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3. Overcharges and undercharges resulting from typographical, mathematical, weight or clerical errors, or duplicate payments may be filed at any time within 18 months of delivery, and pursuant to 49 U.S.C. 14101(b), the parties hereby expressly waive any notification requirements that may be applicable under 49 U.S.C. 13710(a)(3) for such overcharges and undercharges.

All Rights Reserved 2025 3 Avient at a glance... $3.2B $526M 80+ 100+ 2011 37% 63% 2024 sales by business segment Specialty Engineered Materials SEM Color, Additives & Inks CAI 2024 sales by end market 41% 35% 18% 6% 2024 sales by region US, Canada LATAM Asia EMEA PACKAGING 23% CONSUMER 20% INDUSTRIAL 15% TRANSPORTATION 10% BUILDING & CONSTRUCTION 10% HEALTHCARE 8% DEFENSE 7% ENERGY 4% TELECOM 3% 2024 SALES 2024 ADJ. Solutions from across 3. Prioritize company-level growth vectors meeting the four-point criteria MARKETS TECHNOLOGY CUSTOMER SCALE 3.

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? EPS: $2.50 Assumptions • High single digit organic revenue CAGR • Operating margins in mid range of 2015 targets • Housing starts at 85% of 50 year norm by 2015 • No investment in incremental PP&S capacity • Completion of 2-3 midsize accretive acquisitions • No divestitures • Remain comfortably below 3X Net Debt / EBITDA • No global recession 2011 Rev: $2.9B Adj.

Eastern Time on July 30, 2021. 3 *Pro Forma The company acquired the Clariant Masterbatch business (“CMB”) on July 1, 2020 (the “Acquisition Date”). See Attachment 3 for a definition and summary of special items. See Attachment 3 for a definition and summary of special items.

The company noted that GAAP EPS includes special items (Attachment 3), which impacted EPS in 2021 and 2020. 2 “I am extremely pleased to finish the year with another record quarter and report the highest level of annual adjusted earnings we have ever achieved,” said Robert M. See Attachment 3 for a definition and summary of special items and Attachment 7 for a summary of pro forma adjustments associated with the Clariant Color Acquisition necessary to reflect Clariant Color adjusted results in all periods presented. See Attachment 3 for a definition and summary of special items.

The company noted that GAAP EPS includes special items (Attachment 3), which impacted EPS in both periods. See Attachment 3 for a definition and summary of special items. See Attachment 3 for a definition and summary of special items.

identifikační číslo 26689537, sídlem Pobřežní 620/3, Karlín, 186 00 Praha 8, spisová značka C 87503 vedená u Městského soudu v Praze (dále též „Společnost“), o změně obsahu společenské smlouvy (dále též „Rozhodnutí“), konané dne 21.10.2021 v budově na adrese Jáchymova 26/2, Staré Město, 110 00 Praha 1. ------------------ I. 1. Působnost valné hromady Společnosti přijímat Rozhodnutí dle článku III. notářského zápisu byla notáři prokázána, a to zejména předloženým zakladatelským právním jednáním Společnosti v úplném znění a ustanovením § 190 odst. 2 zákona č. 90/2012 Sb., o obchodních společnostech a družstvech (dále též „zákon o obchodních korporacích“ nebo „ZOK“). ----------------------------- 3. Petr Elšík, -3-, notář v Litoměřicích ---------------------------------------------------------------- .

Berea, Ohio 3. John Midea, Jr. 53 Senior Vice President, Global Operations and Process Improvement Craig M. Compensation 3.

All Rights Reserved 2025 4 Q1 2025 organic revenue growth - by region (3%) +2% +9% +17% Year-over-year revenue growth, excludes the impact of foreign exchange US & Canada Europe, Middle East & Africa Asia Latin America 5Copyright © . Using our “global reach with a local touch” model to win share and new business 3. Executing flawlessly and continue advancing our strategy while prioritizing investments and resources for our growth vectors 1. 2. 3. 4. 5. 6.