2017 11 fall presentation final

1. Libbey Inc.
Investor Presentation
October – December 2017

2. Management
1
Jim Burmeister
Vice President, Chief Financial Officer
Bill Foley
Chairman and Chief Executive Officer
Joe Huhn
Vice President, Financial Planning & Analysis
and Investor Relations

3. Material provided in this presentation include forward-looking
statements about Libbey Inc. These statements are subject to
risks 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 for
fiscal year-end December 31, 2016, filed on
March 3, 2017, for further information.
Safe Harbor Statement
2

4. • 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 financial flexibility
• Balanced approach to capital allocation prioritizes investing in the business and
debt reduction
Investment highlights
3(1) Management estimates
(2) See Appendix: Definition and reconciliation of non-GAAP measures for definition of ROIC and Free Cash Flow

5. 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
NYSE American: LBY
(1) Management estimate

6. 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

7. 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) Management estimate using Q2 NPD Group Retail Tracking Service
Retail
No single customer accounts for 10% or more of consolidated net sales

8. Established industry leadership and global presence
7
Million Total
Square Feet
7 Warehousing /
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 Centers
Warehousing / 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%
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)

9. • ‘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 Foods
Sysco ABC Webstaurant

10. • 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) Management estimate using Q2 NPD Group Retail Tracking Service, NPD survey and management estimates, includes branded and
private label
Walmart Amazon Bed Bath & Beyond
Dollar Tree Target Soriana
Wayfair IKEA Crate & Barrel

11. • 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: decorated beverageware and
glass components for candles and floral applications
Commercial sales of blender jars and washing machine windows
10
B2B channel: diverse opportunities for growth
Whirlpool Princess House Smith Mountain
Sunbeam Syndicate Sales Inc. Star Soap & Candle

12. Organizational Excellence
11
Libbey has three key strategic focus areas:
Growth
Operational Excellence
1.
2.
3.

13. 12
Growth
1
• New product innovation & e-commerce to drive growth and market expansion
• 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 like healthcare, assisted living & travel and
tourism
- Retail: adjacent categories; good, better, best offerings
• Leveraging new products to target existing and new segments
Launched more than 200 new products targeted to retail at International Home & Housewares show in
March 2017
350 new products targeted to foodservice launched at National Restaurant Association show in May 2017
72 new retail directed products launched at New York Tabletop show in October 2017. Targeted to defined
consumer segments using customer research data.
Three year pipeline of projects built to sustain momentum
• E-commerce capabilities launched in July of 2017
Enhances capabilities to maintain retail market leadership as consumers increasingly purchase on the
internet in addition to in traditional brick & mortar retail stores

14. Lifestyle trend inspired launch of over 200 new Libbey retail products
13
2017 International Home and Housewares Show1
• 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

15. 14
2017 National Restaurant Association Show1
Insight-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. Retro drinks and fine spirits enhanced by classic, cut glass designs
Mixing solid and multi-tone dinnerware; TikiOrganic shapes Earthen looksCraft beer and snacks

16. Unique Innovation: Constellation™ porcelain dinnerware
with Microban® technology, offered exclusively by Libbey
15
2017 National Restaurant Association Show1
• 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.

17. 16
2017 New York Table Top Show1
Research Driven New Products
Designs tested with 1,000+
research participants
Presentation and practicality
rolled into one
Hand-crafted from recycled
glass and ceramics
Home Entertaining
Total Tea Experience
• Market research results show that more
people are enjoying the art of entertaining
in their own homes.
• Consumers are wanting to create unique
entertaining experiences while using
products that are both practical and festive

18. 17
Product Innovation and E-commerce1
Product innovation and e-commerce strategy to drive retail growth
Addresses 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
e-commerce
“go live”
Retail
recovery and
growth
Explore other
channel
potential?
• Significant progress… from zero to live
capabilities in six months
• Early stages of adoption with new and existing
customers
• Extends retailer aisles – release of shelf-space
constraints dramatically increases exposure for
existing products and new product launches

19. 18
E-commerce Platform1
Digital Strategy Aspects:
Content - Enhanced photography, video and product information
Showcases real, human content that allows consumers to see themselves with the
product and allows them to imagine new and better experiences
3PL Drop Ship - Scalability and superior service coast to coast
Syndication - Process of submission and publication of product information on
multiple retailer websites beyond the source
E-commerce Products - Offers visibility to our full retail line with many more
SKUs available online by retailers compared to traditional brick-and-mortar stores

20. • Goals of Global Network Optimization:
• Redesign our manufacturing platform… meet market needs
– Fix, move or exit processes that are high in costs relative to market price
– Improve global view of assets and margin capabilities… better cross region
coordination
• Drive ROIC(1) improvement
– Reduce capital intensity and be more “asset light”
– Lower our cost to produce to improve margins
• Position the company for the future
– Optimized manufacturing footprint and profitably serve our customers
– Develop sourcing capabilities to fill product portfolio without capital
expenditures
– Leverage continuous improvement to improve capabilities, lower costs and stay
current with market and competitive
– Install state of the art, cloud based ERP system
19
Operational Excellence2
(1) See Appendix: Definition and reconciliation of non-GAAP measures for definition of ROIC

21. 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
2017 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
2017 reducing one-piece stemware capacity in Toledo to align
with demand
- Improves asset utilization
- Reduces capital expenditures on under performing assets
20
Operational Excellence2
(1) See Appendix: Definition and reconciliation of non-GAAP measures for definition of ROIC

22. 21
Organizational Excellence3
• Organizational re-alignment is supporting 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

23. 22
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
– $18.3 million in the first nine months 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

24. • Flexible capital structure
$404MM senior secured Term Loan B
matures 2021
- LIBOR plus 300 bps (~4.50% at
9/30/17)
- 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
~$7MM estimated global cash contribution
for 2017
23
6.4
4.3
3.3 3.0 3.0 2.8 3.2 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 debt net of cash to Adjusted EBITDA ratio
Capital structure and leverage policy provide financial
flexibility

25. 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 24
$ 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

26. • Strong cash generation and liquidity
$61MM cash on hand at 12/31/16
$88MM 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
~$30 MM growth investment for ClearFire®
glass manufacturing technology over
2014-2015
• Flexibility to selectively pursue M&A
opportunities
• No significant long-term debt due until Term
Loan B in 2021
25
0
50
100
150
200
2012 2013 2014 2015 2016
Total of Cash and ABL
Availability ($MM)
Cash ABL Availability
0
10
20
30
40
50
60
2012 2013 2014 2015 2016
Capital Expenditures, Depreciation & Amortization
Capital Expenditures Depreciation & Amortization
$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

27. Key Financial Data
Q3 ‘17 & ’16 and YTD ‘17 & ‘16
26
(1)
See the Appendix for definitions of non-GAAP measures.
margin, Trade Working Capital and Debt, net of cash to Adjusted EBITDA ratio to the most directly comparable U.S. GAAP measure.
(2)
See our second quarter 2017 press release filed on form 8-K on August 1, 2017, for reconciliations of Adjusted EBITDA, Adjusted EBITDA

28. Adjusted EBITDA(1) Walks
27
$ in millions
(1) - See Appendix for a reconciliation of Adjusted EBITDA to net income (loss).
$24.7
$20.0$3.0 0.1
($6.7)
($1.1) ($0.0)
$0.1
$-
$10
$20
$30
Q3 '16 Adjusted
EBITDA
Sales & Margins Manufacturing
Activity
SG&A Currency Other Q3 '17 Adjusted
EBITDA
Q3 vs. PY Adjusted EBITDA Walk
$88.1
$46.4$0.3
($17.1)
($16.3)
($5.4)
($3.2)
$40
$60
$80
$100
Q3 YTD '16
Adjusted EBITDA
Sales & Margins Manufacturing
Activity
SG&A Currency Other Q3 YTD '17
Adjusted EBITDA
Q3 YTD vs. PY Adjusted EBITDA Walk

29. Outlook for Q4 & Full Year 2017
28
Q4 Results higher than PY driven by
– Sales lift due to strong orders in USC Foodservice dinnerware
and flatware and lower comparable figures associated with Q4
2016 labor negotiations
– Continued efficiencies in our manufacturing operations
– Meaningful sales contributions of new products and e-commerce
Full year Adjusted EBITDA(1) margins of 9 – 10% given
3rd quarter results and persistent market conditions
– Full year net sales expected to decline low-to-mid single digits vs.
2016, unchanged from prior guidance
– Capital expenditures approximately $50 million
(1) See Appendix for a reconciliation of Adjusted EBITDA to net income (loss) and calculations of Adjusted EBITDA
margin.

30. Appendix
29

31. Q3 ’17 Net Sales of $187.3 vs. $196.9 in Q3 ‘16
30
$117.3
$112.3
( $1.2)
( $3.7)
( $0.1)
$100
$105
$110
$115
$120
$125
Q3 '16
Net Sales
Retail Food
Service
B2B Q3 '17
Net Sales
$ in millions
U.S. & Canada
OtherEMEA
Latin America
$7.0
$6.0
($1.0)
$0
$2
$4
$6
$8
$10
Q3 '16 Net
Sales
Sales Decline Q3 '17 Net
Sales
$32.5 $33.7( $0.0) ($0.8)
$2.0
$20
$25
$30
$35
$40
$45
Q3 '16
Net Sales
Retail Food
Service
B2B Q3 '17
Net Sales
$40.1
$35.3
($2.2) $0.5 ($3.1)
$20
$25
$30
$35
$40
$45
Q3 '16
Net Sales
Retail Food
Service
B2B Q3 '17
Net Sales
*See our third quarter 2017 press release filed on form 8-K on October 31, 2017 for a reconciliation of constant
currency net sales to its U.S. GAAP measure.

32. Definition and reconciliation of non-GAAP measures
Q3 2017 Q3 2016
9 months
ended
9/30/17
9 months
ended
9/30/16 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 FY 2010 FY 2009 FY 2008
Net income (loss) (U.S. GAAP) (78.8)$ 2.9$ (86.2)$ 12.3$ 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$ 15.1$ 15.6$ 20.9$ 18.5$ 22.9$ 32.0$ 37.7$ 43.4$ 45.2$ 66.7$ 69.7$
Provision (benefit) for income taxes 2.7 5.5 1.7 12.0 17.7 (38.2) 8.5 13.2 5.7 1.7 11.6 2.7 6.3
Depreciation and amortization 11.2 11.2 33.6 36.7 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 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 79.7 - 79.7 - - - - - - - - - 11.9
Product portfolio optimization - - - 6.8 5.7 - - - - - - - -
Other
(2)
- (0.1) 2.5 4.5 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) 20.0$ 24.7$ 46.4$ 88.1$ 111.6$ 116.3$ 122.1$ 134.4$ 132.4$ 113.1$ 115.0$ 90.1$ 85.2$
Net sales 187.3$ 196.9$ 557.8$ 587.6$ 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) (42.1%) 1.5% (15.5%) 2.1% 1.3% 8.1% 0.6% 3.5% 0.8% 2.9% 8.8% (3.8%) (9.9%)
Adjusted EBITDA Margin (non-GAAP) 10.7% 12.6% 8.3% 15.0% 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 Q3 2016 includes $(0.1) million for executive termination. Other 9 months ended 9/30/17 includes $2.5 million for reorganization charges. The 9 months ended 9/30/16 includes $4.5 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.

33. 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.
Last 12
months
ended
9/30/17
Last 12
months
ended
9/30/16 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 FY 2010 FY 2009 FY 2008
Adjusted EBITDA
(1)
(non-GAAP) 69.9$ 119.2$ 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) 398.9$ 413.8$ 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)
3.6 4.8 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 402.5 418.6 412.3 436.9 444.9 413.2 466.1 397.6 450.2 446.8 554.9
Less: Cash and cash equivalents 21.6 42.7 61.0 49.0 60.0 42.2 67.2 58.3 76.3 55.1 13.3
Debt net of cash 380.9$ 376.0$ 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) 5.5 3.2 3.1 3.3 3.2 2.8 3.0 3.0 3.3 4.3 6.4
Interest expense 20.4$ 20.4$ 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) 3.4 5.9 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.

34. Definition and reconciliation of non-GAAP measures
Net income margin (U.S. GAAP) (11.0%) - (10.0%)
Add:
Interest Expense 2.5%
Provision for income taxes 1.0%
Depreciation and amortization 6.0%
Special items before interest and taxes 10.5%
Adjusted EBITDA Margin (non-GAAP) 9.0% - 10.0%
Reconciliation of Net Income margin to Adjusted EBITDA Margin
Outlook for the year
ended
December 31, 2017

35. 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
s
Jun 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