We are committed to implementing appropriate security management programs, processes and procedures to protect all of our assets and to reduce the risk of harm and business interruption. Bob Patterson Chairman, President, and CEO August 1, 2020 Product Stewardship Policy Product Stewardship plays a significant role in Avient’s sustainable and ethical business practices.  Monitoring the development of emerging laws, regulations and industry standards

It is our policy to conduct business in a manner that ensures the safety and health of employees, customers, suppliers and the communities in which we operate. We are committed to implementing appropriate security management programs, processes and procedures to protect all of our assets and to reduce the risk of harm and business interruption.  Monitoring the development of emerging laws, regulations and industry standards

They are based on management’s expectations that involve a number of business risks and uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking statements.  PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. Appendix 2014 Financial Highlights At a Glance�Global Color, Additives and Inks At a Glance�Global Specialty Engineered Materials At a Glance�Designed Structures and Solutions At a Glance�Performance Products and Solutions At a Glance�Distribution Plastics: Key to Future Sustainable Development Commitment to Operational Excellence A Rich Pipeline of Opportunity Application Examples Slide Number 28 Authentication Technology Range Rover Evoque Interior Slide Number 31 Metal Replacement Solutions Next Generation Solar Charger High-Barrier Packaging Containers Aerospace Applications Non-GAAP Reconciliation Sidoti & Company non-GAAP Rec

Professional & Personal Development Development Programs FOCUS ON TRUST, DIVERSITY & INCLUSIONAND DEVELOPMENT

Develop and maintain a competitive executive compensation program in order to attract and retain qualified executives and to provide incentives to management that reward pay for performance in attaining the Company’s goals and objectives. 2 • Review and approve a peer group of companies to be used for marketplace trend analysis and to assess the competitiveness of the Company’s total compensation opportunities for executive officers Develop and maintain a process to enable the Board of Directors to evaluate the performance of the Chief Executive Officer on an annual basis and timely communicate the results of any such evaluation to the Chief Executive Officer Committee Meetings and Action • A majority of the Committee members will be a quorum for the transaction of business. • The action of a majority of those present at a meeting at which a quorum is present will be the act of the Committee. • Any action that may be taken at a meeting of the Committee may be taken by written consent so long as the written consent is unanimously approved and filed with the Corporate Secretary

DOWNLOAD THIS CARD AND HOVER OVER THE INK SWATCH TO REVEAL PMS CODES. 80550 LEMON YELLOW 30400 DOLPHIN ORANGE 43000 NATIONAL RED 50400 RUSSELL PURPLE 80100 LIGHT GOLD 80108 YELLOW 30200 BRIGHT ORANGE 42270 DRAKE RED 45400 MAROON 80000 GOLD 42000 DALLAS SCARLET 47600 BRANDYWINE 40000 SCARLET 75300 AQUA 60650 CONTACT BLUE Wilflex™ inks by Avient. With high speed wet-on-wet printing and the capability to cure at low to standard temperatures, Wilflec Epic Rio RFU colors are developed to improve productivity and reduce cost.

They are based on management’s expectations that involve a number of business risks and uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking statements. ColorMatrix); � The ability to achieve the expected results of any acquisitions, including the acquisitions being accretive, including without limitation, the acquisition of ColorMatrix; � An inability to maintain appropriate relations with unions and employees; and � Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation PolyOne’s chief operating decision makers use these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources.

MSC Certificate Place and date: For the issuing office: Shanghai, 20 March 2024 DNV - Business Assurance Building 9, No. 1591 Hongqiao Road, Changning DistrictShanghai China 200336 Zhu Hai Ming Management Representative Lack of fulfilment of conditions as set out in the Certification Agreement may render this Certificate invalid. ACCREDITED UNIT: DNV Business Assurance B.V., Zwolseweg 1, 2994 LB, Barendrecht, Netherlands - TEL: +31(0)102922689. www.dnv.com/assurance MANAGEMENT SYSTEM CERTIFICATE Certificate no.: 7071-1998-AQ-RGC-RvA Initial certification date: 28 April 1998 Valid: 30 March 2024 – 29 March 2027 This is to certify that the management system of PolyOne-Shanghai, China No. 88, Guo Shou Jing Road, Z. ACCREDITED UNIT: DNV Business Assurance B.V., Zwolseweg 1, 2994 LB, Barendrecht, Netherlands - TEL: +31(0)102922689. www.dnv.com/assurance Page 2 of 2 Appendix to Certificate PolyOne-Shanghai, China Locations included in the certification are as follows: Site Name Site Address Site Scope PolyOne Polymer (Tianjin) Company Limited No. 28#C, Jin Bin Hi-Tech Industrial Park, No. 156, Nan Hai Road, Tianjin Economic- Technological Development Area, Tianjin, China 300457 Manufacture of Colour and Additive Concentrates PolyOne-Shanghai, China No. 88, Guo Shou Jing Road, Z.

They are based on management’s expectations that involve a number of business risks and uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking statements. Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to: • Our ability to identify and evaluate acquisition targets and consummate acquisitions; • The ability to successfully integrate acquired companies into our operations, retain the management teams of acquired companies, retain relationships with customers of acquired companies, and achieve the expected results of such acquisitions, including whether such businesses will be accretive to our earnings; • Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and cost of credit in the future; • Our ability to achieve new business gains; • The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Changes in polymer consumption growth rates and laws and regulations regarding the disposal of plastic in jurisdictions where we conduct business; • Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online; • Fluctuations in raw material prices, quality and supply and in energy prices and supply; production outages or material costs associated with scheduled or unscheduled maintenance programs; • Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters; • An inability to achieve or delays in achieving or achievement of less than the anticipated financial benefit from initiatives related to working capital reductions, cost reductions and employee productivity goals; • Information systems failures and cyber attacks; • Our ability to continue to pay regular cash dividends and the amounts and timing of any future dividends; and • Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation. PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources.

Eliminate complexity of portfolios, go-to-market models and organization 4. to grow double-digits in prioritized businesses through key growth vectors 5. Share gains and geographic penetration all Avient Amplify innovation Copyright © . 2025 8 Build new platforms of scale GROW BUSINESS AT 10% PLUS CAGR 1. Full-year 2024 highlights ► 4% organic revenue growth for Avient; 3% for CAI and 6% for SEM ► Adjusted EBITDA margin expanded 20 bps for Avient; 90 bps for CAI and 110 bps for SEM ► New strategy in execution Leadership team strengthened with a new CTO, CIO, General Counsel, SVP (New business development & marketing) in place ► New compensation plan rolled out in January 2025, in direct alignment with the strategy ► 2024 was our safest year on record ► Increased dividend 5% to $1.08 on an annualized basis; 14th consecutive increase FY 2024 results FULL YEAR 2024 VS.