The concentrates can be tailored to achieve the desired level of jetness while also taking into account other considerations such as lot-to-lot consistency, cost, and formulation transfer to different regions and technologies.

The concentrates can be tailored to achieve the desired level of jetness while also taking into account other considerations such as lot-to-lot consistency, cost, and formulation transfer to different regions and technologies.

The concentrates can be tailored to achieve the desired level of jetness while also taking into account other considerations such as lot-to-lot consistency, cost, and formulation transfer to different regions and technologies.

They are based on management’s expectations that involve a number of business risks and uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking statements. USE OF NON-GAAP MEASURES PolyOne Corporation 3 • This presentation includes the use of both GAAP (generally accepted accounting principles) and non-GAAP financial measures. Senior management believes these measures are useful to investors because they allow for comparison to PolyOne's performance in prior periods without the effect of items that, by their nature, tend to obscure PolyOne's operating results due to the potential variability across periods based on timing, frequency and magnitude.

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 The Company’s Chief Human Resources Officer will be the management liaison to the Committee with respect to matters concerning compensation and benefits The Committee may invite such members of management to its meetings as it deems appropriate.

They are based on management’s expectations that involve a number of business risks and uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking statements. USE OF NON-GAAP MEASURES PolyOne Corporation 3 • This presentation includes the use of both GAAP (generally accepted accounting principles) and non-GAAP financial measures. Senior management believes these measures are useful to investors because they allow for comparison to PolyOne's performance in prior periods without the effect of items that, by their nature, tend to obscure PolyOne's operating results due to the potential variability across periods based on timing, frequency and magnitude.

Nikrant Page 67 United States 36% Europe 36% Canada 2% Asia 20% Latin America 2011 Revenue: $0.6 Billion2011 Revenue: $0.6 Billion SolutionsSolutions At a Glance Appliance 6% Building & Construction 3% Wire & Cable 14% Electrical & Electronics 14%Consumer 21% Packaging 5% Industrial 8% Misc. 3% HealthCare 5% Transportation 21% America 6% 2011 Revenue by Industry Segment2011 Revenue by Industry Segment 1.1% 1.3% 3.4% 5.1% 9.6% 8.0% 12-16% 2006 2007 2008 2009 2010 2011 2015 Operating Income % of Sales Target Expanding ProfitsExpanding Profits Page 68 Value Proposition • GSEM is a global leader providing complete specialty solutions encompassing innovative technologies and services to enable customer success Transformation Highlights • Dramatic turnaround of the Engineered Materials business through mix improvement and specialty focus Value Proposition and Transformation Highlights improvement and specialty focus • GLS acquisition successfully integrated, having more than doubled earnings in 3 years • PolyOne culture and strategy now engrained worldwide • Expansion into healthcare with dedicated resources > $15B Addressable Market Page 69 • Polymer design, formulation and service expertise • Broad, global technology base and regional centers of excellence • Ten innovation centers around the world Key Differentiators • Ten innovation centers around the world • Specialty brand leadership with PolyOne, GLS, NEU and ECCOH • Ability to leverage global key account team Page 70 From Volume Commodity-driven product portfolio To Value Specialty technology and solutions EM North America Transformation Volume Sales Gross Margin $ Mix Transformation – Executing the Strategy 2006 2011 2006 2011 2006 2011 Page 71 $12 $29 Operating Income ($ in millions) • Provided access to new customers in specialized, high-growth markets such as healthcare and consumer • Strategic partner to many of the world’s best-known companies GLS Integration Success 16.9% 8.2% 2007 2011 2007 2011 Working Capital % of Sales • Complementary global footprint provided additional cross-selling opportunities • Opportunity to expand margins and drive working capital improvement while remaining customer-focused Page 72 $1.3 $27.6 2006 2011 Healthcare Revenue • Investment in dedicated healthcare team to drive penetration and growth • Leverage product portfolio globally & win specialty business Areas of Focus $10.5 $117.9 2006 2011 Consumer Revenue 2006 2011globally & win specialty business in targeted markets • Aggressively commercialize specialty innovation platforms • Utilize our innovation centers to influence OEM design (Revenue in $ millions) Page 73 • Carbon Nanotube Formulations � Applications: Semiconductor equipment, hard drives � Customer benefits: Scrap cost reduction and clean conductivity • Thermally Conductive Solutions Applications: Sockets and bulb holders for LED lighting Key Innovations � Applications: Sockets and bulb holders for LED lighting � Customer benefits: Cost reduction, energy saving, and design flexibility • FDA-Regulated TPEs � Applications: Food packaging seals, intravenous delivery systems, medical stoppers, prefilled syringes � Customer benefits: Clean and safe elastomers for highly regulated applications Page 74 Critical Imperatives and 2015 Goal Critical Imperatives • Commercialize critical new technology platforms • Manage the mix as we continue to drive the transformation • Global translation of commercial successes 2015 Goal • 12 - 16% return on sales Page 75 Page 76

The range is compatible with all Aquarius printing bases for simplification of inventory management and ease of use.   Color Management: IMS3.0 Click to access IMS3.0 Ink Management Software for screen printing inks

Yes. 5.2 Supplier Management 1. Contact the appropriate account representative to negotiate specifics. 2. 1 – 2 days A6 If you answered “Yes” to Question (A1), does the plan account for interdependencies both internal and external to your organization?

Management Approach: EH&S Avient’s EH&S Management System (EH&S MS) is managed by its Corporate Environmental, Health, Safety and Product Stewardship Department, and degreed technical experts employed in all regions and businesses. We also track physical security incidents and manage those through the EH&S MS.