PolyOne MB3172 White

PolyOne DB4880B LO ODOR SELF BOND

PolyOne DB4998A Candy Apple Red NP

AZUL 4511 POLYONE

PolyOne Strand Coat Base

At K 2016, Avient exhibited under its former name, PolyOne.

Page 102 Critical Imperatives – Medium to Long Term • Continue cultural and paradigm shift from commodity compounder to collaborative formulator as One PolyOne • Accelerate innovation and leverage megatrends to improve our mix of business with higher-margin improve our mix of business with higher-margin specialty products • Increase specialty contribution and advance globalization via acquisitions • Drive relentless execution and creative innovation as key competitive differentiators Page 103 2011 Proforma 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 104

It’s in this spirit that we joined legacy PolyOne and the Clariant Masterbatch business, two complementary businesses, and formed a new one that we’ve named Avient. We are better together through: Keeping Safety First — PolyOne and Clariant are both ACC Responsible Care® companies, and nothing is more important than the health, safety and well-being of our people. Leading in Sustainability — PolyOne and Clariant are both founding members of the Alliance to End Plastic Waste, and we are committed to meeting the needs of the present without compromising the ability of future generations to do the same.

公公公公 司司司司 更更更更 改改改改 名名名名 稱稱稱稱 證證證證 明明明明 書書書書 CERTIFICATE OF CHANGE OF NAME 本 人 謹 此 證 明 I hereby certify that POLYONE HONG KONG HOLDING LIMITED 已 藉 特 別 決 議 更 改 其 名 稱 ， 該 公 司 根 據 having by special resolution changed its name, is n ow incorporated under the 香 港 法 例 第 622 章 《 公 司 條 例 》 註 冊 的 名 稱 現 為 Companies Ordinance (Chapter 622 of the Laws of Hon g Kong) in the name of Avient Hong Kong Holding Limited 本 證 明 書 於 二二二二 ＯＯＯＯ 二二二二 一一一一 年 八八八八 月 二二二二 日 發 出 。

Schuering Page 77 Appliance 5% Building & Construction 3% Wire & Cable 3% Electrical & Electronics 3% Consumer 21% Industrial 24% HealthCare 21% Transportation 17% 2011 Revenue: $1.0 Billion2011 Revenue: $1.0 Billion Key SuppliersKey Suppliers At a Glance Distribution Packaging 3% 2.6% 3.0% 3.5% 4.0% 4.6% 5.6% 2006 2007 2008 2009 2010 2011 2015 Operating Income % of Sales ROICROIC Expanding ProfitsExpanding Profits 15.3% 18.4% 22.4% 30.0% 39.2% 48.6% 2006 2007 2008 2009 2010 2011 Target 6 – 7.5% Page 78 Value Proposition and Transformation Highlights Distribution Value Proposition • North America-based distributor with expanding global reach providing key plastic processors and market segments with best-in-class suppliers products, service and delivery with a commitment to develop value-added solutions to enhance customer profitability Transformation Highlights • Significant market share gains with key suppliers , > $5B Addressable Market • Significant market share gains with key suppliers � Proprietary PolyOne technology � Dow Corning • Improved sales mix and profitability by shifting to non-cyclical businesses like healthcare • Established presence in Brazil and Asia in 2011 Page 79 Key Differentiators Distribution • Product offering � Breadth and depth; industry leading suppliers • Sales and marketing capability • Customer service / logistics operations � Customer survey results – consistent best-in-class performance � Leading on-time delivery • Management team experience and stability • Lean Six Sigma � Solving our customers’ unmet needs Page 80 $102.8 $207.2 2006 2011 Healthcare Revenue • Strong market segmentation provides focused resourcing to accelerate growth • Expanding global reach meets Areas of Focus Distribution 2006 2011 $66.0 $182.4 2006 2011 National Accounts Revenue • Expanding global reach meets customers’ needs and creates competitive differentiation • Selling skills & product application knowledge to target executives & engineers ($ millions) Page 81 Critical Imperatives • Invest in commercial resources to accelerate growth • Expand healthcare and key account revenues • Broaden geographic reach and develop new markets and channel partnerships Critical Imperatives and 2015 Goal Distribution channel partnerships • Continue to improve working capital efficiency and superior cash flow generation 2015 Goal • 6 - 7.5% return on sales Page 82 Page 83