B ij la ge n bi j he t B el gi sc h St aa ts bl ad - 3 0/ 11 /2 02 1 - A nn ex es d u M on it eu r be lg e

This represents a 45% increase over the prior year quarter, pro forma for the Clariant Masterbatch business.” Pro Forma The Company acquired the Clariant Masterbatch business (“CMB”) on July 1, 2020 (the “Acquisition Date”). Reconciliation of Pro Forma Adjusted Earnings per Share: Three Months Ended December 31, Year Ended December 31, 2019 2020 2019 Net income from continuing operations attributable to Avient shareholders $ 6.4 $ 132.0 $ 75.5 Special items, after tax (Attachment 3) 19.9 24.8 55.8 Adjusted net income from continuing operations excluding special items 26.3 156.8 131.3 Clariant MB pro forma adjustments to net income from continuing operations(2) 1.6 20.7 30.4 Pro forma adjusted net income from continuing operations attributable to Avient shareholders $ 27.9 $ 177.5 $ 161.7 Weighted average diluted shares 77.5 90.6 77.7 Pro forma impact to diluted shares from January 2020 equity offering 15.3 1.5 15.3 Pro forma weighted average diluted shares 92.8 92.1 93.0 Pro forma adjusted EPS - excluding special items pro forma for Clariant MB acquisition $ 0.30 $ 1.93 $ 1.74 (2) Pro forma adjustments for the periods prior to the acquisition date (July 1, 2020) and to give effects to the financing for the acquisition Year Ended December 31, 2020 Sales $ 3,242.1 Clariant MB pro forma adjustment to sales(2) 540.4 Pro forma sales $ 3,782.5 (2) Pro forma adjustments for the periods prior to the acquisition date (July 1, 2020) and to give effects to the financing for the acquisition 13

Di el ec tr ic co ns ta nt Lo ss ta ng en t Di el ec tr ic co ns ta nt Frequency [GHz] Frequency [GHz] Pallet number (1250 kg/pallet) PREPERM™ PPE950 PREPERM™ PPE800 PREPERM™ PPE440 PREPERM™ PPE320 PREPERM™ PPE260 -- Dielectric constant target -- +/- 2% 3,76 3,78 3,80 3,82 3,84 3,86 3,88 3,90 3,92 3,94 0 1 2 3 4 5 6 7 8 D ie le ct ri c co ns ta nt P a llet number (1250 k g/pa llet ) Die le ctric cons ta nt ta rge t +/- 2 % 0,000 0,002 0,004 0,006 0,008 0,010 0 10 20 30 40 50 60 Lo ss t a ng en t F requency [GHz ] PR E PE RM® PPE 95 0 PR E PE RM® PPE 80 0 PR E PE RM® PPE 44 0 PR E PE RM® PPE 32 0 PR E PE RM® PPE 26 0 0,000 0,002 0,004 0,006 0,008 0,010 0 10 20 30 40 50 60 Lo ss t a ng en t F requency [GHz ] PR E PE RM® PPE 95 0 PR E PE RM® PPE 80 0 PR E PE RM® PPE 44 0 PR E PE RM® PPE 32 0 PR E PE RM® PPE 26 0 0,000 0,002 0,004 0,006 0,008 0,010 0 10 20 30 40 50 60 Lo ss t a ng en t F requency [GHz ] PR E PE RM® PPE 95 0 PR E PE RM® PPE 80 0 PR E PE RM® PPE 44 0 PR E PE RM® PPE 32 0 PR E PE RM® PPE 26 0 Copyright © 2022, Avient Corporation.

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Hanna consolidate • Cultures clash – commodity wins • Dependent on income derived from commodity joint ventures The First 6 Years • Globally organized along three strategic platforms • Non-core equity investment dispositions • Talent upgrades, discipline instilled throughout organization • New CEO hired to transform POL into specialty business �18 of 20 officers new • Implemented four pillar strategy • Nearly 50% of The Second 6 Years History of PolyOne – A Transformation • Focused on increasing volume, not profits • Heavily tied to cyclical markets 2000 2006 2012 The FormationThe Formation The TransformationThe Transformation The New PolyOneThe New PolyOne organization • Demonstrated ability to deliver • Nearly 50% of business operating income derived from Specialty Platform* • Specialty assets acquired *Pro forma for ColorMatrix acquisition Page 8 30% 50% 70% 90% $10 $12 $14 $16 $18 PolyOnePolyOne Stock Price S&P 500 (relative performance) Strategy and Execution Drive Results | | | | -50% -30% -10% 10% 30% $0 $2 $4 $6 $8 $10 2006 2007 2008 2009 2010 2011 2012 Page 9 Four Pillar Strategy The World’s Premier Provider of Specialized Polymer Materials, Services & Solutions Page 10 60% 80% 100% % o f O p e ra ti n g I n co m e * Old PolyOne Transformation 2012 Target “What We Said” Mix Shift Highlights Specialty Transformation Ahead of Schedule *Operating Income excludes Corporate Charges ** Pro Forma for the acquisition of ColorMatrix and divestiture of SunBelt 2% 34% 42% 50% >50% 0% 20% 40% 2005 2008 2011 2011** 2012 % o f O p e ra ti n g I n co m e * JV's PP&S Distribution Specialty Specialty OI $5M $46M $89M $117M “What We Said” Page 11 2007 2012 Target 2011 “Where we were” “What we said” “Where we are” 1) Operating Income % Specialty 3.2% 10% - 12% 8.9% PP&S 6.1% 8% - 10% 7.2% Pro forma ColorMatrix Proof of Performance Distribution 3.0% 4% - 5% 5.6% 2) Specialty Platform sss% of Operating Income 20% >50% 50% 3) Specialty Vitality Index 21% 35% - 40% 49% 4) ROIC* (pre-tax) 11% >15% 16% 5) Sales outside the US 37% >40% 40% *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 12 2011 Pro forma ColorMatrix 2015 Target “Where we are” “Where we expect to be” 1) Operating Income % Specialty 8.9% PP&S 7.2% 12 – 16% 9 – 12% Elevating our Expectations and Yours PP&S 7.2% Distribution 5.6% 2) Specialty Platform % of Operating Income 50% 3) ROIC* (after-tax) 10% 4) Adjusted Annual EPS Growth 3 yr CAGR = 71% 9 – 12% 6 – 7.5% 65 – 75% 15% Double Digit Expansion *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 13 • Four pillar strategy, coupled with our ability to execute is driving results • Strong leadership team driving growth & executing • Innovation and services provide differentiation and How do we get there?

** Pro forma for sale of Designed Structures and Solutions segment (DSS). *** Pro forma for sale of Performance Products and Solutions segment (PP&S).

Page 93 2011 Highlights • Versus 2010, revenue growth of 9% drives 23% increase in adjusted operating income • Adjusted EPS expands 29% to all-time high of $1.02 Net Sales Adjusted Operating $1.02 Adjusted EPS $2,622 $2,643 $2,739 $2,061 $2,622 $2,864 Net Sales $88 $87 $72 $59 $147 $181 Adjusted Operating Income $0.12 $0.27 $0.21 $0.13 $0.79 $1.02 ($ millions) ($ millions) Page 94 2011 Highlights • Each platform contributed to our year over year operating income growth • Record OI achieved in Specialty and POD • Ten quarters of double-digit adjusted EPS expansion POD PP&SSpecialty Platform ROS%* 0.6% 1.5% 3.2% 4.3% 5.3% 8.4% 8.0% 2.9% 2.6% 3.0% 3.5% 4.0% 4.6% 5.6% 6.7% 5.5% 6.1% 3.1% 5.0% 7.0% 7.2% $20 $19 $22 $28 $25 $42 $56 O p e ra ti n g I n co m e POD $76 $64 $66 $31 $33 $54 $62 O p e ra ti n g In co m e PP&S $5 $13 $31 $46 $46 $87 $89 O p e ra ti n g I n co m e Specialty Platform *ROS% is defined as adjusted operating income % of revenue ($ millions) Page 95 2011 Highlights • Continued portfolio repositioning � Sale of SunBelt equity investment � Acquisition of specialty companies ColorMatrix and Uniplen • World-class working capital of 9.6% maintained while improving on-time delivery to 94%improving on-time delivery to 94% 81% 87% 88% 95% 93% 92% 94% 2005 2006 2007 2008 2009 2010 2011 14.3% 16.2% 14.4% 18.9% 11.7% 9.6% 9.6% 2005 2006 2007 2008 2009 2010 2011 On-Time Delivery Working Capital % of Sales Page 96 First Quarter 2012 Highlights • Revenues increased 9% over Q1 2011 to a new quarterly record • Adjusted EPS increased 12% $0.26 $0.29 Q1 2011 Q1 2012 Adjusted EPS • Adjusted EPS increased 12% over prior year • All platforms delivered double-digit operating income growth Q1 2011 Q1 2012 $25.2 $14.7 $29.1 $17.8 $16.7 Specialty PP&S POD Q1 2011 Q1 2012 Adjusted Operating Income $14.3 ($ millions) Page 97 • Total Debt at 3/31/12 Less: Cash Net Debt • Available Liquidity $706 186 $520 $300 $360 $250 $300 $350 $400 $450 Debt Maturities As of March 31, 2012 ($ millions) Debt Maturities & Liquidity Summary – 3/31/12 • Available Liquidity Cash ABL Availability Total Liquidity • Net Debt / EBITDA* = 1.9x $186 156 $342 *Adjusted EBITDA TTM Pro forma for ColorMatrix $50 $300 $0 $50 $100 $150 $200 $250 2015 2017 2020 Page 98 • Repurchased 6 million shares in 2011 Share Share RepurchaseRepurchase • Introduced a quarterly dividend in Q1 2011 and increased in Q1 DividendsDividends • Expanding our sales, marketing, and technical capabilities is top Organic Organic GrowthGrowth • Targets that expand our: • Specialty offering • End market presence AcquisitionsAcquisitions Use of Cash Current Cash Balance = $186M Net Debt / EBITDA* = 1.9X • 7.9 million shares remain available for repurchase under the current authorization increased in Q1 2012 • Objective of maintaining and growing capabilities is top priority • Investing in operational and LSS initiatives • CAPEX • End market presence • Geographic footprint • Synergy opportunities • Adjacent material solutions *Adjusted EBITDA TTM Pro forma for ColorMatrix Page 99 Page 100

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