https://www.avient.com/sites/default/files/resources/PolyOne%2520IR%2520Presentation%2520-%2520RW%2520Baird%2520Global%2520Industrial%2520Conference%2520-%252011%253A8%253A2016.pdf
Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to:
Our ability to realize anticipated savings and operational benefits from the realignment of assets, including the closure of manufacturing facilities;
The timing of closings and shifts of production to new facilities related to asset realignments and any unforeseen loss of customers and/or disruptions of
service or quality caused by such closings and/or production shifts;
Separation and severance amounts that differ from original estimates;
Amounts for non-cash charges related to asset write-offs and accelerated depreciation realignments of property, plant and equipment, that differ from
original estimates;
Our ability to identify and evaluate acquisition targets and consummate acquisitions;
The ability to successfully integrate acquired companies into our operations, retain the management teams of acquired companies, retain relationships
with customers of acquired companies, and achieve the expected results of such acquisitions, including whether such businesses will be accretive to our
earnings;
Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and
cost of credit in the future;
The financial condition of our customers, including the ability of customers (especially those that may be highly leveraged and those with inadequate
liquidity) to maintain their credit availability;
The speed and extent of an economic recovery, including the recovery of the housing market;
Our ability to achieve new business gains;
The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks;
Changes in polymer consumption growth rates and laws and regulations regarding the disposal of plastic in jurisdictions where we conduct business;
Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online;
Fluctuations in raw material prices, quality and supply and in energy prices and supply; production outages or material costs associated with scheduled
or unscheduled maintenance programs;
Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters;
An inability to achieve or delays in achieving or achievement of less than the anticipated financial benefit from initiatives related to working capital
reductions, cost reductions and employee productivity goals;
An inability to raise or sustain prices for products or services;
An inability to maintain appropriate relations with unions and employees;
Our ability to continue to pay cash dividends;
The amount and timing of repurchases of our common shares, if any; and
Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and
changes in the rate of inflation.
The above list of factors is not exhaustive.
We undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise.
A reconciliation of each non-GAAP financial measure with the most directly
comparable GAAP financial measure is attached to this presentation which is posted
on our website at www.polyone.com.
4 POLYONE CORPORATION
About PolyOne
Reach
7,000 associates | 77 facilities | $3.4 B 2015 revenue
Global Presence
10,000 global customers | Americas, Europe, Africa, Asia |
Global sales, technical and manufacturing footprint
Solutions
35,000+ polymer solutions | 12 innovation centers |
Support for design through manufacturing
5 POLYONE CORPORATION
What We Do
Value
Formulation
Expertise Inputs
Base resins
Additives
Modifiers
Pigments
Expertise in
Polymer
Materials,
Services and
Solutions
OEMs
Brand Owners
Processers
Assemblers
Driving customer value with specialty products & services
Service
InVisiOSM Color
Services
IQ Design Labs
LSS Customer
First
POLYONE CORPORATION 6
CAI
23%
SEM
15%
DSS
13%
POD
29%
PPS
20%
2015 Revenue: $3.4 Billion
At a Glance
United
States
66%
Europe
13%
Canada
7%
Asia
7%
Latin
America
7%
$0.12
$0.27 $0.21 $0.13
$0.68
$0.82
$1.00
$1.31
$1.80
$1.96
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
2015 Revenue: $3.4 Billion
2015 Operating Income: $322 Million
CAI
38%
SEM
23%
DSS
4%
POD
19%
PPS
16%
Adjusted Earnings Per Share
7 POLYONE CORPORATION
Old
PolyOne
*Operating Income excludes corporate charges and special items
2%
43%
65%
0%
20%
40%
60%
80%
100%
2005 2010 2015 2020
%
o
f O
pe
ra
tin
g
In
co
m
e*
JV's Performance Products & Solutions Distribution Specialty
80%+
Specialty OI $5M $87M $229M
Transformation
2020
Platinum
Vision
Platinum
Vision
Mix Shift Highlights Specialty Transformation
POLYONE CORPORATION 8
-$0.10
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
2009 2010 2011 2012 2013 2014 2015 2016
Adjusted Earnings Per Share
$0.56
3Q
-2%
0%
2%
4%
6%
8%
10%
12%
2009 2010 2011 2012 2013 2014 2015 2016
Adjusted Consolidated Operating Margin
2.8%
5.2%
5.6%
6.7%
8.3%
6.9%
9.5% 9.9%
3Q
28 Consecutive Quarters of EPS Growth
9 POLYONE CORPORATION
2006 2016 YTD 2020
“Where we were” “Where we are” Platinum Vision
1) Operating Income % of Sales
Specialty:
Color, Additives & Inks 1.7% 17.0% 20%+
Specialty Engineered Materials 1.1% 15.2% 20%+
Designed Structures & Solutions N/A 0.6% (TTM) 8 – 10%
Performance Products &
Solutions 5.5% 11.6% 12 – 14%
Distribution 2.6% 6.6% 6.5 – 7.5%
2) Specialty Platform % of
Operating Income 6.0% 60% 80%+
3) ROIC* 5.0% 11.6% 15%
4) Adjusted EPS Growth N/A 11.5% Double Digit
Expansion
Proof of Performance & 2020 Goals
*ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period
POLYONE CORPORATION 10
2,883
2,414
2006 2015
Volume
(lbs in millions)
-16%
$103
$192
2006 2015
Commercial, R&D
and Marketing
Spending ($M)
+86%
$88
$322
2006 2015
Adjusted
Operating Profit ($M)
+266%
Ours is Not a Cost Cutting Story
11 POLYONE CORPORATION
Innovation Drives Earnings Growth
*Specialty Platform revenue from products introduced in last five years
$20
$53
2006 2015
Research & Development
Spending
($ millions)
Specialty Platform
Vitality Index Progression*
14%
34%
2006 2015
CAI & SEM
Gross Margin
12%
43%
2006 2015
Target ≥ 35%
Innovation Pipeline Potential
12 POLYONE CORPORATION
Globalization
Specialization
Commercial
Excellence
Operational
Excellence
Growth in
urbanization
Changing
demographics
Climate and
resource
challenges
Increase of
individual
power
Evolution and
expansion of
healthcare
Strategic Growth Opportunities
Four Pillar Strategy Global Megatrends
Attractive
Revenue &
Margin Growth
Opportunities
13 POLYONE CORPORATION
Primary Industries Served
2015 Revenue: $3.4 Billion
Electrical &
Electronic
5%
Building &
Construction
12%
Appliance
4%
Industrial
14%
Wire & Cable
9%
Healthcare
11%
Consumer
10%
Packaging
13%
Transportation
20%
Focus End Markets
14 POLYONE CORPORATION
Therma-Tech™ & Sheet
GEON™ Vinyl
Polymer Colorants
Therma-Tech™
TPE’s & Film
TPE + OnForce™
Gravi-Tech™
Page 14
Film
Target End Markets… Healthcare
15 POLYONE CORPORATION
Sound & Vibration
Management
Fuel Handling
Systems
Interior & Exterior Trim
Structural Braces
& Brackets
Interior Structural
Components
Lighting
Air management
Electronics & Cameras
Fluid Handling
Target End Markets… Automotive
Underhood
Components
Roof Systems
16 POLYONE CORPORATION
PreservaPak™
OnColor™
Smart Batch™
VersaFlex™
TPE Cap Liner
ColorMatrix™
Amosorb™
Oxygen Scavenger
ColorMatrix™
Ultimate™ UV
Light Barrier
OnCap™
Laser Marking
Additives
Target End Markets… Packaging
17 POLYONE CORPORATION
Source: Outdoor Industry Association
TPE Vibration Dampening
(SEM/GLS)
TPE + OnForce
(SEM)
OnForce
(SEM)
Advanced Composites
(SEM)
TPE Vibration Dampening
(SEM/GLS)
Target End Markets… Outdoor High Performance
Thermoplastic Elastomers
(SEM)
Advanced Composites
(SEM)
Polymer Colorants
(CAI)
Sheet
(DSS)
TPE & Film
(SEM + DSS)
Advanced Composites
(SEM)
Polymer Colorants
(CAI)
Thermatech
(SEM)
Thermoplastic Elastomers
(SEM)
TPE + OnForce
(SEM)
OnForce
(SEM)
18 POLYONE CORPORATION
Free Cash Flow and Strong Balance Sheet
Fund Investment / Shareholder Return
Expanding our sales,
marketing, and
technical capabilities
Investing in operational
and LSS initiatives
~75% of capital
expenditures fund
growth initiatives Organic
Growth
Acquisitions
Share
Repurchases
Dividends Targets that expand
our:
• Specialty offerings
• End market
presence
• Geographic breadth
Synergy opportunities
Adjacent material
solutions
Repurchased 318,000
shares in Q3 2016
Repurchased 17.6
million shares since
early 2013
9.7 million shares are
available for
repurchase under the
current authorization
Increased annual
dividend by 12.5% to
$0.54 per share,
representing the sixth
consecutive year of
dividend growth
19 POLYONE CORPORATION
Returning Cash to Shareholders
$0.16
$0.20
$0.24
$0.32
$0.40
$0.48
$0.54
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
2011 2012 2013 2014 2015 2016 2017
Annual Dividend
Since 2011, we have returned nearly $800 million to shareholders
$130 million returned through dividends
$650 million returned through share repurchases
$650M
$0
$150
$300
$450
$600
$750
2011 2012 2013 2014 2015 Q3'16
Cumulative Share Repurchases
(in millions)
POLYONE CORPORATION 20
The New PolyOne: A Specialty Growth Company
Why Invest In PolyOne?
https://www.avient.com/sites/default/files/resources/Overmolding_of_Thermoplastic_Elastomers_Engineered_solutions_for_consumer_product_differentiation.pdf
The influx of new TPEs being overmolded onto an ever-
growing list of substrates offer the designer greater design freedom and the ability to further differentiate their
products in a market full of “me-too” imitations.
New colors, textures,
designs, comfort – these and more are all compelling reasons to choose a product that features an overmolded
TPE surface.
The variety of hard-soft combinations is expanding rapidly
to meet customer trends, and going forward, the industry and customers can expect to see new and innovative
Page 17
July 19, 2007
Page 18
add value and performance to new and existing products.
https://www.avient.com/sites/default/files/2022-04/Sustainable Material Answers_ Circular Economy 2022_1.pdf
A new way of life
The circular economy is a rethinking of the way humans make, own, and
use things.
In addition, one of the largest comparative studies on
the impact of implementing a circular economy demonstrated a positive effect on
employment, in part due to new jobs in recycling and remanufacturing.
https://www.avient.com/sites/default/files/Avient Climate Change Scenario Analysis Summary 2022.pdf
plastics) stigmatized
Rising expectations for rapid innovation and
displacement of older, heavily carbon-
intensive designs and manufacturing
processes
NDC countries expected to innovate and
seek rapid minimization of customers' scope
3 emissions
Increased concern from stakeholders for not
addressing climate change globally or for
the chemicals sector
Acute & Chronic Risk
Possible direct damage to fixed assets and
logistics disruptions in both our value chain
and operations
More frequent and intense weather events
and changing preciptation patterns are likely
to damage manufaturing faciliites, disrupt
logistics and sourcing activities, and
negatively affect employee health and
communities where we operate
More frequent and intense weather events
and changing preciptation patterns are likely
to affect the performance of grids and
thermal plants while pushing up demand for
cooling, damage fixed assets, disrupt
logistics and sourcing activities, and
negatively affect employee health and
communities where we operate
IMPACT DRIVER &
NET ZERO FUTURE PLEDGING PROGRESS STEADFAST POLICY
Resource
Efficiency
Opportunity
More efficient production and distribution
processes, reduced natural resource usage,
continued use of recycling, and inclusion of
recycled materials in our products such as
reSoundTM R, ColorMatrix™ Capture™
Oxygen Scavenger, among others will
contribute to increasing product revenues
and reduced operating costs
Resource efficiency efforts supported by
capital allocation in NDC countries is more
likely and may accelerate a path toward
maximizing ROI and reducing operating
costs
Less regulatory and pressure to incentivize
may cause gains from efforts to lag
Energy Source
Opportunity
Use of greater external financing options,
such as operating lease arrangements or
energy performance shared savings
contracts, to source lower emission-energy
and new technologies, such as carbon
capture, utilization & storage (CCUS), in our
operations may reduce operating costs and
maximize returns on investment
Use of lower emission-sources of energy in
operations will lower operating costs and
contribute toward reductions of our scope 1
and 2 emissions and product carbon
intensities
Use of renewable energy, increased
efficiency, and electrification initiatives will
lower operating costs and contribute toward
reductions of our scope 1 and 2 emissions
and product carbon intensities.
We are positioned to capture
enhanced market share over expanding and
emerging needs that will also enable climate
resiliency
High revenue growth opportunities to meet
demand for highly efficient chemical
materials that will contribute to lowering
customers' emissions as part of our
Sustainable Solutions label
High to moderate revenue growth
opportunities for new chemical materials
pertinent to Avient's customers' strategies
(low-carbon and otherwise) and are in
compliance with any existing regulations
(i.e., VOC reducing materials that address
vehicle air quality standards)
Impact Legend Time horizon Legend
Low impact S - short-term 0-5 years
Moderate impact M - medium-term 5-15 years
High impact L - long-term 15-30 years
BUSINESS IMPLICATIONS AND STRATEGIC RESPONSES
BUSINESS IMPLICATIONS AND STRATEGIC RESPONSES
IMPACT DRIVER &
Policy & Legal Risk
Technology Risk
Market Risk
Reputation Risk
Acute & Chronic Risk
IMPACT DRIVER &
Resource
Efficiency
Opportunity
Energy Source
Opportunity
Products &
Services and
Markets Opportunities
· We have embedded an energy intensity KPI (covering process and builidng efficiencies) into the incentive structure for all employees
https://www.avient.com/sites/default/files/resources/PDI_Healthcare_Brochure_2011_0.pdf
With the new method, the discs’ ability to withstand failure during cycle testing was improved
by a factor of 400, far exceeding the requirement of 180,000 cycles.
With the new method, the discs’ ability to withstand failure during cycle testing was improved
by a factor of 400, far exceeding the requirement of 180,000 cycles.
https://www.avient.com/sites/default/files/2025-05/AVNT Q1 2025 Webcast Slides_w_non-GAAP.pdf
Any forward-looking statement speaks only as of the date on which such statement is made, and we undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise.
Using our “global reach with a local touch” model to
win share and new business
3.
https://www.avient.com/sites/default/files/2025-05/AVNT Q1 2025 webcast slides_v17.pdf
Any forward-looking statement speaks only as of the date on which such statement is made, and we undertake no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise.
Using our “global reach with a local touch” model to
win share and new business
3.
https://www.avient.com/sites/default/files/2023-10/SEM Automotive Aftermarket Rendering Application Bulletin.pdf
They provide us with
unique opportunities for exploration, enabling us to
venture into new territories and expand our horizons.
https://www.avient.com/sites/default/files/2020-08/colormatrix-reprize-brochure-8.5x11.pdf
FEATURE BENEFIT
• Liquid technology
• More accurate dose
control
• Less variation in melt flow
and product IV
• Can be coupled to an
on-line rheometer
• Shorter transition times
• Does not require
pre-drying
• Less dust
• Higher IV in melt phase
• Improved uniformity
when replacing virgin
PET in PCR sheet
• Eliminate/reduce solid
phase polymerization
(rPET)
• Increased use of post
consumer flake or
re-grind (Sheet)
• Reduced brittleness, less
breakages and scrap
• More consistent melt flow
• Reduced cost
• Higher productivity
• Cleaner working
environment
PROCESS HIGHLIGHTS
• Higher productivity
• Cleaner working environment
• New product designs and applications
• Improved shelf appeal
PET SHEET
• Increases final IV
• Less variation in product IV
• More consistent melt flow
• Increased use of flake or regrind
• Shorter transition times
• Reduced scrap
• Reduced dust
• Improved impact strength
• Improved low temperature
performance
• Improved aesthetics
Information and photographs supplied
by Sunwell Global Ltd
• Higher productivity
• Improved sustainability
• Lighter weight, higher strength
• Properties comparable to
PS packaging
• Recyclable
PET MONO/MULTI
LAYERED SHEET
XPET FOAM SHEET
ROUND DIE
• Improved melt flow consistency
• Improved IV consistency
• Increased recycle content
• Reduced rejects and scrap
• Increased product strength
• Improved low temperature
performance
• Increase final IV
• Increased use of regrind
• Impossible to start up
without it
• Faster product changeover
• Easier to cut
• Increased strength
• Lighter weight
• Good sealing
ColorMatrix™ rePrize is a PET compatible formulated liquid dispersion, designed to
increase the polymer chain length via reactive extrusion.
https://www.avient.com/sites/default/files/2020-09/antimicrobials-for-electronics-application-bulletin.pdf
They are available
for processes including extrusion, injection
molding, blow molding, rotational molding and
thermoforming.
1. https://www2.deloitte.com/us/en/pages/technology-media-and-
telecommunications/articles/global-mobile-consumer-survey-us-edition.html
2. https://cals.arizona.edu/news/why-your-cellphone-has-more-germs-toilet
www.avient.com
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