She has global responsibility for the Human Resources function, including performance management, succession planning, compensation, benefits administration, recruiting, labor relations, and talent development. Gajewski joined Avient in July 2013 from AkzoNobel/PPG and has since taken on multiple roles with increasing responsibility within the Human Resources function, including HR Director for Avient’s Color, Additives & Inks business segment, and an international assignment with responsibility for the EMEA and India regions. Gajewski led Avient’s learning and organizational development programs, talent management and acquisition, as well as working as the HR Director for all global Corporate Functions.

She has global responsibility for the Human Resources function, including performance management, succession planning, compensation, benefits administration, recruiting, labor relations, and talent development. Gajewski joined Avient in July 2013 from AkzoNobel/PPG and has since taken on multiple roles with increasing responsibility within the Human Resources function, including HR Director for Avient’s Color, Additives & Inks business segment, and an international assignment with responsibility for the EMEA and India regions. Gajewski led Avient’s learning and organizational development programs, talent management and acquisition, as well as working as the HR Director for all global Corporate Functions.

He is responsible for developing and executing Avient's long-term innovation strategy for new and emerging products and technology platforms, at the intersection of high growth markets and secular trends. He previously worked at 3M for 17 years, leading R&D efforts in both corporate innovation and business segment roles, including an international assignment based in South Korea. He eventually served as 3M’s Vice President for Research and Development for the Automotive and Aerospace Solutions division.

He is responsible for developing and executing Avient’s long-term innovation strategy for new and emerging products and technology platforms, at the intersection of high-growth markets and secular trends. He previously worked at 3M for 17 years, leading R&D efforts in both corporate innovation and business segment roles, including an international assignment based in South Korea. He eventually served as 3M’s Vice President for Research and Development for the Automotive and Aerospace Solutions division.

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. Factors that could cause actual results to differ materially from those implied by these forward-looking statements include, but are not limited to: • Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and cost of credit in the future; • The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Changes in polymer consumption growth rates and laws and regulations regarding the disposal of plastic in jurisdictions where we conduct business; • Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online; • Fluctuations in raw material prices, quality and supply and in energy prices and supply; production outages or material costs associated with scheduled or unscheduled maintenance programs; • Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters; • An inability to raise or sustain prices for products or services; • Information systems failures and cyber attacks; and • Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation. PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources.

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. The ability to successfully integrate acquired companies into our operations, retain the management teams of acquired companies, retain relationships with customers of acquired companies, and achieve the expected results of such acquisitions, including whether such businesses will be accretive to our earnings; • Disruptions, uncertainty or volatility in the credit markets that could adversely impact the availability of credit already arranged and the availability and cost of credit in the future; • The effect on foreign operations of currency fluctuations, tariffs and other political, economic and regulatory risks; • Changes in polymer consumption growth rates and laws and regulations regarding the disposal of plastic in jurisdictions where we conduct business; • Changes in global industry capacity or in the rate at which anticipated changes in industry capacity come online; • Fluctuations in raw material prices, quality and supply and in energy prices and supply; production outages or material costs associated with scheduled or unscheduled maintenance programs; • Unanticipated developments that could occur with respect to contingencies such as litigation and environmental matters; • Information systems failures and cyber attacks; and • Other factors affecting our business beyond our control, including, without limitation, changes in the general economy, changes in interest rates and changes in the rate of inflation. PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources.

chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. Taxes paid on gain on sale of business Business Segment Operations (Unaudited)

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.  PolyOne’s chief operating decision maker uses these financial measures to monitor and evaluate the ongoing performance of the Company and each business segment and to allocate resources. Christopher Murphy Vice President of Research and Development, Chief Innovation Officer Michael A.

Develop and maintain a competitive executive compensation program in order to attract and retain qualified executives and to provide incentives to management that reward pay for performance in attaining the Company’s goals and objectives. 2 • Review and approve a peer group of companies to be used for marketplace trend analysis and to assess the competitiveness of the Company’s total compensation opportunities for executive officers Develop and maintain a process to enable the Board of Directors to evaluate the performance of the Chief Executive Officer on an annual basis and timely communicate the results of any such evaluation to the Chief Executive Officer Committee Meetings and Action • A majority of the Committee members will be a quorum for the transaction of business. • The action of a majority of those present at a meeting at which a quorum is present will be the act of the Committee. • Any action that may be taken at a meeting of the Committee may be taken by written consent so long as the written consent is unanimously approved and filed with the Corporate Secretary

Pro Forma Financial Information Avient acquired the Clariant Color business on July 1, 2020 (the “Acquisition Date”). We also reference “pro forma” financial metrics, which include the results of the proposed Dyneema Business acquisition and the potential sale of the Distribution business. Management believes this provides comparability of the performance of the combined businesses.