We align executive compensation with shareholder interests We avoid excessive risk while fostering sustainable company growth  Ensure that the majority of executive pay is based on objective, challenging financial goals and Company performance  Utilize maximums on potential payments, include retention vehicles in our compensation programs, provide multiple performance targets and maintain robust Board and management processes to identify risk, including a risk assessment of compensation programs that is performed each year  Maintain stock ownership guidelines for all Named Executive Officers  Evaluate annual and aggregate dilution from stock awards prior to our annual equity award grants We adhere to executive Compensation best Practices  Do not provide for excise tax gross-up for “excess parachute payments” under Section 280G of the Internal Revenue Code of 1986, as amended (“Code”) in any new management continuity agreements or for financial planning benefits  Maintain a clawback policy applicable to all executive officers  Prohibit Named Executive Officers from hedging or pledging our securities  Utilize an independent consultant to help the Compensation Committee understand compensation practices that impact Named Executive Officer compensation  Provide for minimum required vesting periods for our equity awards EXECUTIVE COMPENSATION PHILOSOPHY AND OBJECTIVES Our executive compensation programs reward our officersʼ performance, are specifically linked to our achievement of strategic operating and financial goals, and are designed to be competitive in the marketplace. In determining the median employee, we annualized the total compensation for such individuals by extending their eligible earnings over the full annual period but avoided creating full-time equivalencies.

We align executive compensation with shareholder interests We avoid excessive risk while fostering sustainable company growth  ✓ Ensure that the majority of executive pay is based on objective, challenging financial goals and Company performance ✓ Utilize maximums on potential payments, include retention vehicles in our compensation programs, provide multiple performance targets and maintain robust Board and management processes to identify risk, including a risk assessment of compensation programs that is performed each year ✓ Maintain stock ownership guidelines for all Named Executive Officers ✓ Evaluate annual and aggregate dilution from stock awards prior to our annual equity award grants   We adhere to executive compensation best practices ✓ Do not provide gross-ups for excise taxes on “excess parachute payments” under Section 280G of the Internal Revenue Code of 1986, as amended (“Code”) in any new management continuity agreements or for financial planning benefits ✓ Maintain a NYSE-compliant clawback policy applicable to all executive officers ✓   Prohibit Named Executive Officers from hedging or pledging our securities ✓   Utilize an independent consultant to help the Compensation Committee understand compensation practices that impact Named Executive Officer ✓ Provide for minimum required vesting periods for our equity awards PROXY STATEMENT 2024 | Annual Meeting of Shareholders 45 EXECUTIVE COMPENSATION PHILOSOPHY AND OBJECTIVES Our executive compensation programs reward our officers’ performance, are specifically linked to our achievement of strategic operating and financial goals, and are designed to be competitive in the marketplace. In determining the median employee, we annualized the total compensation for such individuals by extending their base wages over the full annual period but avoided creating full-time equivalencies.

It also supports legislation to increase government investment and scientific resources to develop and deploy low emissions technologies in the manufacturing sector; adopt transparent, predictable, technology- and revenue neutral, market-based, economy-wide carbon price signals; and encourage adoption of emissions-avoiding solutions and technologies throughout the economy to achieve significant emissions savings. Organization-specific example: Avient implemented 118 energy saving activities in 2023 that resulting in 13,000 MWh annual energy savings and avoiding annual emissions by 6,900 MT CO2e, hence reducing the company exposure to commodity fluctuations and regulatory changes. 7.74.1.5) Have you estimated the avoided emissions of this low-carbon product(s) or service(s) Select from: ☑ No (7.74.1.13) Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year 37 [Add row] 388 C9.

By laddering the maturity structure, we avoid concentrations of debt, reducing liquidity risk. Defendants agreed to the terms of the proposed settlement in order to avoid the substantial burden, expense, risk, inconvenience, and distraction of continued litigation, including the risk of delaying or adversely affecting the merger.

We avoid excessive risk while fostering sustainable Company growth P Utilize maximums on potential payments, include retention vehicles in our compensation programs, provide multiple performance targets and maintain robust Board and management processes to identify risk, which include a risk assessment of executive compensation programs that is performed each year.

Mevopur nucleating agents help neutralize the effect colors can have on the mechanical properties of the finished plastic part to avoid warping and size variability. Avient assists in creating electronic connector for a new, low-cost computer to meet technical requirements, avoid over-engineering and meet cost-performance requirements with Bergamid™ nylon material

By laddering the maturity structure, we avoid concentrations of debt maturities, reducing liquidity risk.

By diversifying the maturity structure, we avoid concentrations of debt, reducing liquidity risk.

By laddering the maturity structure, we avoid concentrations of debt maturities, reducing liquidity risk.

By laddering the maturity structure, we avoid concentrations of debt maturities, reducing liquidity risk.