PolyOne Corporation, with 2015 revenues of $3.4 billion, is a premier provider of specialized polymer materials, services and solutions. The company is dedicated to serving customers in diverse industries around the globe, by creating value through collaboration, innovation and an unwavering commitment to excellence. Guided by its Core Values, Sustainability Promise and No Surprises PledgeSM, PolyOne is committed to its customers, employees, communities and shareholders through ethical, sustainable and fiscally responsible principles. For more information, visit www.polyone.com.

Carmine is the founder of Cristal International. He specializes in HR strategic planning, compensation and benefit program design, performance management programs, executive assessment, coaching and recruitment. Carmine has more than 25 years experience from SMEs to large multi-national corporations. Carmine received his MBA from the Rotman School of Business. Over the last twenty years he has devoted countless volunteer hours further the cause of not for profit organizations in health care, academia, alumni and professional human resource associations and is now Chair of the Central West Community Care Access Centre Board of Directors. A number of key engagements that included projects such as:• Redesigned and implemented a new global sales compensation strategy for an international software company to drive business philosophy and results.• Led an international team through a complex due diligence process involving several major divestiture agreements spanning 8 countries with more than 15,000 employees with a total sales value of $1.1 Billion.• Led a global search to select a vendor to administer the global employee stock purchase plan spanning 47 countries. • Created a global “People Strategy” to support a major organizational transformation and built a new global HR team consisting of 45 members to support the analysis, structure and implementation of this initiative.• Led the analysis and proposed the redesign of the global stock option plan which was under significant pressures. • Completed an assessment of HR practices and make specific recommendations to improve recruitment processes and practices as well as redesign compensation program.• Project managed a major restructuring initiative across Canada and the U.S.• Completed an assessment of compensation strategies, designed and implemented a new approach for a major Canadian bank. • Led the development of a new pension plan strategy and implemented the transition across North America.

Responsible for setting the strategic business direction of the Retail Distribution business by providing highly-specialized expertise and consultation relating to human resources and labour relations, across multiple business units impacting 18,000 employees primarily across Canada.

Led the concept creation through to a successful boutique opening in February, 2004 in the Yorkville area. Negotiated supplier, lease and contractor agreements; managed the facilities design and build-out; selected the product offering for the Canadian marketplace and developed merchandising and marketing strategies; recruited and developed new staff members.

Responsible for Global Equity programs, design, strategy and M&A due diligence for compensation and benefit matters which impacted over 35,000 employees globally. Developed and implemented a new stock option strategy which addressed shareholder dilution issues, anticipated accounting changes and a proposed share consolidation plan as well as ensuring retention of key talent. Worked directly with senior executive team to develop new plan and prepare presentation for Board of Directors approval. Re-design and implementation was completed within 5 months, far ahead of the original 18 month plan. Selected a new global vendor for the employee stock purchase plan spanning 47 countries. This included developing an RFP, assessing vendors using a cross-functional selection team and conducting selection interviews. Implementation successfully launched to achieve a $500K cost savings over the next fiscal year.

Partnered with business leaders to develop solutions to business issues towards improving business effectiveness. Member of the executive business leadership team in Italy and led the HR team in Italy. Implemented effective processes and projects including workforce and talent planning, training programs, compensation analysis and new employee communications strategy. Led the implementation of the new HR Business model to support the Italian marketplace. Led project to improve the effectiveness of the EMEA sales compensation program involving a cross functional European team.

Member of the executive leadership team which led the design strategy and implementation of a new global operations infrastructure. Responsible for creating the people strategy for the Manufacturing 2000 divestiture project and coordinate the HR organization within four global system houses. Led the HR initiatives of the M2K project that transformed the global supply chain model within Nortel Networks. This complex project involved 8 countries, 15 manufacturing sites and 16,000 employees. Global leadership of an HR team across Canada, U.S.A, Mexico, Ireland, U.K., France, Israel and Turkey was critical to the successful implementation and coordination of the largest divestiture agreement in the history of company. Successful implementation over 18 months without any labour and/or business disruption. Developed human resources strategies and implementation plans for 8,000 employees across supply chain System Houses in Montreal, Boston, Raleigh and Monkstown, N. Ireland.

Responsible for pension and benefit programs for all Canadian union, non-union employees and retirees, as well as manage all third party vendor relationships related to program administration. Developed new capital accumulation retirement plans for North America to meet Nortel’s changing talent and business requirements. Negotiated numerous divestiture and acquisition deals to achieve an effective and smooth transition of employees between companies. Project management of a successful roll out of the new pension plans leveraging the talents of a cross-functional team and development of the project plan.