Processing conditions can cause material properties to shift from the values stated in the information.

Processing conditions can cause material properties to shift from the values stated in the information.

Processing conditions can cause material properties to shift from the values stated in the information.

Processing conditions can cause material properties to shift from the values stated in the information.

By 2030, to ensure alignment with Avient’s expectations on environmental, social and governance requirements, Avient will assess its top suppliers representing 90% of our total raw material costs.

As a member of the American Chemistry Council, we have adopted Responsible Care® Guiding Principles and the Product Safety Code of Management Practices to guide our efforts in material sourcing, development and management of our product portfolio throughout the value chain and life cycle. Sustainable and ethical management of our products protects our employees, customers and communities in which we operate, while maintaining customer confidence in Avient’s materials.

These materials allow for two distinct advantages over regular polyethylene: greatly improved heat resistance and oil resistance. Processing conditions can cause material properties to shift from the values stated in the information.

Look to us for support with: • Color Technology: Custom matching, saturated colors and special effects to fill market niches and eliminate secondary operations • Color and Design Services: Trend and color insights, and product development assistance to optimize design and gain speed to market • Regulatory Coordination: Aid with new product approvals with UL, NSF, FDA, healthcare guidelines and others to reduce regulatory overhead and minimize risk • Field Technical Services: Support for tool design, startup and production optimization to gain manufacturing efficiencies • Sustainability: Innovative materials and solutions to help you meet your sustainability goals 1.844.4AVIENT www.avient.com Copyright © 2020, Avient Corporation. Processing conditions can cause material properties to shift from the values stated in the information.

Van Hulle Mark Frost Global Specialty Engineered Materials Craig M. 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 ra ti g I co m * 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 ra ti g I co m * 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?

Carbon fiber production took off during the 1960’s but the high price of the material limited its initial usage. Today, there are several types and manufacturers of carbon fiber tows, which has broadened the materials usage to a vast number of applications and markets.