Libbey Inc.

March 2017

Management

1

Ronni SmithVice President, Interim Chief Financial Officer and Corporate Controller

Bill FoleyChairman and Chief Executive Officer

Kim HunterTreasurer and Vice President, Investor Relations

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

Agenda

3

• Investment Highlights 4

• Company Overview 5 - 11

• Strategic Focus 12 - 18

• Financial Performance 19 - 26

• Appendices

� Timeline

� Definition and Reconciliation of Non-GAAP

Measures

• 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 investment in the business, maintenance of target leverage and returns Free Cash Flow(2) to shareholders

Investment highlights

4(1) Management estimates(2) See Appendix: Definition and reconciliation of non-GAAP measures for definition of 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)

5

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

6

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)

7

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

8

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

2016 Net Sales by Segment

U.S.& Canada

88%

Latin America

12%

EMEA-1%

Other 1%

U.S. & Canada

62%

Other 4%

Latin America

19%

EMEA15%

2016 Segment EBIT (1)

(1) Represents percentage of Segment EBIT only

• 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

9

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

10

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

11

B2B channel: diverse opportunities for growth

Organizational Excellence

12

Libbey has three key strategic focus areas:

Growth

Operational Excellence

1.

2.

3.

13

Growth1• New product innovation and digital 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 in development for existing and new segments

• Ecommerce strategy to launch in 2017

� 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

14

2017 International Home and Housewares Show 1

15

2017 International Home and Housewares Show 1

Robust new product pipeline to drive growth in coming years

16

Product Innovation and Ecommerce1Product innovation and ecommerce strategy to drive retail growth

Address retail headwinds of consumer purchase migration to internet and strong price

competition in commoditized products

Upgraded ecommerce capabilities

Major new product launches

Summer 2017 ecommerce “go live”

Retail recovery and growth

Explore other channel potential?

• Not going it alone – experienced consulting partner

supporting ecommerce business development

• Targets existing retailers and major web based retailers for

their ecommerce platforms, not direct to consumer

• 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

� 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

- Reduces capital commitments for future furnace rebuilds

- Lowers operating costs

- Increases asset utilization

• Initiating work on new ERP implementation

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

17

Operational Excellence2

18

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

19

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

• Increasing 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 to target range; $20MM of optional prepayments 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

� $440MM senior secured Term Loan B matures 2021

- LIBOR plus 300 bps (~3.75% at 12/31/16)

- No financial covenants

- $150MM accordion option

� $100MM ABL facility matures 2019

- LIBOR plus 150-200 bps

• Improved interest coverage

� Significant paydowns 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

20

6.4

4.3

3.2 3.0 3.0 2.73.1 3.3 3.2

2008 2009 2010 2011 2012 2013 2014 2015 2016

1.2 1.4 2.6 2.6

3.5 4.2

5.4 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 predictable stream of net sales and Adjusted EBITDA

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

21

$810 $749

$800 $817 $825 $819 $852

$822 $793

$85 $90 $116 $113 $132 $135 $123 $116 $110

2008 2009 2010 2011 2012 2013 2014 2015 2016

Net Sales Adjusted EBITDA

10.5%12.0%

14.5%13.8%

16.0% 16.5%

14.5% 14.1% 13.8%

Adjusted EBITDA Margin

Net Sales, Adjusted EBITDA

and Margin (1)

$85

$175

$290

$403

$535

$671

$794

$910

$1,020

2008 2009 2010 2011 2012 2013 2014 2015 2016

Cumulative Adjusted EBITDA

2008-2016 (1)

$ in millions

• Strong cash generation and liquidity

� $61 MM cash on hand at 12/31/16

� $88 MM ABL availability at 12/31/16

• Seasonal trade working capital needs

� Average $30-$35 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 202122

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 Full Year 2015 vs. 2016

23

(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

$822

$793

$116

$110 $-

$100

$200

$300

$400

$500

$600

$700

$800

$900

2015 2016Full Year Net Sales

Full Year Adjusted EBITDA

Currency Impact 2015 vs. 2016

14.1% 13.8%

0%

5%

10%

15%

20%

25%

Adjusted EBITDA Margin

Net Sales, Adjusted EBITDA and Margin (1)

Mil

lio

ns

$813

$116

Full Year 2016 Highlights

• Net sales of $793 million and Adjusted

EBITDA (1) of $110 million despite

headwinds

� currency impacts(1) (primarily

Mexican peso)

� Toledo work stoppage in the Q4

� challenging macroeconomic and

competitive environment

• Paid down debt by approximately

$24.4 million and reduced trade

working capital (2) by $17.3 million

• $12 million of Free Cash Flow(1)

returned to shareholders via share

repurchases and dividend

We expect a continued challenging macroeconomic and competitive environment in 2017

24

2017 Outlook

• Net sales flat to slightly down, with projected growth offset by currency impacts

• SG&A of ~ 17% of net sales- SG&A elevated by investment for ecommerce and ERP initiatives, expected ~15%

excluding investments

• Adjusted EBITDA margin in the range of 13-14% of net sales- Reduced fixed cost absorption due to downtime for scheduled furnace rebuilds

reduces first half Adjusted EBITDA margin by ~250 bps year-over-year

• Capital allocation- Capital expenditures between $50 and $55 million, includes a portion of spend

originally planned for 2016

- Debt repayment prioritized to move toward return to target leverage range

- Dividend increased 2% to annual rate of $0.47/share for 2017

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

- Productivity improvements

- Natural gas

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

- Competitive pricing environment

- Currency impacts

- Benefit costs

Long-term financial goals

25

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 2016E 2017E LTM EBITDA

New ell Brands Inc $23,652 $33,947 $14,673 $15,013 77% 13% 10% 19.0% 16.5% 12.2x 10.8x 16.1x 14.3x 3.9x

Tupperw are Brands Corporation3,060 3,722 2,225 2,313 25 25 50 18.6 15.9 9.0 8.4 13.4 12.4 1.5

Helen of Troy Limited 2,637 3,264 1,582 1,636 84 12 4 15.5 12.2 13.3 12.4 14.6 13.6 2.2

Lifetime Brands, Inc. 209 329 606 625 79 14 8 -- -- -- -- 11.2 10.1 2.9

Mean $7,389 $10,316 $4,772 $4,897 66% 16% 18% 17.7% 14.9% 11.5x 10.5x 13.8x 12.6x 2.6x

Median 2,848 3,493 1,904 1,974 78 13 9 18.6 15.9 12.2 10.8 14.0 13.0 2.6

Libbey Inc. $306 $661 $790 $803 62% 19% 19% 13.4% 7.3% 6.2x 5.9x 12.6x 10.4x 3.2x

Libbey & Peer Trading Overview

26

Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of February 28, 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) Pro forma for Sistema Plastics and Smith Mountain Industries acquisitions and Tools business divestiture.(3) Based on pro forma LTM EBITDA of $2.5bn.(4) Revenue split based on fiscal year ended February 29, 2016.(5) Revenue split based on fiscal year ended December 31, 2015.

($ in millions)

(4)

(3)

(1)

(2)

(5)

• 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 investment in the business, maintenance of target leverage and returns Free Cash Flow(2) to shareholders

Investment highlights

27(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

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

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

Add:

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

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

Depreciation and amortization 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:

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

Derivatives (1.9) (0.2) 1.2 0.9 (0.3) (0.3) 0.8 - -

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

Other (1)

8.6 5.3 (3.6) 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 109.8$ 116.1$ 123.4$ 135.3$ 132.1$ 112.8$ 115.8$ 90.1$ 85.2$

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

Adjusted EBITDA Margin 13.8% 14.1% 14.5% 16.5% 16.0% 13.8% 14.5% 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)

(1) Other FY 2016 includes $4.1 million for work stoppage and $4.5 million for executive terminations. 2015 includes $4.3 million for reorganization charges, $0.9 million for executive termination, and $0.2

million for an environmental obligation. 2014 includes $(4.8) 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.

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 30% 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) 109.8$ 116.1$ 123.4$ 135.3$ 132.1$ 112.8$ 115.8$ 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 3.2 3.3 3.1 2.7 3.0 3.0 3.2 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 5.4 4.2 3.5 2.6 2.6 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.

NYSE MKT: LBY

Kimberly Hunter

Treasurer and VP, Investor Relations

419-325-2612

email: khunte@libbey.com

Alpha IR Group

Chris Hodges & Sam Gibbons

312-445-2870

email: LBY@alpha-ir.com

Additional Information