate time and cost associated with secondary operations and assembly Luxury Packaging GravitechTM Density Modified Polymers 26POLYONE CORPORATION Optimize Color Usage OnColorTM Super Concentrates  Eliminate costs by increasing pigment density  Enhance color performance without altering form and formulation  Increasing design capabilities by reducing weight and layer thickness 27POLYONE CORPORATION Combat Bacteria Formation WithStandTM Antimicrobial Technology  Inhibit microbial growth on polymer surfaces  Enhance value or products and devices  Highly versatile concentrate with the ability to be incorporated into a wide variety of products 28POLYONE CORPORATION Medical Device Housings Chemically Resistant Engineered Polymers  Durable, long-lasting products stand up to the most aggressive disinfectants  Minimize environmental stress cracking and discoloration  One of the broadest medically approved polymer and colorant portfolios 29POLYONE CORPORATION Color & Design Services  Greater control of color development and supply chain  Work across entire design process from concept to commercialization  Inspire creativity in the use of polymer materials, colors, and effects  Innovative brand differentiation  Faster development timelines 30POLYONE CORPORATION Outdoor Applications  Leading provider of high performance specialty materials for the recreational and sports & leisure industry  Well positioned across all segments to address market needs  Metal to Polymer Conversion  Lightweighting  Thermal Management  Impact Performance 31POLYONE CORPORATION  ColorMatrix Fiber Colorant Solutions  Proprietary advanced liquid color formulations and equipment enable greater efficiency and productivity  Eliminates aqueous dyeing and its associated wastewater treatment  Solid Color Concentrates  Extrusion-spun fibers colored via solid masterbatch Fiber Colorants 32POLYONE CORPORATION Smart Home Devices ResilienceTM Vinyl Solutions  High flame retardancy to meet strict UL standards  Greater processing and design flexibility  Specialized additives provide long term color stability  Diffusive lens materials improve light dispersion 1 Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Senior management uses comparisons of adjusted net income from continuing operations attributable to PolyOne common shareholders, adjusted earnings per share (EPS) attributable to PolyOne common shareholders and adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and that current levels may serve as a base for future performance. 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General Purposes The general purposes of the Committee are to: • Oversee the Company’s overall executive compensation philosophy and objectives; • Discharge the Board’s responsibilities relating to compensation of the Company’s executive officers (for purposes of this Charter, “executive officers” means the Company’s Section 16 “officers” as defined under Rule 16a-1(f) under the Securities Exchange Act of 1934, as amended); • Assist the Board in the discharge of its fiduciary responsibilities with regard to establishment of policies governing, and the implementation of, all aspects of executive officer compensation throughout the Company, including benefits and perquisites, and compensation for any other employees designated by the Committee for such purposes; • Discharge similar responsibilities with respect to the compensation of non-employee directors; • Review and discuss with management the Company’s disclosures in the Compensation Discussion and Analysis (the “CD&A”) required by rules and regulations of the Securities and Exchange Commission (the “SEC”) and recommend to the Board whether the CD&A should be included in the Company’s proxy statement or other applicable SEC filings; • Prepare a Compensation Committee Report for inclusion in the Company’s applicable filings with the SEC that complies with the rules and regulations of the SEC; and • Provide policy guidance and oversight on significant human resource policies and practices. 2 Duties and Responsibilities The Committee will: Executive Compensation and Incentives. • Oversee and maintain a competitive executive officer compensation program in order to attract and retain qualified executives and to provide incentives to executive officers that reward pay for performance in attaining the Company’s goals and objectives. • 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 an 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 long-term incentive compensation plans. • Review and approve (a) attainment levels for executive officers under the Company’s annual incentive plan; (b) payments to executive officers under the annual incentive plan; and (c) payments to executive officers under the Company’s long-term incentive compensation plans. • Administer the Company’s equity-based incentive compensation plans and other plans 3 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.

General Purposes The general purposes of the Committee are to: • Oversee the Company’s overall executive compensation philosophy and objectives to help ensure they provide appropriate motivation for corporate performance and increased shareholder value; and • Discharge the Board's responsibilities relating to the compensation of the Company’s executive officers and directors, as further discussed and described in this Charter (for purposes of this Charter, the term “executive officers” means the Company’s Section 16 officers pursuant to Rule 16a-1(f) under the Exchange Act) and other executive management of the Company as designated by the Committee. Duties and Responsibilities The Committee will: Executive Compensation and Incentives. • Oversee and maintain a competitive executive compensation program to attract and retain qualified executive officers and to provide incentives that reward pay for performance in attaining the Company’s goals and objectives. • 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. 2 • Review and approve corporate goals and objectives relevant to the Chief Executive Officer’s compensation; in conjunction with the evaluation conducted by the Board (including as described in the Company’s Corporate Governance Guidelines), evaluate the Chief Executive Officer’s performance annually in light of these goals and objectives; and determine 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 considering comparable market data provided by an 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 officer 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 Exchange Act. • Make recommendations to the Board with respect to the approval of incentive compensation plans for executive officers and all equity-based plans. • For annual (or other short term) incentive plans: o Review and approve annual incentive plans (including performance criteria, target awards, payout criteria and similar award design items applicable under such plans) that are applicable to executive officers and any Company officers reporting directly to the Chief Executive Officer. o Review and approve attainment levels and payments to executive officers and any other Company officers reporting directly to the Chief Executive Officer. • For long-term and equity-based incentive plans: o Review and approve the performance criteria, target awards, payout criteria and similar award design items for recipients of grants and awards under the plans. o Review and approve grants, awards, and attainment levels, including equity-based grants, to recipients of grants and awards under such plans. o Review and approve payments for performance-based grants and awards to executive officers and any other Company officers reporting directly to the Chief Executive Officer, as applicable, under such 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 the terms of all employment agreements, executive severance plan and agreements, management continuity agreements and change in control agreements for elected officers. • Approve the adoption and amendment of Company stock ownership guidelines and annually review compliance with these guidelines. 3 Non-employee Director Compensation. • Review the compensation of non-employee directors and make recommendations to the Board regarding changes to existing compensation levels. • Review and recommend to the Board for its approval equity-based grants and awards to non- employee directors under the Company’s equity-based plans and annually review compliance with Company stock ownership guidelines.

PRODUCT FR™ 0521-48 R1 FR™ 0587-21 R3 TYPE LSFOH PP ✔ Halogenated FR PP ✔ APPLICATION Crossweb ✔ ✔ Insulation ✔ GENERAL PROPERTIES Specific gravity g/cm3 1.50 1.46 LOI % 31 34 Tensile Strength MPa 13.8 15.9 Elongation % 320 320 Dielectric constant 1MHz 3.06 2.88 Shore D - 72 75.6 T°C max/T°F Max °C/°F 232/450 232/450 FIRE PERFORMANCE UL 444 ✔ ✔ Plenum yellow card ✔ ✔

LAWN & GARDEN OEM F A N F O R B L O W E R / V A C U U M • Lighter than incumbent magnesium part to improve start- up efficiency and enhance overall user experience • High impact resistance to withstand the effect of fast- moving landscaping debris • Good dimensional stability to meet tight tolerances of assembly • Expertise to guide next-generation product development • Proved material performance success through extensive Mold Flow and FEA simulations to prove concept without prototyping and minimize development costs • Produced material globally to support regional demands • Referred customer to US-based dependable mold shops to support local production Complēt™ MT 40% Long Glass Fiber Impact Modified Formulation KEY REQUIREMENTS WHY AVIENT?

LAWN & GARDEN OEM F A N F O R B L O W E R / V A C U U M • Lighter than incumbent magnesium part to improve start- up efficiency and enhance overall user experience • High impact resistance to withstand the effect of fast- moving landscaping debris • Good dimensional stability to meet tight tolerances of assembly • Expertise to guide next-generation product development • Proved material performance success through extensive Mold Flow and FEA simulations to prove concept without prototyping and minimize development costs • Produced material globally to support regional demands • Referred customer to US-based dependable mold shops to support local production Complēt™ MT 40% Long Glass Fiber Impact Modified Formulation KEY REQUIREMENTS WHY AVIENT?

CABLE MANUFACTURER H I G H F L A M E R E T A R D A N T S H E A T H F O R R I S E R C A B L E S • Fire performance: CPR classification Dca s1 a1 d0 at a thickness of 350µm • Low shrinkage • Water, UV and chemical resistance • Low CoF • Reduced cable weight by decreasing the jacket thickness from 550µm to 350µm • Provided required CPR classification at a reduced thickness allowing installation in homes and buildings in between walls and floors • Increased cable lifetime due to improved chemical and UV resistance • Enabled fast cable processing ECCOH™ 5702 SEPAP Formulation KEY REQUIREMENTS WHY AVIENT?

GLOBAL CABLE MANUFACTURER M I C R O M O D U L E S F O R O P T I C A L F I B E R C A B L E S Meet specific standards for stranded, loose tube, optical fiber cable performance and production, including: • High speed processing at a low wall thickness • Good colorability • Resistance to chemicals and filling compounds • UV ageing performance • Low shrinkage • Enabled faster processing speeds and manufacturing consistency with a reliable material, eliminating waste • Enabled easier installation with excellent colorability at low wall thickness • Provided technical support to transfer the product to multiple plants ECCOH LSFOH 6154 UV KEY REQUIREMENTS WHY AVIENT?

EUROPEAN CABLE MANUFACTURER J A C K E T F O R T H I N F T T H C A B L E S • FTTH jacket material for cables installed in premises where no duct and little space is available • Superior crush resistance for small diameter cables • UV and chemical resistance including solvents, oil, acid and bases • Utilized formulation expertise to provide a solution with the desired combination of performance characteristics • Provided superior UV and chemical resistance, increasing cable lifetime • Reduced attenuation loss due to better crush resistance • Enabled the required flexibility and reduced cable weight ECCOH™ 5970 Formulation KEY REQUIREMENTS WHY AVIENT?

Biodegradable & compostable BIO FILM BAG MANUFACTURER F L E X I B L E P L A F I L M • Easy film unwinding without optical impairments or mechanical damage • Excellent clarity and transparency in BOPLA applications • Compliant with food contact applications* • Provided a solution to minimize film-to-film surface contact, decreasing the coefficient of friction between layers lying on top of each other • Created a customized formulation by mixing anti- blocking additives and slip agents, maintaining process speed without impacting performance or film quality • Improved handling of the PLA shopping bags, making them easier to open CESA™ & OnCap™ BIO ABSL additives KEY REQUIREMENTS WHY AVIENT?