Striking Surface Feel: TPEs can be customized to provide surface feels ranging from grippy or tacky to smooth and silky. Contact Us

Striking Surface Feel: TPEs can be customized to provide surface feels ranging from grippy or tacky to smooth and silky. Contact Us

Striking Surface Feel: TPEs can be customized to provide surface feels ranging from grippy or tacky to smooth and silky. Contact Us

Management believes this provides comparability of the performance of the combined businesses. OUR STRATEGY Specialization Differentiates us through unique value-creating offerings to our customers. Globalization Positions us to serve our customers consistently, everywhere in the world.

Kedrowski Page 38 Operational Excellence • Operational Excellence is a never-ending quest for improvement in response to the voice of our customers and shareholders • It is all about strengthening our capabilities to deliver value flawlessly to our customers deliver value flawlessly to our customers • It challenges us to enhance our productivity, profitability, and efficiency in all phases of our business, from safety to quality to waste elimination to environmental stewardship Page 39 Lean Six Sigma Initiative • In 2009, Lean Six Sigma was launched to improve execution skills across all businesses, functions, and global regions • A company-wide diagnostic was conducted, resulting in identification of six conducted, resulting in identification of six strategic improvement platforms • Financial targets were estimated, resources identified and trained results delivered , Page 40 PolyOne OSHA Recordable Incidence Rate 4 5 6 5.1 Safety Performance *Rubber And Plastics Manufacturing Industry (2010 Bureau of Labor Statistics). 0 1 2 3 2005 2006 2007 2008 2009 2010 2011 Industry Average 1.4 1.3 1.1 1.1 0.85 0.65 0.57 Page 41 • Exemplary on-time delivery • Best-in-class working capital % of sales 81% 87% 88% 95% 93% 92% 94% 2005 2006 2007 2008 2009 2010 2011 On-Time Delivery* Lean Six Sigma Delivering Results • Approximately $200M in cash driven by working capital improvements 16.2% 14.4% 18.9% 11.7% 9.6% 9.6% 2006 2007 2008 2009 2010 2011 WC % of Sales 2005 2006 2007 2008 2009 2010 2011 *As measured to customer request date Page 42 40.0% Percent of Associates Trained in LSS World’s Best Start-up Program in 2009* World’s Best Business Process Excellence Program in 2012* Award-Winning Lean Six Sigma Program *Both awards received from International Quality and Productivity Center 16.5% 40.0% 2009 2011 Page 43 • Globally leverage strategic supplier management best practices • Implement world class demand management processes Critical Imperatives • Improve operational reliability and efficiencies • Optimize global freight management Drive 50 – 100 basis points of gross margin expansion per year Page 44 Page 45

Senior management believes these measures are useful to investors because they allow for comparison to Business acquisitions, net of cash acquired Business Segment Operations (Unaudited)

We bolstered our composites business with the acquisition of APM and divested our Distribution segment. This business is referred to as Avient Protective Materials “APM”. Management believes this provides better comparability of the performance of the combined businesses.

Either party may suspend performance hereunder (except to pay for Product already received) in the event of: (1) acts of God, fire, explosion, flood, hurricanes; (2) strikes, lockouts or other industrial disturbances or riots; (3) war, declared or undeclared, or acts of terrorism; (4) compliance with any Federal, state, provincial, municipal or military law, regulation, order, or rule, foreign or domestic, including priority, rationing, allocation or preemption orders or regulations, or cancellation of Seller’s or Buyer’s license to operate its plant; (5) catastrophic failure of facilities used to manufacture Product, interruption or shortage of transportation, labor, power, fuel or raw materials; (6) total or partial shutdown due to Seller’s normal plant turnaround; or (7) any other cause or causes of any kind or character reasonably outside the control of the party failing to perform, whether similar or dissimilar from the enumerated causes (a “force majeure”). Settlement of strikes or lockouts shall lie entirely within the discretion of the party having the difficulty; the above requirements for remedy of any force majeure with all reasonable dispatch shall not require the settlement of strikes or lockouts by acceding to the demands of the employees involved, when deemed inadvisable by the party having the labor difficulty.

Business acquisitions, net of cash acquired Business Segment Operations (Unaudited) The table below reconciles pre-special income tax expense and the pre-special effective tax rate to their most comparable US GAAP figures.

business (including the Dyneema® brand) ("Dyneema"). Senior management believes these measures are useful to investors because they allow for comparison to Business Segment Operations (Unaudited)