Use of Non GAAP Measures Page 3 -150.00% -100.00% -50.00% 0.00% 50.00% 100.00% 150.00% 200.00% 250.00% 300.00% 350.00% PolyOne S&P 500 Strategy and Execution Drive Results Page 4 • Since 2006, PolyOne stock has expanded approximately 300% vs. a 30% increase in the S&P 500 All time closing high of $26.63 2013年5月28日 The World’s Premier Provider of Specialized Polymer Materials, Services & Solutions Four Pillar Strategy Page 5 2013 Portfolio Transformation Highlights • Substantial organic mix improvement drives 29% increase in first quarter EPS – 14th consecutive quarter of double-digit EPS growth • Completed acquisition of Spartech • Announced the creation of a new Specialty segment – Designed Structures and Solutions • Completed the sale of our non-core resin assets • Realigned our Specialty Coatings business into our GCAI segment Page 6 0.12 0.27 0.21 0.13 0.68 0.82 1.00 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* 2015 Target A dj us te d Ea rn in gs P er S ha re Appliance 6% Building & Construction 13% Wire & Cable 9% Electrical & Electronics 4% Consumer 9% Packaging 18% Industrial 10% Misc. 5% HealthCare 9% Transportation 16% Textiles 1% PP&S 15% Specialty 60% Distribution 25% United States 70% Europe 14% Canada 8% Asia 5% Latin America 3% 2012 Revenues: $4.0 Billion* End Markets* 2012 Revenues: $4.0 Billion* EPS Page 7 * Pro Forma includes FY2012 results for Spartech (11/03/12 YE) and Glasforms & excludes resin assets PolyOne At A Glance * Restated to exclude discontinued operations Old PolyOne Transformation *Operating Income excludes corporate charges and special items **Pro Forma results include Spartech and Glasforms acquisitions, Specialty Coatings reclass and excludes resin assets 2% 34% 43% 45% 60% 65 – 75% 0% 20% 40% 60% 80% 100% 2005 2008 2010 2012 2012PF** 2015 % o f O pe ra ti ng In co m e* JV's PP&S Distribution Specialty Specialty OI $5M $46M $87M $114M $150M Target Mix Shift Highlights Specialty Transformation 2015 Target Page 8 2007 Q1 2013 2015 Target 1) Operating Income % Specialty: Global Color, Additives & Inks 4.6% 11.7% 12 – 16% Global Specialty Engineered Materials 1.3% 10.1% 12 – 16% Designed Structures & Solutions -- 4.6% 8 – 10% Performance Products & Solutions 6.1% 8.1% 9 – 12% Distribution 3.0% 6.0% 6 – 7.5% 2) Specialty Platform % of Operating Income 20% 60% 65 – 75% 3) ROIC* (after-tax) 7% 9.2% 15% 4) Adjusted EPS Growth N/A 29% Double Digit Expansion Proof of Performance & 2015 Goals *ROIC is defined as TTM adjusted OI divided by the sum of average debt and equity over a 5 quarter period Page 9 *Percentage of Specialty Platform revenue from products introduced in last five years 19.5% 50.0% 2006 Q1 2013 $20.3 $41.9 2006 2012 14.3% 27.8% 2006 Q1 2013 Research & Development Spending Specialty Platform Vitality Index Progression* Innovation Drives Earnings Growth ($ millions) Specialty Platform Gross Margin % Page 10 Positioned for Strong Growth 2015 Target Rev: $5B Adj.

2 Подкуп государственных должностных лиц 2 Коммерческий подкуп 3 Платежи за упрощение формальностей и откаты 3 Работа с агентами, дистрибьюторами и иными третьими сторонами 3 Процедура комплексной проверки и процесс одобрения 4 Тревожные признаки 4 Требования к делопроизводству и бухгалтерскому учету 4 Фиксация возможных нарушений 5 Горячая линия по вопросам этики компании Avient 5 Защита от преследований 5 Краткий справочник: ЧТО СЛЕДУЕТ И ЧТО НЕ СЛЕДУЕТ ДЕЛАТЬ СОГЛАСНО АНТИМОНОПОЛЬНЫМ ЗАКОНАМ 6 1 Наша глобальная политика по борьбе с коррупцией и взяточничеством Компания Avient строго запрещает мошенничество, взяточничество и другие коррупционные практики при ведении бизнеса в любой точке мира. Требования к делопроизводству и бухгалтерскому учету Согласно большинству антикоррупционных законов компания Avient и ее дочерние организации должны вести точный и подробный бухгалтерский учет Оглавление 5 операций, а также осуществлять должный внутренний контроль.

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

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

KEY FEATURES • Compatible with various Fiber-Line fibers, performance-adding processes, and thermoplastic resins to meet your application needs • Tapes available up to 5" in width via spools or cut-to-length profiles • Rapid prototyping capability FIBERS • Carbon Fiber • Kevlar ® Para-Aramid • Nomex® Meta-Aramid • Fiberglass PERFORMANCE-ADDING PROCESSES • Coating • Twisting KEY APPLICATIONS • Oil & Gas • Industrial • Aerospace • Composite applications needing unique/ specialized reinforcement Copyright © 2024, Avient Corporation.

OFC MANUFACTURER 5 G H Y B R I D C A B L E J A C K E T I N G & I N S U L A T I O N • Fire performance: reduce smoke and fume production, high flame and char resistance • Reduce development time • Meet required standards: UL 1581 (Class XL) mechanical properties , UL 1685 (flame test/smoke parameters), FT2 & FV2 (VW1) • Accelerated speed to market, reducing development time to three months • Instilled confidence and proved material expertise as solutions passed extensive testing ahead of competition • Optimized cable manufacture process and line speed following trials at customers facility ECCOH 5549/1 LDD & Syncure™ S100FH KEY REQUIREMENTS WHY AVIENT?

MEDICAL TUBING EXTRUDER B I O P H A R M A C E U T I C A L T U B I N G • Low leachables & extractables • Great tensile performance and kink resistance • Good thermal weldability • Excellent clarity and medical blue tint • ISO 10993-4 & 5, USP Class VI & Animal Derivative Free (ADF) • Supplied drop-in material replacement to overcome supply constraints of incumbent TPE • Offered a lower extractable profile than comparable materials in the market • Enabled easy material transition without changes in tooling or thermal welding machine settings • Formulated solution with proprietary additives to provide clarity and prevent yellowing after sterilization Versaflex™ HC BT218 Thermoplastic Elastomer KEY REQUIREMENTS WHY AVIENT?

Unified social credit code: 91320412MA1NMF5W4P is in conformity with Quality Management System Standard: GB/T19001-2016 / ISO9001:2015 The certificate is valid to the following product(s)/service: Textile (Yarn), Glass Products (Yarn) Coating Processing Registration Address/ Physical Address: R&D Workshop 5, No. 8, Lanxiang Road, West Taihu Science and Technology Industrial Park, Changzhou City, Jiangsu Province, P.

O RT H O P E D I C PA RT S M A N U FAC T U R E R O R T H O P E D I C S O L E I N S E R T • A super soft TPE (

ICP-4-5-i5-ISO13485-f1 rev2 ACCREDITED UNIT: DNV Product Assurance AS, Veritasveien 1, 1363 Høvik, Norway - TEL: +47 67 57 99 00. www.dnv.com MANAGEMENT SYSTEM CERTIFICATE Certificate no.: 240625-2017-AQ-RGC-NA-PS Initial certification date: 14 September 2017 Valid: 08 February 2025 – 07 February 2028 This is to certify that the management system of PolyOne-Shanghai, China 88 Guoshoujing Road, Z.J.Hi-Tech Park, Pudong Shanghai, China (Unicode: 91310000607342402D) has been found to conform to the Quality Management System standard: ISO 13485:2016 This certificate is valid for the following scope: Design, Manufacture, Sales and Distribution of Medical Colour and Additive Concentrates Used for the Plastic Parts of Medical Devices http://www.dnv.com