Sustainability Report | 2019 15 https://responsiblecare.americanchemistry.com/Management-System-and-Certification/ https://www.avient.com/sites/default/files/2020-10/avient-responsible-care-policy-2020.pdf https://www.avient.com/company/sustainability/planet/responsible-care https://www.avient.com/company/sustainability/planet/responsible-care https://www.avient.com/sites/default/files/2020-10/avient-health-safety-policy-august-2020.pdf https://www.avient.com/sites/default/files/2020-10/avient-product-stewardship-policy-august-2020.pdf COVID-19 Protecting our People as an Essential Business As a global organization, Avient recognized the early risks associated with the COVID-19 pandemic. Sustainability Report | 2019 62 http://endplasticwaste.org https://www.opcleansweep.org https://www.newplasticseconomy.org/projects/plastics-pact https://www.petcore-europe.org https://plasticsrecycling.org P L A N E T Sustainability Report | 2019 63Sustainability Report | 2019 63 Protecting Our Planet Avient is fully committed to protecting the environment by addressing climate change, conserving natural resources and preventing pollution. Sustainability Report | 2019 65 https://www.avient.com/investors/governance/board-directors https://www.fsb-tcfd.org https://www.cdp.net/en/ Water Intensity and Biodiversity While water management is a critical and highly-influential topic in some industrial sectors, Avient’s operations are not water intensive.

Garratt Senior Vice President, President of Performance Products & Solutions John Midea Senior Vice President, Global Operations & Process Improvement Mark Crist Senior Vice President, President of PolyOne Distribution Cathy Dodd Vice President, Marketing Chris Murphy Vice President, Research & Development, Chief Innovation Officer Kurt Schuering Vice President, Global Key Account Management The Leaders Behind the Team PolyOne Corporation Page 8 Commodity to Specialty Transformation • Volume driven, commodity producer • Heavily tied to cyclical end markets • Performance largely dependent on non- controlling joint ventures 2000-2005 2006 - 2009 2010 – 2014 2015 and beyond • Steve Newlin appointed, Chairman, President and CEO • New leadership team appointed • Implementation of four pillar strategy • Focus on value based selling, investment in commercial resources and innovation to drive transformation • Substantial EPS growth from $0.13 to all-time high of $1.80 • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Specialty mix expands to 65% of Operating Income – strongest mix of earnings in history • Accelerating growth • Deliver consistent double digit annual EPS growth • Maintain >35% vitality index • Pursue strategic acquisitions that expand specialty offerings and geographic breadth • Invest and grow current and next generation talent PolyOne Corporation Page 9 2006 2014 “Where we were” “Where we are” Operating Income % Specialty: Global Color, Additives & Inks 1.7% 14.7% Global Specialty Engineered Materials 1.1% 12.1% Designed Structures & Solutions 1.4%(2012) 7.3% Performance Products & Solutions 5.5% 7.7% Distribution 2.6% 6.1% Specialty Platform % of Operating Income 6.0% 65% ROIC 5.0% 11.3% Adjusted EPS Growth N/A 37% Proof of Performance PolyOne Corporation Page 10 2% 34% 43% 62% 65% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty Old PolyOne Mix Shift Highlights Specialty Transformation New PolyOne Transformation Specialty OI $5M $46M $87M $195M $242M *Operating Income excludes corporate charges and special items PolyOne Corporation Page 11 2014 2015 Target “Where we are” (Est. in 2012) Operating Income % Specialty: Global Color, Additives & Inks 14.7% 12 – 16% Global Specialty Engineered Materials 12.1% 12 – 16% Designed Structures & Solutions 7.3% 8 – 10% Performance Products & Solutions 7.7% 9 – 12% Distribution 6.1% 6 – 7.5% Specialty Platform % of Operating Income 65% 65 – 75% ROIC 11.3% 15% Adjusted EPS Growth 37% Double Digit Expansion Proof of Performance PolyOne Corporation Page 12 • Sold non-core resin assets – EPS dilutive • Completed acquisition of Spartech • Housing starts below 1.25 million units Single family units 30% below expectations • Longstanding weakness in Europe, and decline in Euro Successfully Navigating Change Since 2012 PolyOne Corporation Page 13 -100% 200% 300% 400% 500% 600% POL S&P 500 Strategy and Execution Drive Results $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 $1.80 '06 '07 '08 '09 '10 '11 '12 '13 '14 ‘06-‘14 Adjusted EPS CAGR = 40% Adjusted EPS Share Price vs. Richardson Executive Vice President and Chief Financial Officer PolyOne Corporation Page 71 Who We Are Growing With PolyOne Corporation Page 72 2014 Awards and Recognitions PolyOne Corporation Page 73 2014 Financial Highlights $131 $151 $191 $262 $320 Adjusted Operating Income $0.68 $0.82 $1.00 $1.31 $1.80 Adjusted EPS ($ millions) PolyOne Corporation Page 74 2006 2015 Target 2014 “Where we were” (Est. in 2012) “Where we are” Operating Income % Specialty: Global Color, Additives & Inks 1.7% 12 – 16% 14.7% Global Specialty Engineered Materials 1.1% 12 – 16% 12.1% Designed Structures & Solutions 1.4%(2012) 8 – 10% 7.3% Performance Products & Solutions 5.5% 9 – 12% 7.7% Distribution 2.6% 6 – 7.5% 6.1% Specialty Platform % of Operating Income 6.0% 65 – 75% 65% ROIC 5.0% 15% 11.3% Adjusted EPS Growth N/A Double Digit Expansion 37% Proof of Performance & 2015 Targets PolyOne Corporation Page 75 2,883 2,565 2006 2014 Volume (lbs in millions) -11% $219 $451 2006 2014 Commercial Investment ($M) +105% $303 $770 2006 2014 Adjusted Gross Margin ($M) +154% *Total SG&A Ours is Not a Cost Cutting Story Investment in Commercial Resources… Drives Mix Improvement AND Gross Profit $$ Expansion PolyOne Corporation Page 76 Financial Strength $76 $222 $154 $105 $176 $179 $230 2008 2009 2010 2011 2012 2013 2014 Adjusted Cash Flow from Operations ($ in millions) 18.9% 11.7% 9.6% 9.6% 10.8% 10.9% 9.9% 2008 2009 2010 2011 2012 2013 2014 Working Capital % of Sales PolyOne Corporation Page 77 Financial Flexibility $49 $317 $600 2015 2020 2023 Debt Maturities As of December 31, 2014 ($ millions) Coupon: 7.500% 7.375% 5.250% 2.6x 2.0x 1.8x 1.9x 2011 2012 2013 2014 Net Debt / Adjusted EBITDA PolyOne Corporation Page 78 Shares Purchased (M) 2012 1.2 2013 5.0 2014 6.3 Cash to Generate Value  Expand marketing, commercial and technical capabilities  Leverage supplier partnerships for innovation Organic Growth Acquisitions Share Repurchases Dividends $0.16 $0.20 $0.24 $0.32 $0.40 $0.10 $0.20 $0.30 $0.40 $0.50 2011 2012 2013 2014 2015 Annual Dividend  Targets that expand: • Specialty offerings • End market presence • Geographic breadth PolyOne Corporation Page 79 PolyOne Corporation Page 80 PolyOne Corporation Page 81 2020 Platinum Vision Robert M. Platform operating income mix percentage 2005* 2006* 2007* 2008* 2009* 2010* 2011 2012 2013 2014 Global Color, Additives and Inks $ 4.3 $ 8.9 $ 25.7 $ 28.1 $ 25.2 $ 37.7 $ 50.2 $ 75.3 $104.0 $124.9 Global Specialty Engineered Materials 0.4 3.9 4.9 17.6 20.6 49.7 45.9 47.0 57.2 72.4 Designed Structures and Solutions - - - - - - - - 33.4 45.1 Specialty Platform $ 4.7 $ 12.8 $ 30.6 $ 45.7 $ 45.8 $ 87.4 $ 96.1 $122.3 $194.6 $242.4 Performance Products and Solutions 75.7 64.2 65.8 31.3 33.1 54.0 27.7 38.8 56.0 63.1 Distribution 19.5 19.2 22.1 28.1 24.8 42.0 56.0 66.0 63.3 68.2 Joint ventures 91.9 102.9 34.8 28.6 25.5 18.9 5.0 - - - Corporate and eliminations (51.5) 34.5 (73.3) (425.1) 7.9 (27.7) 18.2 (89.6) (82.4) (218.6) Operating income (loss) GAAP $140.3 $ 233.6 $ 80.0 $(291.4) $137.1 $174.6 $203.0 $137.5 $231.5 $155.1 Less: Corporate operating expense 51.5 (34.5) 73.3 425.1 (7.9) 27.7 (18.2) 89.6 82.4 218.6 Operating income excluding Corporate $191.8 $199.1 $153.3 $133.7 $129.2 $202.3 $184.8 $227.1 $313.9 $373.7 Specialty platform operating mix percentage 2% 6% 20% 34% 35% 43% 52% 54% 62% 65% * Historical results have not been restated for the Resin business divestiture or the related resegmentation.

OF ASSOCIATES completed web-based cybersecurity training in Sustainability Report | 2019 21 https://responsiblecare.americanchemistry.com/Responsible-Care-Program-Elements/Responsible-Care-Security-Code/PDF-Responsible-Care-Security-Code.pdf https://gdpr-info.eu https://gdpr-info.eu https://www.cbp.gov/border-security/ports-entry/cargo-security/ctpat https://www.cbp.gov/border-security/ports-entry/cargo-security/ctpat https://www.cbsa-asfc.gc.ca/security-securite/pip-pep/menu-eng.html https://www.cbsa-asfc.gc.ca/security-securite/pip-pep/menu-eng.html Training and development of our workforce is crucial for Avient, as it influences our great place to work culture while enabling our teams to accomplish business goals. Sustainability Report | 2019 62 http://endplasticwaste.org https://www.opcleansweep.org https://www.newplasticseconomy.org/news/uk-plastics-pact-launched-by-the-ellen-macarthur-foundation-and-wrap https://www.petcore-europe.org https://plasticsrecycling.org P L A N E T Sustainability Report | 2019 63Sustainability Report | 2019 63 Protecting Our Planet Avient is fully committed to protecting the environment by addressing climate change, conserving natural resources and preventing pollution. Sustainability Report | 2019 65 https://www.avient.com/investors/governance/board-directors https://www.fsb-tcfd.org https://www.cdp.net/en/ Water Intensity and Biodiversity While water management is a critical and highly-influential topic in some industrial sectors, Avient’s operations are not water intensive.

Figure 12: Duration of use BMC Musculoskeletal Disorders 2021 22:186. https://doi.org/10.1186/s12891-021-04054-6 Figure 11: Duration of use Journal of Rehabilitation Medicine, 47 2 (2015): 154-60. https://doi.org/10.2340/16501977-1897 https://doi.org/10.1186/s12891-021-04054-6 https://doi.org/10.2340/16501977-1897 https://www.semanticscholar.org/paper/Hand-grip-fatigability-in-persons-with-multiple-to-Severijns-Lamers/834a2a4e4665c6e9f3d7513507807314d0214828 Ergonomic Grip Design Guide 11 Pre-production validation of the conceptual design is paramount in reducing the overall risk of the program. PART MODEL (GEOMETRY AND MESH) MATERIAL MODEL Steel hammer shaft Polymer hammer shaft Wood hammer shaft Figure 19: Material data Inputs * http://www.scielo.org.mx/pdf/remcf/v9n48/2007-1132-remcf-9-48-181-en.pdf ** https://www.westsystem.com/products/compare-epoxy-physical-properties/ http://www.scielo.org.mx/pdf/remcf/v9n48/2007-1132-remcf-9-48-181-en.pdf https://www.westsystem.com/products/compare-epoxy-physical-properties/ Ergonomic Grip Design Guide 19 After setting up the part and material models, the team determined applicable physics for the study. Figure 27: Mold flow fill analysis https://www.avient.com/products/thermoplastic-elastomers/tpe-knowledge-center HOW AVIENT CAN HELP We can help you improve the ergonomic properties of your handheld device to achieve greater usability, comfort, safety and satisfaction.

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