CANACCORD Genuity Growth ConferenceAugust 10 - 11, 2016

Forward Looking Statements: This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, Section 21E of the Securities Exchange Act of 1934 and applicable Canadian securities laws conveying management's expectations as to the future based on plans, estimates and projections at the time the Company makes the statements. Forward-looking statements involve inherent risks and uncertainties and the Company cautions you that a number of important factors could cause actual results to differ materially from those contained in any such forward-looking statement. The forward-looking statements contained in this presentation include, but are not limited to, statements related to expected future operating results of the Company, anticipated market trends, and the execution of the Company’s strategy. The forward-looking statements are based on assumptions regarding management's current plans and estimates. Management believes these assumptions to be reasonable but there is no assurance that they will prove to be accurate. Factors that could cause actual results to differ materially from those described in this presentation include, among others: (1) changes in estimates of future earnings; (2) expected synergies and cost savings are not achieved or achieved at a slower pace than expected; (3) integration problems, delays or other related costs; and (4) unanticipated changes in laws, regulations, or other industry standards affecting the companies. The foregoing list of factors is not exhaustive. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Readers are urged to carefully review and consider the various disclosures, including but not limited to risk factors contained in the Company's Annual Report in the Form 10-K for the year ended January 2, 2016. The Company does not, except as expressly required by applicable law, undertake to update or revise any of these statements in light of new information or future events.

Non-GAAP Measures: The Company routinely supplements its reporting of GAAP measures by utilizing certain non-GAAP measures to separate the impact of certain items from its underlying business results. In this presentation, we use non-GAAP measures such as EBITDA, adjusted EBITDA and adjusted free cash flow and certain ratios using these measures. With respect to our expectations of performance of S&D and Eden as they are being integrated, reconciliations of first year free cash flow accretion and adjusted free cash flow accretion are not available, as we are unable to quantify certain amounts that would be required to be included in the relevant GAAP measures without unreasonable effort. We expect that the unavailable reconciling items, which primarily include transaction and integration costs, phasing of capital expenditures and date of closing, could significantly affect our financial results. These items depend on highly variable factors and any such reconciliations would imply a degree of precision that would be confusing or misleading to investors. We expect the variability of these factors to have a significant, and potentially unpredictable, impact on our future GAAP financial results. Since the Company uses these non-GAAP measures in the management of its business, management believes this supplemental information, including on a pro forma basis, is useful to investors for their independent evaluation and understanding of the business. Any non-GAAP financial measures used by the Company are in addition to, and not meant to be considered superior to, or a substitute for, the Company's financial statements prepared in accordance with GAAP. In addition, the non-GAAP financial measures included in this presentation reflects management's judgment of particular items, and may be different from, and therefore may not be comparable to, similarly titled measures reported by other companies. A reconciliation of this non-GAAP measure may be found on www.cott.com.

Safe Harbor Statements

1

Management Attendees

2

Jerry FowdenChief Executive Officer

Jarrod LanghansHead of Investor Relations

Private Label Retail28%

Branded Retail10%

HOD Water35%

Foodservice5%

Convenience Retailing

2%

Distribution1%

Other19%

Total Cott Pro Forma Adjusted EBITDA (1)

(Inclusive of DS Services, Aquaterra, Eden Springs and S&D Coffee and Tea)

3

Cott is a Diversified Beverage Company with a Strong Better For You, Product Mix and Broad Channel Penetration

CSD12%

Juice / Juice Drinks

8%

Sparkling Waters

8%

HOD Water35%

Water7%

Coffee & Tea16%

Other14%

Cott is a leading provider in the direct-to-consumer beverage services industry

The Company operates through two major business segments:

Better For You Beverage Platform: provides direct-to consumer bottled water, coffee, tea and water filtration services to customers across 20 countries. Includes DS Services, Aquaterra, Eden Springs and S&D.

Scale platforms in home and office water delivery, coffee, tea and filtration services

Steady and dependable Home and Office Delivery “HOD” Water category revenue growth

Growing coffee manufacturing, distribution and services channels

Growing water filtration businesses

Fragmented diversified customer base with good retention rates

Traditional Cott: one of the largest producer of beverages on behalf of retailers, brand owners and distributors

Sparkling water and mixer product category growth in the high single digits

Growing contract manufacturing channel with double digit growth

Customer base includes world’s leading brand owners and retailers in the grocery, mass-merchandise and drug store channels

Carbonated Soft Drinks “CSDs” and Shelf Stable Juices “SSJs” continue in decline

Prod

ucts

Chan

nels

___________________________Note: Financials based on FY 2015. Assumes S&D acquisition is completed. Source: Company information, Management estimatesTerms: Home and Office Delivery (“HOD”), Office Coffee Services (“OCS”) and Carbonated Soft Drinks (“CSD”).Other product category includes concentrates, Eden Springs’s filtration services and other. Sparkling waters includes mixers. Other channels include contract packaging, OCS and other(1) 2015 Adjusted EBITDA allocated based upon pro-rata revenues by product category and channel between DS Services (HOD Water, OCS, Water and Other), Traditional Cott (CSD, Juice/Juice Drinks, Sparkling Waters and Other), Eden (HOD Water, OCS, Water and Other) and S&D (Coffee & Tea).

Private Label Retail36%

Branded Retail10%

HOD Water23%

Foodservice8%

Convenience Retailing

4%

Distribution2%

Other17%

Private Label Retail48%

Branded Retail13%

HOD Water22%

Other17%

Private Label Retail70%

Branded Retail15%

Contract Packaging

12%

Other3%

4

CSD16%

Juice / Juice Drinks11%

Sparkling Waters / Mixers10%

HOD Water23%

Water5%

Coffee & Tea20%

Other15%

CSD21%

Juice / Juice Drinks15%

Sparkling Waters / Mixers14%

HOD Water22%

Water5%

OCS4%

Other19%

CSD33%

Juice / Juice Drinks22%

Sparkling Waters

21%

Other24%

Chan

nels

Bett

er F

or Y

ou

Traditional Cott Revenue Cott + DSS Revenue

___________________________Note: Financials based on FY 2015. Assumes S&D acquisition is completed.Other product category includes concentrates, Eden Springs’s filtration services and other. Sparkling water includes mixers Other channels include contract packaging, office coffee services and otherBetter For You platform includes HOD Water, Water, Coffee & Tea and Sparkling Waters / MixersSource: Company information, Management estimates

Cott + DSS + Eden + S&D Pro Forma Revenue

Prod

ucts

CSD + Juices = 55% CSD + Juices = 36% CSD + Juices = 27%Traditional Cott = 100% Traditional Cott = 65% Traditional Cott = 49%

Significant Revenue Diversification Across Products and Channels.

Better For You55%

Other45%

Better For You45%Other

55%

Better For You21%

Other79%

Private Label Retail28%

Branded Retail10%

HOD Water35%

Foodservice5%

Convenience Retailing

2%

Distribution1%

Other19%

Private Label Retail37%

Branded Retail11%

HOD Water33%

Other19%

Private Label Retail70%

Branded Retail15%

Contract Packaging

12%

Other3%

Traditional Cott Adjusted EBITDA Cott + DSS Adjusted EBITDA Cott + DSS + Eden + S&D Pro Forma Adjusted EBITDA

5

___________________________Note: Financials based on FY 2015. Assumes S&D acquisition is completed.Other product category includes concentrates, Eden Springs’s filtration services and other. Sparkling water includes mixers Other channels include contract packaging, office coffee services and otherBetter For You platform includes HOD Water, Water, Coffee & Tea and Sparkling Waters / MixersSource: Company information, Management estimates

CSD16%

Juice / Juice Drinks11%

Sparkling Waters

10%

HOD Water33%

Water8%

OCS6%

Other16%CSD

33%

Juice / Juice Drinks22%

Sparkling Waters

21%

Other24%

Chan

nels

Bett

er F

or Y

ouPr

oduc

ts

CSD + Juices = 55% CSD + Juices = 26% CSD + Juices = 20%Traditional Cott = 100% Traditional Cott = 48% Traditional Cott = 37%

Significant EBITDA Diversification Across Products and Channels.

CSD12%

Juice / Juice Drinks

8%

Sparkling Waters

8%

HOD Water35%

Water7%

Coffee & Tea16%

Other14%

Better For You66%

Other34%

Better For You57%

Other43%

Better For You21%

Other79%

Key Business Performance Metric to Drive Compound Growth in Free Cash Flow

HOD water, coffee, tea and filtration platform top line growth is expected to generate incremental EBITDA and free cash flow

Additional synergy capture across HOD/Services platform.

Traditional business continuing to provide good free cash flow from well invested business and asset base

Beneficial corporate structure (low cash taxes annually 2015 to 2020)

Small overlapping tuck-in acquisitions with the goal of generating incremental EBITDARefinancing of DS Notes in September 2017 is expected to generate significant interest savings ($350 million Notes at 10% creating ~$10 to $20 million of annual interest savings)

6

2016E 2017E 2018E 2019E

Free Cash Flow Drivers

Adjusted Free Cash Flow (2016E – 2019E)

Adjusted Free Cash Flow (1,3)

2016E 2017E 2018E 2019E

Adjusted Free Cash Flow Per Share (2,3)

$135 – $145

$225 - $275 $1.63 – $2.00

$0.98 – $1.05

Source: S&D and Eden Springs materials(1) Adjusted free cash flow calculated as cash flow from operations less capital expenditures, excluding transaction costs(2) Adjusted free cash flow per share calculated as (adjusted cash flow from operations less capital expenditures)/138 million shares(3) 2016E excludes Eden Springs and S&D

($ in millions, except per share data)

We focus on free cash flow generation and anticipate a strong CAGR in growth from 2016 to 2019.Delivered $8 million improvement in adjusted free cash flows Q2 2016 vs. Q2 2015

Stable, strong cash generation from traditional business through 4Cs and growth in contract manufacturing and Value Added Water offsetting PL CSD and SSJ declines

Acquisition Synergy Capture

Traditional Business

Compound Free Cash Flow Growth and Rapid Deleveraging

Shareholder Value Creation

A more diversified higher margin and/or growth-oriented company with annual EBITDA and free cash flow expansion to

drive increased multiple/stock valuation.

7

Better For You Beverage Platform

Growth

• HOD Water, Coffee and Tea Service Businesses of Scale.

• Continue to generate top line organic growth

• Small HOD/OCS tuck-in acquisitions in North America and Europe

Synergy capture and integration across water, coffee, tea and filtration platforms

Free Cash Flow and Rapid

Deleveraging

Cott’s Strategic Vision – A More Diversified Higher Margin and/or Growth Company With Strong Free Cash Flow

Industry-leading beverage manufacturer and distributor focused on private label, contract manufacturing and own brands with revenues of approximately $1.9 billion which provides procurement and scale leverage

Leader in private label shelf stable juices and CSDs in North America with a rapidly growing contract manufacturing business for top tier brand owners and growing positions in attractive segments (sparkling waters and mixers)

Ownership of RC Cola Brand outside North America

Fully integrated concentrate facility with strong R&D capabilities and vertical integration with high service, low-cost production model supplying quality concentrates and exports to customers outside of North America

Customer relationships with over 500 leading retailers in the grocery, mass-merchandise and drug store channels

Low cost philosophy concentrating on Customers, Costs, Capex and Cash resulting in a highly cash generative business

Highly recognized award-winning services (manufacturing excellence, on time in full service, supply chain partner, Grocer Gold)

Traditional Business – Leading Beverage Platform with Extensive Manufacturing Footprint for Private Label, Contract Manufacturing and Own Brands

Strong beverage manufacturing footprint in US, Canada and UK with strategically located beverage manufacturing and fruit processing facilities providing a substantial competitive advantage to service national and super-regional accounts, with high service levels (98%+)and low freight costs.

High quality facilities (SQF / BRC certified) with multiple product and package capabilities offering a diversified product portfolio beyond traditional CSDs and shelf stable juices

Leader in R&D capability in the development and production of value added sparkling waters and mixers

Efficient and highly utilized facilities producing industry leading asset turnover with low capex demands (~2% of revenues)

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Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)Sangs (McDuff)

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MEXICO UNITED KINGDOM

UNITED STATES

CANADA

Hot FillCold Fill

Other

PueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPueblaPuebla

MEXICO

Traditional Business Overview Diversified Manufacturing Capabilities

Industry-leading Manufacturer with Global Footprint

___________________________Source: Management

8

Traditional Business - Cash Flow Stability through 4Cs, Contract Manufacturing and Value Added Water Growth

Control capital expenditures

Deliver significant free cash flow

Strengthen customer relationships

Continue to lower operating costs

4C’s Philosophy Drives High Cash Generation

In the second half of 2014, the Cott North America Business Unit initiated a cost savings program “War on Waste” to take costs out of the business.

UK/Europe –Cost Action and Operational Efficiency Program

Phase One – SG&A / Cost Actions

• Head count and benefit reductions

• Manufacturing and operational costs

Phase Two – Warehouse Program

• Third Party Warehouse Investment

• Shunt and shuttle cost savings

Cott North America “War on Waste”

$6 $6 $6 $6

$9 $9 $9

$- $5

$10 $15 $20 $25 $30 $35

2014 2015 2016 2017

$30

Cott North America Contract Manufacturing Volume

21

45

68

70+

0

20

40

60

80

100

120

2013 2014 2015 2016E

Serving equivalent cases (in millions)

- - - - - - - - - - - - - - - - - - - - - - - - - - - -

50+ million case

growth

Value Added Water Opportunity

Capitalize on consumer movement to healthier products such as sparkling and flavored water as well as ice type beverages which are generating high single digit to low double digit growth annually

Resources have been allocated to this beverage category which have retailer support and where the private label segment controls a larger percentage of the market relative to other categories such as CSDs

Target high single to low double digit compound annual volume growth in value added water

Over 25% of North American revenues are generated from the value added water category.

Building Value Through Cost Down Initiatives – Traditional Business

In the second half of 2015, the Cott UK/Europe Business Unit initiated a cost savings program to take costs out of the business and drive operational efficiencies.

2015 Revenue: $724mm (71%)

Water Delivery Services(1) Office Coffee Services (“OCS”)

2015 Revenue: $121mm (12%)

Filtration Services

2015 Revenue: $149mm (15%)

Retail

2015 Revenue: $27mm (2%)

2015 Revenue(2):$1,021mm

DS Services - A Leading North American Direct-to-Consumer Services Provider Across HOD Water, Office Coffee and Filtration Services

10

Water Delivery Services

71%

Retail15%

OCS12%

Filtration2%

___________________________1. Other revenue included in Water Delivery Services revenue2. Excludes Aquaterra revenueSource: Company information

30.4% 30.9%

32.0%

32.1%

0.5%

2012 2013 2014 2015

32.6%

Highly-recognized brands with long lived heritages in both HOD water and OCS

Largest or second-largest HOD water provider in 39 of 43 largest cities

Offers customers products under other leading brands, which include:

Ferrarelle and Voss water, Starbucks Coffee, Keurig Green Mountain, Caribou Coffee, Peet’s Coffee & Tea and Mars Alterra

Customer growth combined with improved consumption and strong pricing driving HOD volume/revenue growth

#1

#1

#1

#1#1

#1

#1#3

#1 #2

#1

#1 #2

#1

#2

#1#3

#2

#2

#1

(1)

Leadership in Regional BrandsDSS HOD Revenue share(HOD Bottled Water Revenue Only)

53rd week impact

29.2% 29.5%

30.6%

30.7%

0.4%

2012 2013 2014 2015

31.1%

DSS HOD Volume share

(HOD Bottled Water Volume Only)

53rd week impact

___________________________Source: BMC and Cott management

11

DS Services - Share Growth from Market Leading Brands with Strong Regional Heritage

DS Services – Strong Organic New Customer Growth 2016 YTD

• Significant Q2 2016 incremental growth in DS Services organic new customer sign-ups

• Increased investment in growth of about $4 million in Q2 2016 behind new DS customers

• High level of NET new DS Services organic customer sign up’s +30,000 in Q2 and +50,000 year-to-date

• Increase conversion and sign up rates seen across all sources – Marketing Sales, RSR’s, Internet and In Store Retail Booths

• Cost per new customer approximately $150 to $200 (varies by marketing channel/season)

• Average customer life per new residential HOD water customer of ≈ 4.1 years

Source: Cott Management

0

5

10

15

20

25

30

35

2015 2016

Q2 Organic Customer Nets(adds less quits)

2015 2016

Q2 Organic New Customer Additions

(water coolers, brewers & filtration)

+36% vs. Q2 2015

In thousands

~78

~107

~7

~30

In thousands

13

Aquaterra – Acquisition in January 2016 of Canada’s Oldest and Largest Home and Office Water Delivery Business

First year objective to implement all DS Services systems and processes

Synergies planned to be phased in 2017-2019

Expansion of DS Services revenue program into Aquaterra phased over 2017/2018

Retail Booth Program

New Customer Acquisition Program

AquaCafe (R) Rollout

Potential Synergistic Tuck-ins Acquisitions from 2017

Integration going to plan and tracking in line with acquisition model. 2016 First Half revenues of C$41 million

Eden Springs – Acquisition in August 2016 of Europe’s Leading Direct-to-Consumer (Home and Office) Water and Office Coffee Services Provider

2015 Revenue: €238mm ($266mm)

Water Services Office Coffee Services

2015 Revenue: €70mm ($77mm)

Filtration

2015 Revenue: €22mm ($24mm)

Retail

2015 Revenue: €37mm ($41mm) ___________________________Note: Figures converted at EUR:USD rate of 1.11 Source: Company information

14

2015 Revenue:

€367mm ($408mm)

Water Services

65%

Office Coffee

Services19%

Retail10%

Filtration6%

Eden Springs - Expands Direct Route-to-Market Business –With High-Quality and Loyal Customer Base and Low Customer Concentration

15

Key Highlights

Manages relationships with >600k offices and >200k homes

Client retention reached a record level of 87%

Average length of customer relationship is over 7.5 years

Top-10 clients aggregate to less than 5% of total sales

Installed base of ~1 million water coolers and coffee machines

Highly Diversified Customer Base

EBITDA By Geography(1)(2)

___________________________(1) Excludes corporate allocations. Adjustments to EBITDA include acquisition integration cost, restructuring charges, business development and establishment costs (2) Includes Baltics, Portugal and SpainNote: Figures converted as EUR:USD rate of 1.11. Source: Zenith International 2015, Euromonitor

Water Services Office Coffee Services Filtration

Fragmented market presents multiple potential tuck-in acquisition opportunities

Highly fragmented market provides tuck-in acquisition and cross sell into water customer opportunities

Small, but growing market with only 1 other large market participant

On-trend category with health & wellness and environmental focus

Consumers increasingly expecting high-quality, premium brand coffee at work

Strong growth and creating highly synergistic opportunity

European Category Size: ~$1.1bn European Category Size: ~$1.8bn European Category Size: ~$280mm

United Kingdom

18%

Israel17%

France15%

Russia9%

Switzerland8%

Germany7%

Poland6%

Nordics6%

Netherlands5%

Other(2)

9%

'13A '14A '15A '16E '13A '14A '15A '16E

16

State-of-the-Art Production Capabilities

Direct Route & Third-Party DistributionThird-Party Distribution

Distribution Platform

Coffee Production Differentiators

Tea Production Differentiators

Hyper-Efficient Thermal Transfer

Custom Coffee Engineering

Cupping & Q Graders

Superior Sourcing

Tea Blending Systems

Dedicated Laboratory

3rd Party Distribution sales accounted for ~80% of total

2015 revenue

Direct route sales accounted for ~20% of

2015 revenue

___________________________Source: Company information

Complementary supply chain with distinct coffee and tea manufacturing capabilities and direct-to-consumer delivery infrastructure

S&D Segment Growth

TeaCoffee

Four production facilities: two dedicated coffee facilities, one tea facility and one extract and ingredient facility

Production capacity: 130-150 million pounds of coffee and 40-50 million pounds of tea per year

Maintains stringent quality standards and is only ISO 9001:2008 certified roaster in U.S.

Attractive Synergy and Distribution Opportunity with DS Services OCS Business

S&D Coffee and Tea – Signed Purchase Agreement with Expected August 2016 Closing

Industry / Channel Growth

Foodservice Coffee (1) Tea (1)

S&D has approximately 20% share of the continuously growing foodservice channel

S&D is the largest supplier of fresh-brewed iced tea to the U.S. foodservice industry with forecasted tea sales growth of ~5%

outpacing that of the broader tea industry

S&D Coffee and Tea - Attractive End-Markets with Positive Growth Outlook

17___________________________Source: Company information, Euromonitor International, Mintel Group Ltd.(1) Foodservice coffee annual volume growth; tea sales annual growth

Adds a leading custom coffee roaster and services company (expanding existing Office Coffee Operations) serving foodservice, convenience retail, gas, hospitality, distribution and office coffee services customers

Diversified customer base across a variety of end-markets (multi channel)

Longstanding customer relationships (10+ years for top ten customers)

Good channel mix (top 5 customers include distributors, restaurants and convenience retailers)

Over $550 million of estimated 2016 revenues

3.5%

3.8% 3.8%

3.5%

3.4%

2016E 2017E 2018E 2019E 2020E

3.9% 3.9%

3.6%

3.5%

3.4%

2016E 2017E 2018E 2019E 2020E

18

Eden geographic presence

BWC water position(3)

Eden4%

Other89%

Eden20%

Company A

3%Company

B3%

Next 513%

Other61%

Company A6%

DS Services

~31%

Nestle~30%

Smaller Competitors

~39%

DS Services~3%

Remainder of Top 5~17%

Smaller Competitors

~80%

DS Services – U.S. Market Leader

HOD Water(1) OCS(2)

Eden Springs – European Market Leader

HOD Water OCS

S&D has approximately 20% share of the continuously growing foodservice channel and is the largest supplier of fresh-brewed iced tea to the U.S. foodservice industry with four production facilities (two coffee, one tea, and one extract and ingredient) serving the U.S. with national and regional route distribution

S&D Coffee and Tea – U.S. Leader Aquaterra – Canadian Market Leader

Aquaterra is Canada’s oldest and largest HOD Water business with a leading position, over 70,000 customers and over C$70 million in annual revenues.

___________________________Note: 2015 market shares based on management estimates.(1) Source: Beverage Marketing Corporation. Category size of $1.7 billion reflects only bottled water and excludes items such as cooler rent, cups, etc.(2) Source: ‘Coffee sales rise, so do costs: State of the Coffee Service Industry’, Automatic Merchandiser, September 2015.Source: Company information, Management estimates(3) BWC represents total bottled water coolers but is not a market in and of itself as the HOD water business consists of coolers, bottled water as well as other products such as case pack water and single serve products

Cott’s Extensive Better For You Beverage Services Platform - Cott is a Leading HOD Water, Coffee, Tea and Filtration Services Provider Across 20 Countries

DS Services Has Been Fully Integrated

Consolidated back-office to drive cost efficiencies

Combined procurement operations and leveraged increase scale

Vertically integrated with Cott’s North American business

Improved customer service and call center response time

Retained the key leaders of DS Services’ management team

Re-initiated bolt-on acquisition strategy

19

Integration and Synergies to Drive Value Creation Across Services Platform

Integration Philosophy

Focus on integrating critical control functions while maintaining management autonomy

Maintain experienced management team Continuity and focus

Market knowledge

Reduced discontinuity risk

Focused 3 year incentive plan

Leverage SG&A/Scale across business Service supplies and indirect procurement

IT platforms, systems and back office processes

Common / best practices

Synergy capture of hard costs and cross sell Vertical supply of coffee and tea

Overlapping depot distribution

Procurement synergies

Eden and S&D significant synergies, estimated at $22 million to be realized over 3 - 4 years

4.8x

Low 3x

Cott PF 2017E 2018E 2019E2016 Cott 2019PF

20

___________________________Source: Company information(1) Adjusted free cash flow calculated as cash flow from operations (excluding acquisition, integration and transaction costs) less capital expenditures. Calculations incorporate S&D transaction which is expected to close August 2016.(2) Expected debt balance at closing of S&D Coffee and Tea projected for August 2016 less expected cash balance divided by combined 2015 adjusted EBITDA.

Proven track-record of quickly deleveraging after acquisitions

Significant free cash flow conversion allows for accelerated deleveraging

Estimated 2019 adjusted free cash flow of $225 million to $275 million

Anticipated leverage of low 3x by 2019 leaves ample debt capacity to execute tuck-in acquisitions

($ in millions)

Adjusted Free Cash Flow (1) Pro Forma Net Debt to Adj. EBITDA (2) (2016E – 2019E)

$135 - $145

$225 - $275

Cott Corporation - Strong Adjusted Free Cash Flow and Rapid Deleveraging