KEY CHARACTERISTICS Formulated with bio-based resin and/or 10–50% filler from renewable plant sources, Maxxam BIO formulations: • Reduce product carbon footprint • Achieve equivalent performance to standard polyolefin formulations • Provide good stiffness, durability, impact resistance and UV stability • Deliver good surface finish and are easy to color • Enable customized performance characteristics depending on application need • Offer food contact compliance MARKETS AND APPLICATIONS Maxxam BIO formulations are suitable for use across many industries and applications where traditional polyolefin materials are used, including: • Transportation Interior Applications - Decorative profiles, trunk side liners, pillars, T-cup • Industrial - Structural parts, furniture • Consumer - Household goods, personal care items, packaging, office supplies, food contact applications • Electrical and Electronic – Housings, buttons, junction boxes SUSTAINABILITY BENEFITS • Formulated with bio-based resin and/or 10–50% natural filler • Utilize natural filler from renewable plant sources including olive seed based powder and cellulose fiber • Offer a lower product carbon footprint compared to traditional petroleum-based feedstock • Can be recycled at end of life PRODUCT BULLETIN CHARACTERISTICS UNITS Maxxam BIO MX5200-5036 Natural FD Maxxam BIO MX5200-5030 Natural FD Maxxam BIO MX5200-5030 Natural FD X1 Maxxam BIO MX5200-5001 RS HS Natural Maxxam BIO MX5200-5033 RS HS Natural Maxxam BIO MX5200-5034 RS HS Natural Maxxam BIO MX5200-5035 RS HS Natural Filler/Reinforcement Unfilled Unfilled Unfilled 30% Glass Fiber 10% Mineral 20% Mineral 30% Mineral Density (ISO 1183) g/cm 0.90 0.90 0.90 1.12 0.96 1.03 1.12 Tensile Modulus (ISO 527-1) @ 23°C MPa 1500 1000 1000 6400 1350 1650 2100 Tensile Stress (ISO 527-2) @ 23°C MPa 27.0 20.0 20.0 75.0 13.0 14.0 15.0 Tensile Strain at Break (ISO 527-2) @ 23°C % 5 50 50 3.0 50 37 18 Charpy Notched (ISO 179) kJ/m 5 20 25 10 12 10 10 CHARACTERISTICS UNITS Maxxam BIO MX5200-5023 RS HS HI Natural 70 Maxxam BIO MX5200-5025 RS HS Natural 70 Maxxam BIO MX5200-5004 RS HS Natural 70 Maxxam BIO MX5200-5003 RS Natural 70 Maxxam BIO MX5200-5009 RS HS Natural 70 Maxxam BIO MX5200-5024 RS HS Natural 70 Maxxam BIO MX5200-5022 RS HS Natural 70 Filler/Reinforcement 15% Olive Seed Based 25% Olive Seed Based 30% Olive Seed Based/ 10% Mineral 35% Olive Seed Based/ 5% Mineral 15% Olive Seed Based/ 17% Glass Fiber/ Mineral 20% Olive Seed Based/ 20% Glass/ Mineral 10% Olive Seed Based/ 20% Mineral Density (ISO 1183) g/ccm 1.00 1.15 1.10 1.07 1.09 1.25 1.10 Tensile Modulus (ISO 527-1) @ 23°C MPa 1750 2000 2700 2500 3800 3500 4100 Tensile Stress at Break (ISO 527-2) @ 23°C MPa 21.0 20.0 30.0 20.0 40.0 35.0 42.0 Tensile Strain at Break (ISO 527-2) @ 23°C % 24 5 3 5 3 4 2 Notched Izod (ISO 180) kJ/m 15 7 3 2 5 15 7 MAXXAM BIO POLYOLEFINS – BIO-BASED RESIN – TECHNICAL PERFORMANCE MAXXAM BIO POLYOLEFINS – OLIVE SEED BASED FILLER – TECHNICAL PERFORMANCE CHARACTERISTICS UNITS Maxxam BIO MX5200-5029 NF HI UV Black X1 Maxxam BIO MX5200-5032 NFS UV Natural Maxxam BIO MX5200-5020 NF/NFS UV Natural X1​ Maxxam BIO MX5200-5016 NF Natural Filler/Reinforcement 10% Cellulose Fiber 20% Cellulose Fiber 30% Cellulose Fiber 40% Cellulose Fiber Density (ISO 1183) g/ccm 0.95 1.00 1.02 1.07 Tensile Modulus ISO 527-1) @ 23°C MPa 1550 1750 2640 3600 Tensile Stress at Break (ISO 527-2) @ 23°C MPa 33 30 48 55 Tensile Strain at Break (ISO 527-2) @ 23°C % 8 12 9 4 Charpy Notched Impact Strength (ISO 179/1eA) kJ/m2 5 6 5 5 Charpy Unnotched Impact Strength (ISO 179/1eU) kJ/m2 33 49 38 30 MAXXAM BIO POLYOLEFINS – CELLULOSE FIBER FILLER – TECHNICAL PERFORMANCE Copyright © 2023, Avient Corporation. Some of the information arises from laboratory work with small-scale equipment which may not provide a reliable indication of performance or properties obtained or obtainable on larger-scale equipment.

Some of the information arises from laboratory work with small-scale equipment which may not provide a reliable indication of performance or properties obtained or obtainable on larger-scale equipment. Some of the information arises from laboratory work with small-scale equipment which may not provide a reliable indication of performance or properties obtained or obtainable on larger-scale equipment.

• Consider the resignation of an incumbent director who receives a greater number of votes “withheld” from his or her election than votes “for” his or her election in an election of directors that is not a contested election and recommend to the Board whether to accept or reject it, as provided in the Company’s Corporate Governance Guidelines. Corporate Responsibility • Provide oversight and guidance with regard to how the Board and management evaluate and integrate corporate responsibility and sustainability matters into the Company’s business strategy and decision-making, including overseeing risks relating to the Company's programs, policies, and practices on sustainability and environmental, social, and governance matters, by receiving regular updates from management, as well as reviewing reports on corporate responsibility and/or sustainability published by the Company.

Consider the resignation of an incumbent director who receives a greater number of votes “withheld” from his or her election than votes “for” his or her election in an election of directors that is not a contested election and recommend to the Board whether to accept or reject it, as provided in the Company’s Corporate Governance Guidelines. Corporate Responsibility Provide oversight and guidance with regard to how the Board and management evaluate and integrate corporate responsibility and sustainability matters into the Company’s business strategy and decision-making, including overseeing risks at a strategic level relating to the Company's programs, policies, and practices on sustainability and environmental, social, and governance matters, by receiving regular updates from management, as well as reviewing reports on corporate responsibility and/or sustainability published by the Company.

The Board of Directors has ultimate responsibility for matters related to governance and corporate responsibility, and the Governance and Corporate Responsibility Committee provides oversight and guidance with regard to how the Board and management evaluate and integrate corporate responsibility and sustainability into Avient’s business strategy, decision-making and stakeholder communication, including this Human Rights Policy. Our goal is to provide fair and competitive compensation and benefits to all of our associates.

You are advised to consult any further disclosures we make on related subjects in our reports on Form 10-Q, 8-K and 10-K that we provide to the Securities and Exchange Commission. PolyOne Corporation Page 4 PolyOne 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 • 20 consecutive quarters of double- digit adjusted EPS growth • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Established aggressive 2015 targets • Continue specialty transformation • Goal of $2.50 adjusted EPS by 2015, three times the EPS generated in 2011 of $0.82 • Drive double digit operating income and adjusted EPS growth PolyOne Corporation Page 5 Building & Construction 13% Industrial 12% Transportation 18% Wire & Cable 9% Packaging 16% Consumer 10% HealthCare 11% Appliance 6% Electronics & Electrical 5% 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion PolyOne At A Glance United States 67% Europe 14% Canada 7% Asia 6% Latin America 6% Specialty 54% PP&S 18% Distribution 28% $13 $31 $46 $46 $92 $96 $122 $195 $0 $50 $100 $150 $200 2006 2007 2008 2009 2010 2011 2012 2013 Specialty Operating Income PolyOne Corporation Page 6 Old PolyOne *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 65% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 YTD 2015 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 65-75% Specialty OI $5M $46M $87M $195M $191M Target Mix Shift Highlights Specialty Transformation Transformation 2015 Target PolyOne Corporation Page 7 Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence PolyOne Corporation Page 8 Strategy and Execution Drive Results $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 '06 '07 '08 '09 '10 '11 '12 '13 ‘06-‘13 EPS CAGR = 41% EPS Share Price vs.  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion 1 Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.

You are advised to consult any further disclosures we make on related subjects in our reports on Form 10-Q, 8-K and 10-K that we provide to the Securities and Exchange Commission. PolyOne Corporation Page 3 PolyOne 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 • 19 consecutive quarters of double- digit adjusted EPS growth • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Established aggressive 2015 targets • Continue specialty transformation • Goal of $2.50 Adjusted EPS by 2015, nearly double 2013 EPS • Drive double digit operating income and adjusted EPS growth PolyOne Corporation Page 4 Building & Construction 13% Industrial 12% Transportation 18% Wire & Cable 9% Packaging 16% Consumer 10% HealthCare 11% Appliance 6% Electronics & Electrical 5% 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion PolyOne At A Glance United States 67% Europe 14% Canada 7% Asia 6% Latin America 6% Specialty 54% PP&S 18% Distribution 28% $13 $31 $46 $46 $92 $96 $122 $195 $0 $50 $100 $150 $200 2006 2007 2008 2009 2010 2011 2012 2013 Specialty Operating Income PolyOne Corporation Page 5 Old PolyOne Transformation *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 66% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 YTD 2015 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 65-75% Specialty OI $5M $46M $87M $195M $129M Target Mix Shift Highlights Specialty Transformation 2015 Target PolyOne Corporation Page 6 Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence PolyOne Corporation Page 7 -150% -50% 50% 150% 250% 350% 450% 550% 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 '06 '07 '08 '09 '10 '11 '12 '13 ‘06-‘13 EPS CAGR = 41% EPS Share Price vs.  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion 1 Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.

You are advised to consult any further disclosures we make on related subjects in our reports on Form 10-Q, 8-K and 10-K that we provide to the Securities and Exchange Commission. PolyOne Corporation Page 4 PolyOne 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 • 18 consecutive quarters of double- digit adjusted EPS growth • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Established aggressive 2015 targets • Continue specialty transformation • Targeting $2.50 Adjusted EPS by 2015, nearly double 2013 EPS • Drive double digit operating income and adjusted EPS growth PolyOne Corporation Page 5 Building & Construction 13% Industrial 12% Transportation 18% Wire & Cable 9% Packaging 16% Consumer 10% HealthCare 11% Appliance 6% Electronics & Electrical 5% 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion PolyOne At A Glance United States 67% Europe 14% Canada 7% Asia 6% Latin America 6% Specialty 54% PP&S 18% Distribution 28% $13 $31 $46 $46 $92 $96 $122 $195 $0 $50 $100 $150 $200 2006 2007 2008 2009 2010 2011 2012 2013 Specialty Operating Income PolyOne Corporation Page 6 Old PolyOne Transformation *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 64% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 Q1 2014 2015 % o f O p e ra ti n g I n c o m e * JV's Performance Products & Solutions Distribution Specialty 65-75% Specialty OI $5M $46M $87M $195M $60M Target Mix Shift Highlights Specialty Transformation 2015 Target PolyOne Corporation Page 7 Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence PolyOne Corporation Page 8 -150.00% -50.00% 50.00% 150.00% 250.00% 350.00% 450.00% 550.00% 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 '06 '07 '08 '09 '10 '11 '12 '13 ‘06-‘13 EPS CAGR = 41% EPS Share Price vs.  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.

You are advised to consult any further disclosures we make on related subjects in our reports on Form 10-Q, 8-K and 10-K that we provide to the Securities and Exchange Commission. Use of Non-GAAP Measures Page 3 PolyOne 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 • 18 consecutive quarters of double- digit adjusted EPS growth • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Established aggressive 2015 targets • Continue specialty transformation • Targeting $2.50 Adjusted EPS by 2015, nearly double 2013 EPS • Drive double digit operating income and adjusted EPS growth Page 4 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion Page 5 PolyOne At A Glance United States 67% Europe 14% Canada 7% Asia 6% Latin America 6% Specialty 54% PP&S 18% Distribution 28% $13 $31 $46 $46 $92 $96 $122 $195 $0 $50 $100 $150 $200 2006 2007 2008 2009 2010 2011 2012 2013 Specialty Operating Income Building & Construction 13% Industrial 12% Transportation 18% Wire & Cable 9% Packaging 16% Consumer 10% HealthCare 11% Appliance 6% Electronics & Electrical 5% Old PolyOne Transformation *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 64% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 Q1 2014 2015 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 65-75% Specialty OI $5M $46M $87M $195M $60M Target Mix Shift Highlights Specialty Transformation 2015 Target Page 6 Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence Page 7 -150.00% -50.00% 50.00% 150.00% 250.00% 350.00% 450.00% 550.00% PolyOne S&P 500 Strategy and Execution Drive Results $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 '06 '07 '08 '09 '10 '11 '12 '13 ‘06-‘13 EPS CAGR = 41% EPS Share Price vs.  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion Page 15 Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.

You are advised to consult any further disclosures we make on related subjects in our reports on Form 10-Q, 8-K and 10-K that we provide to the Securities and Exchange Commission. Avient does not provide reconciliations of forward-looking non-GAAP financial measures, such as outlook for Adjusted EBITDA and Adjusted Earnings Per Share, to the most comparable GAAP financial measures on a forward- looking basis because Avient is unable to provide a meaningful or accurate calculation or estimation of reconciling items, and the information is not available without unreasonable effort. Moving up the value chain, and expanding addressable market size by providing materials solutions in select and prioritized areas Copyright © .