 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. 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 • 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 5 Building & Construction 13% Industrial 12% Transportation 18% Wire & Cable 9% Packaging 16% Consumer 10% HealthCare 11% Appliance 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 Latin America 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% 66% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 YTD 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 $129M 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 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. Senior management uses adjusted operating income, adjusted EPS, and working capital to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and that current levels may serve as a base for future performance.

 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. 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 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 Latin America 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 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 $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. Senior management uses adjusted operating income, adjusted EPS, and working capital to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and that current levels may serve as a base for future performance.

Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to: • 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; • The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Disruptions or inefficiencies in our supply chain, logistics, or operations; • Changes in laws and regulations in jurisdictions where we conduct business, including with respect to plastics and climate change; • Fluctuations in raw material prices, quality and supply, and in energy prices and supply; • Demand for our products and services; • 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; • Our ability to pay regular quarterly cash dividends and the amounts and timing of any future dividends; • Information systems failures and cyberattacks; • Amounts for cash and non-cash charges related to restructuring plans that may differ from original estimates, including because of timing changes associated with the underlying actions; • Our ability to achieve strategic objectives and successfully integrate acquisitions, including the implementation of a cloud-based enterprise resource planning system, S/4HANA; • Other factors affecting our business beyond our control, including without limitation, changes in the general economy, changes in interest rates, changes in the rate of inflation, geopolitical conflicts and any recessionary conditions; and • Other factors described in our Annual Report on Form 10-K for the year ended December 31, 2023 under Item 1A, “Risk Factors.” Avient’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of Avient and each business segment and to allocate resources. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance.

Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to: • 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; • The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Disruptions or inefficiencies in our supply chain, logistics, or operations; • Changes in laws and regulations in jurisdictions where we conduct business, including with respect to plastics and climate change; • Fluctuations in raw material prices, quality and supply, and in energy prices and supply; • Demand for our products and services; • 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; • Our ability to pay regular quarterly cash dividends and the amounts and timing of any future dividends; • Information systems failures and cyberattacks; • Amounts for cash and non-cash charges related to restructuring plans that may differ from original estimates, including because of timing changes associated with the underlying actions; • Our ability to achieve strategic objectives and successfully integrate acquisitions, including the implementation of a cloud-based enterprise resource planning system, S/4HANA;and • Other factors affecting our business beyond our control, including without limitation, changes in the general economy, changes in interest rates, changes in the rate of inflation, geopolitical conflicts and any recessionary conditions Use of Non-GAAP Measures This presentation includes the use of both GAAP (generally accepted accounting principles) and non-GAAP financial measures. Avient’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of Avient and each business segment and to allocate resources. Senior management also uses operating income before special items to assess performance and allocate resources because senior management believes that these measures are useful in understanding current profitability levels and how it may serve as a basis for future performance.

She has extensive experience modernizing legacy systems, building automation, scaling IT resources, and enabling business success through technology.

https://www.avient.com/resource-center/services

We understand and acknowledge that water is a precious and vital resource, and we strive to ensure our operations do not compromise water quality or availability.

What if you had access to additional resources that expand your design, development, testing, and technical capabilities? Our people, ideas, material science, resources, and unwavering commitment to service enables customers to transform their visions into groundbreaking products. 1.844.4AVIENT www.avient.com Copyright © 2023, Avient Corporation.

It is from this vision that our Employee Resource Groups were born and flourish today. Our newest Employee Resource Group is SERVE (which stands for Sustaining Engagement for Returning Veteran Employees). With guidance from the Consultant, our Internal Audit and Human Resources groups completed the initial risk assessment of our compensation programs, including those that extend beyond the executive officers.

Avient’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. Investing in Innovation — Specialty companies invest to grow, so we ensure our resources are concentrated on material science for high-growth end markets, poised for value creation in the long term. Post-consumer recycled content as percentage of total plastic packaging volume, by weight ENABLING THE USE OF RECYCLED CONTENT 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 CASE STUDY WITH BRAND OWNER Recycled ResinVirgin Resin 16 SUSTAINABILITY FOR A BETTER TOMORROW • 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 *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 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% $99 Q3 2021 SALES AND OPERATING INCOME 18 Sales Growth Rate Operating Income$ millions 19 Q3 2020 Q3 2021 (1) Financial information is presented on a constant currency basis (44% of total revenue) (56% of total revenue) Q3 END MARKET SALES PERFORMANCE +20% +31% +40% +24% +46% +40% +14% +33% Energy Telecom Building & 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 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 EBITDA$ millions FU LL Y EA R 2021 O U T LO O K $308 $430 $1.93 $3.00 FULL YEAR GROWTH PROJECTIONS 23 Sales Adjusted Operating Income $3,783 $4,750 + 26% + 40% + 55% (1) Financial information is pro forma to include a full year of Clariant Color acquisition (1)(1)(1) $1.74 $1.93 $3.00 $442 $457 $580 FULL YEAR 2019 – 2021 GROWTH 24 Sales Adjusted EBITDA $3,981 $3,783 $4,750 + 19% (1) Financial information is pro forma to include a full year of Clariant Color acquisition (1) (1) (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 CREATING VALUE FOR SHAREHOLDERS Share Performance Dividends Share Repurchases Deleveraging 3.5x 2.1x 2019PF 2021E Growing Dividend Cumulative Buybacks Net Leverage $B n $ p r sh ar 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 (2) 494% SUSTAINABILITY REPORT Continuous ESG Improvement 26 • Updated 2030 Sustainability Goals • Further disclosure on key Environmental, Social, and Governance impacts • Joined U.N.