The Foreign Account Tax Compliance Act (FATCA) requires a participating foreign financial institution to report all United States account holders that are specified United States persons. These codes apply to persons submitting this form for accounts maintained outside of the United States by certain foreign financial institutions. Consult with the person requesting this form if you are uncertain if the financial institution is subject to these requirements.

Jellison brings substantial financial experience froff m a large, publicly-traded company to the Board. Richardson Executive Vice President, Chief Financial Officff er John V. Richardson, Executive Vice President, Chief Financial Officer Robert M.

Modern Slavery Template Statement (HEPA) Page 1 of 3 ColorMatrix Europe Limited - Modern Slavery and Human Trafficking Statement This statement has been published in accordance with section 54(1) of the Modern Slavery Act 2015 and constitutes the modern slavery and human trafficking statement of ColorMatrix Europe Limited (“ColorMatrix”) and covers the 2023 financial year. Our effectiveness in combating slavery and human trafficking In 2024 the following key performance indicators (KPIs) will be used to measure how effective we have been in ensuring that slavery and human trafficking is not taking place in any part of our business or supply chains  100% completion of the Code of Conduct for all associates Page 3 of 3 Our on-going commitment As part of our modern slavery strategy we will continue to monitor the progress we have made and build on our achievements and initiatives in the next financial year.

Our United Way campaign remains an important financial driving force as well, and since 2007 our associates in North America have given generously, raising more than $14 million. See Appendix A for an explanation of management’s use of non-GAAP financial measures and a reconciliation of non- GAAP financial measures to our results as reported under GAAP. Richardson, Executive Vice President, Chief Financial Officer Robert M.

Non-GAAP financial measures have limitations as analytical tools and should not be considered in isolation from, or solely as alternatives to, financial measures prepared in accordance with GAAP. Below is a reconciliation of these non-GAAP financial measures to their most directly comparable financial measures calculated and presented in accordance with GAAP. 1) Special items include charges related to specific strategic initiatives or financial restructuring such as: consolidation of operations; debt extinguishment costs; costs incurred directly in relation to acquisitions or divestitures, including adjustments related to contingent consideration; employee separation costs resulting from personnel reduction programs, plant realignment costs, executive separation agreements; asset impairments; mark-to-market adjustments associated with actuarial gains and losses on pension and other post-retirement benefit plans; environmental remediation costs, fines, penalties and related insurance recoveries related to facilities no longer owned or closed in prior years; gains and losses on the divestiture of operating businesses, joint ventures and equity investments; gains and losses on facility or property sales or disposals; results of litigation, fines or penalties, where such litigation (or action relating to the fines or penalties) arose prior to the commencement of the performance period; one-time, non- recurring items; and the effect of changes in accounting principles or other such laws or provisions affecting reported results.

Factor Median Peer Group Comparator 2017 Financials* 2018 PolyOne Results PolyOne Peer Group for 2018 Compensation Decisions Review of 2018 Named Executive Officer Compensation What We Pay and Why: Elements of Compensation 2018 Base Salary 2018 Annual Incentive. Richardson, Executive Vice President, Chief Financial Officer Robert M. Exercise or Base Price of Option Awards (column (i)) Grant Date Fair Value of Stock and Option Awards (column (j)) Narrative Disclosure Relating to the 2018 Summary Compensation Table and the 2018 Grants of Plan-Based Awards Table Outstanding Equity Awards at 2018 Fiscal Year-End Exercise Price Expiration Date Market Value of Shares or Units of Stock That Have Not Vested Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights that Have Not Vested (j) Stock Awards Equity Incentive Plan Awards: Number of Securities Underlying Unearned Options Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights that Have Not Vested (i) Number of Shares or Units of Stock That Have Not Vested Number of Underlying Unexercised Options (#) Unexercisable Number of Securities Underlying Options (#) Exercisable Option Awards Number of Securities Underlying Unexercised Options (#) Exercisable (column (b)) Number of Securities Underlying Unexercised Options (#) Unexercisable (column (c)) Equity Incentive Plan Awards: Number of Securities Underlying Unexercised Unearned Options (column (d)) Option Exercise Price (column (e)) Option Expiration Date (column (f)) Number of Shares or Units of Stock That Have Not Vested (column (g)) Market Value of Shares or Units of Stock That Have Not Vested (column (h)) Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (column (i)) Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested (column (j)) 2018 Option Exercises and Stock Vested Option Awards Stock Awards Acquired on Exercise Value Realized on Exercise Acquired on Vesting Value Realized on Vesting Option Awards (columns (b) and (c)) Stock Awards (columns (d) and (e)) 2018 Nonqualified Deferred Compensation Aggregate Executive Registrant Aggregate Aggregate Aggregate Balance at Contributions Contributions Earnings Withdrawals/ Balance at in Last FY in Last FY in Last FY Distributions Last FYE (1) ($)(2) ($)(3) ($)(4) ($) ($)(1)(5) Potential Payments Upon Termination or Change of Control Summary of Potential Payments Management Continuity Agreements Executive Severance Plan Annual Plan Long-Term Incentive Awards Retirement Benefits Payments and Benefits Upon Termination — As of the End of Fiscal Year 2018 CEO Pay Ratio Disclosure CEO Annual Total Compensation for 2018: $6,127,920 Median Employee Annual Total Compensation for 2018: $48,056 Ratio of CEO to Median Employee Annual Total Compensation for 2018: 128:1 How the Median Employee was Determined in 2017 Compensation Committee Interlocks and Insider Participation Policy on Related Person Transactions Risk Assessment of the Compensation Programs Compensation Committee Report The Compensation Committee of the Board of Directors MISCELLANEOUS MISCELLANEOUS PROVISIONS Voting at the Meeting not Shareholder Proposals MISCELLANEOUS Proxy Solicitation We will furnish without charge to each person from whom a proxy is being solicited, upon written request of any such person, a copy of the Annual Report on Form 10-K of the Company for the fiscal year ending December 31, 2018, as filed with the SEC, including the financial statements and schedules thereto.

We thank you for your understanding, and we look forward to serving your needs. 3 Table of contents A Message from our Global Quality Manager ...............................................................2 Avient Corporation: Overview ............................4 Avient Policy for Customer Audits ......................5 Management Responsibility ...............................6 Product Liability Insurance .............................6 Ethics - Code of Conduct.................................6 Modern Slavery Statement.............................6 Conflict Mineral Policy....................................6 Technical Data Sheets.....................................6 Safety Data Sheets..........................................6 Regulatory Requests and Certificates (FDA certificate, Absence declaration, REACH, SDS) ........................................6 Safety Performance ........................................6 Environmental Performance...........................6 Energy Management ......................................6 Business Continuation Plan.............................6 Preventive - Predictive Maintenance..............6 Financial Report..............................................6 Quality Management..........................................7 3rd Party Certification......................................7 Complaint Handling ........................................7 Continuous Improvement...............................7 Traceability .....................................................7 Record Retention............................................7 IT Security.........................................................8 Firewall .........................................................8 Critical Data ..................................................8 IT Disaster Recovery .....................................8 IT Systems of Use Policy ...............................8 Annex 1 - Special dispositions related to ISO 13485 certification for Mevopur .......................9 Change control .............................................9 Validation .....................................................9 Control of documents and records ...............9 Supplier approval and supplier evaluation ...9 Traceability ...................................................9 Material management ..................................9 Release of finished products.........................9 Control of Non-conforming products, complaints handling, recall and CAPA..........9 Annex 2 – special dispositions related to ISO 22000 certification............................................10 Change..........................................................10 HACCP ..........................................................10 Control of documents and records ...............10 Material management ..................................10 Supplier approval and supplier evaluation ...10 Traceability ...................................................10 Release of finished products.........................10 Control of Non-conforming products, complaints handling, recall and CAPA..........10 4 Avient Corporation: Overview The Avient website is your home base for information about the company: https://www.avient.com/ To find our facility locations: https://www.avient.com/contact/global-directory-and-contacts For more information about our management systems certifications, including ISO, go to: Avient Governance (corporate policies and the Avient Code of Conduct): https://www.avient.com/investors/governance Financial reports: https://www.avient.com/investors Avient Sustainability Report: https://www.avient.com/company/sustainability https://www.avient.com/ https://www.avient.com/contact/global-directory-and-contacts https://www.avient.com/investors/governance https://www.avient.com/investors https://www.avient.com/company/sustainability 5 Avient Policy for Customer Audits Avient may permit audits of facilities, subject to:  Advanced notice and an audit agenda provided at least thirty (30) days in advance or as agreed by the Avient location to be audited for a routine audit Financial Report Our most recent Financial Report can be found here.

In addition, the company will provide an update on the integration of the Clariant Color business, including future synergy capture, and a financial overview.

Percept™ anti-counterfeiting technology created an authentication method not visible to the human eye to help lower the financial result of fighting court cases, once the covert authentication was revealed.

Kedrowski Page 38 Operational Excellence • Operational Excellence is a never-ending quest for improvement in response to the voice of our customers and shareholders • It is all about strengthening our capabilities to deliver value flawlessly to our customers deliver value flawlessly to our customers • It challenges us to enhance our productivity, profitability, and efficiency in all phases of our business, from safety to quality to waste elimination to environmental stewardship Page 39 Lean Six Sigma Initiative • In 2009, Lean Six Sigma was launched to improve execution skills across all businesses, functions, and global regions • A company-wide diagnostic was conducted, resulting in identification of six conducted, resulting in identification of six strategic improvement platforms • Financial targets were estimated, resources identified and trained results delivered , Page 40 PolyOne OSHA Recordable Incidence Rate 4 5 6 5.1 Safety Performance *Rubber And Plastics Manufacturing Industry (2010 Bureau of Labor Statistics). 0 1 2 3 2005 2006 2007 2008 2009 2010 2011 Industry Average 1.4 1.3 1.1 1.1 0.85 0.65 0.57 Page 41 • Exemplary on-time delivery • Best-in-class working capital % of sales 81% 87% 88% 95% 93% 92% 94% 2005 2006 2007 2008 2009 2010 2011 On-Time Delivery* Lean Six Sigma Delivering Results • Approximately $200M in cash driven by working capital improvements 16.2% 14.4% 18.9% 11.7% 9.6% 9.6% 2006 2007 2008 2009 2010 2011 WC % of Sales 2005 2006 2007 2008 2009 2010 2011 *As measured to customer request date Page 42 40.0% Percent of Associates Trained in LSS World’s Best Start-up Program in 2009* World’s Best Business Process Excellence Program in 2012* Award-Winning Lean Six Sigma Program *Both awards received from International Quality and Productivity Center 16.5% 40.0% 2009 2011 Page 43 • Globally leverage strategic supplier management best practices • Implement world class demand management processes Critical Imperatives • Improve operational reliability and efficiencies • Optimize global freight management Drive 50 – 100 basis points of gross margin expansion per year Page 44 Page 45