Kahler (16) Page 16 • Shifted sales compensation practices to drive value and margin expansion • Significantly upgraded and added sales, marketing, and From Volume to Value $2,622 $3,060 Sales ($ millions) 2006 2011PFadded sales, marketing, and technical resources • Expanded global cross-selling • Invested in training and tools 2006 2011PF 3.3% 6.8% 2006 2011PF Adjusted OI% ($ millions) 2006 2011PF 2006 2011PF Page 17 • Value pricing practices enabled by use of EVE tools • Shifting the basis of competition to specialization 1.5% 8.9% 2006 2011PF Specialty OI% Specialization Drives Margin Expansion 2006 2011PF 7.2% PPS OI% competition to specialization differentiates PolyOne as a value-added solutions provider • Redirecting our technology and marketing focus to the most attractive segments 2.6% 5.6% 2006 2011 POD OI% 5.5% 7.2% 2006 2011 2006 2011 2006 2011 Page 18 • Global key account management team focused on key markets and strategic OEMs • Drive growth in target markets through application development750 1,120 Total Commercial Employees 2007 – 2011 49% Increase Commercial Excellence – Recent Investments *Includes ColorMatrix through application development • Leverage breadth of solutions across all PolyOne platforms to identify innovative solutions for strategic OEMs and Tier 1 partners * 750 2007 2011 Sales Marketing R&D/Tech Page 19 5% 1% 0% 27% 2% 12% 4% Performance Dashboards Drive Execution 45% 26% 18% 5% 55% Page 20 53% Drivers of Customer Loyalty Customer Experience is Key to Customer Loyalty 53% Building Customer Loyalty n = 4,960 B2B customers of 24 companies Source: Corporate Executive Board Company and Brand Impact Product and Service Delivery Value-to- Price Ratio Customer Experience 19% 9% 9% 19% 19% 9% Page 21 • Continue to redirect our focus to more attractive segments and increase customer loyalty and retention • Leverage new commercial tools and investments to enable disciplined execution and accountability Critical Imperatives to enable disciplined execution and accountability • Position PolyOne as the differentiated value-added specialty solutions provider Drive improved mix in all segments and achieve margin and profitability growth Page 22 Page 23

Over 20 molds at varying geometries to validate structural, application, and functional performance.

Горячая линия по вопросам этики компании https://www.Avient.com/company/policies-and- governance/ethics-hotline телефону 1-877-228-5410 7 Содержание Пересмотренная антимонопольная политика в 2021 г. mailto:ethics.officer%40avient.com%20%20? subject= mailto:legal.officer%40avient.com%20%20? Вместо этого говорите о «составлении конкуренции», «улучшении обслуживания клиентов», «ценном предложении компании Avient» и «привлечении покупателей». 20.

Start of legal relationship: 2018/07/31 Date of registration: 2018/08/21 Published: 2018/08/23 Effective: 2018/08/21 ... 20. Statistical code of the company 20/1. 26500971-4690-226-08.

Of greatest impact was a reduction in cycle time by an impressive 20%, while CFA use-rate dropped by 80%.

The materials used for laser welding must allow a minimum 20% transmission rate for laser energy.

Black EM94820009 10 Units/Case Sand EM82820004 5 Units/Case French Gray EM73820004 20 Units/Case Aqua EM53820063 5 Units/Case Emerald EM54820085 5 Units/Case Irish EM62820014 10 Units/Case Colors also available in liquid form.

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• Uw supervisor of een manager van Avient • De bedrijfsfunctionaris inzake ethiek via e-mail op ethics.officer@avient.com • Het hoofd Juridische zaken van Avient via e-mail op legal.officer@avient.com • Een lid van de juridische afdeling • De ethische hotline van Avient Ethische hotline van Avient De ethische hotline is wereldwijd in meer dan 20 talen telefonisch en via een website beschikbaar; 24 uur per dag, 7 dagen per week. Inhoudsopgave mailto:ethics.officer%40avient.com%20%20? subject= mailto:legal.officer%40avient.com%20%20?

Geleen, Netherlands 20. Riyadh, Saudi Arabia 20. Since 2007, we have raised over $20 million for United Way chapters.