1 Jefferies Consumer Conference June 2015 2 Safe Harbor Statements 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 and the potential impact the acquisition of DSS Group, Inc. will have on the Company. 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; (4) retention of customers and suppliers; and (5) 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 3, 2015 and its quarterly reports on Form 10-Q, as well as other periodic reports filed with the securities commissions. 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, adjusted free cash flow yield 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 reflects management's judgment of particular items, and may be different from, and therefore may notbe comparable to, similarly titled measures reported by other companies. A reconciliation of this non-GAAP measure may be found on www.cott.com.3 Management Presenters / Q&A Jay Wells Chief Financial Officer Jerry Fowden Chief Executive Officer Jarrod Langhans Head of Investor Relations 4 The New Diversified Cott Corporation 5 Investment Highlights of the Combined Business Highly diversified product, package and channel mix High-quality, efficient and well-utilized facilities with multiple product and package capabilities Low-cost philosophy concentrating on Customers, Costs, Capex and Cash Scale business with enhanced EBITDA and margin growth profile Platform for M&A to enhance business profile and provide upside through synergies Strong adjusted free cash flow yield that drives returns to shareholders Extensive manufacturing footprint for private label, contract manufacturing and own brands low-cost philosophy and high cash generation High-quality facilities with diversified capabilities Supply chain provider of choice Significant growth potential in contract manufacturing Market leader in growing water and coffee services categories with strong regional brand heritage Established national direct-to-consumer distribution network diverse customer base and service focus New initiatives and partnerships driving customer growth Proven acquirer, with ongoing capacity to pursue synergistic and complimentary acquisitions Attractive growing financial profile Diversified 1 2 3 4 5 6 6 Strategic Initiatives and Acquisitions Transform Profile While Reducing Risk & Concentration 6/18/2013 Purchase Price: ~$12mm ~$60mm sales (3) 5/30/2014 Purchase Price: ~$139mm (2) ~$108mm sales (3) 12/12/2014 Purchase Price: ~$1.25bn ~$966mm sales (3) FY12 Sales by Channel (1) Pro Forma FY14 Sales by Channel (4) Pro Forma FY14 Sales by Product (3) 1. Own Brands includes concentratesales. 2. Reflects working capital adjustment, deferred considerationand on-target earnout (based on estimateof $17.9mm contingent payment to be paid in July 2016).3. Annual sales figures are as of LTM June 2013, LTM March 2014 and LTM Sept. 2014 for Calypso, Aimia Foods and DS Services, respectively. 4. Cott management estimate. Dedicated resources behind growing contract manufacturing (Nearly doubled volume in 2014) 3-year goal of 50mm 80mm serving equivalent cases by 2017 Contract Manufacturing FY12 Sales by Product 20132014 2015 7 A Diversified Cott with an Increased Health &Wellness Product Mix 2014 Pro Forma Sales by Product (1) More consistent growth in line with beverage category expectations Water, sparkling water, energy, and coffee are expected to grow in line with or exceed category growth Growth of private label juice and drinks is expected to be flat to slightly positive Less exposure to large format retailers Introduces significant presence in Good-for-You beverage categories Source:Cott and DS Services management. 1. Cott management estimate.2. Euromonitor, 2014. 2014-2019 North America Retail Volume Growth (2) Cotts diversified beverage platform is more reflective of the total beverage category 8 Cotts Strategic Priorities Build on the Platform Created The combination of contract manufacturing growth and further diversification alongside DS Services integration, synergies & expansion strengthens Cotts financial performance. Continuation of ourapproach including tight operating controls and a focus on cash generation 1 Further contract manufacturing growth and diversification supported by dedicated resources 2 Incorporation of DS Services: a) Integration & synergy capture b) Customer expansion and HOD water and OCS market roll-up 3 Focus on deleveraging the balance sheet and early redemption of preferred shares 4 Continuation of our return of funds to shareowners through our quarterly dividend in USD 5 9

Continuation of ourapproach including tight operating controls and a focus on cash generation1 Control capital expenditures Deliver significant free cash flow Understand our customers needs Build new channel relationships High service standards One-stop shop philosophy Manage the commodity cycles Control SG&A costs Improve operating efficiencies 3-year $30 million cost reduction plan within traditional business Deliver / exceed DS synergy and cost savings Manage projects tightly with a focus on cost / efficiency High quality plants for all SQF Level 3 and BRC Focus on efficiency with industry leading asset turnover Cost reduction minimizes capex spend Rigorously manage working capital Assist rapid de-leveraging and interest benefit reducing leverage to 3.0x EBITDA by 2018. Fund HOD and OCS market roll-up by DS Services with post synergy multiples of approximately 3.0x EBITDA. 4Cs Philosophy Drives High Cash Generation $115$103$110$1072011201220132014 Historical Adjusted Free Cash Flow (1) Source: Company filings, Cott management. Note: Large cap beverages: Coca-Cola, PepsiCo. Mid cap beverages: Britvic, Coca-Cola Enterprises, Dr. Pepper Snapple, Lessonde Industries, Monster. Private label European: Ontex, Refresco Gerber. High cash flow consumer: B&G, Pinnacle, Post, Smuckers, Snyders-Lance, Spectrum Brands, TreeHouse. 1. This measure does not have any standardized meaning prescribed by GAAP and is therefore unlikely to be comparable to similar measures presented by other issuers. Please refer to slide 2 of this presentation for more information regarding the use of this measure and to the appendix of this presentation for a reconciliation to GAAP figures. ($ millions) Strengthen customer relationships Continue to lower operating costs 10 Building Value Through Cost Down Initiatives Traditional NA Business Packaging Interplant Transfers Warehouse Projects Plant Projects CC + I In the second half of 2014, the North America Business Unit initiated a three-year cost savings program War on Waste to take $30 million of costs out of the business through the middle of 2017. Through the first three quarters of the program, approximately $8.5 million has been achieved. Source:Cott Management Continuation of ourapproach including tight operating controls and a focus on cash generation1 11 Source:Cott management 1. Management has established a three year goal (2014-2016) of growing our contract manufacturing business by 50-80 million8oz equivalent serving cases in our North America Business Unit.This chart depicts the actual volume recorded in 2013 and 2014 as well as the projected total contract manufacturing volumes over the next two years as this incrementalgrowth is incorporatedinto our business. Opportunities (1) Co-Pack AdvantagesRecent Wins Cott Contract Manufacturing Performance Over 110% Growth in 2014 Limited commodity exposure drives stable margin contribution Provides gross margins that are consistent with Cotts historical rates Brand owners normally supply the ingredients and packaging materials Lowers working capital requirements and improves line efficiency rates Capitalizes on outsourcing trends by brand owners Increases asset utilization Expanded North America co-pack cases from ~21 million to ~45 million from fiscal 2013 to fiscal 2014 Recent customer wins: Ready-to-Drink Teas Hot Fill Drinks Shelf-Stable Juice Ready-to-Drink Alcohol Can Energy Drinks CSD Food Service Three year goal of growing contract manufacturing business by50-80 million serving equivalent cases by 2017 Substantial room for Cott to grow Serving equivalent case growth Further contract manufacturing growth and diversification supported by dedicated resources 2 21 45 60 - 70 70 - 105 201320142015E2016E 12

Source: Cott Management. Co-pack revenue per case varies significantly by customer from tolling (leverage of labor) to full contract manufacturing (inclusion of I&P and other services). Co-pack volume is generally more efficient in our plants due to the nature of long runs which generate better leverage on our cost base Our non Co-pack business will have greater working capital requirements as well.For example, we will harvest fruit seasonally, process and store for months before placing in finished goods On a net basis, Co-pack provides stability to the margins in our business as it is contracted for longer periods than our traditional non Co-pack business Q1 2015 North AmericaNorth AmericaCo-Pack vs. All OtherCo-PackAll Other

Revenue / 8oz equiv. case $2.10 $1.50 ($0.60)Contribution Margin $ / 8oz equiv. case $0.50 - $0.55$0.45 - $0.50($0.05) Gross Margin 12% - 15%12% - 15%Similar Further contract manufacturing growth and diversification supported by dedicated resources 2 Contract Manufacturing Modeling Data Per 8oz Equivalent Case (Serving) Q1 2015 Example 13

Incorporation of DS Services: Integration & synergy capture 3a Estimated synergies increased and updated to $10mm in 2015 (up from $6mm)and estimated $30mm by 2017 (up from $25mm) Procurement Leverage Cotts scale Freight savings Combined efficiencies SG&A Back office efficiencies Cost Actions Implement Cotts philosophy Integrated systems Sparkling waters Increase the DS Services product offerings to sparkling waters manufactured by Cott Range substitution Transfer the production of certain DS Services third-party products to Cotts manufacturing plants Flavored Sparking Water Launch Flavored Sparking Water range distributed via DS Services Vertical integration and supply Source:Cott Management. Cotts DS Services Acquisition Drives Cost and Revenue Synergies 14

Incorporation of DS Services: Integration & synergy capture 3a Source: Cott Management. Portfolio Expansion Cott can expand the offering of products available to DS Services customers.(Action plans: 2015-2017) Sparkling Waters Flavored Waters Juices and Drinks RTD Tea and Coffee Traditional Cotts manufacturing capabilities and DS Services home and office distribution network combine to create potential revenue synergies Access to New Channels DS Services can distribute Cotts higher margin products to channels that were difficult for Cott to serve. (Future opportunities) C-Stores Gas Stations Mom and pop stores Cott Cold Fill DS Services Production FacilityCott Hot Fill DS Services Distribution Network Hot / Powdered R&D / Concentrate 15

Share Growth from Market Leading Brands with Strong Regional Heritage 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 Fiji water, Starbucks Coffee, Keurig Green Mountain, Caribou Coffee, Peets Coffee & Tea and Mars Alterra Customer growth combined with improved consumption and strong pricing driving HOD volume/revenue growth faster than the overall category(1) Source:Cott Management. #1 #1 #1 #1 #1 #1 #1 #3 #1 #2 #1 #1#2 #1 #2 #1 #3 #2 #2 #1 DSS HOD Share - Volume(1) DSS HOD Share - Revenue(1) 29.2% 29.5% 29.7% 30.0% 30.4% 30.7% 20122013Q1 2014 TTM Q2 2014 TTM Q3 2014 TTM Q4 2014 TTM 30.4% 30.9% 31.2% 31.5% 31.8% 32.1% 20122013Q1 2014 TTM Q2 2014 TTM Q3 2014 TTM Q4 2014 TTM Leadership in Regional Brands Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b 16

Sources of Organic New Customer Additions Sources ofNew Cooler Adds (FY2014) Source: Cott Management. Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b 17

Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b In-Store Retail Strategic Relationship Selected as the exclusive national partner to market home and office bottled water delivery service to retailers members (agreement through 2017) Has increased consumer awareness of DS products and services Expect 70 to 75 in-store events each week (excluding Q4 Holiday Season) Have gained approximately 2000 new customers per week from this activity Ability to attract higher quality customers, with better retention rates and attractive cost of acquisition Retailer customer adds have grown from 4% of total adds in 2012 to 25% in 2014 Capturing Untapped Demand for Bottled Water DS Retailer Booth Customers Q1 2015 = 164 18 Commercial Water Delivery Cross-Selling Potential Approximately 5% of DS Services commercial water delivery customers also receive coffee from DS Services Nearly all commercial customers provide water and coffee to their employees Significant opportunity to leverage single-cup brewer adoption Significantly increased presence in coffee with $74 million acquisition of Standard Coffee in 2012Water Delivery Commercial Ship-Tos December 2014 Commercial Water Delivery Ship-To Customers Purchasing Coffee % of Commercial Customer Base 4.2% 4.5% 579,924 Total Commercial Water Ship-Tos Source:Cott Management Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b 19 The AquaCaf: Brewer and Cooler in One Single, space-saving footprint for water, coffee and tea Easy and intuitive operation Easy-to-use touchscreen interface on cooler/brewer Water bottle loads easily in the bottom no need to liftheavy bottles Illuminated dispensing area Large dispensing area can fill sports bottles or carafes Brewers touchscreen gives options for: Bold, medium or mild coffee strengths Small, medium, and large cup sizes Supplies quality bottled water for better-tasting coffee Targeting existing DS Services water customers AquaCafe rolled out to Baltimore, Houston, LA, Seattle, Orlando, Portland, Atlanta and Sacramento in Q4 2014 ~3,000 units placed to date Expanded rollout in 2015 including Boston, NYC, Chicago, San Diego, New Orleans, Phoenix, San Francisco, Dallas, Washington DC, and Philadelphia Provides efficient, reliable, cost-effective way to provide both bottled water and single-cup coffee CommercialResidential Source:Cott Management (coming soon) Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b 20

Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b Proven Acquisition Track Record DS has a proven ability to identify and execute both tuck-ins and transformational transactions Completed 48 acquisitions since 2007, with an average synergy-adjusted multiple of less than 3.0x(1)

Targets have ranged from small tuck-ins to a transformational acquisition (average HOD acquisition price ~$2.5 million) M&A pipeline of over 15 targets that collectively generate ~$25 million in revenue with post synergy multiples consistent with historical trend Target $10 to $20 million per year allocation of funds to tuck-ins with anticipated $3 - $6 million of incremental post-synergy EBITDA Successful Track Record EBITDA Multiples Paid by DS (PF for Synergies) (1) Note: $ in millions. 1. Assumes revenues associated with acquired entity in each transaction were applied to DS Services cost model for that period.2. 2012 included the larger Standard Coffee acquisition. 2.8x 2.0x 2.4x 3.2x 2.8x 3.4x 2.4x 2.8x 20072008200920102011201220132014 No. of Acquisitions5 4 477 597 Total Cash $28.0$8.1 $14.7 $33.6 $13.9$74.6 $7.5 $4.0(2) 21

Incorporation of DS Services: Customer expansion and HOD water and OCS market roll-up 3b Acquisitions are Highly Accretive to DS Customer retention is also higher due to the acquisition of seasoned customers Cost per new customer through M&A compares favorably to traditional, organic channels Acquired customers show higher retention than organically acquired customers 1.Customer acquisition cost index based on cost per acquired customer calculated through third party valuations; includes a total of ~165,000 customers acquired through Abita, OPremium, Yosemite, Mt. Olympus and Deep Rock transactions vs. Total 2013 customer acquisition via all organic mechanisms. 2.Retention rates indexed to 100, which equals retention rate of Water Delivery Services customers added organically during relevant time period. Almost Immediate Cost Savings Increased Route Density Improved Customer Profile DS has realized significant cost synergies by rationalizing assets, customer service, IT and other overhead and back-office functions Following the Standard Coffee acquisition, DS was able to close 350 mini warehouses in < 90 days, convert the customer base to Oracle in 120 days and close the Standard headquarters in 5 months Synergies realized by combining delivery routes to increase route density DS was able to eliminate over 100 routes in the Standard Coffee acquisition Acquired CustomersShow High Retention (2) Cost per Customer Add Acquisition vs. Organic 100100 128 194 0 50 100 150 200 After 1 YearAfter 3 Years OrganicThrough Acquisition 22 1. Represents a non-GAAP measure. This measure does not have any standardized meaning prescribed by GAAP and is therefore unlikely to be comparable to similar measures presented by other issuers. Please refer to slide 2 of this presentation for more information regarding the use of this measure and to the appendix of this presentation for a reconciliation to GAAP figures. Post Synergy EBITDA Multiples of ~3.0x Focus on deleveraging the balance sheet and early redemptionof preferred shares accelerated via equity offering June 3rd 4 Financially PrudentAccelerates DeleveragingAllows for Tuck-in Acquisitions $116 million issued $6.28 per share Convertible after year 3 9% coupon with 1% annual increase ($11 million) Convertible Preferred Shares $33 million issued $6.28 per share No conversion 10% coupon with 1% annualincrease ($3 million) Early Redemption of the Preferred Shares Provides a Number of Benefits Including: Non-Convertible Preferred Shares Redeemable with 30 days notice No cost to set up/redeem Non deductible Additional dividend tax ($2 million) Redeemable with 30 days notice No cost to set up/redeem Non deductible Additional dividend tax ($1 million) Covenants and restrictions associated with the preferred shares limited our ability to do HOD water and OCS tuck-in acquisitions More Rapidly Deleveraging Pro Forma Net Debt to EBITDA (1) More Rapidly Increases Interest Coverage (1) 5.1x 2014 Pro Forma Leverage Excluding Preferred Shares 4.7X 2.9x 2015EExcluding Preferred Shares 3.3x 23

More balanced scale business with $3 billionof revenue and $350 million of EBITDA. Accelerated deleveraging by one year through equity offering which allowed redemption of preferred shares and in turn results in the allocation of cash flows to the repayment of other debt instruments. Highly diversified product, package and channel mix High-quality, efficient and well-utilized facilities with multiple product and package capabilities Low-cost philosophy concentrating on Customers, Costs, Capex and Cash Platform for M&A to enhance business profile and provide upside through synergies Strong adjusted free cash flow yield that drives returns to shareholders A More Diversified Cott Drives Stronger Cash Flow Generation And Leads To A More Favorabel ValuationThe combination of contract manufacturing growth and further diversificationalongside DS Services integration, synergies & expansion strengthens Cottsfinancial performance and should drive valuation improvement. 16% 6% 5%5% 2% CottHigh Cash Flow Consumer Mid Cap Beverages Large Cap Beverages Private Label European 2014 Adjusted FCF Yield % (1) 1. Source:Company data, FactSet, Bloomberg.Large cap beverages:Coca-Cola, PepsiCo. Mid cap beverages: Britvic, Coca-Cola Enterprises, Dr. Pepper Snapple, Lessonde Industries, Monster.Private label European: Ontex, Refresco Gerber.High cash flow consumer: B&G, Pinnacle, Post, Smuckers, Snyders-Lance, Spectrum Brands, TreeHouse. Adjusted free cash flow yield defined as (adjusted free cash flow / shares outstanding) / share price. Represents a non-GAAP measure. This measure does not have any standardized meaning prescribed by GAAP and is therefore unlikely to be comparable to similar measures presented by other issuers. Please refer to slide 2 of this presentation for more information regarding the use of this measure and the appendix of this presentation for a reconciliation to GAAP figures. Market data as of 1/3/2015 (Cott share price of $7.00). Adjusted free cash flow for peer set calculated as cash flow from operations less capital expenditures. Multiple Lift Opportunity Cott vs. Peers (2) 2.Source:IBES consensus estimates per FactSet, company filings. Bottlers (National Beverage, A.G. Barr, Coca-Cola Bottling, Britvic, Coca-Cola Amatil, Coca-Cola Enterprises, Coca-Cola Femsa) Route Based Services (G&K Services, Unifirst, ABM Industries, Chemed, Servicemaster, Cintas Corp, Aramark) 24 Q&A 25 Appendix 26 Non-GAAP Reconciliation Cott Adjusted Free Cash Flow and Adjusted Free Cash Flow Yield See slide 2 for additional information on non-GAAP measures ($ in millions) Year Ended December2011A 2012A 2013A 2014ANet Cash Provided By Operating Activities $164 $173 $155 $57Less: Capital Expenditures (49) (70) (55) (47)Free Cash Flow $115 $103 $100 $10Bond Redemption Cash Costs - - 10 2153rd Week Interest Payment 2022 Notes - - - 15DSS Acquisition Related Cash Costs - - - 32Cash Collateral (1)- - - 29Adjusted Free Cash Flow (2)$115 $103 $110 $107Equity Market Capitalization (as of 1/3/2015) 652Adjusted Free Cash Flow Yield 16%1. In connection with the DSS Acquisition. $29.4mm was required as collateral.2. Includes $5.6mm of DSS's free cash flow from the acquisition date.27 Non-GAAP Reconciliation 2014 Pro Forma Leverage See slide 2 for additional information on non-GAAP measures

($ in millions) 2014PF Excluding Preferred Shares

Adjusted EBITDA$357 $3576.75% Senior Notes due 2020625 62510.00% Senior Secured Notes due 2021 (1)406 406New Term Loan / Note --5.25% Senior Notes due 2022525 525ABL Facility229 229GE8 8Capital Leases and other5 5Less letter of credit (2) (29) (29) Total debt 1,7691,769Preferred shares149-Less Cash (86) (86) Net Debt$ 1,831 $ 1,682

Leverage (Net Debt / Adj. Ebitda)5.1 4.7

(1) Includes fair value premium of $55.6 million.

(2) In connection with the DSS Acquisition, $29.4 million was required to cash collateralize certain DSS self-insurance programs.The $29.4 million was funded with borrowings against our ABL facility, and the cash collateral is included within prepaid and other current assets on our Consolidated Balance Sheet at January 3, 2015.Subsequent to January 3, 2015 letters of credit were issued and the cash collateral was returned to the Company, which was used to repay a portion of our outstanding ABL facility.

28 Non-GAAP Reconciliation Estimated Interest Coverage See slide 2 for additional information on non-GAAP measures ($ in millions) 2015E

Excluding Preferred SharesAdjusted EBITDA$ 359(1)$ 359(1)6.75% Senior Notes due 2020$ 42 $ 42 10.00% Senior Secured Notes due 2021$ 35 $ 35 New Term Loan / Note$- $- 5.25% Senior Notes due 2022$ 28 $ 28 ABL Facility$4 $4 Preferred Shares$ 14 $- GE$0 $0 Capital Leases and other$0 $0 Cash Interest$ 124 $ 110 Def Fin Fees$5 $5 Premium$ (6)$ (6)Interest Expense$ 123 $ 109 Interest Coverage2.9 3.3 (1) Represents Bloomberg Consensus as of June 2015.