Поммерлох, Люксем- бург 19 Route de Bastogne Pommerloch, Luxembourg, L-9638 Телефон: +352 269 050 35 Факс: +352 269 050 45 www.avient.com http://www.avient.com Краткий справочник: Что следует и не следует делать в рамках антимонопольной политики Контрольный список по соблюдению требований антимонопольного законодательства Защита от преследований Фиксация возможных нарушений Заключение Потенциальные проблемные области в сфере антимонопольного законодательства Нарушения антимонопольного законодательства Общий обзор Антимонопольного законодательства США Общие сведения о политике Горячая линия по вопросам этики компании Avient

Francisco Nakasato, 1700 13295-000 Itupeva Sao Paulo, Brazil 电话：+55 11 4593 9200 欧洲 地区总部，卢森堡 Pommerloch 19 Route de Bastogne Pommerloch, Luxembourg, L-9638 电话：+352 269 050 35 传真：+352 269 050 45 www.avient.com http://www.avient.com

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. Garratt Senior Vice President, President of Performance Products & Solutions John Midea Senior Vice President, Global Operations & Process Improvement Mark Crist Senior Vice President, President of PolyOne Distribution Cathy Dodd Vice President, Marketing Chris Murphy Vice President, Research & Development, Chief Innovation Officer Kurt Schuering Vice President, Global Key Account Management The Leaders Behind the Team PolyOne Corporation Page 8 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 • Substantial EPS growth from $0.13 to all-time high of $1.80 • Shift to faster growing, high margin, less cyclical end markets • Key acquisitions propel current and future growth, as well as margin expansion • Specialty mix expands to 65% of Operating Income – strongest mix of earnings in history • Accelerating growth • Deliver consistent double digit annual EPS growth • Maintain >35% vitality index • Pursue strategic acquisitions that expand specialty offerings and geographic breadth • Invest and grow current and next generation talent PolyOne Corporation Page 9 2006 2014 “Where we were” “Where we are” Operating Income % Specialty: Global Color, Additives & Inks 1.7% 14.7% Global Specialty Engineered Materials 1.1% 12.1% Designed Structures & Solutions 1.4%(2012) 7.3% Performance Products & Solutions 5.5% 7.7% Distribution 2.6% 6.1% Specialty Platform % of Operating Income 6.0% 65% ROIC 5.0% 11.3% Adjusted EPS Growth N/A 37% Proof of Performance PolyOne Corporation Page 10 2% 34% 43% 62% 65% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2013 2014 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty Old PolyOne Mix Shift Highlights Specialty Transformation New PolyOne Transformation Specialty OI $5M $46M $87M $195M $242M *Operating Income excludes corporate charges and special items PolyOne Corporation Page 11 2014 2015 Target “Where we are” (Est. in 2012) Operating Income % Specialty: Global Color, Additives & Inks 14.7% 12 – 16% Global Specialty Engineered Materials 12.1% 12 – 16% Designed Structures & Solutions 7.3% 8 – 10% Performance Products & Solutions 7.7% 9 – 12% Distribution 6.1% 6 – 7.5% Specialty Platform % of Operating Income 65% 65 – 75% ROIC 11.3% 15% Adjusted EPS Growth 37% Double Digit Expansion Proof of Performance PolyOne Corporation Page 12 • Sold non-core resin assets – EPS dilutive • Completed acquisition of Spartech • Housing starts below 1.25 million units Single family units 30% below expectations • Longstanding weakness in Europe, and decline in Euro Successfully Navigating Change Since 2012 PolyOne Corporation Page 13 -100% 0% 100% 200% 300% 400% 500% 600% POL S&P 500 Strategy and Execution Drive Results $0.12 $0.27 $0.21 $0.13 $0.68 $0.82 $1.00 $1.31 $1.80 '06 '07 '08 '09 '10 '11 '12 '13 '14 ‘06-‘14 Adjusted EPS CAGR = 40% Adjusted EPS Share Price vs. Senior management uses operating income excluding special items, 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.

These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities, and prohibit discrimination against all individuals based on their race, color, religion, sex, national origin, sexual orientation or gender identity. 12.12 Both parties shall act in compliance with all applicable (inter)national privacy laws, rules, regulations and standards, including guidelines and decisions of the European Data Protection Board, in connection with the performance of the Agreement. Supplier, Supplier’s insurer(s) and anyone claiming by, through, under or on Supplier’s behalf shall have no claim, right of action or right of subrogation against Avient or its customers based on any loss or liability insured against under the Required Insurance.

Seller has based any recommendations to Buyer upon information that Seller considers reliable, but Seller makes no warranty as to any results Buyer might obtain in Buyer’s use(s) for the Product. Buyer must give Seller written notice of the existence of each claim involving Product (whether based on breach of contract, breach of warranty, negligence, strict liability, other tort or otherwise) within the earlier of thirty (30) days after receipt of the quantity of Product forming the basis for the claim or applicable shelf-life expiration, if any.

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. 15 2021 O U TLO O K A S P R O V I D E D O N F E B R U A R Y 9 , 2 0 2 1 W E B C A S T Synergies ($ millions) Initial Three-Year Estimate Revised Three-Year Estimate 2021 Expected Realization Administrative $ 18 $ 20 $ 15 Sourcing 24 30 15 Operational 18 25 5 Total Synergies $ 60 $ 75 $ 35 CLARIANT INTEGRATION & COST SYNERGIES UPDATE 17 • Integration going extremely well: synergy target increased from $60 million to $75 million • $5 million of synergies in 2020 and expect to realize $35 million in 2021 • Relentless focus on guiding principles of safety first, employee collaboration and exceeding customer expectations • Future revenue synergies are not part of these estimates and represent additional growth over the long term $86 $103 2020PF 2021E $0.53 $0.70 2020PF 2021E ORGANIC GROWTH PROJECTIONS – Q1 (TOTAL COMPANY) 18 Sales Adjusted Operating Income $991 $1,090 2020PF 2021E + 10% Adjusted EPS + 20% + 32% (in millions) (in millions) (1) (1) (1) (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition $308 $360 2020PF 2021E $1.93 $2.40 2020PF 2021E ORGANIC GROWTH PROJECTIONS – FULL YEAR (TOTAL COMPANY) 19 Sales Adjusted Operating Income $3,783 $4,100 2020PF 2021E + 8% Adjusted EPS + 17% + 24% (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition (1) (1) (in millions) (in millions) (1) 2020 Pro forma $3,783 $308 Sustainable Solutions 60 11% 24 Healthcare 60 11% 18 Composites 20 10% 10 Growth in Emerging Regions 50 7% 11 Other (GDP growth) 82 5% 11 Sub-total $4,055 7% $382 COVID Response Applications (25) - (11) Outdoor High Performance Applications (15) - (7) Asia Payroll Tax Subsidy (COVID) - - (4) FX Impact 85 - 7 Synergies - - 30 Incentives, Travel, Other Employee Costs - - (37) 2021 Estimated $4,100 8% $360 2021 ORGANIC SALES AND OPERATING INCOME (TOTAL COMPANY) 20 (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition (2) COVID Response Applications: facemasks, personal protective equipment Sales Growth Rate Adjusted Operating Income$ millions (1) (2) CASH FLOW AND LEVERAGE 21 • Asset light business generates significant free cash flow • Cash generation in 2021 partially offset by restructuring activities to capture synergies associated with the Clariant Masterbatch acquisition • Cash flow deployed to M&A, opportunistic share repurchases and balance sheet / leverage reduction 3.5x 2.7x 2.1x 2019PF 2020PF 2021E Net Debt / Adjusted EBITDA (1) (1) (1) Financial information is pro forma to include a full year of Clariant Masterbatch business acquisition ($ millions) 2020 2021E Adjusted EBITDA 382 510 Working Capital: Source / (Use) 116 (30) Cash Taxes (40) (53) Interest Paid (67) (76) CapEx (62) (75) CapEx for Synergy Capture (2) (20) Restructuring for Synergy Capture (11) (25) Other 22 19 Free Cash Flow 338 250 22 • 8% increase in sales drives 24% increase in adjusted EPS to $2.40 ($2.70 excluding step-up depreciation and amortization) as a result of continued growth in sustainable solutions and synergy capture • Clariant synergy capture ahead of schedule: $35M of savings planned from Clariant Masterbatch acquisition • Adjusted EBITDA of $510M – highest level in company history • Deleveraging ahead of schedule – 2.1x net debt to adjusted EBITDA by the end of 2021 2021 PROJECTIONS PEER COMPARISONS 23 As a specialty formulator, we don’t require significant capital investment, as compared to the base resin raw material suppliers we purchase from.

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. Senior management believes the measures described above are useful to investors because they allow for comparison to Avient's performance in prior periods without the effect of items that, by their nature, tend to obscure Avient's operating results due to the potential variability across periods based on timing, frequency and magnitude.

It is based on three principles: • Design out waste and pollution • Keep products and materials in use • Regenerate natural systems By following these principles, a circular economy can drastically reduce waste, pollution, and resource depletion.

The Audit Committee, after consultation with management, the independent auditor and others as the committee deems appropriate, shall make the final decision to restate previously issued financial statements, if necessary, because of an error in such financial statements as addressed in Accounting Principles Board Opinion No. 20 (APB Opinion No 20) or shall make the decision to disclose or take actions to prevent future reliance on a previously issued audit report or completed interim review related to previously issued financial statements based upon notification or advisement by its independent auditor.

Senior management believes these measures are useful to investors because they allow for comparison to Avient's performance in prior periods without the effect of items that, by their nature, tend to obscure Avient's operating results due to the potential variability across periods based on timing, frequency and magnitude.