Schuering Page 77 Appliance 5% Building & Construction 3% Wire & Cable Electrical & Electronics Consumer 21% Industrial 24% HealthCare 21% Transportation 17% 2011 Revenue: $1.0 Billion2011 Revenue: $1.0 Billion Key SuppliersKey Suppliers At a Glance Packaging 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 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 • 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 Healthcare Revenue • Strong market segmentation provides focused resourcing to accelerate growth • Expanding global reach meets Areas of Focus $66.0 $182.4 National Accounts Revenue • Expanding global reach meets customers’ needs and creates competitive differentiation • Selling skills & product application knowledge to target executives & engineers ($ 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 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

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 3.3% 6.8% 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% 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 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

We assembled internal Sustainability teams to drive initiatives and workstreams in order to meet these targets.

Our sustainability report offers a transparent look into where we are focused, how we are leading and what this ultimately means for our many stakeholders, as well as our planet." See Attachment 3 for a definition and summary of special items. See Attachment 3 for a definition and summary of special items.

Position these batten strips to cover the seam and attach to both panels using appropriate wallboard screws (see diagram). 6.

Gewährleisten Sie, dass Ihr Team die Bedeutung und die Anforderungen des Kodex und der Unternehmensrichtlinien betreffend Einhaltung der Gesetze und Ethik kennt Immaterialgüterrechte, einschließlich Patente, Warenzeichen, Urheberrechte, Handelsgeheimnisse und Know-how, müssen mit derselben Sorgfalt wie jeder sonstige wertvolle Vermögenswert eingeplant und verwaltet werden. Eine gemeinsame Selbstverpflichtung Die geschäftliche Tätigkeit mit Integrität erfordert die Selbstverpflichtung jedes Einzelnen von uns bei Avient und die Zusammenarbeit als Team.

Säkerställ att ditt team är medvetna om vikten av och kraven i koden och bolagets policyer rörande efterlevnad av lag och rörande etik Under det att vi utvecklar vår förmåga att lösa problem och arbeta som ett team kommer vi att hjälpa varandra bli effektivare och övertygade, och vi kommer att skapa en inkluderande och kollaborativ arbetsmiljö. Immateriella rättigheter, inklusive patent, varumärken, copyrights, affärshemligheter och know-how, måste planeras och hanteras med samma nivå av omsorg som varje annan värdefull tillgång.

LOOK TO US FOR SUPPORT WITH: Testing and Validation Fully accredited, in-house testing capabilities to generate data for insight into material behavior, environmental effects, and more Regulatory Coordination Dedicated product stewardship team assisting with new product approvals to reduce regulatory overhead and minimize risk Application Development Technical Service Technical experts specifically trained to work directly with your team in solving definitive application challenges Field Technical Service Onsite support for tool design, startup, and production optimization to gain manufacturing efficiencies and resolve technical issues Color and Additive Design Services Trend and color insights, and product development assistance to optimize design and gain speed to market Sustainability Innovative materials and solutions to help you meet your sustainability goals Copyright © 2024, Avient Corporation.

Use of Non-GAAP Measures Page 3 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 • 18 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 • Targeting $2.50 Adjusted EPS by 2015, nearly double 2013 EPS • Drive double digit operating income and adjusted EPS growth Confirmation of Our Strategy The World’s Premier Provider of Specialized Polymer Materials, Services and Solutions Specialization Globalization Operational Excellence Commercial Excellence -150.00% -50.00% 50.00% 150.00% 250.00% 350.00% 450.00% PolyOne S&P 500 Russell 2000 Dow Jones Chemical All time high of $39.28 April 4th, 2014 • 18 consecutive quarters of double digit EPS growth • 49% CAGR adjusted EPS expansion 2006-2013 • 2013 stock price increased 73% versus 30% growth in the S&P • More than seven fold increase in market cap: $0.5b $3.6b Strategy and Execution Drive Results Page 6 Appliance 4% Building & Construction 13% Wire & Cable 9% Electrical & Electronics 5% Consumer 10%Packaging 16% Industrial 12% HealthCare 11% Transportation 18% Misc. 2% 0.12 0.27 0.21 0.13 0.68 0.82 1.00 1.31 2.50 $0.00 $0.25 $0.50 $0.75 $1.00 $1.25 $1.50 $1.75 $2.00 $2.25 $2.50 2006 2007 2008 2009 2010 2011 2012 2013 2015 Target Ad ju st ed E ar ni ng s P er S ha re 2013 Revenues: $3.8 Billion End Markets 2013 Revenues: $3.8 Billion EPS Page 7 PolyOne At A Glance United States 67% Europe 14% Canada 7% Asia 6% Latin America 6% Specialty 54% PP&S 18% Distribution 28% Mix Shift Highlights Specialty Transformation Page 8 Old PolyOne Transformation *Operating Income excludes corporate charges and special items 2% 34% 43% 62% 64% 0% 20% 40% 80% 2005 2008 2010 2013 Q1 2014 2015 % o f O pe ra tin g In co m e* JV's Performance Products & Solutions Distribution Specialty 65-75% Specialty OI $5M $46M $87M $195M $60M Target 2015 Target Proof of Performance & 2015 Goals Page 9 2006 Q1 2014 2015 “Where we were” “Where we are” Target 1) Operating Income % Specialty: Global Color, Additives & Inks 1.7% 13.8% 12 – 16% Global Specialty Engineered Materials 1.1% 11.6% 12 – 16% Designed Structures & Solutions -- 6.5% 8 – 10% Performance Products & Solutions 5.5% 7.7% 9 – 12% Distribution 2.6% 6.1% 6 – 7.5% 2) Specialty Platform % of Operating Income 6.0% 64% 65 – 75% 3) ROIC* (after-tax) 5.0% 9.4% 15% 4) Adjusted EPS Growth N/A 42% Double Digit Expansion *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Bridge to $2.50 Adjusted EPS by 2015 2015 EPS: $2.50 2013 EPS: $1.31 Continued Gross Margin Expansion Mergers & Acquisitions Spartech Accretion Incremental share buybacks Ongoing LSS Programs (50-100 bps/yr) Accelerated Innovation & Mix Improvement Several Levers to Drive Growth Mid single digit revenue CAGR Innovation Drives Earnings Growth $20.3 $52.3 2006 2013 Research & Development Spending ($ millions) Specialty Platform Vitality Index Progression* *Percentage of Specialty Platform revenue from products introduced in last five years Page 11 14.3% 30.7% 2006 2013 Specialty Platform Gross Margin % 19.5% 42.0% 2006 Q1 2014 Healthcare Consumer Packaging and Additive Technology Transportation Page 12 Unique and Innovative Solutions https://www.dropbox.com/sh/dwe4t8aacvhb8ui/uD3p_bdglP/Presentation revise pics/GLS Beverage can closure XO 2.jpg https://www.dropbox.com/sh/dwe4t8aacvhb8ui/-YgkycKypw/Anti-Counterfeiting release & images/GN1979.JPG 60% 100% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 2014 Pension Funding** As of March 31, 2014 Debt Maturities & Pension Funding – 3/31/14 Net Debt / EBITDA* = 1.9x $48 $317 $600 $0 $100 $200 $300 $400 $500 $600 $700 $800 2015 2020 2023 Debt Maturities As of March 31, 2014 ($ millions) Coupon Rates: 7.500% 7.375% 5.250% ** includes US-qualified pension plans only *TTM 3/31/2014 Free Cash Flow and Strong Balance Sheet Fund Investment / Shareholder Return $0.16 $0.20 $0.24 $0.32 $0.10 $0.20 $0.30 $0.40 2011 2012 2013 2014 Annual Dividend  Expanding our sales, marketing, and technical capabilities  Investing in operational and initiatives that drive profitability growth Manufacturing realignment  Targets that expand our: • Specialty offerings • End market presence • Geographic footprint • Operating Margin  Synergy opportunities  Adjacent material solutions  Repurchased 1.4 million shares in Q1 2014  Repurchased 6.4 million shares since April 2013  13.6 million shares are available for repurchase under the current authorization Organic Growth Acquisitions Share Repurchases Dividends The New PolyOne: A Specialty Growth Company Why Invest In PolyOne?  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.

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 pe ra tin g In co 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.  Strong past performance demonstrates that our strategy and execution are working  Megatrends and emerging opportunities align with our strengths  Innovation and services provide differentiation, incremental pricing power, and competitive advantage  Strong and proven management team driving growth and performance  Addressable market exceeds $40 billion Schedule I Reconciliation of Non-GAAP Financial Measures (Unaudited) (Dollars in millions, except per share data) Below is a reconciliation of non-GAAP financial measures to the most directly comparable measures calculated and presented in accordance with U.S.