Dougherty & Company

Institutional Investor Conference

September 2016

Management

1

Sherry BuckVice President, Chief Financial Officer

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, 2015, filed onFebruary 29, 2016, for further information.

Cautionary statement

2

Agenda

3

• Company Overview 4 - 10

• Strategic Focus 11 - 17

• Financial Performance 18 - 24

• Investment Highlights 25

• Appendices

� Timeline

� Definition and Reconciliation of Non-GAAP

Measures

• Global glass tableware leader: #2 in the world, #1 in the Western

Hemisphere (1)

• #1 U.S. foodservice business drives significant recurring revenue and

profitability (1)

• Established global presence with significant growth potential

• Cost structure optimization coupled with manufacturing innovation creates

significant advantage

• Strategy in place to grow revenue and expand margins

• Simplifying supply chain to improve ROIC

• Strong liquidity and credit profile provide financial flexibility

• Balanced approach to capital allocation aims to deliver 50% of free cash

flow to shareholders

Investment highlights

4(1) Management estimates

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

$822.3 million of net sales in 2015 sold to Foodservice, Retail and B2B channels globally

Libbey sells more than 1,100,000,000 glasses annually

Our products are central to lifestyle and gift giving 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, floral, salt shakers, shot glasses, canisters, candleholders, handmade tableware

In-house

Other Glass Products

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

In-house

Ceramic 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)

• 90% of foodservice glass tableware sales are replacements, driving a predictable revenue stream

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

• Customers include marketers branding Libbey glassware with company logos and reselling to breweries, distilleries, soft drink companies, craft industries and food packing companies

• Companies using glass products for candle and floral applications, blender jars, mixing bowls and washing machine windows

Foodservice

Business-to-Business (B2B)

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

• Most recognized glass beverageware brand and North America’s #1 retail supplier of casual glass beverageware; 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 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

2015 Net Sales by Segment

U.S.& Canada

75%

Latin America

20%

EMEA1%

Other 4%

U.S. & Canada

61%

Other 4%

Latin America

20%

EMEA15%

2015 Net EBIT by Segment (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 beveragewarelead to lower price sensitivity; price increases in 42 of last 46 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)

• Libbey goes to market with highly recognized brands

• Libbey is the favorite U.S. glass beverageware brand and has the strongest unaided brand recognition(1)

• Established relationships with major retailers provide a platform to launch innovative products

10

Retail channel: improving competitive positioning

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

11

Libbey has three key strategic focus areas:

Growth through Innovation

Customer Focus

Business Simplification

1.

2.

3.

12

Growth through innovation1

• Focus on product innovation to drive growth and margin expansion

• Grow around core foodservice business and in retail and B2B

� Drive organic growth and expand into adjacent categories

- Foodservice: underpenetrated categories, adjacent venues

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

� Improve marketing insight and new product development for competitive advantage

- Trend insight advice and on-trend foodservice and consumer offerings

- Differentiated offerings to meet current consumer needs and preferences

- Expanded footprint in underserved and emerging categories

• We are in early stages of developing an e-commerce strategy

A full line of stemware, tumblers and specialty drinkware for retail and foodservice channels

13

A reinvention of a classic shape

Subtle design

Harmony and balance

Gentle contours and thick sham

Modern luxury

Extraordinary angles

Free-flowing movement

Dramatic height

Libbey’s finest glassware: “elevates the everyday into art”

Retail Foodservice

1

Artisan Bakeware

14

• Artisan bakeware designed for

retail channel

• New Libbey-designed stoneware

using sourced manufacturing

� Reactive blue glaze literally

makes every piece unique

� Four essential shapes

cover most baking needs

• Artisan stoneware that’s

dishwasher, oven and

microwave safe

Libbey makes oven to table beautiful

1

Three new “trend-right” dinnerware collections in foodservice

15

Connecting toTrends & Insights

DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD

PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK

Fresh shapes, finishes,

color variations, patterns

1

16

Customer Focus2• Improving customer focus and responsiveness

� Seeking customer feedback and consistent engagement

- Enhancing “top to top” customer relationships

- Increasing time in front of customers to better understand current and future needs in order to develop customer specific strategies

� Adapting operating practices to meet customer needs

- Re-engineered sales compensation system

- New CRM system

- Sales opportunity pipeline measurement tool

- More responsive back-office practices

• Multiple cost reduction initiatives in recent years to remove non-value-added complexity

• Currently simplifying supply chain to improve ROIC

• Product portfolio optimization:

� 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

� Reduces capital commitments for future furnace rebuilds

� Lowers operating costs

• Reviewing opportunities to further optimize global network

17

Business simplification3

18

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 to shareholders for period 2015 - 2017

- Over 50% distributed in 2015: $25MM

• Re-initiated common dividend at annual $0.44/share in 2015

- 5% dividend increase for 2016 to $0.46/share

• Share repurchase authorization increased to 1.5 million shares in 2015

- Over 558K shares repurchased since December 2014 totaling ~$18.3MM; targeting full utilization of authorization by end of 2017

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

• Ability to flex up or down

• Plan to reduce debt in 2016 to target range; made $10MM total optional prepayments in 1st Half of 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

Balanced approach to capital allocation

• Flexible capital structure

- $440MM senior secured Term Loan B matures 2021

� LIBOR plus 300 bps (currently 3.75%)

� No financial covenants

� $150MM accordion option

- $100MM ABL facility matures 2019

� LIBOR plus 150-200 bps; maturity 2019

• Improved interest coverage

- Significant borrowing rate reductions

- $220MM of Term Loan B swapped to achieve ~50% floating rate exposure

• Significant deleveraging despite investments to strengthen the business

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

- ~$9MM estimated global cash contribution in 2016, approximately all to non-U.S. plan

19

6.4

4.3

3.2 3.0 3.0 2.73.1 3.3

2008 2009 2010 2011 2012 2013 2014 2015

1.2 1.4 2.6 2.6

3.5 4.2

5.4 6.3

2008 2009 2010 2011 2012 2013 2014 2015

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 revenue stream and cash flow

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

20

Historical Cumulative

Adjusted Operating Cash flow (1)

(MM)

$(1)

$105

$176 $233

$358

$432

$558 $624

2008 2009 2010 2011 2012 2013 2014 2015

$810

$749 $800 $817 $825 $819

$852 $822

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

2008 2009 2010 2011 2012 2013 2014 2015

Net Sales Adjusted EBITDA

10.5%

12.0%

14.5%13.8%

16.0% 16.5%

14.5% 14.1%

Adjusted EBITDA Margin

Net Sales, Adjusted EBITDA and Margin (1)

(MM)

• Strong cash generation and liquidity

- $46 MM cash on hand at 6/30/16

- $93 MM ABL availability at 6/30/16

• Seasonal working capital needs

- Average $30-$35 MM peak to trough swing

in quarter-end working capital each year (1)

• Capital expenditures on average about equal to depreciation

- ~$30 MM growth investment for new 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

21

$122$136

$113

$142 $140

2011 2012 2013 2014 2015

Total of Cash and ABL Availability(MM)

Cash ABL Availability

0

10

20

30

40

50

60

2011 2012 2013 2014 2015

Capital Expenditures, Depreciation & Amortization

Capital Expenditures Depreciation & Amortization

$ M

illi

on

s

(1) 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

Recent performance and outlook

22

1st Half Highlights

• Net sales

- Continued foodservice strength, up 4.4% in constant currency (1)

- Foodservice growth offset by B2B channel sales

- Adjusted EBITDA margin (1)

- Favorably impacted by price/mix, lower input costs and SG&A; partially offset by currency and lower

manufacturing activity

(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

Currency Impact vs. PY

$401

$391

$54

$62

$-

$50

$100

$150

$200

$250

$300

$350

$400

$450

2015 2016YTD Net Sales

YTD Adjusted EBITDA

13.5%

15.9%

0%

5%

10%

15%

20%

25%

Adjusted EBITDA Margin

1st Half Net Sales, Adjusted EBITDA and Margin (1)

Mil

lio

ns

$401

$66

2016 Full-Year Earnings Outlook

• Net sales 1% to 2% below prior year on a

reported basis

• Adjusted SG&A(1) in the low 15% range

• Adjusted EBITDA(1) margin of ~14%

Tailwinds

• Net sales growth

• Natural Gas

Headwinds

• Production activity

• Benefit costs (variable compensation)

• Currency impacts

Long-term financial goals

23

Financial Metric Long-term Goal

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 2015A Rev. Split '16E Margin FV / EBITDA P / E Net Debt /

Company Cap Value 2016E 2017E N.A. Europe ROW EBITDA EBIT 2016E 2017E 2016E 2017E LTM EBITDA

New ell Brands Inc $25,595 $38,399 $13,568 $16,423 70% -- 30% 18.7% 15.8% 15.2x 12.5x 18.6x 17.4x 6.2x

Tupperw are Brands Corporation3,312 4,078 2,251 2,325 26 26 48 17.8 14.9 10.2 9.7 15.2 14.1 3.0

Helen of Troy Limited 2,515 3,107 1,581 1,633 84 12 4 14.7 11.2 13.4 12.7 14.5 13.6 2.7

Lifetime Brands, Inc. 194 289 585 603 79 14 8 -- -- -- -- 13.0 10.4 2.6

Mean $7,904 $11,468 $4,496 $5,246 64% 18% 22% 17.0% 14.0% 12.9x 11.6x 15.3x 13.9x 3.6x

Median 2,913 3,592 1,916 1,979 74 14 19 17.8 14.9 13.4 12.5 14.9 13.8 2.8

Libbey Inc. $387 $777 $809 $828 61% 15% 25% 14.1% 7.6% 6.8x 6.3x 14.0x 10.4x 3.0x

Trading at a significant discount to peers

24

Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of August 31, 2016. Balance sheet data as of Q2 2016.(1) Based on pro forma LTM EBITDA of $2.0bn.(2) Revenue split based on fiscal year ended February 29, 2016.

($ in millions)

(2)

(1)

• Global glass tableware leader: #2 in the world, #1 in the Western

Hemisphere (1)

• #1 U.S. foodservice business drives significant recurring revenue and

profitability (1)

• Established global presence with significant growth potential

• Cost structure optimization coupled with manufacturing innovation creates

significant advantage

• Strategy in place to grow revenue and expand margins

• Simplifying supply chain to improve ROIC

• Strong liquidity and credit profile provide financial flexibility

• Balanced approach to capital allocation aims to deliver 50% of free cash

flow to shareholders

Investment highlights

25(1) Management estimates

Appendix

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

Definition and reconciliation of non-GAAP measures

2015 2014 2013 2012 2011 2010 2009 2008

Adjusted EBITDA (1)

116.1$ 123.4$ 135.3$ 132.1$ 112.8$ 115.8$ 90.1$ 85.2$

Debt (2)

431.0 437.9 402.4 454.2 390.1 436.6 512.0 543.5

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

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 436.9 444.9 413.2 466.1 397.6 450.2 446.8 554.9

Cash 49.0 60.0 42.2 67.2 58.3 76.3 55.1 13.3

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

Debt net of cash to Adjusted EBITDA Ratio 3.3 3.1 2.7 3.0 3.0 3.2 4.3 6.4

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

Adjusted EBITDA to Interest Expense Ratio 6.3 5.4 4.2 3.5 2.6 2.6 1.4 1.2

Reconciliation 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.

Definitions – Other Non-GAAP Measures

Working capital is defined as net accounts receivable plus 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 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 EBIT, EBITDA, 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 change sin exchange rates from revenues, expenses and assets and liabilities that are denominated in a currency other than the functional currency.

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

Adjusted Operating Cash Flow is defined as net cash provided by operating activities plus 2012 pension contribution (to fully fund our target obligations under ERISA), plus call premiums on senior notes and/or floating rate notes, plus debt issuance costs.

2016 Adjusted SG&A is defined as selling, general and administrative expenses adjusted to exclude the impact of executive terminations and other non-recurring charges, if any, for the fiscal year ending December 31, 2016.

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

visit our website: www.libbey.com