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 • 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 5 Appliances 5% Building & Construction 12% Consumer 10% Electrical & Electronics 5% Healthcare 11% Industrial 14% Packaging 14% Transportation 20% Wire & Cable 9% Distribution 28% PP&S 20% Specialty 52% United States 69% Europe 13% Canada 7% Asia 6% Latin America 5% 2014 Revenues: $3.8 Billion End Markets 2014 Revenues: $3.8 Billion PolyOne At A Glance $13 $31 $46 $46 $87 $96 $122 $195 $242 2006 2007 2008 2009 2010 2011 2012 2013 2014 Specialty Operating Income ($M) PolyOne Corporation Page 6 Old PolyOne *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 65% 69% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 Q1 2015 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 $242M $60M 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 -100% 0% 100% 200% 300% 400% 500% 600% 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.

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 • 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 5 Appliances 5% Building & Construction 12% Consumer 10% Electrical & Electronics 5% Healthcare 11% Industrial 14% Packaging 14% Transportation 20% Wire & Cable 9% Distribution 28% PP&S 20% Specialty 52% United States 69% Europe 13% Canada 7% Asia 6% Latin America 5% 2014 Revenues: $3.8 Billion End Markets 2014 Revenues: $3.8 Billion PolyOne At A Glance $13 $31 $46 $46 $92 $96 $122 $195 $242 2006 2007 2008 2009 2010 2011 2012 2013 2014 Specialty Operating Income ($M) PolyOne Corporation Page 6 Old PolyOne *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 65% 69% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 Q1 2015 2020 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 80%+ Specialty OI $5M $46M $87M $195M $242M $60M Mix Shift Highlights Specialty Transformation Transformation 2020 Platinum Vision Platinum Vision 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 -100% 0% 100% 200% 300% 400% 500% 600% 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.

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 – 2015 2016 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 $1.96 • 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 • 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 5 Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence Associates PolyOne Corporation Page 6 26 Consecutive Quarters of EPS Growth PolyOne Corporation Page 7 2015 Revenues: $3.4 Billion End Markets 2015 Revenues: $3.4 Billion PolyOne At A Glance $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 $1.80 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Adjusted EPS United States 66% Europe 13% Canada 7% Asia 7% Latin America 7% Appliances 4% Building & Construction 12% Consumer 10%Electrical & Electronics 5% Healthcare 11% Industrial 14% Packaging 13% Textiles 2% Transportation 20% Wire & Cable 9% $1.96 Distribution 29% PP&S 20% CAI 23% SEM 15%DSS 13% PolyOne Corporation Page 8 Old PolyOne *Operating Income excludes corporate charges and special items 2% 43% 65% 0% 20% 40% 60% 80% 100% 2005 2010 2015 2020 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 80%+ Specialty OI $5M $87M $229M Mix Shift Highlights Specialty Transformation Transformation 2020 Platinum Vision Platinum Vision PolyOne Corporation Page 9 Color and Engineered Materials at the Heart of Specialty Transformation OPERATING MARGIN 1.7% 4.6% 5.1% 5.5% 7.2% 8.1% 9.7% 12.2% 14.7% 16.7% 17.0% 20%+ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 1Q'16 2020 Platinum Vision COLOR, ADDITIVES AND INKS 1.1% 1.3% 3.4% 5.1% 9.6% 8.0% 8.6% 9.3% 12.1% 14.7% 16.6% 20%+ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 1Q'16 2020 Platinum Vision SPECIALTY ENGINEERED MATERIALS PolyOne Corporation Page 10 2006 1Q 2016 2020 “Where we were” “Where we are” Platinum Vision 1) Operating Income % Specialty: Color, Additives & Inks 1.7% 17.0% 20%+ Specialty Engineered Materials 1.1% 16.6% 20%+ Designed Structures & Solutions N/A 2.5% (TTM) 8 – 10% Performance Products & Solutions 5.5% 11.9% 12 – 14% Distribution 2.6% 6.5% 6.5 – 7.5% 2) Specialty Platform % of Operating Income 6.0% 61% 80%+ 3) ROIC* 5.0% 12.0% 15% 4) Adjusted EPS Growth N/A 22% Double Digit Expansion Proof of Performance & 2020 Goals *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period PolyOne Corporation Page 11 Therma-Tech™ & Sheet GEON™ Vinyl Polymer ColorantsTherma-Tech™ TPE’s & Film TPE + OnForce™ Gravi-Tech™ Page 11 Film Target End Markets… Healthcare PolyOne Corporation Page 12 TPE + OnForce (SEM) OnForce (SEM) Glasforms (SEM) TPE Vibration Dampening (SEM/GLS) TPE & Film (SEM + DSS) Glasforms (SEM) Polymer Colorants (CAI) Thermatech (SEM) Thermoplastic Elastomers (SEM) TPE + OnForce (SEM) OnForce (SEM) Thermoplastic Elastomers (SEM) Glasforms (SEM) Polymer Colorants (CAI) Sheet (DSS) Source: Outdoor Industry Association Target End Markets… Outdoor High Performance PolyOne Corporation Page 13 Sound & Vibration Management Fuel Handling Systems Interior & Exterior Trim Structural Braces & Brackets Interior Structural Components Lighting Air management Electronics & Cameras Fluid Handling Target End Markets… Automotive Underhood Components Roof Systems PolyOne Corporation Page 14 Target End Markets… Packaging PreservaPak™ OnColor™ Smart Batch™ VersaFlex™ TPE Cap Liner ColorMatrix™ Amosorb™ Oxygen Scavenger ColorMatrix™ Ultimate™ UV Light Barrier OnCap™ Laser Marking Additives PolyOne Corporation Page 15 Innovation Drives Earnings Growth *Specialty Platform revenue from products introduced in last five years $20 $53 2006 2015 Research & Development Spending ($ millions) Specialty Platform Vitality Index Progression* 14% 34% 2006 2015 CAI & SEM Gross Margin 12% 43% 2006 2015 Target ≥ 35% Innovation Pipeline Potential PolyOne Corporation Page 16 2,883 2,414 2006 2015 Volume (lbs in millions) -16% $103 $192 2006 2015 Commercial, R&D and Marketing Spending ($M) +86% $303 $721 2006 2015 Adjusted Gross Profit ($M) +138% Ours is Not a Cost Cutting Story PolyOne Corporation Page 17 Design and Service as a Differentiator Right Material & Color Desired Product Design Appropriate Manufacturing Process Delivering Concept to Commercialization Connecting the Dots with iQ Design Labs and InVisiO Color Design PolyOne Corporation Page 18 Customer First Through World-Class Service Strengthening relationships through:  Providing LSS services to small/medium sized customers  Providing training in Customer Centric Selling Skills with customers World’s Best Business Process Excellence Program in 2012* World’s Best Start-up program for Lean Six Sigma Deployment in 2009* 81% 93% 2006 2015 16.2% 9.7% 2006 2015 On-Time Delivery Working Capital % of Sales  52% of associates trained in LSS  Five consecutive years – CFO Magazine Best Working Capital Management in the chemical industry Commitment to Operational Excellence PolyOne Corporation Page 19 60% 100% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 1Q 2016 Pension Funding** As of March 31, 2016 Debt Maturities & Pension Funding Net Debt / Adjusted EBITDA*= 2.5x ** includes US-qualified pension plans only*TTM 3/31/2016 $550 $600 $200 $300 $400 $500 $600 $700 $800 2022 2023 Debt Maturities As of March 31, 2016 ($ millions) Coupon Rate: 3.750% 5.250% PolyOne Corporation Page 20 Free Cash Flow and Strong Balance Sheet Fund Investment / Shareholder Return  Expanding our sales, marketing, and technical capabilities  Investing in operational and LSS initiatives  ~75% of capital expenditures fund growth initiatives Organic Growth Acquisitions Share Repurchases Dividends $0.16 $0.20 $0.32 $0.40 $0.48 $0.10 $0.20 $0.30 $0.40 $0.50 2011 2012 2013 2014 2015 2016 Annual Dividend  Targets that expand our: • Specialty offerings • End market presence • Geographic breadth  Synergy opportunities  Adjacent material solutions  Repurchased 1.5 million shares in Q1 2016  Repurchased 17.3 million shares since early 2013  10.0 million shares are available for repurchase under the current authorization $0.24 PolyOne Corporation Page 21 The New PolyOne: A Specialty Growth Company Why Invest In PolyOne?

ColorWorks innovation centers are specially designed to foster imagination and enable creative exploration of innovative solutions • Focus on customers’ sustainability initiatives through recyclability and post-consumer recycled materials for packaging applications • Supports 8-12% long-term revenue growth expectations across our sustainable solutions portfolio 8 2020 Pro forma $870 $69 Sustainable Solutions 66 37% 26 Healthcare 29 20% 7 Composites 12 36% 6 Growth in Asia / LATAM 47 39% 11 Other 190 48% 22 Sub-total $1,214 40% $141 COVID Response Applications (15) (8) FX Impact 36 4 Synergies 11 Incentives, Travel, Other Employee Costs (26) 2021 Actual $1,235 42% $122 Q2 2021 ORGANIC SALES AND OPERATING INCOME ( T O TA L C O M PA N Y ) 9 (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition Sales Growth Rate Adjusted Operating Income$ millions (1) 10 Q2 2020PF Q2 2021 (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition (2) Financial information is presented on a constant currency basis (1,2) (44% of total revenue) (56% of total revenue) Q2 END MARKET SALES PERFORMANCE +26% +38% +46% +103% +51% +9% +7% +67% Energy Telecom Building & Construction Transportation Industrial Healthcare Packaging Consumer Q2 YEAR-OVER-YEAR EBITDA BRIDGE Q2 2020 Pro forma $ 106 Demand 69 11 Adjusted EBITDA$ millions • Demand impact driven by growth in sustainable solutions and consumer products • Price increases more than offset raw material and supply chain impacts (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition (1) CAI: Price / Mix 40 Inflation (32) SEM: Price / Mix 23 Inflation (18) Distribution: Price / Mix 81 Inflation (77) Net Price Benefit 17 Supply Chain Disruptions (14) COVID Response Applications (8) Synergies 11 Incentives, Travel, FX, Other (22) Q2 2021 Actual $ 159     Q1 2021 Actual $ 161 CAI: Price / Mix 32 Inflation (22) SEM: Price / Mix 15 Inflation (9) Distribution: Price / Mix 50 Inflation (48) Net Price Benefit 18 Supply Chain Disruptions (12) Demand / Seasonality (6) Other (2) Q2 2021 Actual $ 15912 Adjusted EBITDA$ millions • Price increases more than offset raw material and freight inflation impacts • Demand impact driven by Q2 seasonality for the business Q1 TO Q2 SEQUENTIAL EBITDA BRIDGE     Q 3 A N D F U L L Y E A R 2 0 2 1 O U T L O O K $74 $98 2020 2021E $0.46 $0.68 2020 2021E ORGANIC GROWTH PROJECTIONS – Q3 ( T O TA L C O M PA N Y ) 14 Sales Adjusted Operating Income $925 $1,150 2020 2021E + 24% Adjusted EPS + 32% + 48% (in millions) (in millions) FULL YEAR GUIDANCE INCREASED 15 Sales Adj.

Service:�The Timeless differentiator Talent development IQ DESIGN LSS CUSTOMER FIRST Innovating with PolyOne COLOR, ADDITIVES & INKS Color, Additives & Inks Specialty Engineered Materials Specialty Engineered Materials DISTRIBUTION Overview of RAW MATERIAL PURCHASES Target end markets & �application examples Slide Number 52 Slide Number 53 Slide Number 54 Slide Number 55 Slide Number 56 Slide Number 57 Slide Number 58 Slide Number 59 Slide Number 60 Slide Number 61 Slide Number 62 Slide Number 63 Slide Number 64 Slide Number 65

VÅR UPPFÖRANDEKOD UTFÄRDAD: OKTOBER 2024 Innehållsförteckning Introduktion: Ett meddelande från vår ceo 1 Vår uppförandekod Vägledning för etiskt uppförande 3 Personliga värderingar 3 Ditt ansvar 4 Ytterligare ansvar för Avients chefer och managers 4 Att hantera frågor och rapportera situationer som överträder efterlevnad 5 Ethics hotline 5 Inga repressalier 6 Tillämpning av uppförandekoden 6 Överträdelser av koden 6 Respekt för alla Mångfald och social integration 8 Diskriminering eller trakasserier 8 Relationer på arbetsplatsen 9 Substansmissbruk 10 Fysisk säkerhet och våld på arbetsplatsen 10 Ärlighet på arbetet Korrekt information, data och register 12 Bokföringsintegritet 12 Bolagets kommunikationer 14 Skyddande och användning av tillgångar 14 Äganderättsskyddad och konfidentiell information, idéer och immateriella rättigheter 15 Integritet, skydd av personlig information och data 16 Internet- och e-postanvändning 16 Sociala media och sociala nätverk 17 Datasäkerhet, licensiering av programvara och copyrights 17 Insiderinformation och aktiehandel 18 Politiska bidrag/aktiviteter och donationer för välgörande ändamål 19 Myndigheters undersökningar och förfrågningar 19 Integritet i våra affärer Rättvisa affärer 21 Mutor och kickbacks 21 Ombud och konsulter 22 Konkurrens 22 Gåvor och annan gästfrihet 23 Intressekonflikter 24 Vanliga frågor 24 Egen företagsamhet 25 Internationell handel 25 Penningtvätt 25 Bolagets sociala ansvar Hållbarhet 27 Säkerhet, hälsa och miljö 28 Produkt- och servicesäkerhet 29 Respekt för mänskliga rättigheter 29 Ett delat åtagande 29 Resurser och kontaktinformation Våra policyer 30 Interna kontakter 30 Ethics Hotline 30 Ett meddelande från vår ceo Bästa Avient-team, Våra företagsbeslut får långtgående konsekvenser i dagens komplexa och sammankopplade värld. Medarbetarens namn (vänligen texta) Underskriftc Datum Arbetsplats Resurser och kontaktinformation Våra policyer Interna kontakter – etik och efterlevnadsresurser Ethics Hotline Ett meddelande från vår ceo Vår uppförandekod Vägledning för etiskt uppförande Personliga värderingar Ditt ansvar Ytterligare ansvar för Avients chefer och managers Att hantera frågor och rapportera situationer som överträder efterlevnad Ethics hotline Inga repressalier Tillämpning av uppförandekoden Överträdelser av koden Respekt för alla Mångfald och social integration Diskriminering eller trakasserier Relationer på arbetsplatsen Substansmissbruk Fysisk säkerhet och våld på arbetsplatsen Ärlighet på arbetet Korrekt information, data och register Bokföringsintegritet Bolagets kommunikationer Skyddande och användning av tillgångar Äganderättsskyddad och konfidentiell information, idéer och immateriella rättigheter Integritet, skydd av personlig information och data Internet- och e-postanvändning Sociala media och sociala nätverk Datasäkerhet, licensiering av programvara och copyrights Insiderinformation och aktiehandel Politiska bidrag/aktiviteter och donationer för välgörande ändamål Myndigheters undersökningar och förfrågningar Integritet i våra affärer Rättvisa affärer Mutor och kickbacks Ombud och konsulter Konkurrens Gåvor och annan gästfrihet Intressekonflikter Vanliga frågor Egen företagsamhet Internationell handel Penningtvätt Bolagets sociala ansvar Hållbarhet Säkerhet, hälsa och miljö Produkt- och servicesäkerhet Respekt för mänskliga rättigheter Ett delat åtagande

IL NOSTRO CODICE DI CONDOTTA DATA DI PUBBLICAZIONE: OTTOBRE 2024 INDICE Introduzione: Un messaggio dal ceo 1 Il nostro Codice di condotta Linee guida per il comportamento etico 3 Valori personali 3 Le vostre responsabilità 4 Responsabilità aggiuntive di supervisori e manager di Avient 4 Risolvere questioni e segnalare situazioni di non conformità 5 Linea di assistenza telefonica sull’etica 5 Non ritorsione 6 Applicazione del codice di condotta 6 Violazioni del codice 6 Rispetto per tutti 7 Diversità e inclusione 8 Discriminazione o molestie 8 Rapporti di lavoro 9 Abuso di sostanze 10 Sicurezza fisica e violenza sul luogo di lavoro 10 Onestà sul lavoro Informazioni, dati e documenti accurati 12 Integrità contabile 12 Comunicazioni aziendali 14 Tutela e uso dei beni 14 Informazioni proprietarie e riservate, idee e proprietà intellettuale 15 Privacy, informazioni personali e protezione dei dati 16 Uso di internet e delle e-mail 16 Social media e social networking 17 Sicurezza informatica, licenze software e copyright 17 Insider trading e informazioni privilegiate 18 Contributi/attività per partiti politici e contributi ad organizzazioni di beneficenza 19 Indagini e inchieste governative 19 Integrità nella nostra attività Trattamento equo 21 Corruzione e mazzette 21 Agenti e consulenti 22 Concorrenza 22 Omaggi e ospitalità 23 Conflitti di interessi 24 Autonegoziazioni 25 Commercio internazionale 25 Riciclaggio di denaro 25 Responsabilità sociale dell’azienda Sostenibilità 27 Sicurezza, salute e ambiente 28 Sicurezza di prodotti e servizi 29 Rispetto dei diritti umani 29 Un impegno condiviso 29 Risorse e informazioni di contatto Le nostre politiche 30 Contatti interni 30 Linea di assistenza telefonica sull’etica 30 Un messaggio dal ceo Cari membri del team Avient, le nostre decisioni aziendali hanno implicazioni di vasta portata nel mondo complesso e interconnesso di oggi. Nome del dipendente (in stampatello) Firma Data Sede di lavoro Risorse e informazioni di contatto Le nostre politiche Contatti interni—Risorse su etica e conformità Linea di assistenza telefonica sull’etica Un messaggio dal ceo Il nostro Codice di condotta Linee guida per il comportamento etico Valori personali Le vostre responsabilità Responsabilità aggiuntive di supervisori e manager di Avient Risolvere questioni e segnalare situazioni di non conformità Linea di assistenza telefonica sull’etica Non ritorsione Applicazione del codice di condotta Violazioni del codice Rispetto per tutti Diversità e inclusione Discriminazione o molestie Rapporti di lavoro Abuso di sostanze Sicurezza fisica e violenza sul luogo di lavoro Onestà sul lavoro Informazioni, dati e documenti accurati Integrità contabile Comunicazioni aziendali Tutela e uso dei beni Informazioni proprietarie e riservate, idee e proprietà intellettuale Privacy, informazioni personali e protezione dei dati Uso di internet e delle e-mail Social media e social networking Sicurezza informatica, licenze software e copyright Insider trading e informazioni privilegiate Contributi/attività per partiti politici e contributi ad organizzazioni di beneficenza Indagini e inchieste governative Integrità nella nostra attività Trattamento equo Corruzione e mazzette Agenti e consulenti Concorrenza Omaggi e ospitalità Conflitti di interessi Autonegoziazioni Commercio internazionale Riciclaggio di denaro Responsabilità sociale dell’azienda Sostenibilità Sicurezza, salute e ambiente Sicurezza di prodotti e servizi Rispetto dei diritti umani Un impegno condiviso

ONZE GEDRAGSCODE UITGEGEVEN: OKTOBER 2024 INHOUDSOPGAVE Inleiding: Een Bericht van de CEO 1 Onze gedragscode Richtlijnen voor ethisch gedrag 3 Persoonlijke waarden 3 Uw verantwoordelijkheden 4 Bijkomende verantwoordelijkheden voor supervisors en managers van Avient 4 Vragen oplossen en het melden van niet in overeenstemming zijnde situaties 5 Ethiekhotline 5 Geen vergelding 6 Toepassing van de Gedragscode 6 Overtredingen van de code 6 Respect voor iedereen Diversiteit en inclusie 8 Discriminatie of pesterijen 8 Relaties op de werkplek 9 Drugmisbruik 10 Fysieke beveiliging en geweld op de werkplek 10 Eerlijkheid op het werk Nauwkeurige informatie, gegevens en dossiers 12 Boekhoudkundige integriteit 12 Bedrijfscommunicatie 14 Beveiliging en gebruik van middelen 14 Eigendomsrechtelijke en vertrouwelijke informatie, ideeën en intellectueel eigendom 15 Privacy, persoonsgegevens en gagevensbescherming 16 Gebruik van internet en e-mail 16 Sociale media en sociale netwerken 17 Computerbeveiliging, softwarelicenties en copyrights 17 Handel met voorkennis 18 Politieke bijdragen/activiteiten en liefdadigheidsbijdragen 19 Overheidsonderzoeken en vragen 19 Integriteit in ons zakendoen Eerlijk Handelen 21 Omkoping en smeergeld 21 Vertegenwoordigers en consulenten 22 Concurrentie 22 Geschenken en gastvrijheid 23 Belangenverstrengeling 24 Zelf Handelen 25 Internationale handel 25 Witwassen 25 Sociale verantwoordelijkheid van het bedrijf Duurzaamheid 27 Veiligheid, gezondheid en milieu 28 Product-en dienstveiligheid 29 Respecteren van mensenrechten 29 Een gedeelde toewijding 29 Hulpbronnen en contactinformatie Ons beleid 30 Interne contacten 30 Ethiekhotline 30 Een Bericht van de CEO Beste Avient-team, Onze bedrijfsbeslissingen hebben verstrekkende implicaties in de complexe en onderling verbonden wereld van vandaag. Naam van de medewerker (in blokletters) Handtekening Datum Werklocatie Hulpbronnen en contactinformatie Ons beleid Interne contacten - hulpbronnen Ethiek en naleving Ethiekhotline Een Bericht van de CEO Onze gedragscode Richtlijnen voor ethisch gedrag Persoonlijke waarden Uw verantwoordelijkheden Bijkomende verantwoordelijkheden voor supervisors en managers van Avient Vragen oplossen en het melden van niet in overeenstemming zijnde situaties Ethiekhotline Geen vergelding Toepassing van de Gedragscode Overtredingen van de code Respect voor iedereen Diversiteit en inclusie Discriminatie of pesterijen Relaties op de werkplek Drugmisbruik Fysieke beveiliging en geweld op de werkplek Eerlijkheid op het werk Nauwkeurige informatie, gegevens en dossiers Boekhoudkundige integriteit Bedrijfscommunicatie Beveiliging en gebruik van middelen Eigendomsrechtelijke en vertrouwelijke informatie, ideeën en intellectueel eigendom Privacy, persoonsgegevens en gagevensbescherming Gebruik van internet en e-mail Sociale media en sociale netwerken Computerbeveiliging, softwarelicenties en copyrights Handel met voorkennis Politieke bijdragen/activiteiten en liefdadigheidsbijdragen Overheidsonderzoeken en vragen Integriteit in ons zakendoen Eerlijk Handelen Omkoping en smeergeld Vertegenwoordigers en consulenten Concurrentie Geschenken en gastvrijheid Belangenverstrengeling Zelf Handelen Internationale handel Witwassen Sociale verantwoordelijkheid van het bedrijf Duurzaamheid Veiligheid, gezondheid en milieu Product-en dienstveiligheid Respecteren van mensenrechten Een gedeelde toewijding

It is better to fill out the part at slower speeds in-order to let any compressed air escape, and to get the best surface finish on the part.3 • Using all of the previous settings, record the Transfer Pressure, Fill Time, and Injection speed • Reduce the injection velocity by 10% and record the same values • Keep reducing the injection velocity until a fill time of 10-15 seconds is reached Transfer Pressure (psi) Fill Time (sec) Injection Velocity (in/sec) Relative Shear Rate Relative Viscosity 1238 0 .20 8 .00 5 .00 247 .60 1125 0 .22 7 .00 4 .55 247 .50 1058 0 .25 6 .00 4 .00 264 .50 960 0 .35 5 .00 2 .86 336 .12 870 0 .45 4 .00 2 .22 391 .65 780 0 .58 3 .00 1 .72 452 .59 690 0 .85 2 .00 1 .18 586 .78 600 1 .35 1 .00 0 .74 810 .45 510 2 .50 0 .75 0 .40 1275 .83 420 5 .23 0 .50 0 .19 2198 .34 330 9 .56 0 .25 0 .10 3157 .99 240 15 .26 0 .10 0 .07 3667 .49 FIGURE 47 - Injection Speed 22 Gravi-Tech • Calculate the Relative Viscosity for each of the Injection Speeds using the equation above (Transfer Pressure * Fill Time) • Calculate the Relative Shear Rate for each of the injection speeds using the equation (1/Fill Time) • Plot the points on a graph and find the optimum velocity • The optimum velocity will be where the curve starts to level out In figure 48 above, the optimum velocity is where the plotted line crosses the black trend line; therefore the optimum velocity would be about 1 .00 in/sec . Types of Layout Designs FIGURE 56 - Grid FIGURE 58 - Radial FIGURE 57 - Series FIGURE 59 - Hybrid 48 Gravi-Tech Mold Strength When consulting how strong the mold needs to be, there are two types of pressures it must withstand: injection pressure and clamping pressure .

Post-consumer recycled content as percentage of total plastic packaging volume, by weight E NA B L I N G T H E U S E O F R E C YC L E D C O N T EN T T O P 5 G A P S T H A T W E A R E A D D R E S S I N G 2) DECONTAMINATION1) COLOR MANAGEMENT 3) MAINTAINING MECHANICAL PROPERTIES 4) MONO-MATERIAL CONSTRUCTION 5) CONSISTENT RECYCLED MATERIAL QUALITY 15 G U I D I N G B R A N D S T O W H A T I S P O S S I B L E C A S E S T U DY W I T H B R A N D OW N E R Recycled ResinVirgin Resin 16 S U S TA I NA B I L I T Y F O R A B ET T E R TO M O R ROW 17 • Revenue from sustainable solutions expected to grow 18% in 2021 as our innovation efforts and collaboration with customers continues to accelerate • Investments centered around innovation and global sustainability megatrends o Enabling a circular economy – Technologies that allow for increased use of post-consumer recycled (PCR) material and improve recyclability of plastics o Light-weighting – Composites and CAI applications to reduce weight and material requirements, which minimize energy and carbon emissions o Eco-Conscious – Health and human safety applications as well as Avient’s alternative materials to replace lead, PVC, halogens, BPA and other less eco-friendly options 17 *Avient Sustainable Solutions definitions aligned with FTC 2012 Guide for the Use of Environmental Marketing Claims (“Green Guides”) **2020 is Pro Forma to include full year of the Clariant Color business 2016 2017 2018 2019 2020PF** 2021E $405M $455M $340M $550M $790M Revenue From Sustainable Solutions* 2016-2021 $930M 17 Q3 2020 $925 $74 Sustainable Solutions 35 19% 14 Healthcare 51 44% 10 Composites 13 39% 6 Growth in Asia / LATAM 14 11% 3 Other 177 39% 16 Sub-total $1,215 31% $123 Supply Chain Disruption Costs (19) COVID Response Applications (5) (3) FX Impact 10 2 Synergies 12 Incentives, Travel, Other Employee Costs (16) Q3 2021 $1,220 32% $99 Q3 2021 SALES AND OPERATING INCOME ( T O TA L C O M PA N Y ) 18 Sales Growth Rate Adjusted Operating Income$ millions 19 Q3 2020 Q3 2021 (1) Financial information is presented on a constant currency basis (1) (44% of total revenue) (56% of total revenue) Q3 END MARKET SALES PERFORMANCE +20% +31% +40% +24% +46% +40% +14% +33% Energy Telecom Building & Construction Transportation Industrial Healthcare Packaging Consumer Q3 YEAR-OVER-YEAR EBITDA BRIDGE 20 • Demand driven by growth in sustainable solutions, healthcare and consumer applications • Price increases more than offsets raw material and supply chain impacts • Synergy capture on pace to achieve $50M in annual savings in 2021 Q3 2020 $ 111 Demand 29 Adjusted EBITDA$ millions CAI: Price / Mix 51 Inflation (37) SEM: Price / Mix 25 Inflation (22) Distribution: Price / Mix 108 Inflation (103) Net Price Benefit 22 Supply Chain Disruption Costs (19) COVID Response Applications (3) Synergies 12 Incentives, FX, Other (16) Q3 2021 $ 136     21 • Price increases have more than covered raw material and freight inflation impacts of $300M year- to-date compared to 2020 • Demand impact driven by Q3 seasonality for the business Q2 TO Q3 SEQUENTIAL EBITDA BRIDGE Q2 2021 $ 159 CAI: Price / Mix 17 Inflation (8) SEM: Price / Mix 6 Inflation (5) Distribution: Price / Mix 35 Inflation (35) Net Price Benefit 10 Supply Chain Disruption Costs (4) Demand / Seasonality (35) Other 6 Q3 2021 $ 136 Adjusted EBITDA$ millions     F U L L Y E A R 2 0 2 1 O U T L O O K $308 $430 2020PF 2021E $1.93 $3.00 2020PF 2021E FULL YEAR GROWTH PROJECTIONS ( T O TA L C O M PA N Y ) 23 Sales Adjusted Operating Income $3,783 $4,750 2020PF 2021E + 26% Adjusted EPS + 40% + 55% (in millions) (in millions) (1) Financial information is pro forma to include a full year of Clariant Color acquisition (1)(1)(1) $1.74 $1.93 $3.00 2019PF 2020PF 2021E $442 $457 $580 2019PF 2020PF 2021E FULL YEAR 2019 – 2021 GROWTH ( T O TA L C O M PA N Y ) 24 Sales Adjusted EBITDA $3,981 $3,783 $4,750 2019PF 2020PF 2021E + 19% Adjusted EPS (1) Financial information is pro forma to include a full year of Clariant Color acquisition (1) (1) (in millions) (in millions) (1)(1) + 31% + 72% (1) (1) 0.1 0.1 0.2 0.5 0.6 0.7 0.8 0.9 0.9 1.0 1.0 11 12 13 14 15 16 17 18 19 20 21 40% 99% YTD 5 - YR 10 - YR 0.16 0.20 0.26 0.34 0.42 0.50 0.58 0.72 0.79 0.81 0.85 0.95 11 12 13 14 15 16 17 18 19 20 21 22 2.1x Q4 NET LEVERAGE ~$1Bn REPURCHASED OVER LAST 10 YEARS ~$450MM PAID OVER LAST 11 YEARS C R E AT I N G VA LU E F O R SH A R E H O L D E R S 25 Share Performance Dividends Share Repurchases Deleveraging 3.5x 2.1x 2019PF 2021E Growing Dividend Cumulative Buybacks Net Leverage $ B n $ p e r sh a re Total Shareholder Return ~$4Bn MARKET CAP INCREASE OVER LAST 10 YEARS (1) Share performance includes reinvested dividends and is as of 10.25.2021 (2) Financial information is pro forma to include a full year of Clariant Color acquisition (1) (2) 494% SUSTA INAB ILITY R EPORT Continuous ESG Improvement 26 • Updated 2030 Sustainability Goals • Further disclosure on key Environmental, Social, and Governance impacts • Joined U.N.