Louisville, Kentucky Dyersburg, Tennessee (1) Suwanee, Georgia (3) 2. Clinton, Tennessee Seabrook, Texas (1) 4. now Silicor Materials) Committees: 1, 3 RICHARD A.

Politica globale Avient anti-concussione e anti-corruzione Politica globale Avient anti-concussione e anti-corruzione Indice La nostra Politica globale su anti-corruzione e anti-concussione 1 Importanza della conformità 1 La nostra responsabilità 1 Cos’è una tangente? 2 Corruzione di funzionari pubblici 2 Corruzione commerciale 2 Pagamenti agevolanti e tangenti 3 Lavorare con agenti, distributori e altre terze parti 3 Due diligence e processo di approvazione 3 Segnali di allerta 3 Requisiti di contabilità e tenuta dei registri 4 Segnalazione di possibili violazioni 4 Linea di assistenza telefonica sull’etica Avient 4 Protezione dalle ritorsioni 4 Riferimento rapido: COSA SI PUÒ FARE E COSA NO, AI SENSI DELLE LEGGI ABAC 5 1 La nostra Politica globale su anti- corruzione e anti-concussione Avient proibisce severamente la frode, la corruzione e le altre pratiche commerciali corrotte in tutte le nostre unità operative ovunque nel mondo. Indice 3 Pagamenti agevolanti e tangenti I pagamenti agevolanti sono compensi non ufficiali versati a un funzionario pubblico per facilitare (velocizzare) l’approvazione di un certo tipo di attività.

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Going forward, our enhanced portfolio and strong balance sheet will open even more opportunities for innovation around our 4 P's of sustainability -- people, products, planet, and performance." Investor Relations Contact: Joe Di Salvo, Vice President, Treasurer and Investor Relations, PolyOne Corporation, +1 440-930-1921, giuseppe.disalvo@avient.com; Media Contact: Kyle G. Rose, Vice President, Corporate Communications, PolyOne Corporation, +1 440-930-3162, kyle.rose@avient.com

To listen to this recording, dial 1-855-859- 2056 (domestic) or 1-404-537-3406 (international) and provide conference ID number 4774915. See Attachment 3 for a definition and summary of special items. See Attachment 3 for a definition and summary of special items.

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Patterson — 150,497(1) 1,504,973(1) 3,009,946(1) — — — — — — 215,000(2) 1,720,000(2) 3,440,000(2) — — — — — 2/14/2022 — — — 44,900(3) 134,700(3) — 52.64 2,006,642 2/14/2022 — — — — — 38,150(4) — 2,008,216 J.A. Garratt — 31,169(1) 311,688(1) 623,376(1) — — — — — — 25,500(2) 204,000(2) 408,000(2) — — — — — 2/14/2022 — — — 5,333(3) 16,000(3) — 52.64 238,354 2/14/2022 — — — — — 4,550(4) — 239,512 L.K. Kunkle — 31,641(1) 316,408(1) 632,816(1) — — — — — — 28,875(2) 231,000(2) 462,000(2) — — — — — 2/14/2022 — — — 6,017(3) 18,050(3) — 52.64 268,893 2/14/2022 — — — — — 5,150(4) — 271,096 J.R.

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

Jurong, Singapore 4. HAPs: 6.96 MT Metrics—Planet Metrics Page 86 Energy Management (1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable, (4) total self-generated energy RT-CH-130a.1 1. Total energy: 2,265,482 GJ 2. % Grid electricity: 69.79% 3. % renewable electricity: 53% 4.