Management

1

Jim BurmeisterVice President, Chief Financial Officer

Bill FoleyChairman and Chief Executive Officer

Joe HuhnVice President, Financial Planning & Analysis and Investor Relations

Material provided in this presentation include 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.

Safe Harbor Statement

2

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

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

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

ü 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

4

Libbey at a glance

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

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

Selling > 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

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

Retail

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

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 reclassified between segments to align with changes in business unit responsibilities. Accordingly, 2016 segment results have been reclassified to conform with the revised 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%

LatinAmerica

14%

U.S.&Canada

83%

LatinAmerica

19%

EMEA

16%

Other

4%

U.S.&Canada

61%

2016NetSalesbySegment(1)

2016SegmentEBIT(1)(2)

• ‘Annuity Like’ market with a strong ‘installed base’ of customers reordering based on table setting placements

• 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 established restaurants, hospitality and tourism and new entrants throughout the country

• Steady pace of innovation and critical profitability of beverages 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

Edward Don & Company Trimark US FoodsSysco ABC

• U.S. casual glass beverageware leader; market share in brick & mortar estimated at ~40%… more than twice the next competitor(1)

• Highly recognized brands and enhanced e-commerce 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

Walmart Amazon Bed Bath & BeyondDollar Tree Target IKEA

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

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

üGrowing in houseware applications: decorated beverageware and glass components for candles and floral applications

üCommercial sales of blender jars and washing machine windows

10

B2B channel: diverse opportunities for growth

Electrolux Princess House WhirlpoolSunbeam Syndicate Sales Inc.

Organizational Excellence

11

Libbey has three key strategic focus areas:

Growth

Operational Excellence

1.

2.

3.

12

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

• New product development process grounded in market insights

ü Differentiated offerings aligned with current consumer wants and needs

ü Expansion in underserved and emerging categories- Foodservice: underpenetrated categories, adjacent venues like healthcare, assisted living &

travel and tourism

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

• Leveraging new products to target existing and new segments

ü Launched more than 200 new products targeted to retail at International Home & Housewares show in March 2017

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

ü Three year pipeline of projects built to sustain momentum

• E-commerce capabilities launched in July of 2017

ü 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

• Insights from consumer research driven designs, culminated in a modern collection designed to fit today’s lifestyles – Urban Story

• Practical, yet beautiful. Simple, yet versatile. Multi-functional.

Urban Story Collection

14

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

Today’s hottest food and beverage trends, combined with Libbey’s tabletop expertise, helps customers define and deliver the experiences they want for their patrons.

Retrodrinksandfinespiritsenhancedbyclassic,cutglassdesigns

Mixingsolidandmulti-tonedinnerware;TikiOrganicshapes EarthenlooksCraftbeerandsnacks

Unique Innovation: Constellation™ porcelain dinnerware with Microban® technology, offered exclusively by Libbey

15

2017 National Restaurant Association Show 1

• Our brightest-ever white porcelain in three mix-and-match styles for endless combinations

• Microban integrated into the fully vitrified glaze that lasts the life of the dinnerware – contributes to a cleaner eating surface, adding a level of defense against bacterial growth*

• Supports a system of cleanliness and hygiene while helping to protect the establishment’s reputation

* Applies only to bacteria that can cause stains, odors and product degradation.

16

Product Innovation and E-commerce1Productinnovationande-commercestrategytodriveretailgrowth

Addressesretailheadwindsofconsumerpurchasemigration tointernetandstrongpricecompetition incommoditizedproducts

Upgradede-commercecapabilities

Majornewproductlaunches

Q32017e-commerce“golive”

Retailrecoveryandgrowth

Exploreotherchannelpotential?

• Significantprogress… fromzerotolive

capabilitiesinsixmonths

• Earlystagesofadoptionwithnewandexisting

customers

• Extendsretaileraisles– releaseof shelf-space

constraintsdramaticallyincreasesexposurefor

existingproductsandnewproductlaunches

ü

ü

ü

• 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)

ü 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

ü Furnace consolidations and technology upgrades in EMEA and Latin America completed mid-year; other geographies under review- Focus on reducing capital intensity through consolidation and sourcing

- Working to improve furnace life and increase 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

17

Operational Excellence2

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

18

Organizational Excellence3• Organizational re-alignment is supporting new strategy

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

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

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

ü Continuous improvement

ü Customer focus

ü Development

ü Performance

ü Respect and Teamwork

19

Invest in the business

Maintain financial strength

and flexibility

Balanced approach to

capital allocation

• Support/accelerate the organic growth of our business

• Selectively consider acquisitions

• Develop or invest in technologies and manufacturing capabilities

• Currently prioritizing debt pay down to move toward target range

• 2017 common dividend estimated at $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) 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– $10.2 million in the first half of 2017

(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 structureü $404MM senior secured Term Loan B

matures 2021

- LIBOR plus 300 bps (~4.50% at 6/30/17)

- No financial covenants- $150MM accordion option

ü $100MM ABL facility matures 2019

- LIBOR plus 150-200 bps

• Improved interest coverageü Significant debt paydown and borrowing

rate reductions

ü $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 ü ~$7MM estimated global cash contribution

for 201720

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 1.42.5 2.6

3.54.2

5.36.3

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 debt net of cash to Adjusted EBITDA ratio

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

21

$inmillions

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

ü $61MM cash on hand at 12/31/16

ü $88MM ABL availability at 12/31/16

• Seasonal trade working capital needs

ü 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

ü ~$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

22

0

50

100

150

200

2012 2013 2014 2015 2016

TotalofCashandABLAvailability($MM)

Cash ABLAvailability

0

10

20

30

40

50

60

2012 2013 2014 2015 2016

CapitalExpenditures,Depreciation&Amortization

CapitalExpenditures Depreciation&Amortization

$Millions

(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

Key Financial DataQ2 ‘16 & ’17 and YTD ‘16 & ‘17

23

Unaudited

$inmillions,exceptpersharedata '17 '16 VPY '17 '16 VPY

Netsales 197.5$ 207.9$ (10.4)$ 370.5$ 390.7$ (20.2)$

Grossprofit 40.8$ 50.4$ (9.6)$ 71.1$ 90.4$ (19.3)$

Grossprofitmargin 20.6% 24.2% (3.6%) 19.2% 23.1% (3.9%)

Selling,general&administrativeexpenses 33.7$ 30.7$ 3.0$ 66.7$ 64.8$ 1.9$

Netincome(loss) (0.8)$ 8.7$ (9.5)$ (7.4)$ 9.4$ (16.8)$

Netincome(loss)margin (0.4%) 4.2% (4.6%) (2.0%) 2.4% (4.4%)

DilutedEPS (0.04)$ 0.40$ (0.44)$ (0.34)$ 0.43$ (0.77)$

AdjustedEBITDA(1)(2) 20.2$ 40.6$ (20.4)$ 26.4$ 63.4$ (37.0)$

AdjustedEBITDAmargin (1)(2) 10.2% 19.5% (9.3%) 7.1% 16.2% (9.1%)

Unaudited$inmillions,exceptratio

June30,2017

June30,2016 VPY

TradeWorkingCapital(1)(2) 202.4$ 219.4$ (17.0)$

Debt,netofcashtoAdjustedEBITDAratio(1)(2) 5.0x 3.0x 2.0x

SecondQuarter FirstSixMonths

(1)SeetheAppendixfordefinitionsofnon-GAAPmeasures.

margin,TradeWorkingCapitalandDebt,netofcashtoAdjustedEBITDAratiotothemostdirectlycomparableU.S.GAAPmeasure.

(2)Seeoursecondquarter2017pressreleasefiledonform8-KonAugust1,2017,forreconciliationsofAdjustedEBITDA,AdjustedEBITDA

Adjusted EBITDA(1) Walks

24

$40.6

$20.2

($9.3)

($7.8)

($1.0) ($0.3) ($2.0)

$0

$10

$20

$30

$40

$50

Q2'16

AdjustedEBITDA

Manufacturing

Activity

Sales&Margins SGA Currency Other Q2'17

AdjustedEBITDA

$inmillions

Q2vs.PYAdjustedEBITDAWalk

1Hvs.PYAdjustedEBITDAWalk

$63.4

$26.4

($14.9)

($11.1)

($5.3)($2.3) ($3.4)

$0

$20

$40

$60

$80

1H'16

AdjustedEBITDA

Manufacturing

Activity

Sales&Margins SGA Currency Other 1H'17

AdjustedEBITDA

(1)SeeAppendixforareconciliationofAdjustedEBITDAtonetincome(loss).

Plannedfurnace

rebuilddowntime:

($3.7)MM

Plannedfurnace

rebuilddowntime:

($8.7)MM

E-commerce

initiative:($3.0)MM

E-commerce

initiative:($5.9)MM

Outlook for 2nd Half and Full Year 2017

25

§ 2nd half improvements driven by

– Furnace rebuilds completed in 1st half… both Mexico and Holland assets are up and running well, capacity reduced in Holland

– Recent pricing actions in Latin America are beginning to take hold

– Improved profitability in EMEA post furnace realignment, increasing as progress is made in portfolio shift

– Beginning contributions of new products and e-commerce

§ Full year Adjusted EBITDA(1) near low end of previous guidance given 1st half results and persistent market conditions

– Full year net sales expected to decline low-to-mid single digits vs. 2016

– Full year Adjusted EBITDA margins(1) expected to be near 11%

– Capital expenditures at or below $50 million(1)SeeAppendixforareconciliationofAdjustedEBITDAtonetincome(loss)andcalculationsofAdjustedEBITDA

margin.

Long-term financial goals

26

Financial Metrics Long-term Goals

Revenue growth Sustainable 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, Adjusted EBITDA Margin and Debt Net of Cash to Adjusted EBITDA; 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

Newell Brands Inc $24,505 $35,493 $14,950 $15,065 77% 13% 10% 20.1% 16.3% 11.8x 11.1x 16.1x 14.2x 3.7x

Tupperware Brands Corporation2,962 3,692 2,276 2,364 25 25 50 18.7 16.1 8.7 8.1 12.4 11.5 1.7

Helen of Troy Limited 2,727 3,215 1,582 1,627 85 9 7 15.0 11.4 13.5 12.9 14.8 14.1 1.8

Lifetime Brands, Inc. 236 317 602 620 80 13 8 -- -- -- -- 12.1 10.0 2.1

Mean $7,607 $10,680 $4,852 $4,919 67% 15% 19% 18.0% 14.6% 11.3x 10.7x 13.8x 12.5x 2.3x

Median 2,844 3,454 1,929 1,996 78 13 9 18.7 16.1 11.8 11.1 13.6 12.8 2.0

Libbey Inc. $182 $552 $770 $785 62% 15% 23% 10.4% 4.7% 6.9x 5.3x 22.9x 6.6x 5.1x

Libbey & Peer Trading Overview

27

Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of August 11, 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 $2.9bn.(3) Revenue split based on fiscal year ended February 28, 2017.

($ in millions)

(3)

(2)(1)NewellBrands

Tupperware

HelenofTroy

LifetimeBrands

Appendix

28

Q2 ’17 Net Sales of $197.5 vs. $207.9 in Q2 ‘16

29

$125.1$121.9

($3.0)$0.2 ($0.4)

$100

$105

$110

$115

$120

$125

$130

Q2'16

NetSales

Retail Food

Service

B2B Q2'17

NetSales

$inmillions U.S.&Canada$40.6

$36.5($3.6)

($0.4)($0.2)

$20

$25

$30

$35

$40

$45

Q2'16

NetSales

Retail Food

Service

B2B Q2'17

NetSales

Other$32.7

$31.1$33.0($1.6) $1.9

$20

$22

$24

$26

$28

$30

$32

$34

Q2'16

NetSales

Sales

Decline

Q2'17

Reported

NetSales

Currency Q2'17

Constant

Currency

NetSales

EMEA

LatinAmerica

$9.5 $8.1($1.4)

$0

$2

$4

$6

$8

$10

Q2'16

NetSales

SalesDecline Q2'17

Reported

NetSales

*See oursecondquarter2017pressrelease filedonform8-KonAugust1,2017forareconciliationofconstantcurrency

netsales toitsU.S.GAAPmeasure.

Definition and reconciliation of non-GAAP measures

Q2 2017 Q2 2016

6 months ended 6/30/17

6 months ended 6/30/16 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 FY 2010 FY 2009 FY 2008

Net income (loss) (U.S. GAAP) (0.8)$ 8.7$ (7.4)$ 9.4$ 10.1$ 66.3$ 5.0$ 28.5$ 7.0$ 23.6$ 70.1$ (28.8)$ (80.4)$ Add:

Interest expense 5.1$ 5.2$ 10.0$ 10.4$ 20.9$ 18.5$ 22.9$ 32.0$ 37.7$ 43.4$ 45.2$ 66.7$ 69.7$ Provision (benefit) for income taxes 2.2 6.7 (1.1) 6.6 17.7 (38.2) 8.5 13.2 5.7 1.7 11.6 2.7 6.3 Depreciation and amortization 11.2 13.4 22.4 25.4 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 - 0.2 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 - 6.8 - 6.8 5.7 - - - - - - - - Other (2) 2.5 (0.3) 2.5 4.6 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 (non-GAAP) 20.2$ 40.6$ 26.4$ 63.4$ 111.6$ 116.3$ 122.1$ 134.4$ 132.4$ 113.1$ 115.0$ 90.1$ 85.2$

Net sales 197.5$ 207.9$ 370.5$ 390.7$ 793.4$ 822.3$ 852.5$ 818.8$ 825.3$ 817.1$ 799.8$ 748.6$ 810.2$ Net income (loss) margin (U.S. GAAP) (0.4%) 4.2% (2.0%) 2.4% 1.3% 8.1% 0.6% 3.5% 0.8% 2.9% 8.8% (3.8%) (9.9%)

Adjusted EBITDA Margin (non-GAAP) 10.2% 19.5% 7.1% 16.2% 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 Q2 2017 and 6 months ended 6/30/17 includes $2.5 million for reorganization charges. Q2 2016 includes $(0.3) million for executive termination. The 6 months ended 6/30/16 includes $4.6 million for executive termination. 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 MeasuresTrade 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.

Last 12 months ended 6/30/17

Last 12 months ended 6/30/16 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 FY 2010 FY 2009 FY 2008

Adjusted EBITDA (1) (non-GAAP) 74.6$ 125.4$ 111.6$ 116.3$ 122.1$ 134.4$ 132.4$ 113.1$ 115.0$ 90.1$ 85.2$

Debt reported on balance sheet(2) (U.S. GAAP) 396.4$ 419.2$ 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) 3.8 5.1 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 400.2 424.4 412.3 436.9 444.9 413.2 466.1 397.6 450.2 446.8 554.9 Less: Cash and cash equivalents 28.2 46.4 61.0 49.0 60.0 42.2 67.2 58.3 76.3 55.1 13.3 Debt net of cash 372.1$ 377.9$ 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 (non-GAAP) 5.0 3.0 3.1 3.3 3.2 2.8 3.0 3.0 3.3 4.3 6.4

Interest expense 20.5$ 19.8$ 20.9$ 18.5$ 22.9$ 32.0$ 37.7$ 43.4$ 45.2$ 66.7$ 69.7$ Adjusted EBITDA to Interest Expense Ratio (non-GAAP) 3.6 6.3 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

Net income margin (U.S. GAAP)

Add:

Interest Expense

Provision for income taxes

Depreciation and amortization

Special items before interest and taxes

Adjusted EBITDA Margin (non-GAAP) ~ 11.0%

2.0%

6.0%

0.3%

Reconciliation of Net Income margin to Adjusted EBITDA Margin

Outlook for the year ended December 31, 2017

0.1%

2.6%

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