2017 Investor and Analyst DayS&D Coffee and Tea

Concord, North CarolinaJune 8, 2017

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 December 31, 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. 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 reflect 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 these non-GAAP measures may be found on www.cott.com.

Safe Harbor Statements

1

Today's Agenda

S&D Coffee and Tea Overview and Investor Highlights – Ron Hinson, S&D CEO and Team

Strategy and Transformation – Jerry Fowden, Cott CEO1

2

Question and Answer Session with Lunch3

Plant Tours – Focusing on Quality Operation, Capacity Utilization and Growth Opportunities

4

2

Strategy and Transformation

Strategic Initiatives Drive Diversification

Diversified beverage platform (low product, channel and customer concentration)

1

2

3

4

5

“Better-for-You” product offerings (positioned in growing categories of water, coffee, tea, filtration and extracts)

Leading Home Office Water Delivery, Coffee Roasting, Tea Blending and Office Coffee Service platforms (multiple accretive tuck-in opportunities)

Recent scale acquisitions (meaningful synergies/cost savings opportunities with longer term cross selling opportunities)

Strong free cash flow generation and de-leveraging (mid teen compound annual growth in adjusted free cash flow)

4

Our historyEvolution of Cott’s business over time

2005

Cott is founded by Harry Pencer after Mr. Pencer acquires the license to bottle and sell Cott soda in Canada

Enters into retailer branded beverage business

Publicly lists on TSX: BCB

Acquires RC International, entering into CSD and concentrates manufacturing

June 2013Acquires Calypso Soft Drinks(School Juice, Freeze Pops UK)19

8419

86

1955

Acquires Macaw Soft Drinks

2009 Jerry Fowden

appointed CEO

Aug 2010Acquires Cliffstar, entering into private label shelf stable juices

2010

Jan 2016Acquires Aquaterra(HOD water in Canada)

Aug 2016Acquires Eden Springs(HOD water in UK)

Acquires S&D Coffee(HOD water / coffee in US)

May 2014Acquires Aimia Foods(Hot and cold beverage platform in UK)

Dec 2014Acquires DS Services,entering into HOD water and coffee businesses

1955 1980s

2002

1990s – 2000s

2001

Lists on NYSE: COT

2013

2016

Today

2014

5

Over 68% of Cott’s portfolio today is “Better For You” products with a highly diversified distribution

Private label & branded

retail76%

Co-pack15%

Other9%

Prod

ucts

Cha

nnel

sB

ette

r For

You

Better For You68%

Other32%

Pro Forma Adj EBITDA 2016(2)Adj EBITDA 2008(1) Adj EBITDA 2014(1)

CSD11% Juice

8%

Sparkling waters

8%

HOD Water34%

Water8%

Coffee & Tea18%

Other13%

Better For You19%

Other81%

CSD34%

Juice24%

Sparkling water19%

Other23%

Private label retail73%

Branded retail14%

Co-pack11%

Other2%

Better For You11%

Other89%

Private label retail27%

HOD Water34%

Branded retail10%

Co-pack7%

Foodservice5%

Other17%

(1) Cott Traditional 2008 and 2014 adjusted EBITDA allocated based upon pro-rata revenues by product category and channel. (2) 2016 pro forma adjusted EBITDA allocated based upon pro-rata 2016 pro forma revenues by product category and channel between DS Services (HOD Water, OCS, Water & Other), Traditional Cott (CSD,

Juice, Sparkling Water and Other), Eden (HOD Water, OCS, Water and Other) and S&D (Coffee & Tea).(3) Other products include concentrates, Eden Springs’s filtration services and other.(4) Other channels include office coffee services, distribution, convenience retailing and other. (5) Better For You platform includes HOD Water, OCS, Coffee & Tea, Water and Sparkling Waters / Mixers

(4)

CSD52%

Water11%

Other37%

(3)

6

A Different Business Today . . .

Revenue

FCF Adj.

Gross Margin %

Private Label Mix (1)

Top Ten Customer (2)

Big Box Retail (1)

2008 2017

$1.6 billion

~$11 million

10 - 12%

> 70%

~60%

> 75%

> $3.7 billion

$155 to $175 million

> 30%

< 30%

~20%

< 30%

Note. Figures are for discussion purposes and are not exact calculations.(1) See slide 6.(2) Estimated percentage of EBITDA. 7

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 Competitor

s~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 growing foodservice channel and is the largest supplier of fresh-brewed iced tea to the U.S. foodservice industry.

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 and over 70,000 customers.

___________________________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

Water and Coffee solutions – Leading HOD water, coffee, tea and filtration services provider across 20 countries

8

Our strategic shift to higher margin/growth markets

Water filtrationmarket

Out of home coffee market(1)

Hospitality tea market(2)

HOD watermarket

Source: Beverage Marketing Corporation, The Automatic Merchandiser, October 2014 EY Analysis, Mintel Group Ltd.(1) Includes roasted, single-cup, instant, ready-to-drink and cold-brew, and refrigerated cold-brew / concentrate U.S. coffee retail sales at current prices; projections exclude

refrigerated cold-brew / concentrate coffee retail sales. Excludes wholesale revenue.(2) Includes canned / bottled, refrigerated, bagged / loose leaf, and single-cup U.S. tea sales at current prices. Excludes wholesale revenue.

Building Attractive Platform…with potential to build multiple leadership

positions

Acquired Dec 2014 Acquired Jan 2016

Acquired Aug 2016 Acquired Aug 2016

≈ 3%

≈ 4%

≈ 7%

≈ 4%

’13-’17E CAGR

9

Cott's Shareholder Value Creation

(1) FactSet as of June 2017.

(1)

$0.1 bn

$0.6 bn

$1.8 bn

Market Cap

Jan 2009 Jan 2014 June 2017

EV/NTM EBITDA 4.2x 6.8x 8x+

Clear diversification strategy

Improved market cap, EBITDA, and EBITDA multiple

Further potential multiple lift (peers >10x)

10

S&D Coffee and TeaInvestor Day

June 8, 2017

12

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 December 31, 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. 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 reflect 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 these non-GAAP measures may be found on www.cott.com.

Safe Harbor Statements

14

Our ModelHOW S&D COFFEE & TEA WINS WITH CUSTOMERS

15

Tenured, Experienced ManagementRon Hinson

President, Chief Executive Officer

Jack RobinsonExecutive Vice President & Chief Financial Officer

Carlos LopezExecutive Vice President-Sales & Marketing

Brian BradleyExecutive Vice President-Corporate Operations

Ron Hinson has been with theCompany for almost 39 years,having joined as a route salesrepresentative in 1979.

Mr. Hinson has been S&D’sPresident and CEO since 2000.

Jack Robinson has been with theCompany for over 15 years, having joinedas Controller in 2001.

Mr. Robinson is responsible forAccounting, Contract Management, Fleet,Beverage, Equipment, Global Sourcing,and the Sustainability functions of theorganization.

Carlos Lopez joined the Company in 2010and has led national sales, corporateplanning, and strategy efforts.

Mr. Lopez maintains oversight of all SalesDivisions and Marketing, and ProductInnovation Departments.

Brian Bradley has been with the Companyfor 29 years, beginning as a plant engineerand manufacturing supervisor.

Mr. Bradley is responsible for Operations,Manufacturing, Engineering, Maintenance,Facilities, Quality Assurance, OTR, Logistics,Warehousing & Inventory Control, and IT.

Tracy Ging previously served as VP ofSustainability & Strategic Initiatives from2012-2016.

With nearly 20 years of coffee experience,Ms. Ging leads the Marketing and ProductInnovation organizations, as well asStrategic Initiatives with the CEO.

Tracy GingSenior Vice President & Chief Commercial Officer

16

History of Sustained Growth

The S&D Story…

1970S&D relocated to a new facility in Concord, NC

(present day site), quadrupling capacity.

2000Facility expansion in

warehousing and packaging lines, establishing direct

sourcing of tea.

1979Current CEO, Ron Hinson, joins the

Company as a route sales representative in

Asheville, NC.

2007S&D adds a new state-of-the-art tea blending

facility to expand capacity.

2009S&D acquired licensing and

intellectual property rights to the Toddy Company, gaining access

to cold-brew extraction techniques and exclusive rights to produce at

commercial scale.

2016Acquired by Cott

Corporation

1927S&D Coffee, Inc. is

founded by Roy Davis, Sr. and

Lawrence Switzer as a provider of fresh roasted coffee to regional grocers.

2017 & BeyondS&D is

well positioned to capitalize on

recent investments to sustain growth.

For 90 years, S&D has proactively invested in capabilities and capacity to stay at the leading edge of the coffee and tea industry, and has made significant investments to position the Company for rapid growth.

1960’sRoy Davis, Jr. succeeds his

father as President and CEO, and refocuses the Company’s

strategy from a grocery-based business to a broader, route-based foodservice and OCS

provider. 1990’sS&D continues its rapid

growth, focusing on national chain restaurants and

convenience retailers while de-prioritizing OCS.

2012S&D finishes the renovation of its headquarters and acquires new

facility to position for further growth, adding the potential to

double capacity.

2011Roy Davis Jr.

passes away and Ron Hinson

becomes Chairman of the Board, President

& CEO.

1995Major expansion and

investment in roasting capacity to support growth with large-scale, national

chain accounts

Roy Davis, Jr. assumes Chairman of the Board, retiring previous posts, appointing Ron Hinson as President & CEO.

2010Despite national recession, S&D

continues to enjoy record-setting

growth.

17

National Distribution Platform S&D’s National Footprint

Direct Route & Third-Party Distribution‏

S&D combines 3 distribution operations to achieve national coverage:

1. National Accounts (Commissary Sales)

− Higher Volume & Lower Gross Margin

2. Direct Store Delivery (“DSD”) (Route Sales)

− Lower Volume & Higher Gross Margin

3. Fulfillment

− Convenient and cost effective for low

volume

Sales Breakdown by Distribution

(in Millions $)‏S&D Warehouse Locations‏

Top S&D Customers’ Distribution Centers‏ Sysco OpCo Embedded AEs‏

For Calendar Year 2016Net Sales

Commissary $446Route $110Fulfillment $2Total $558

18

Strong Partnerships with Blue-Chip Customers

S&D maintains longstanding relationships with blue-chip customers across a variety of end-markets, including restaurants, hospitality, and convenience stores (“C-Stores”).

The Company sells its products to more than 24,000blue-chip customers nationwide.

Largest supplier to key national foodservice andconvenience store chains.

S&D’s top customers have purchased from theCompany for more than 11 years on average.

19

Dominant in QSR & C-Store Channels

QSR and Fast Casual, 49%

C-Store, 24%

Distributor, 10%

Casual Dining, 6%

Non-Commercial, 8%

Food & Bev. Manufacturers, 3%

S&D has significant opportunity to expand in existing & new channels.

Sales by Customer Groups-2016

20

Strategic Process to Drive GrowthS&D is well positioned to strategically pursue key growth opportunities that leverage the Company’s

industry-leading reputation and capabilities and have the potential to drive significant long-term growth.

Further Penetration of CurrentEnd-Markets

Growing segments of food and beverage manufacturing

and distribution

Pursue Strategic Acquisitions

Potential to expand the Company’s product set and

market reach.

Expansion of Product Offerings

Increased demand for specialty drinks and coffee

extracts

Capitalize on Current Pipeline

Robust pipeline of potential new business

1

Expand Strategic Partnerships

S&D aligned with the largest quick-service restaurants (“QSR”),C-Stores, and foodservice distribution customers

in the US

5

4

2

3

21

Continued Growth in Core Coffee & Tea

2016 Sales Mix Historical Mix by Product Category

Diversified mix of coffee and tea products, Including specialty (higher quality)and sustainable products that appeal to current consumer interest

Coffee and tea are also driving new beverage innovation, including Toddy®Cold Brew Coffee and Specialty Hot Teas (Pyramid Bags)

Coffee & Tea remain growth categories and the basis for new beverage innovation.

Coffee, 69%

Tea , 11%

Liquid, 5% All Other,

14%

72% 69% 71% 69% 71%

12%13% 12% 11% 11%

2%3% 3% 5% 5%

14% 15% 14% 14% 13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013 (A) 2014 (A) 2015 (A) 2016 (A) 2017 (P)

Coffee Tea Liquid All Other

22

Diverse Portfolio of Products

Coffee Tea

Equipment InnovationsExtracts

23

Track Record of Successful New Product Launches

Fast entrant into new packaging/ product types

Hundreds of new products launched since 2012

Continuous investment in product pipeline

24

High awareness among coffee drinkers Attractive to younger consumers Expands coffee day parts Premium product = Premium margin S&D proprietary cold brew technology

Cold Brew Coffee Emerging

25

Growth in Specialty Teas

The U.S. tea market is projected to experience a 4% CAGR over the next 5 years*.

Redesigned flavored tea program with four new flavors

Launched pyramid tea in 2017 with national QSR customer; in discussions with national C-Store customer

Introduced clear tea urn dispenser to showcase premium tea

.Source: Mintel Group, Ltd*‏

26

S&D has experienced strong and consistent growth since 1927, and achieved over $550 million ofrevenue and $40 million of adjusted EBITDA in 2016.

From 2013 to 2016, the Company expanded net revenue from $500 million to over $550 million,representing a CAGR of 4%, and expects to continue its strong growth of 3+% annually.

S&D has grown its roast and ground coffee volume from 106 million in 2013 to 117 million in 2016, andis installing an additional roaster in 2017 with the capacity to add 20 million pounds annually.

Financial Summary

Sustained Growth in Core Products

S&D continues with strong & consistent growth.

50

70

90

110

130

150

170

190

2013 2014 2015 2016 2017 P

Cof

fee

Poun

ds in

Mill

ions

27

Route & National Foodservice 5 Year Growth Revenue Trend

28% 28% 26% 26% 23%

72%72%

74% 74%

77%

$0

$100

$200

$300

$400

$500

$600

$700

2013 (A) 2014 (A) 2015 (A) 2016 (A) 2017 (P)

Route Distributor

Route based business is consistent and stable while growth is focused on distributed customers.

Coffee volume growth was greater than 3.5% annually from 2013 to 2016. Revenue volatility reflectsmovement in the coffee market as the commodity cost varies over time.

By managing the price to cost formula, gross profit is consistent over a range of the coffee market.(in Millions $)‏

28

Financial Update Dramatic Growth in Innovative Products

Liquid Gallons

200

300

400

500

600

700

800

900

1,000

1,100

1,200

2013 2014 2015 2016 2017 P

Tho

usan

ds

Liquid concentrates and liquid coffees and teas, including cold brew concentrates, aretaking off, generating 5% of sales in 2016.

29

Facilities & Capacities S&D’s corporate campus is comprised of‏

‏ four facilities with

‏ two dedicated coffee facilities & a tea facility

one extract & ingredient facility‏

And‏ nearly 750,000 sf of operations & admin. facilities.

.All run by 750 non-union, well-tenured labor force‏

Coffee Roasting

Tea Blending

Liquid Extract

135-145 million lbs.

40-45 million lbs.

Current Capacity

1.8-2 million gallons(16-19 million lbs.)

Summary of S&D Facilities

Main Facility Commercial Pk. West Winds Ramdin Court

255,850 SF 160,000 SF 85,000 SF65,000 SF 175,000 SF

30

Investments in GrowthIn 2017, the Company is investing capital to increase productive capacity in core coffee.

Projected Capital Expenditures ($15-20 million annually in 2017-2020)

Installation of a new roaster in the existing main plant, with a potential additional roaster in 2018 at the WestWinds facility, together increasing roasting capacity by 40 million annual pounds.

Investments in liquid production are also planned to expand our cold brew production capacity.

* 2017 Growth Expenditures increased due to installation of new roaster and liquid productive capacity.

*‏69%

82% 48%

31%

18%

52%

2015 (A) 2016 (A) 2017 (P)

Growth Capital Expenditures

Maintenance Capital Expenditures

Coffee Roasting and Processing-‏Packaging Production-‏Liquid Plant Production-‏Facilities Improvements-‏

IT and Infrastructure-‏Manufacturing Equipment-‏Facilities Infrastructure-‏Customer Beverage Equipment-‏

*‏

(as a percent of annual total)‏

31

S&D has the right model to continue to grow

The future is extremely exciting

Closing Remarks