2. Management
1
Sherry Buck
Vice President, Chief Financial Officer
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, 2015, filed on
February 29, 2016, for further information.
Cautionary statement
2
5. • 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
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
$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
7. 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
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)
• 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
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
2015 Net Sales by Segment
U.S.
& Canada
75%
Latin
America
20%
EMEA
1%
Other
4%
U.S.
& Canada
61%
Other
4%
Latin
America
20%
EMEA
15%
2015 Net EBIT by Segment (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 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
11. • 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
12. 11
Libbey has three key strategic focus areas:
Growth through Innovation
Customer Focus
Business Simplification
1.
2.
3.
13. 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
14. 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
15. 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
16. Three new “trend-right” dinnerware collections
in foodservice
15
Connecting to
Trends & Insights
DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD
PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK
Fresh shapes, finishes,
color variations, patterns
1
17. 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
18. • 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
19. 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
• 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 $15MM total
optional prepayments through the first nine months 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
20. • 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 2.7 3.1 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
21. 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)
22. • Strong cash generation and liquidity
- $43 MM cash on hand at 9/30/16
- $92 MM ABL availability at 9/30/16
• 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 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
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
$Millions
(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
23. Recent performance and outlook: September 2016 YTD
22
September YTD 2016 Highlights
• Net sales ~flat in constant currency (1)
- Continued foodservice strength, up 2.4%
- Foodservice growth offset by B2B channel sales
• Adjusted EBITDA slightly higher than prior year: (1)
- Favorably impacted by sales, lower SG&A and input costs; partially offset by lower manufacturing
activity and currency
(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
$603
$588
$85
$87
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
2015 2016
YTD Net Sales
YTD Adjusted EBITDA
14.1% 14.8%
0%
5%
10%
15%
20%
25%
Adjusted EBITDA Margin
Sept. YTD Net Sales, Adjusted EBITDA and Margin (1)
Millions
$602
$91
2016 Full-Year Earnings Outlook
• Net sales 1% to 2% below prior year on a
reported basis
• Adjusted SG&A(1) of ~15%
• Adjusted EBITDA(1) margin of ~14%
Tailwinds
• Net sales growth
• Input costs (natural gas)
Headwinds
• Manufacturing activity
• Benefit costs
• Currency impacts
24. Long-term financial goals
23
Financial Metric Long-term Goal
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
25. 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 $23,165 $35,648 $13,402 $15,072 70% -- 30% 18.6% 15.4% 14.3x 12.2x 16.7x 16.0x 6.3x
Tupperw are Brands Corporation3,009 3,732 2,238 2,303 26 26 48 17.9 15.3 9.3 8.8 13.7 12.8 1.8
Helen of Troy Limited 2,272 2,823 1,558 1,607 84 12 4 14.7 11.1 12.3 11.5 13.3 12.3 2.1
Lifetime Brands, Inc. 202 320 585 603 79 14 8 -- -- -- -- 13.7 11.0 2.9
Mean $7,162 $10,631 $4,446 $4,896 64% 18% 22% 17.1% 13.9% 12.0x 10.9x 14.4x 13.0x 3.3x
Median 2,641 3,277 1,898 1,955 74 14 19 17.9 15.3 12.3 11.5 13.7 12.6 2.5
Libbey Inc. $350 $736 $809 $828 61% 15% 25% 14.0% 7.6% 6.5x 6.0x 12.9x 9.6x 3.2x
Trading at a significant discount to peers
24
Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of October 31, 2016. Balance sheet data as of Q3 2016.
(1) Revenue split pro forma for Jarden 2015 revenue.
(2) Based on pro forma LTM EBITDA of $1.9bn.
(3) Revenue split based on fiscal year ended February 29, 2016.
($ in millions)
(3)
(2)
(1)
26. • 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
28. 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
$440MM Term
Loan B senior
secured credit
facility
1818: Libbey
founded as New
England Glass
Company in East
Cambridge, MA
s
Jun 1993:
Libbey becomes
a public company
1892:
The company
changes its name
to The Libbey
Glass Company
Oct 1995:
Acquires
Syracuse China
Aug 2011: Bill
Foley becomes
Chairman of the
Board
2015
Jan 2015:
Announce Own the
Moment strategy.
Re-initiate dividend
and share
repurchases
Jan 2016:
Bill Foley
becomes CEO
and Chairman of
the Board
2016
30. Definition and reconciliation of non-GAAP measures
2015 2014 2013 2012 2011 2010 2009 2008
Adjusted EBITDA
(1)
116.1$ 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 changes in 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.
31. 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
33. Management
1
Sherry Buck
Vice President, Chief Financial Officer
Bill Foley
Chairman and Chief Executive Officer
Kim Hunter
Treasurer and Vice President, Investor Relations
34. 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, 2015, filed on
February 29, 2016, for further information.
Cautionary statement
2
36. • 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
37. 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
38. 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
39. 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
40. 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
2015 Net Sales by Segment
U.S.
& Canada
75%
Latin
America
20%
EMEA
1%
Other
4%
U.S.
& Canada
61%
Other
4%
Latin
America
20%
EMEA
15%
2015 Net EBIT by Segment (1)
(1) Represents percentage of segment EBIT only
41. • 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 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
42. • 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
43. 11
Libbey has three key strategic focus areas:
Growth through Innovation
Customer Focus
Business Simplification
1.
2.
3.
44. 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
45. 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
46. 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
47. Three new “trend-right” dinnerware collections
in foodservice
15
Connecting to
Trends & Insights
DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD
PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK
Fresh shapes, finishes,
color variations, patterns
1
48. 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
49. • 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
50. 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
• 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 $15MM total
optional prepayments through the first nine months 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
51. • 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 2.7 3.1 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
52. 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)
53. • Strong cash generation and liquidity
- $43 MM cash on hand at 9/30/16
- $92 MM ABL availability at 9/30/16
• 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 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
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
$Millions
(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
54. Recent performance and outlook: September 2016 YTD
22
September YTD 2016 Highlights
• Net sales ~flat in constant currency (1)
- Continued foodservice strength, up 2.4%
- Foodservice growth offset by B2B channel sales
• Adjusted EBITDA slightly higher than prior year: (1)
- Favorably impacted by sales, lower SG&A and input costs; partially offset by lower manufacturing
activity and currency
(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
$603
$588
$85
$87
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
2015 2016
YTD Net Sales
YTD Adjusted EBITDA
14.1% 14.8%
0%
5%
10%
15%
20%
25%
Adjusted EBITDA Margin
Sept. YTD Net Sales, Adjusted EBITDA and Margin (1)
Millions
$602
$91
2016 Full-Year Earnings Outlook
• Net sales 1% to 2% below prior year on a
reported basis
• Adjusted SG&A(1) of ~15%
• Adjusted EBITDA(1) margin of ~14%
Tailwinds
• Net sales growth
• Input costs (natural gas)
Headwinds
• Manufacturing activity
• Benefit costs
• Currency impacts
55. Long-term financial goals
23
Financial Metric Long-term Goal
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
56. 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 $23,165 $35,648 $13,402 $15,072 70% -- 30% 18.6% 15.4% 14.3x 12.2x 16.7x 16.0x 6.3x
Tupperw are Brands Corporation3,009 3,732 2,238 2,303 26 26 48 17.9 15.3 9.3 8.8 13.7 12.8 1.8
Helen of Troy Limited 2,272 2,823 1,558 1,607 84 12 4 14.7 11.1 12.3 11.5 13.3 12.3 2.1
Lifetime Brands, Inc. 202 320 585 603 79 14 8 -- -- -- -- 13.7 11.0 2.9
Mean $7,162 $10,631 $4,446 $4,896 64% 18% 22% 17.1% 13.9% 12.0x 10.9x 14.4x 13.0x 3.3x
Median 2,641 3,277 1,898 1,955 74 14 19 17.9 15.3 12.3 11.5 13.7 12.6 2.5
Libbey Inc. $350 $736 $809 $828 61% 15% 25% 14.0% 7.6% 6.5x 6.0x 12.9x 9.6x 3.2x
Trading at a significant discount to peers
24
Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of October 31, 2016. Balance sheet data as of Q3 2016.
(1) Revenue split pro forma for Jarden 2015 revenue.
(2) Based on pro forma LTM EBITDA of $1.9bn.
(3) Revenue split based on fiscal year ended February 29, 2016.
($ in millions)
(3)
(2)
(1)
57. • 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
59. 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
$440MM Term
Loan B senior
secured credit
facility
1818: Libbey
founded as New
England Glass
Company in East
Cambridge, MA
s
Jun 1993:
Libbey becomes
a public company
1892:
The company
changes its name
to The Libbey
Glass Company
Oct 1995:
Acquires
Syracuse China
Aug 2011: Bill
Foley becomes
Chairman of the
Board
2015
Jan 2015:
Announce Own the
Moment strategy.
Re-initiate dividend
and share
repurchases
Jan 2016:
Bill Foley
becomes CEO
and Chairman of
the Board
2016
61. Definition and reconciliation of non-GAAP measures
2015 2014 2013 2012 2011 2010 2009 2008
Adjusted EBITDA
(1)
116.1$ 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 changes in 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.
62. 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
64. Management
1
Sherry Buck
Vice President, Chief Financial Officer
Bill Foley
Chairman and Chief Executive Officer
Kim Hunter
Treasurer and Vice President, Investor Relations
65. 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, 2015, filed on
February 29, 2016, for further information.
Cautionary statement
2
67. • 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
68. 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
69. 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
70. 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
71. 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
2015 Net Sales by Segment
U.S.
& Canada
75%
Latin
America
20%
EMEA
1%
Other
4%
U.S.
& Canada
61%
Other
4%
Latin
America
20%
EMEA
15%
2015 Net EBIT by Segment (1)
(1) Represents percentage of segment EBIT only
72. • 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 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
73. • 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
74. 11
Libbey has three key strategic focus areas:
Growth through Innovation
Customer Focus
Business Simplification
1.
2.
3.
75. 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
76. 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
77. 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
78. Three new “trend-right” dinnerware collections
in foodservice
15
Connecting to
Trends & Insights
DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD
PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK
Fresh shapes, finishes,
color variations, patterns
1
79. 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
80. • 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
81. 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
• 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 $15MM total
optional prepayments through the first nine months 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
82. • 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 2.7 3.1 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
83. 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)
84. • Strong cash generation and liquidity
- $43 MM cash on hand at 9/30/16
- $92 MM ABL availability at 9/30/16
• 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 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
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
$Millions
(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
85. Recent performance and outlook: September 2016 YTD
22
September YTD 2016 Highlights
• Net sales ~flat in constant currency (1)
- Continued foodservice strength, up 2.4%
- Foodservice growth offset by B2B channel sales
• Adjusted EBITDA slightly higher than prior year: (1)
- Favorably impacted by sales, lower SG&A and input costs; partially offset by lower manufacturing
activity and currency
(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
$603
$588
$85
$87
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
2015 2016
YTD Net Sales
YTD Adjusted EBITDA
14.1% 14.8%
0%
5%
10%
15%
20%
25%
Adjusted EBITDA Margin
Sept. YTD Net Sales, Adjusted EBITDA and Margin (1)
Millions
$602
$91
2016 Full-Year Earnings Outlook
• Net sales 1% to 2% below prior year on a
reported basis
• Adjusted SG&A(1) of ~15%
• Adjusted EBITDA(1) margin of ~14%
Tailwinds
• Net sales growth
• Input costs (natural gas)
Headwinds
• Manufacturing activity
• Benefit costs
• Currency impacts
86. Long-term financial goals
23
Financial Metric Long-term Goal
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
87. 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 $23,165 $35,648 $13,402 $15,072 70% -- 30% 18.6% 15.4% 14.3x 12.2x 16.7x 16.0x 6.3x
Tupperw are Brands Corporation3,009 3,732 2,238 2,303 26 26 48 17.9 15.3 9.3 8.8 13.7 12.8 1.8
Helen of Troy Limited 2,272 2,823 1,558 1,607 84 12 4 14.7 11.1 12.3 11.5 13.3 12.3 2.1
Lifetime Brands, Inc. 202 320 585 603 79 14 8 -- -- -- -- 13.7 11.0 2.9
Mean $7,162 $10,631 $4,446 $4,896 64% 18% 22% 17.1% 13.9% 12.0x 10.9x 14.4x 13.0x 3.3x
Median 2,641 3,277 1,898 1,955 74 14 19 17.9 15.3 12.3 11.5 13.7 12.6 2.5
Libbey Inc. $350 $736 $809 $828 61% 15% 25% 14.0% 7.6% 6.5x 6.0x 12.9x 9.6x 3.2x
Trading at a significant discount to peers
24
Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of October 31, 2016. Balance sheet data as of Q3 2016.
(1) Revenue split pro forma for Jarden 2015 revenue.
(2) Based on pro forma LTM EBITDA of $1.9bn.
(3) Revenue split based on fiscal year ended February 29, 2016.
($ in millions)
(3)
(2)
(1)
88. • 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
90. 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
$440MM Term
Loan B senior
secured credit
facility
1818: Libbey
founded as New
England Glass
Company in East
Cambridge, MA
s
Jun 1993:
Libbey becomes
a public company
1892:
The company
changes its name
to The Libbey
Glass Company
Oct 1995:
Acquires
Syracuse China
Aug 2011: Bill
Foley becomes
Chairman of the
Board
2015
Jan 2015:
Announce Own the
Moment strategy.
Re-initiate dividend
and share
repurchases
Jan 2016:
Bill Foley
becomes CEO
and Chairman of
the Board
2016
92. Definition and reconciliation of non-GAAP measures
2015 2014 2013 2012 2011 2010 2009 2008
Adjusted EBITDA
(1)
116.1$ 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 changes in 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.
93. 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
95. Management
1
Sherry Buck
Vice President, Chief Financial Officer
Bill Foley
Chairman and Chief Executive Officer
Kim Hunter
Treasurer and Vice President, Investor Relations
96. 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, 2015, filed on
February 29, 2016, for further information.
Cautionary statement
2
98. • 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
99. 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
100. 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
101. 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
102. 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
2015 Net Sales by Segment
U.S.
& Canada
75%
Latin
America
20%
EMEA
1%
Other
4%
U.S.
& Canada
61%
Other
4%
Latin
America
20%
EMEA
15%
2015 Net EBIT by Segment (1)
(1) Represents percentage of segment EBIT only
103. • 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 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
104. • 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
105. 11
Libbey has three key strategic focus areas:
Growth through Innovation
Customer Focus
Business Simplification
1.
2.
3.
106. 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
107. 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
108. 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
109. Three new “trend-right” dinnerware collections
in foodservice
15
Connecting to
Trends & Insights
DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD
PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK
Fresh shapes, finishes,
color variations, patterns
1
110. 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
111. • 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
112. 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
• 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 $15MM total
optional prepayments through the first nine months 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
113. • 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 2.7 3.1 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
114. 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)
115. • Strong cash generation and liquidity
- $43 MM cash on hand at 9/30/16
- $92 MM ABL availability at 9/30/16
• 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 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
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
$Millions
(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
116. Recent performance and outlook: September 2016 YTD
22
September YTD 2016 Highlights
• Net sales ~flat in constant currency (1)
- Continued foodservice strength, up 2.4%
- Foodservice growth offset by B2B channel sales
• Adjusted EBITDA slightly higher than prior year: (1)
- Favorably impacted by sales, lower SG&A and input costs; partially offset by lower manufacturing
activity and currency
(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
$603
$588
$85
$87
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
2015 2016
YTD Net Sales
YTD Adjusted EBITDA
14.1% 14.8%
0%
5%
10%
15%
20%
25%
Adjusted EBITDA Margin
Sept. YTD Net Sales, Adjusted EBITDA and Margin (1)
Millions
$602
$91
2016 Full-Year Earnings Outlook
• Net sales 1% to 2% below prior year on a
reported basis
• Adjusted SG&A(1) of ~15%
• Adjusted EBITDA(1) margin of ~14%
Tailwinds
• Net sales growth
• Input costs (natural gas)
Headwinds
• Manufacturing activity
• Benefit costs
• Currency impacts
117. Long-term financial goals
23
Financial Metric Long-term Goal
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
118. 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 $23,165 $35,648 $13,402 $15,072 70% -- 30% 18.6% 15.4% 14.3x 12.2x 16.7x 16.0x 6.3x
Tupperw are Brands Corporation3,009 3,732 2,238 2,303 26 26 48 17.9 15.3 9.3 8.8 13.7 12.8 1.8
Helen of Troy Limited 2,272 2,823 1,558 1,607 84 12 4 14.7 11.1 12.3 11.5 13.3 12.3 2.1
Lifetime Brands, Inc. 202 320 585 603 79 14 8 -- -- -- -- 13.7 11.0 2.9
Mean $7,162 $10,631 $4,446 $4,896 64% 18% 22% 17.1% 13.9% 12.0x 10.9x 14.4x 13.0x 3.3x
Median 2,641 3,277 1,898 1,955 74 14 19 17.9 15.3 12.3 11.5 13.7 12.6 2.5
Libbey Inc. $350 $736 $809 $828 61% 15% 25% 14.0% 7.6% 6.5x 6.0x 12.9x 9.6x 3.2x
Trading at a significant discount to peers
24
Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of October 31, 2016. Balance sheet data as of Q3 2016.
(1) Revenue split pro forma for Jarden 2015 revenue.
(2) Based on pro forma LTM EBITDA of $1.9bn.
(3) Revenue split based on fiscal year ended February 29, 2016.
($ in millions)
(3)
(2)
(1)
119. • 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
121. 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
$440MM Term
Loan B senior
secured credit
facility
1818: Libbey
founded as New
England Glass
Company in East
Cambridge, MA
s
Jun 1993:
Libbey becomes
a public company
1892:
The company
changes its name
to The Libbey
Glass Company
Oct 1995:
Acquires
Syracuse China
Aug 2011: Bill
Foley becomes
Chairman of the
Board
2015
Jan 2015:
Announce Own the
Moment strategy.
Re-initiate dividend
and share
repurchases
Jan 2016:
Bill Foley
becomes CEO
and Chairman of
the Board
2016
123. Definition and reconciliation of non-GAAP measures
2015 2014 2013 2012 2011 2010 2009 2008
Adjusted EBITDA
(1)
116.1$ 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 changes in 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.
124. 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
126. Management
1
Sherry Buck
Vice President, Chief Financial Officer
Bill Foley
Chairman and Chief Executive Officer
Kim Hunter
Treasurer and Vice President, Investor Relations
127. 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, 2015, filed on
February 29, 2016, for further information.
Cautionary statement
2
129. • 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
130. 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
131. 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
132. 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
133. 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
2015 Net Sales by Segment
U.S.
& Canada
75%
Latin
America
20%
EMEA
1%
Other
4%
U.S.
& Canada
61%
Other
4%
Latin
America
20%
EMEA
15%
2015 Net EBIT by Segment (1)
(1) Represents percentage of segment EBIT only
134. • 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 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
135. • 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
136. 11
Libbey has three key strategic focus areas:
Growth through Innovation
Customer Focus
Business Simplification
1.
2.
3.
137. 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
138. 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
139. 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
140. Three new “trend-right” dinnerware collections
in foodservice
15
Connecting to
Trends & Insights
DRIFTWOODDRIFTWOODDRIFTWOODDRIFTWOOD
PEBBLEBROOKPEBBLEBROOKPEBBLEBROOKPEBBLEBROOK
Fresh shapes, finishes,
color variations, patterns
1
141. 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
142. • 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
143. 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
• 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 $15MM total
optional prepayments through the first nine months 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
144. • 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 2.7 3.1 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
145. 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)
146. • Strong cash generation and liquidity
- $43 MM cash on hand at 9/30/16
- $92 MM ABL availability at 9/30/16
• 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 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
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
$Millions
(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
147. Recent performance and outlook: September 2016 YTD
22
September YTD 2016 Highlights
• Net sales ~flat in constant currency (1)
- Continued foodservice strength, up 2.4%
- Foodservice growth offset by B2B channel sales
• Adjusted EBITDA slightly higher than prior year: (1)
- Favorably impacted by sales, lower SG&A and input costs; partially offset by lower manufacturing
activity and currency
(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
$603
$588
$85
$87
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
2015 2016
YTD Net Sales
YTD Adjusted EBITDA
14.1% 14.8%
0%
5%
10%
15%
20%
25%
Adjusted EBITDA Margin
Sept. YTD Net Sales, Adjusted EBITDA and Margin (1)
Millions
$602
$91
2016 Full-Year Earnings Outlook
• Net sales 1% to 2% below prior year on a
reported basis
• Adjusted SG&A(1) of ~15%
• Adjusted EBITDA(1) margin of ~14%
Tailwinds
• Net sales growth
• Input costs (natural gas)
Headwinds
• Manufacturing activity
• Benefit costs
• Currency impacts
148. Long-term financial goals
23
Financial Metric Long-term Goal
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
149. 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 $23,165 $35,648 $13,402 $15,072 70% -- 30% 18.6% 15.4% 14.3x 12.2x 16.7x 16.0x 6.3x
Tupperw are Brands Corporation3,009 3,732 2,238 2,303 26 26 48 17.9 15.3 9.3 8.8 13.7 12.8 1.8
Helen of Troy Limited 2,272 2,823 1,558 1,607 84 12 4 14.7 11.1 12.3 11.5 13.3 12.3 2.1
Lifetime Brands, Inc. 202 320 585 603 79 14 8 -- -- -- -- 13.7 11.0 2.9
Mean $7,162 $10,631 $4,446 $4,896 64% 18% 22% 17.1% 13.9% 12.0x 10.9x 14.4x 13.0x 3.3x
Median 2,641 3,277 1,898 1,955 74 14 19 17.9 15.3 12.3 11.5 13.7 12.6 2.5
Libbey Inc. $350 $736 $809 $828 61% 15% 25% 14.0% 7.6% 6.5x 6.0x 12.9x 9.6x 3.2x
Trading at a significant discount to peers
24
Note: Forward metrics based on consensus Wall Street estimates (FactSet). Market data as of October 31, 2016. Balance sheet data as of Q3 2016.
(1) Revenue split pro forma for Jarden 2015 revenue.
(2) Based on pro forma LTM EBITDA of $1.9bn.
(3) Revenue split based on fiscal year ended February 29, 2016.
($ in millions)
(3)
(2)
(1)
150. • 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