Libbey Inc.

June 2017

Management

1

Jim BurmeisterVice President, Chief Financial Officer

Bill FoleyChairman and Chief Executive Officer

Material presented at this meeting includes forward-lookingstatements about Libbey Inc. These statements are subject torisks and uncertainties, including market conditions, competitive pressures, the value of the U.S. dollar and significant cost increases.

Please refer to the Company’s Form 10-K forfiscal year-end December 31, 2016, filed onMarch 3, 2017, for further information.

Cautionary statement

2

• Global tabletop leadership; one of the world’s largest global glass manufacturers, growing in tableware and flatware

� Leading market positions in U.S. & Canada and Latin America and across multiple sales channels: foodservice, retail and B2B

� #1 U.S. foodservice business drives significant recurring revenue and profitability(1)

� Strong customer relationships include North America’s largest foodservice distributors and most recognized retail names

• Customer-centric growth strategy focused on growth and operational and organizational excellence

• Simplifying supply chain to improve manufacturing flexibility and ROIC(2)

• Strong liquidity and credit profile provide financial flexibility

• Balanced approach to capital allocation prioritizes investing in the business, achieving target leverage and returning Free Cash Flow(2) to shareholders

Investment highlights

3(1) Management estimates(2) See Appendix: Definition and reconciliation of non-GAAP measures for definition of ROIC and Free Cash Flow

Libbey at a glance

A global tableware leader selling manufactured and sourced glass, ceramic and metal tableware. #2 global glass beverageware position, #1 in the Americas!(1)

4

Customers include some of North America’s largest foodservice distributors and most recognized retail names

$793.4 million of net sales in 2016 sold to Foodservice, Retail and B2B channels globally

Libbey sells more than 1.2 billion tableware pieces annually

Our products are central to lifestyle and celebrations at home, in restaurants and in over 100 countries around the world

NYSE MKT: LBY

(1) Management estimate

Libbey competes in four product categories

5

Category Products Manufacturing

Glass Tableware

• Tumblers, stemware, mugs, bowls, salt shakers, shot glasses, canisters, candleholders, handmade tableware

In-house/Sourced

Other Glass Products

• Bakeware, blender jars, mixing bowls, floral, candle, and washing machine windows

In-house

Dinnerware• Plates, bowls, platters, cups,

saucers, and other tableware accessories

Sourced

Metalware

• Knives, forks, spoons, serving utensils, serving trays, pitchers, and other metal tableware accessories

Sourced

Libbey goes to market in three key channels

• Extensive network of ~500 of the finest U.S. foodservice distributors who sell to restaurants, bars, hotels and travel and tourism venues

• #1 glass beverageware supplier and #2 dinnerware and flatware supplier in the U.S. and Canada(1)

• A high percentage of foodservice glass tableware sales are replacements, driving a predictable revenue stream

• ~ 60% market share in U.S. foodservice glass beverageware(1)

• Customers of this diverse channel include:

- Marketers of popular household décor items, like candles and floral applications

- Top household appliance manufacturers purchasing glass blender jars, mixing bowls and washing machine windows

- Marketers who apply logos to Libbey glassware for resale to breweries, distilleries, soft drink companies and others

Foodservice

Business-to-Business (B2B)

• Customers include leading mass merchants, department stores, upscale retailers, grocers and internet retailers

• North America’s #1 retail supplier of casual glass beverageware and most recognized glass beverageware brand; an important driver of profitable factory utilization (2)

• ~40% market share in U.S. casual glass beverageware, branded and private label(2)

6

No single customer accounts for 10% or more of consolidated net sales

(1) Management estimate(2) NPD Group Retail Tracking Service and management estimates

Retail

Established industry leadership and global presence

7

Million Total Square Feet

7Warehousing /

DCs

8Manufacturing

Facilities

6

West Chicago, IL

Toledo, OH

Shreveport, LA

Monterrey, Mexico

Laredo, TX

Marinha Grande, Portugal

Leerdam, Netherlands Langfang,

China

Manufacturing / Warehousing / Distribution CentersWarehousing / Distribution Centers

Headquarters

(1) In the first quarter of 2017, net sales and related costs for certain countries were re classified between segments to align with changes in business unit responsibilities. Accordingly, 2016 segment results have been reclassified to conform with the revise structure. The revised 2016 segment results do not affect any previously reported consolidated financial results.

(2) Represents percentage of Segment EBIT only

Other

1%

EMEA

2%

Latin America

14%

U.S. & Canada

83%

Latin America

19%

EMEA

16%

Other

4%

U.S. & Canada

61%

2016 Net Sales by Segment (1)

2016 Segment EBIT(1)(2)

• The U.S. foodservice market is large and dining out remains popular in consumer surveys

• Consumer confidence is strong and discretionary income is rising

• Foodservice market leader recognized for excellence by leading foodservice distributors:

• Strong foodservice network and in-house salesforce sell to both established restaurants and new entrants throughout the country

• Steady pace of innovation and critical profitability of beverageware lead to lower price sensitivity; price increases in 43 of last 47 years

• Exceptional depth and breadth of product line and sizeable installed tableware base provide significant advantage

8

Foodservice channel: positioned for continued strength

• U.S. casual glass beverageware leader; market share at ~40% is more than twice the next competitor(1)

• Highly recognized brands and enhanced ecommerce capabilities position the company for continued leadership

• Established relationships with major retailers provide a platform to launch innovative products aligned with consumer wants and needs

9

Retail channel: improving competitive positioning

(1) NPD Group Retail Tracking Service, NPD survey and management estimates, includes branded and private label

• The business-to-business channel offers diverse opportunities for growth and capacity utilization

� Established global supplier of logo glassware for promotions and OEM supplier to leading appliance manufacturers

� Growing in houseware applications, including decorated beverageware and glass components for candles and floral applications

10

B2B channel: diverse opportunities for growth

Organizational Excellence

11

Libbey has three key strategic focus areas:

Growth

Operational Excellence

1.

2.

3.

12

Growth1• New product innovation and e-commerce strategy to drive growth and market

expansion

• Balanced focus in core foodservice, retail and B2B channels

• New product development process grounded in market insights

� Differentiated offerings aligned with current consumer wants and needs

� Expansion in underserved and emerging categories

- Foodservice: underpenetrated categories, adjacent venues

- Retail: adjacent categories; good, better, best offerings

• Significant pipeline of new products targeted to existing and new segments

� More than 200 new products targeted to retail launched at International Home & Housewares show in March 2017

� 350 new products targeted to foodservice launched at National Restaurant Association show in May 2017

• E-commerce business launching in early 2H17

� Enhances capabilities to maintain retail market leadership as consumers increasingly purchase on the internet in addition to in traditional brick & mortar retail stores

Lifestyle trend inspired launch of over 200 new Libbey retail products

13

2017 International Home and Housewares Show 1

14

2017 International Home and Housewares Show 1

Robust new product pipeline to drive growth in coming years

Four major introductions and the launch of 350 new Libbey foodservice products

15

2017 National Restaurant Association Show 1

16

2017 National Restaurant Association Show 1Insight-driven product solutions support customer success

17

Product Innovation and E-commerce1Product innovation and e-commerce strategy to drive retail growthAddresses retail headwinds of consumer purchase migration to internet and strong price

competition in commoditized products

Upgraded e-commerce capabilities

Major new product launches

Q3 2017 ecommerce “go live”

Retail recovery and growth

Explore other channel potential?

• Not going it alone – experienced consulting partner

supporting e-commerce business development

• Targets existing retailers and major web based retailers

for their e-commerce platforms

• Extends retailer aisles – release of shelf-space

constraints dramatically increases exposure for existing

products and new product launches

3 Year Ramp Up

• Ongoing cost reduction initiatives to remove non-value-added complexity and review of opportunities to optimize global network

• Simplifying supply chain to improve ROIC(1)

� Product portfolio optimization in 2016

- Discontinued underperforming SKUs (20% of global product portfolio)

- Improved product lifecycle management processes

- Improved sales force focus and reduced costs

� Furnace consolidations and technology upgrades in EMEA and Latin America will be complete mid-year; other geographies under review

- Reduces capital commitments for future furnace rebuilds

- Lowers operating costs

- Increases asset utilization

• Initiating planning for new ERP implementation

- ERP implementation will be cloud based and customization-lite to reduce cost and risk, both for the implementation and for future operations and upgrades

18

Operational Excellence2

(1) See Appendix: Definition and reconciliation of non-GAAP measures for definition of ROIC

19

Organizational Excellence3

• Organizational re-alignment to support new strategy

� Selective new talent in key roles in new product development, marketing, sales and supply chain

� Redesign of sales and marketing organization, including updates to incentive compensation

• Develop winning teams that foster high performance and live our core values of:

� Continuous improvement

� Customer focus

� Development

� Performance

� Respect and Teamwork

20

Invest in the

business

Maintain financial strength

and flexibility

Return capital to investors

• Support/accelerate the organic growth of our business

• Selectively consider acquisitions

• Develop or invest in technologies and manufacturing capabilities

• Target to return ~50% of Free Cash Flow(1) to shareholders for period 2015 - 2017

- More than 50% distributed 2015-2016: $37MM

• Increased common dividend; initiated at annual $0.44/share in 2015 and increased to $0.46/share in 2016

- 2% dividend increase in 2017 to $0.47/share

• Share repurchase authorization increased to 1.5 million shares in 2015

- 524K shares repurchased 2015-2016

• Target Debt Net of Cash to Adjusted EBITDA ratio(1) range of 2.5x – 3.0x

• Ability to flex up or down

• Continuing to prioritize debt pay down to move toward target range; repaid $24.4 million of Term Loan B in 2016

(1) See Appendix: Definition and reconciliation of non-GAAP measures for details regarding calculation of Adjusted EBITDA and the ratio net debt/Adjusted EBITDA; and definition of Free Cash Flow

Balanced approach to capital allocation

• Flexible capital structure

� $404MM senior secured Term Loan B matures 2021

- LIBOR plus 300 bps (~4.00% at 3/31/17)

- No financial covenants

- $150MM accordion option

� $100MM ABL facility matures 2019

- LIBOR plus 150-200 bps

• Improved interest coverage

� Significant debt paydown and borrowing rate reductions

� $220MM of Term Loan B swapped: ~50% floating rate exposure

• Substantial deleveraging despite investments to strengthen the business

• Fully funded U.S. pension in 2012, lowering annual cash contributions

� ~$8MM estimated global cash contribution for 2017

21

6.4

4.3

3.3 3.0 3.0 2.83.2 3.3 3.1

2008 2009 2010 2011 2012 2013 2014 2015 2016

1.2 1.4 2.5 2.6

3.5 4.2

5.3 6.3

5.3

2008 2009 2010 2011 2012 2013 2014 2015 2016

Adjusted EBITDA(1) / Interest Expense

Debt Net of Cash / Adjusted EBITDA(1)

(1) See Appendix: Definition and reconciliation of non-GAAP measures for details regarding calculation of Adjusted EBITDA and the ratio net debt/Adjusted EBITDA

Capital structure and leverage policy provide financial flexibility

Market leadership and business model drive strong recurring revenue stream and Adjusted EBITDA

(1) See Appendix: Definition and reconciliation of non-GAAP measures for details regarding calculation of Adjusted EBITDA, and Adjusted EBITDA Margin

22

$ in millions

Historical Net Sales Historical Adjusted EBITDA(1)

$810

$749

$800

$817$825 $819

$852

$822

$793

2008 2009 2010 2011 2012 2013 2014 2015 2016

$85$90

$115 $113

$132 $134

$122$116

$112

2008 2009 2010 2011 2012 2013 2014 2015 2016

• Strong cash generation and liquidity

� $34MM cash on hand at 12/31/16

� $89 MM ABL availability at 12/31/16

• Seasonal trade working capital needs

� Average $35-$40 MM peak to trough

swing in quarter-end trade working capital

each year(1)

• Capital expenditures on average about equal

to depreciation & amortization

� ~$30 MM growth investment for ClearFire®

glass manufacturing technology over

2014-2015

• Flexibility to selectively pursue M&A

opportunities

• No significant long-term debt due until Term

Loan B in 2021

23

2012 2013 2014 2015 2016

Total of Cash and ABL

Availability (MM)

Cash ABL Availability

0

10

20

30

40

50

60

2012 2013 2014 2015 2016

Capital Expenditures, Depreciation & Amortization

Capital Expenditures Depreciation & Amortization

$ M

illi

on

s

(1) Trade working capital is defined as net accounts receivable plus net inventories less accounts payable as also noted in Appendix: Definition and reconciliation of non-GAAP measures

Significant liquidity resources and moderate near-term funding obligations

$136$113

$142 $140 $149

Recent performance Q1 2017 vs. Q1 2016

24

(1)See Appendix: Definition and reconciliation of non-GAAP measures for details regarding calculation of Adjusted EBITDA and Adjusted EBITDA Margin; definition of constant currency; and Free Cash Flow

(2)Trade working capital is defined as net accounts receivable plus net inventories less accounts payable as also noted in Appendix: Definition and reconciliation of non-GAAP measures

Q1 2017 Highlights

• Net sales of $173 million and Adjusted

EBITDA (1) of $6.2 million

• Headwinds in the quarter:

� challenging macroeconomic trends,

intensified competitive

environment, price/mix

� currency impacts(1) (primarily

Mexican peso), normal Mexico

natural gas hedge fluctuations

� expected impact of planned furnace

rebuilds and technology

investments

• Reduced trade working capital (2) by ~$28

million year-over-year

• Paid down ~$6.1 million debt in the

quarter

• ~$2.5 million of Free Cash Flow(1)

returned to shareholders via dividend

$183 $173

$23

$6

$-

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

2016 2017

Net Sales Adjusted EBITDACurrency Impact 2017 vs. 2016

Net Sales, Adjusted EBITDA and Margin (1)

Mil

lio

ns 12.5%

3.6%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Adjusted EBITDA Margin

We expect a continued challenging macroeconomic and competitive environment in 2017

25

2017 Outlook(1)

• Net sales down by mid-to-low-single digits compared to full year 2016, with continued

currency headwinds

• SG&A of ~ 17% of net sales

- SG&A elevated by investment for ecommerce and ERP initiatives, ~15% of net sales

when these investments are excluded

• Adjusted EBITDA margin in the range of 11-13% of net sales

- Reduced fixed cost absorption due to downtime for scheduled furnace rebuilds

reduces first half Adjusted EBITDA margin by 200-300 bps year-over-year

• Capital allocation

- Capital expenditures of approximately $50 million, includes a portion of spend

originally planned for 2016

- Debt repayment prioritized to move toward target leverage range

- Dividend at annual rate of $0.47/share for 2017

Tailwinds- Announced 3% U.S. foodservice glass price increase, effective April 2017

- Productivity improvements

- Natural gas

Headwinds- Competitive pricing environment

- Retail shift from traditional brick & mortar stores to the internet

- Currency impacts

- Benefit costs(1) See Appendix: Definition and reconciliation of non-GAAP measures for details regarding 2017 outlook

Long-term financial goals

26

Financial Metrics Long-term Goals

Revenue growthSustainable growth

5% CAGR

Adjusted EBITDA margin(1) 17%

Debt Net of Cash to Adjusted EBITDA(1) 2.5 to 3.0x

ROIC(1) 12% to 14%

TSR Top quartile

(1) See Appendix: Definition and reconciliation of non-GAAP measures for details regarding calculation of Adjusted EBITDA and Adjusted EBITDA Margin; definition of ROIC

Market Firm Net Sales 2016A Rev. Split '17E Margin FV / EBITDA P / E Net Debt /

Company Cap Value 2017E 2018E N.A. Europe ROW EBITDA EBIT 2017E 2018E 2017E 2018E LTM EBITDA

New ell Brands Inc $25,580 $36,473 $14,760 $14,933 77% 13% 10% 19.1% 16.6% 12.9x 11.5x 17.1x 15.0x 3.9x

Tupperw are Brands Corporation3,648 4,415 2,280 2,371 25 25 50 18.6 16.0 10.4 9.9 15.4 14.3 1.7

Helen of Troy Limited 2,462 2,969 1,576 1,610 85 9 7 15.2 11.6 12.4 11.9 13.6 12.9 1.9

Lifetime Brands, Inc. 268 341 610 628 80 13 8 -- -- -- -- 12.2 10.5 1.7

Mean $7,989 $11,050 $4,806 $4,885 67% 15% 19% 17.6% 14.7% 11.9x 11.1x 14.6x 13.2x 2.3x

Median 3,055 3,692 1,928 1,990 78 13 9 18.6 16.0 12.4 11.5 14.5 13.6 1.8

Libbey Inc. $179 $550 $770 $791 62% 19% 19% 10.9% 5.3% 6.6x 5.3x 14.1x 6.5x 4.0x

Libbey & Peer Trading Overview

27

Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of May 31, 2017. Balance sheet data reflects most recent available quarter.(1) Revenue split based on Newell Brand 2016 reported results, which includes acquired Jarden operations after April 15, 2016 and excludes divested Décor business operations after July 1, 2016.

Revenue split not pro forma for Sistema Plastics and Smith Mountain Industries acquisitions or Tools business divestiture.(2) Based on pro forma LTM EBITDA of $2.7bn.(3) Revenue split based on fiscal year ended February 28, 2017.

($ in millions)

(3)

(2)(1)

• Global tabletop leadership; one of the world’s largest global glass manufacturers, growing in tableware and flatware

� Leading market positions in U.S. & Canada and Latin America and across multiple sales channels: foodservice, retail and B2B

� #1 U.S. foodservice business drives significant recurring revenue and profitability(1)

� Strong customer relationships include North America’s largest foodservice distributors and most recognized retail names

• Customer-centric growth strategy focused on growth and operational and organizational excellence

• Simplifying supply chain to improve manufacturing flexibility and ROIC

• Strong liquidity and credit profile provide financial flexibility

• Balanced approach to capital allocation prioritizes investing in the business, achieving target leverage and returning Free Cash Flow(2) to shareholders

Investment highlights

28(1) Management estimates(2) See Appendix: Definition and reconciliation of non-GAAP measures for definition of Free Cash Flow

Appendices

We have expanded globally and have a strong portfolio of brands

Jun 2006: Obtains remaining 51% stake in Crisa,

expanding presence to Monterrey,

Mexico

Jan 2005: Acquires Crisal, a glassware manufacturer based

in Portugal

1800s 1990

Jul 2013: Celebrates 125th Anniversary in

Toledo

2002 2006 20112008 20122000

Dec 2002: Acquires Royal Leerdam, expanding

glassware operations to Europe

May 2012: Refinancing

amended $100MM ABL facility

and issuance of $450MM 6.875% Senior Secured

Notes

Apr 2007: Opens Langfang, China

facility

Aug 1997:Acquires World Tableware and

49% of Crisa

2014

Apr 2014: Refinancing,

including amended $100MM ABL

Facility and new $440MM Term Loan B senior secured credit

facility

1818: Libbey founded as New England Glass Company in East Cambridge, MA

sJun 1993:

Libbey becomes a public company

1892:The company

changes its name to The Libbey

Glass Company

Oct 1995: Acquires

Syracuse China

Aug 2011: Bill Foley becomes Chairman of the

Board

2015

Jan 2015:Announce Own the Moment strategy.

Re-initiate dividend and share

repurchases

Jan 2016: Bill Foley

becomes CEO and Chairman of

the Board

2016

Definition and reconciliation of non-GAAP measures

Q1 2017 Q1 2016 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 FY 2010 FY 2009 FY 2008

Net income (loss) (6.6)$ 0.7$ 10.1$ 66.3$ 5.0$ 28.5$ 7.0$ 23.6$ 70.1$ (28.8)$ (80.4)$

Add:

Interest expense 4.9$ 5.2$ 20.9$ 18.5$ 22.9$ 32.0$ 37.7$ 43.4$ 45.2$ 66.7$ 69.7$

Provision (benefit) for income taxes (3.2) (0.1) 17.7 (38.2) 8.5 13.2 5.7 1.7 11.6 2.7 6.3

Depreciation and amortization 11.1 12.1 48.5 42.7 40.4 44.0 41.5 42.2 41.1 43.2 44.4

Add: Special items before interest and taxes(1)

:

Restructuring and facility closure charges - - - - 1.0 6.5 - (0.1) 2.5 3.8 29.1

Severance - - - - - - 5.1 1.1 - - -

Pension curtailment and settlement charges - - 0.2 21.7 0.8 2.3 4.3 - - 3.2 -

Loss (gain) on redemption of debt - - - - 47.2 2.5 31.1 2.8 (58.3) - -

Abandoned property - - - - - 1.8 - 2.7 - - -

Gain on sale of assets - - - - - - - (6.8) - - -

Goodwill and intangible impairment charges - - - - - - - - - - 11.9

Product portfolio optimization - - 5.7 - - - - - - - -

Other (2)

- 5.0 8.5 5.3 (3.5) 5.1 - 2.5 2.8 - 4.5 Less: Accelerated depreciation expense

included in special items and also in depreciation

and amortization above - - - - - (1.5) - - - (0.7) (0.3)

Adjusted EBITDA 6.2$ 22.9$ 111.6$ 116.3$ 122.1$ 134.4$ 132.4$ 113.1$ 115.0$ 90.1$ 85.2$

Net sales 173.0$ 182.8$ 793.4$ 822.3$ 852.5$ 818.8$ 825.3$ 817.1$ 799.8$ 748.6$ 810.2$

Adjusted EBITDA Margin 3.6% 12.5% 14.1% 14.1% 14.3% 16.4% 16.0% 13.8% 14.4% 12.0% 10.5%

Reconciliation of Net Income (Loss) to Adjusted Earnings Before Interest, Taxes, Depreciation and Amortization (Adjusted EBITDA) and Adjusted EBITDA Margin(Dollars in millions)

(2) Other Q1 2016 includes $5.0 million for executive terminations. Other FY 2016 includes $4.1 million for work stoppage and $4.4 million for executive terminations. 2015 includes $4.2 million for

reorganization charges, $0.9 million for executive termination, and $0.2 million for an environmental obligation. 2014 includes $(4.7) million for furnace malfunction net proceeds, $0.9 million for

executive retirement charges, and $0.3 million for an environmental obligation. 2013 includes $4.4 million of furnace malfunction charges and $0.7 million for executive retirement charges. 2011

includes $2.7 million for CEO transition expenses, $(1.0) million for an equipment credit and an $0.8 million write-down of unutilized fixed assets. 2010 includes $2.7 million of fixed asset write-down

charges, $1.0 million in expenses related to a secondary stock offering and a $(0.9) million insurance claim recovery. 2008 includes a $4.5 million fixed asset write-down charge.

Adjusted EBITDA excludes special items that Libbey believes are not reflective of our core operating performance.

(1) Beginning in the first quarter of 2017, the gain (loss) on mark-to-market natural gas contracts was considered representative of our ongoing operations and not a special item when computing

Adjusted EBITDA. The prior years presented here have been recasted to conform with our current presentation in 2017.

Definition and computation of non-GAAP measures

Definitions – Other Non-GAAP Measures

Trade working capital is defined as net accounts receivable plus net inventory less accounts payable.

Return on invested capital (ROIC) is defined as after tax income from operations (using a 35% tax rate), adjusted for special items, over ending trade working capital plus net book value of property, plant and equipment

Constant currency references regarding net sales reflect a simple mathematical translation of local currency results using the comparable prior period’s currency conversion rate. Constant currency references regarding Segment EBIT, Adjusted EBITDA and Adjusted EBITDA Margin comprise a simple mathematical translation of local currency results using the comparable prior period’s currency conversion rate plus the transactional impact of changes in exchange rates from revenues, expenses and assets and liabilities that are denominated in a currency other than the functional currency. Our currency market risks include currency fluctuations relative to the U.S. dollar, Canadian dollar, Mexican peso, Euro and RMB.

Free cash flow is defined as net cash provided by operating activities plus net cash provided by (used in) investing activities.

2016 2015 2014 2013 2012 2011 2010 2009 2008

Adjusted EBITDA (1)

111.6$ 116.3$ 122.1$ 134.4$ 132.4$ 113.1$ 115.0$ 90.1$ 85.2$

Debt (2)

407.8$ 431.0$ 437.9$ 402.4$ 454.2$ 390.1$ 436.6$ 512.0$ 543.5$

Plus: Unamortized discount, finance fees and warrants (2)

4.5 5.8 7.0 9.5 12.3 11.6 16.9 5.0 11.4 Less: Carrying value in excess of principal on PIK notes - - - - - - - 70.2 -

Less: Carrying value adjustment on debt related to the Interest

Rate Agreement - - - (1.3) 0.4 4.1 3.3 - -

Gross Debt 412.3 436.9 444.9 413.2 466.1 397.6 450.2 446.8 554.9

Less: Cash 61.0 49.0 60.0 42.2 67.2 58.3 76.3 55.1 13.3

Debt net of cash 351.3$ 387.9$ 384.9$ 371.0$ 398.9$ 339.3$ 373.9$ 391.7$ 541.6$

Debt net of cash to Adjusted EBITDA Ratio 3.1 3.3 3.2 2.8 3.0 3.0 3.3 4.3 6.4

Interest expense 20.9$ 18.5$ 22.9$ 32.0$ 37.7$ 43.4$ 45.2$ 66.7$ 69.7$ Adjusted EBITDA to Interest Expense Ratio 5.3 6.3 5.3 4.2 3.5 2.6 2.5 1.4 1.2

Computation of Adjusted EBITDA to Debt net of cash to Adjusted EBITDA Ratio and Adjusted EBITDA to Interest Expense Ratio(Dollars in millions)

(1) - See prior page for calculation and reconciliation to net income.

(2) - All years reflect retrospective adoption of ASU 2015-03 and 2015-15, which presents debt issuance costs of senior debt as a reduction to the liability.

Definition and reconciliation of non-GAAP measures

Outlook for the year

ended

December 31, 2017

Net income margin 1% - 2%

Add:

Interest Expense 3% - 3%

Provision for income taxes 1% - 2%

Depreciation and amortization 6% - 6%

Special items before interest and taxes - - -

Adjusted EBITDA Margin (non-GAAP) 11% - 13%

Reconciliation of Net Income margin to Adjusted EBITDA Margin

Additional Information

NYSE MKT: LBY

Alpha IR Group

Chris Hodges & Sam Gibbons

312-445-2870

email: LBY@alpha-ir.com

visit our website: www.libbey.com