Cott Corporation Non Deal RoadshowCiti – Boston
September 12, 2018
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Safe Harbor StatementsForward 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 are based on
assumptions regarding management’s current plans and estimates. Factors that could cause actual results to differ
materially from those described in this presentation include, among others: risks relating to any unforeseen changes
to or effects on liabilities, future capital expenditures, revenues, expenses, earnings, synergies, indebtedness,
financial condition, losses and future prospects; and the effect of economic, competitive, legal, governmental and
technological factors on Cott’s business. 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 30, 2017 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. 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 Cott’s business. The non-GAAP financial measures described above 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 copy of this presentation may be found on www.cott.com.
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PR
ES
EN
TE
RS
Chief Financial Officer
JAY WELLS
Mr. Wells was appointed Chief
Financial officer in 2012. Prior to
joining Cott, he held various senior
finance positions with Molson Coors
from 2005 to 2012, including Chief
Financial Officer of Molson Coors
Canada, a subsidiary of Molson
Coors Brewing Company, and
Global Vice President, Treasury,
Tax, and Strategic Finance of
Molson Coors Brewing Company.
From 1990 to 2005, Mr. Wells held
several positions within Deloitte and
Touche LLP, including partner.
VP, Investor Relations
JARROD LANGHANS
Mr. Langhans leads the
development of strategy,
operating plans, budget, and
execution of the IR program, in
partnership with the Chief
Financial Officer with the objective
of educating and updating
investors and analysts about the
company to achieve a fair relative
stock value.
The New Cott OverviewA Leading International Services Company
Annual Sales >$2.35bn (2018E)
>2.4mm customers served annually >3,600 direct-to-consumer routes >60 manufacturing sites and >360
branch distributionand warehouse
facilities
Operations in the US, Canada, Israel and
17 European countries
1 2 3
4 5 6Track record of successfully
integrating acquisitions
Source: Cott Management. 4
We are a leading route based North American and European water, coffee, tea and filtration service provider within HOD, food service, convenience and hospitality
The New Cott OverviewA Leading International Services Company
Source: Cott Management.
With annual net sales of over $2.35 billion (2018E)
✓ Focused on route based services in water, coffee, tea and filtration as well as coffee roasting, tea blending and extract/ingredient production
✓ Market leading brands and services in channels with barriers to entry
✓ Delivering quality products and services to customers and consumers alike while generating superior value for our shareholders
Route Based Services(North America and Europe)
Coffee, Tea & Extract Solutions
(U.S.)
Coffee Roasting
Tea Blending
Liquid Extract
All Other
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Be the preeminent international route based direct
to consumer water and coffee solutions service
provider with superior shareholder returns through
above market organic growth, expanding margins,
growing free cash flow and further overlapping and
complementary acquisitions with a key focus on
increasing customer penetration and route density.
Our Vision
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Consolidation / customer list opportunities at highly synergistic values
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Our Mission
Strong compound free cash flow generation
Margin Expansion driven by scaled platforms with increased customer and route density
Focused innovation within product development, route logistics and technology creating further growth, cross sell and customer service opportunities
Organic Growth from “Better-for-You” product offerings (positioned in growing categories of water, coffee, tea, filtration and extracts)
Focus on sustainability to drive efficiencies, inspire innovation, and build a platform for long-term growth and assured supply.
Organic Growth From “Better-for-You” Product Offerings Positioned In Growing Categories
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U.S. Bottled Water Cooler Unit Placements
5,190 5,240
5,380
5,500
5,690
5,860
5,980 6,052
6,138 6,223
6,309
5,000
5,250
5,500
5,750
6,000
6,250
6,500
2010 2011 2012 2013 2014 2015 2016 2017 2018E 2019E 2020E
U.S. Filtration Unit Placements
850 940
1,050
1,165 1,259
1,367
1,493 1,629
1,775
1,932
2,101
800
1,050
1,300
1,550
1,800
2,050
2,300
2010 2011 2012 2013 2014 2015 2016E 2017E 2018E 2019E 2020E
In 000’sIn 000’s
HOD Category Bottled Water Volume and Revenue Growth
$1,433 $1,431 $1,483$1,542
$1,621$1,684 $1,726 $1,748
$500
$700
$900
$1,100
$1,300
$1,500
$1,700
$1,900
2010 2011 2012 2013 2014 2015 2016 2017
HOD Bottled Water Revenue(Millions of Dollars)
CAGR 2010-17 of +2.9%
Source: Zenith International – USA POU and Bottled Water Coolers Report Beverage Marketing Corporation – US Bottled Water Through 2022 Report (July 2017)
1.16 1.17
1.20 1.22
1.28
1.34
1.38 1.40 1.41
1.1
1.2
1.3
1.4
1.5
2010 2011 2012 2013 2014 2015 2016 2017 2018 E
HOD Bottled Water Volume(Millions of Gallons)
CAGR 2010-18 of +2.6%
Focused Innovation – Product Development, Route Logistics And Technology Creating Further Growth
Source: Cott Management. 9
Lead Core Category Innovation
Aqua Café-RProvide a convenient multi-beverage solution for
small office and residential customers
StormProvide a sleek, modern, convenient bottom load
cooler to a broader potential customer base
Remington FiltrationLead innovation of filtration equipment that offers
certified, long-lasting quality drinking water
Focused Innovation – Product Development, Route Logistics And Technology Creating Further Growth
Source: Cott Management. 10
Route Logistics
Investments in logistics will enable significant improvements in the service we offer, increase route density, reduce costs and create the potential for new revenue and customer opportunities
Technology
Technology
Process
• Omnitracs Routing Software• Data Capture• System and Data Integration• Business Rule Automation
• Continual Route Planning• Re-Alignment Process• Daily Routing Process• Location Selection Process• Data Governance
• Route Sales & Service• Enhanced user experience; improved
performance and information visibility• Significant efficiency improvements, reduced
miss-keys & data errors• Access to real-time data changes (Customer
data, Route data)Handheld
Modest Margin Expansion Driven by Scaled Platforms With Increased Customer And Route Density
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Company A
6%
Leveraging our leading platforms of HOD Water, Office Coffee, and Filtration Services across 20 countries drives margin expansion through increased customer base and consumption
Oldest and largest HOD Water business with a leading position and over 70,000
customers
U.S. Market Leader
Leader in HOD Water Delivery
Top 5 in OCS
HOD Water(1) OCS(2)
DS Services
~31%
Nestle
~30%
Smaller Competitors
~39%
DS Services~3%
Remainder of Top 5~17%
Smaller Competitors
~80%
Canadian Market Leader
Source: Company information, Management estimates.
Note: 2015 market shares based on management estimates.(1) Source: Beverage Marketing Corporation. Category size of $1.7 billion and 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.(3) Company information.
HOD Water(3) OCS(3)
Eden20%
Company A
3%
Company B
3%Next 5
13%
Other61%
Eden4%
Other90%
European Market Leader
Leader in HOD Water Delivery
# 2 in OCS
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Our operations throughout Europe
are now 100% powered by green
energy sources
Our European operations are low carbon, offsetting over141,000 tonnes of CO2 in 9
markets with Carbon Neutral Product certification
A longer bottlelife means less plastic waste
Focus on Sustainability to Drive Efficiencies, Inspire Innovation, and Build a Platform for Long-Term Growth and Assured Supply
Over the last 10 years, we have reduced the amount of plastic in
our U.S.-and Canada-branded 0.5-liter bottles by more than
50% and the caps by 25%
Our U.S. branded 3-and 5-gallon water bottles and our Canadian-branded 11.3- and 18.9-liter bottles are reused up to 50 times. At the end of
their useful life, the bottles are recycled and used to make useful new products.
Recent vehicle purchases in our North American
operations promise a 40% increase in fuel productivity
To reduce delivery mileage, our representatives use smartphones
to optimize their routes
We work to reduce the environmental impact of our company operations as much as possible, including optimized routing, bottle re-use and recycling, and e-invoicing among other initiatives
We offer bio-degradable and paper cup options to our customers to reduce
use of plastic cups
SOC
IAL
ENV
IRO
NM
ENTA
LEC
ON
OM
IC
Raíz Sustainability® is our innovative sustainable sourcing platform for coffee
and tea with inclusive approach to support smallholder farmers in 6
countries with 15 fully engaged projects and more than 4,900 farmers impacted
Sourcing with Purpose to
advance resilient supply chains
Source: Cott Management.
Customer List / Tuck-In Acquisition Opportunities At Highly Synergistic Value
Source: Cott Management.
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The New Cott model features scale platforms and embedded customer bases with the ability to add on accretive tuck-in acquisitions to fuel further growth and platform density
U.S. Small HOD Tuck-ins (Avg ~$2M)
U.S. Small OCS Tuck-ins (Avg ~$2M)
Europe Small HOD Tuck-ins (Avg ~$2M)
Mid-Sized Tuck-ins ($10M to $60M)
Europe Small OCSTuck-ins (Avg ~$2M)
Acquire:Business operations and assets
including customer lists, depots, manufacturing plants, fleet, etc.
Synergies are gained through depot consolidation as well as
utilization of back office and call center in place at Cott.
Synergize to ~5x to 7x
Acquire:Customer List
Bottles and Coolers
Add density to current routes, call center volume and back office
Synergize to ~4x
Acquire:Customer List
Brewers
Add density to current routes, call center volume and back office
Synergize to ~5x
Acquire:Customer List
Bottles and Coolers
Add density to current routes, call center volume and back office
Synergize to ~3x
Acquire:Customer List
Brewers
Add density to current routes, call center volume and back office
Synergize to ~4x
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In addition to EBITDA (Growth, Tuck-ins, Synergies), the following items are expected to drive Q3 and Q4 2018 free cash flow
Capital Expenditures
Interest and Tax Payments
Working Capital Reversal
Adjusted FCF Q3 and Q4 2018
Adjusted FCF Q2 2018 YTD
Estimated Adjusted FCF 2018
~ $60 million
~ $21 million
~ $15 million benefit
~ $96 to $101 million
~ $19 million
~ $115 to $120 million
Q3 and Q4 2018
Source: Cott Management.
Strong Free Cash Flow Generation and Capital Deployment
~ $115 to $120 million per year
4 payments full year 2018 – 3 payments made through June
YTD. Excludes cash taxes associated with the sale of the
legacy business which are a part of discontinued operations.
Working capital usage through June YTD – timing reversals
through year end.
2018 Full Year Commentary
Strong Free Cash Flow Generation and Capital Deployment
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2019E Adjusted Free Cash Flow (1) (2)Free Cash Flow Drivers
Stable Dividend Highly Synergistic Tuck-In Acquisitions
Revenue growth
Synergy Capture
Interest savings
Margin expansion
Highly synergistic acquisitions
Bridge to 2019(E) Adj. Free Cash Flow
Capacity to Fund Scale M&AOpportunistic Share Repurchase Program___________________________Source: Cott Management.(1) Adjusted free cash flow calculated as cash flow from operations (excluding acquisition, integration and transaction costs) less capital expenditures.(2) Adjusted free cash flow is based off of “New Cott.”(3) Includes Crystal Rock Acquisition
Cott can leverage its growing segments to maximize free cash flow and create shareholder value through its capital
deployment plan
2018(E) Adj. FCF $115 - $120mm
+ Revenue growth, margin expansion and
operations$10 - $15mm
+ Synergy capture / elimination of
traditional business divestiture dis-
synergies
$9 - $10mm
+ Interest savings $3 - $4mm
+ Tuck-in acquisitions, inclusive of
increased activity(3) $5 - $10mm
2019(E) Adj. FCF $150mm plus
The New Cott is Well Positioned for the Future
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1
3
5
7
2
4
6
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Multiple attractive platforms and positions in growing categories
Positive top line momentum across all businesses
Gaining market share in US and European HOD and US Coffee Roasting
Pricing power through low customer concentration within Route Based Services
Significant further value creating opportunities from small, medium and larger scale acquisitions
Successful progression on integration
Good synergy capture and positive momentum to deliver remaining synergies
Reduced debt and a strengthened balance sheet
Outstanding debt – long term with fixed coupons
Growing adjusted free cash flow
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www.cott.com
thank you