Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance. EBITDA and Adjusted EBITDA are non-GAAP financial measures that management uses in evaluating operating performance. Management excludes intangible asset amortization from adjusted EPS as it believes excluding acquired intangible asset amortization is a useful measure of current period earnings per share.

Management believes this provides comparability of the performance of the combined businesses. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance. EBITDA and Adjusted EBITDA are non-GAAP financial measures that management uses in evaluating operating performance.

Customer relationship management, which includes customer onboarding, customer service, customer engagement, sales, direct marketing, feedback management, new product development. Customer account management, which includes order management, credit management, account management, contractual obligations, onboarding, access control. Leads management, prospecting, opportunities management, direct marketing, and sales.

Enterprise Risk Management Enterprise Risk Management

Sales Sales Sales

Management believes this provides comparability of the performance of the combined businesses. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance. EBITDA and Adjusted EBITDA are non-GAAP financial measures that management uses in evaluating operating performance.

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

Management believes this provides comparability of the performance of the combined businesses. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance. EBITDA and Adjusted EBITDA are non-GAAP financial measures that management uses in evaluating operating performance.

Management believes this provides comparability of the performance of the combined businesses. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance. EBITDA and Adjusted EBITDA are non-GAAP financial measures that management uses in evaluating operating performance.

Our company is always on the lookout for innovative new materials to help us improve our manufacturing efficiency and the quality of our products,” explained Zafer Alkan, general manager of Akboru Elektrik. At its facilities in Istanbul it manufactures products for both domestic and export markets, with much of its export sales to the U.S. and Europe. Media contact  Matt Defosse Marketing Communications Manager, Europe PolyOne Corporation +49 6407-907-0386 matt.defosse@avient.com