Recent Management Presentation

1. Libbey Inc.
March 2017

2. Management
1
Ronni Smith
Vice President, Interim Chief Financial Officer
and Corporate Controller
Bill Foley
Chairman and Chief Executive Officer
Kim Hunter
Treasurer and Vice President, Investor Relations

3. Material presented at this meeting includes 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.
Cautionary statement
2

4. 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

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

6. 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

7. 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

8. 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

9. Established industry leadership and global presence
8
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
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%
EMEA
15%
2016 Segment EBIT (1)
(1) Represents percentage of Segment EBIT only

10. • 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

11. • 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

12. • 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

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

14. 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

15. Lifestyle trend inspired launch of over 200 new Libbey retail products
14
2017 International Home and Housewares Show
1

16. 15
2017 International Home and Housewares Show
1
Robust new product pipeline to drive growth in coming years

17. 16
Product Innovation and Ecommerce1
Product 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

18. • 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

19. 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

20. 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

21. • 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 2.7 3.1 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

22. 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

23. • 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 2021
22
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

24. 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 2016
Full 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)
Millions
$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

25. 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

26. Long-term financial goals
25
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 and
Adjusted EBITDA Margin; definition of ROIC

27. 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)

28. • 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

29. Appendices

30. 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

31. 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.

32. 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.

33. 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