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Where

ADS Waste Holdings, Inc.

This presentation contains “forward-looking statements” within the meaning of the federal securities laws. Such forward-looking statements are subject to risks and uncertainties, including, in particular, statements about ADS Waste Holdings, Inc. (“ADS” or the “Company”) plans, strategies, prospects and industry

• estimates. These statements identify prospective information and include words such as “believes,” “expects,”

“may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “estimates,” or “anticipates” or similar

• expressions. Examples of forward-looking statements include, but are not limited to, statements regarding:

expected cost savings, sales increases, margins growth, cash flows, capital expenditures, market and industry growth rates and trends, including trends towards outsourcing, product line and market expansion, market share, operational and expense improvements (including headcount, technological, customer service and business improvement initiatives), retention rates, demand for the Company’s products and financial results. The foregoing is not an exclusive list of all forward-looking statements. Forward-looking statements are based

• n the Company’s current expectations and assumptions regarding its business, the economy and other

future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict. The Company’s actual results may differ materially from those contemplated by the forward-looking statements. They are neither statements

• f historical fact nor guarantees or assurances of future performance. The matters referred to herein may not

in fact occur. You are cautioned, therefore, against relying on any of these forward-looking statements. Any forward-looking statement speaks only as of the date on which it is made. Factors or events that could cause the Company’s actual results to differ may emerge from time to time, and it is not possible to predict all

• f them. The Company undertakes no obligation to publicly update any forward-looking statement, whether as

a result of new information, future developments or otherwise, except as may be required by law.

Disclaimer

2

Advanced Disposal snapshot

Market leader

• Largest privately owned solid waste management company in the U.S.
• Geographically diversified footprint
• Focused on secondary and franchise markets

Significant scale

• Operate in 17 states and the Commonwealth of the Bahamas
• 91 collection operations, 73 transfer stations, 23 recycling facilities and 42 active landfills
• Over 5,400 employees

Best in class asset quality base

• Long lived landfill network
• Modern fleet
• Investing in CNG / Automation

Attractive opportunities for growth

• Increases in housing starts and commercial construction lead to organic volume growth
• Municipal growth and privatization opportunities
• Successful acquisition tuck-in strategy
• Disciplined organic growth strategy in core secondary markets

Focus on key value drivers

• Revenue growth
• Margin expansion
• Free cash flow maximization while reinvesting in the business

3

Vertically integrated asset base supports our market strategy

Collection Services

91 Collection Operations 73 Transfer Stations 42 Landfills 23 Recycling Facilities

Transfer Stations Recycling Facilities Landfill Services

2.5M residential customers serviced; 732 exclusive municipal contracts; 302K commercial, industrial & construction customers 3,200 vehicle fleet collecting 7M tons of waste annually 15M annual tons disposed in

• ur 42 landfills with 64%

being internalized waste 530K tons of recyclables collected annually and 164K tons processed in 23 facilities

LTM 6/30/14 revenue by line of business Vertically integrated geographic hubs Leading collection

• perations primarily in

secondary markets Strategically located landfills throughout the network Revenue: $1,359 million EBITDA: $367 million

4

Transfer / Landfill 30% Residential 24% Commercial 23% Permanent Rolloff 10% Temporary Rolloff 5% National Accounts 2% Landfill Gas 1% Other 3% Commodity Sales 2%

Secondary market revenue 47% Franchise revenue 27% Urban market revenue 25%

Strategic position in attractive markets

Over 2.5 million customers across 17 states and the Bahamas LTM 6/30/14 revenue by segment LTM 6/30/14 revenue by market type

More than 70% of revenue from franchise and secondary markets

5

Midwest 39% East 25% South 36% Corporate Headquarters Regional Headquarters Hauling/Collection Landfill Recycling Transfer Stations Not Listed

Today

– Combination of 2 market-leading regional players acquired in 2006 – Focus on high density Northeastern markets and high growth Southeastern markets – Acquired in 2012 – Focus on attractive secondary Midwestern markets – Synergistic overlap in certain Southeastern and Northeastern markets – Largest privately owned solid waste management company in the U.S. and the fourth largest overall – Best-in-class eastern U.S. footprint focused on attractive secondary and franchise markets

History of Advanced Disposal

Best-in-class eastern U.S. footprint formed by combining 3 regional market leaders

Note: Continuing operations only. * Solid waste division purchased - name & trademark not purchased

*

6

ADS core operating strategies and management philosophy

– Capitalize on our vertically integrated geographic hubs – Control the waste stream from inception through disposal

• r beneficial reuse

– Generate sustainable long term growth – Organic volume growth – Pursue municipal contracting opportunities – National accounts program – Maintain financial discipline – focus on deleveraging – Maximize free cash flow from operations – Pricing discipline – Attention to ROE and capital deployed – Asset swaps/strategic divestitures – Implement best practices – SERVICE FIRST. SAFETY ALWAYS. – Routing/driver productivity – Environmental compliance – Continue disciplined acquisition strategy – Tuck ins to leverage integrated geographic hubs – Effective new market strategy

Region provides

• perational

direction and strategic control District and General Managers execute locally

SERVICE FIRST. SAFETY ALWAYS.

Corporate provides strategic direction

7

2014 focus and accomplishments

– Institutionalize the Advanced Disposal culture / management philosophy – Incentivize managers to act like owners/entrepreneurs – Significant executive management field involvement – Focus on operations – SERVICE FIRST! SAFETY ALWAYS! – Achieve organizational efficiencies – Implement comprehensive safety training programs – Implement price / volume increases – Increase customer retention – Complete the integration of the companies and achieve estimated synergies – Original estimate of $29.5mm updated to $45mm – Corporate and back office integration – Effective purchasing program established – Rebranding complete

8

ADS investment highlights

$13.1 $8.1 $1.7 $1.3 $2.0 $0.7 $0.5 $0.5 $0.5 $0.5 $0.3 $0 $1 $2 $3 $4 $5 Waste Management Republic Services Waste Connections ADS(a) Progressive Waste Recology Rumpke Casella Waste Industries Waste Pro WCA Revenue ($ billions) Public Private Non-US operations $16 $13 $8

Leading vertically integrated solid waste services platform

Largest privately owned solid waste company in the U.S.(a)

(a) Fourth largest in the US and fifth largest in North America as measured by 2013 calendar year revenue (b) Data as of last Fiscal Year End Note: Waste Management excludes Wheelabrator; Waste Connections excludes E&P segment Source: Public filings, Waste Business Journal

10

High degree of vertical integration(b)

68% 67% 64% 64% 54% 0% 10% 20% 30% 40% 50% 60% 70% 80% Republic Services Waste Management ADS Casella Waste Connections Internalization rate

Diversified business with multi-year contracts and long lived assets

Average expected life – active landfills LTM 6/30/14 revenue by line of business LTM 6/30/14 revenue by segment Contract summary

– Approximately 68% of revenue has annuity-like profile – Revenue distributed across multiple regional markets and lines of business – Strong residential business provides insulation from fluctuations in the C&D market – Relatively small amount of temporary roll-off business (approximately 5% of total revenue) – No individual customer accounts for more than 2% of revenue

# landfills 31 11 42

11

Midwest 39% East 25% South 36% 39 34 38 10 20 30 40 50 MSW C&D All Expected years Transfer / Landfill 30% Residential 24% Commercial 23% Permanent Rolloff 10% Temporary Rolloff 5% National Accounts 2% Landfill Gas 1% Other 3% Commodity Sales 2%

100 108 122 120 121 132 126 116 126 50 100 150 200 250 2005 2006 2007 2008 2009 2010 2011 2012 2013 Indexed to 100 $34 $34 $38 $41 $41 $44 $44 $47 $50 $52 $54 $55 $52 $54 $55 $0 $10 $20 $30 $40 $50 $60 $70 $80 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 $ in bn

Essential service with recession-resistant demand and stable cash flows

Recession-resistant industry

Source: Waste Business Journal

Stable indexed industry cash flows – Solid waste management industry is recession resistant due to the essential service nature of the business – Private waste sector revenue in the U.S. has grown at a CAGR of ~4% historically – Only one year of relatively modest decline since 1997 – Demand for waste services exhibits minimal price elasticity given that waste removal is a nondiscretionary expense – Industry participants remain disciplined with a focus on profitability and return on invested capital, offsetting volume declines with incremental pricing increases – Capital expenditures are predictable

Historical industry revenue Free Cash Flow(a)

(a) Free cash flow defined as EBITDA less capital expenditures. Index comprised of Waste Management, Republic Services, Waste Connections and Progressive Waste

12

Favorable industry dynamics and significant barriers to entry

Fewer, larger landfills favor well-capitalized incumbents Significant barriers to entry

Source: Waste Business Journal 2,000 4,000 6,000 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Municipal Private 50 100 150 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Volume (thousands

• f tons)
• Regulatory hurdles and on-going compliance
• Relationships with municipal clients difficult to

duplicate

• Lack of cost effective alternatives
• Geographic and political constraints on new

landfills

• Lengthy & controversial permitting processes
• Substantial capital costs for landfill development

– Current regulatory environment and the high cost of landfill compliance and development have led to a steady stream of landfill closings – Survivors of this trend were larger, private sector

• perations with the resources to add new capacity

– Despite fewer landfills, the average volume of the remaining landfills has increased considerably

Declining number of active municipal solid waste landfills

13

Highly experienced management team

– The Company is led by a seasoned management team, with the three most senior executives having combined industry experience of 61 years – Senior management is backed by an impressive group of region and local managers comprised of the best and brightest from across the company

Steven Carn

CFO 13 years experience – Joined Advanced Disposal in April 2001 and served as Chief Accounting Officer until August 2006 and currently serves as Chief Financial Officer – Certified Public Accountant in Ohio

Richard Burke

CEO 26 years experience – Joined Veolia in 1999 as Area Manager for Southeast Wisconsin area; served as Regional Vice President for the Eastern and Southern markets and was appointed President and CEO of Veolia in 2007 – Prior to joining Veolia, spent 12 years with Waste Management in a variety of leadership positions

John Spegal

COO 22 years experience – Prior to joining Advanced Disposal, spent 6 years with AIR-serv Group LLC as Regional Vice President – Prior to AIR-serv, spent 20 years with Allied Waste / Browning Ferris Industries in various management roles throughout the Mid-Atlantic, Southeast and Southern regions 14

Multiple opportunities for balanced growth

Grow commercial & industrial customer base – Heightened sales focus on large commercial and industrial (C&I) project opportunities such as special waste streams, and coal ash – C&I and construction and demolition (C&D) customers are expected to lead volume growth on an economic recovery Municipal contracts and privatizations – Proven, systematic and replicable approach to contract bids – Geographically integrated operating structure with local management’s deep ties to communities providing a competitive edge – Capitalize on further privatization of waste streams and disposal facilities National accounts program – Nationwide waste brokerage program a source of organic growth – Provides access to a network of vendors for sourcing and allocating business; enhances internalization

• f waste from access to new contracts and the ability to consummate volume swaps

New market growth – Focus on landfill and distribution assets in secondary markets and general avoidance of markets with many large competitors and suboptimal pricing dynamics Disciplined tuck-in acquisitions – Enhance geographic hubs and supplement vertical integration, while targeting markets with favorable disposal market dynamics and opportunities for multi-year contracts – Completed 30 acquisitions and development projects since 2012 at an average multiple of 3.8x post synergy CNG conversion

• pportunity

– Conversion to CNG as a source of EBITDA margin improvement 15

Financial overview

Business climate

Macro economy – Low CPI: Contract pricing headwind – Housing recovery: C&D volume growth – Higher GDP: Broad-based volumes Competition – Publics (45% of market) – Independents (35% of market) – Municipal (20% of market) Customer – Construction continues to improve – Municipal finance continues to stabilize – Small container stabilized

17

0.3% 1.4% (0.4%) 0.6% 1.8% 5.8% 3.8% 0.6% (0.3%) (0.1%) 0.2% (0.3%) (0.0%) (0.2%) 0.3% 1.3% 1.7% 0.9% 1.9% 1.7% 1.8% 1.2% 2.4% 1.2% 1.7% 3.4% 7.4% 5.4% (1.0%) 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 2Q13 3Q13 4Q13 YTD13 1Q14 2Q14 YTD14 Collection, disposal and special waste Recycling / MRF Acquisitions

Price and volume trends

ADS volume growth ADS average price growth

18

Last 5Q average vs peers(a) Last 5Q average vs peers(b)

(a) Excluding fuel fees (b) Volume excluding acquisitions and recycling Source: Company filings and disclosures 2.6% 2.2% 1.8% 1.3% 1.3% 0.0% 1.0% 2.0% 3.0% Waste Connections Advanced Disposal Waste Management Progressive Waste Republic Services 2.0% 1.8% 1.7% 0.9% (1.3%) (2.0%) 0.0% 2.0% 4.0% Republic Services Adanced Disposal Waste Connections Progressive Waste Waste Management 1.9% 2.9% 5.1% 2.6% 1.1% 0.4% 0.7% 0.2% 0.4% 0.1% 0.1% 0.4% 0.5% 0.4% 2.1% 3.3% 5.2% 2.7% 1.5% 0.9% 1.2% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 2Q13 3Q13 4Q13 YTD13 1Q14 2Q14 YTD14 Average yield Fuel fees

PF Adjusted EBITDA bridge – LTM 6/30/14 vs LTM 12/31/13

19 $376.0 $3.4 $4.2 ($2.1) ($5.0) ($6.0) ($4.9) $5.7 ($4.4) $367.0 $350 $355 $360 $365 $370 $375 $380 $385 $390 $ in millions

27.5% 26.5%

Cost controls and efficiencies

Quality of Revenue – Pricing initiatives and customer retention – Increased fee participation – ROI pricing tools – Transportation and disposal optimization Labor – Incentive pay and reduce driver shortages – Route efficiencies and productivity improvements – Residential fleet automation ~ 46% currently automated Repairs and Maintenance – Procurement efficiencies and national account pricing – Preventive maintenance program and standardization – Reduce mechanic shortages Fuel – Fuel hedge ~ 64% or 16 million diesel gallons hedged for 2015 at avg. $3.50 per gallon – CNG conversion ~ 11% of routes converted by end of 2014 Risk – Safety improvements – claim prevention – Insurance program changes – Self Insured Retention Program or Captive Other Costs – Leachate and landfill site costs – timing of capping to minimize leachate and gas issues SG&A – IT and telecommunication efficiencies – Reduce bad debt – Consolidation of back office functions 20

$66 $56 $16 $3 $75 1H 2014 1H 2013 Replacement Growth Infrastructure

Free Cash Flow & Capital expenditures

21

($ in millions)

11.0%

(a) Excludes the impact of land purchase for future airspace of $8.8 at one landfill and capital related to the start of a major municipal contract of $19.1. (b) Indicates % of total revenue corresponding to $681 million and $714 million for 1H 2014 and 1H 2013, respectively

% of revenue(b) 9.2% 0.4% 2.3% 8.2% % of revenue(b) 2014 2013 Net cash provided by operating activities 101.4 $ 81.5 $ Purchases of property & equipment (a) (75.0) (65.8) Proceeds from the sale of property & equipment 1.2 0.4 Free cash flow 27.6 16.1 Restrucutring payments 4.1 5.5 Bonuses paid in connection with the acquisition of Veolia

• 9.9

Costs associated with the acquisition of Veolia 3.5 12.3 Adjusted free cash flow 35.2 $ 43.8 $ revenue from continuing operations 681.1 $ 640.9 $ revenue from discontinued operations 0.4 73.5 Total revenue 681.5 $ 714.4 $ Adjusted free cash flow as a percentage of revenue 5.2% 6.1% 1H

– Increase EBITDA – Manage Capex – Reduce DSO – Increase DPO – Capital spend controls – Prudent capital allocation – Organic price volume growth – Accretive tuck in acquisition – New residential municipal contract awards – Operating leverage and increase density – Cost controls and efficiencies – Leverage SG&A – Balance Sheet efficiency – Interest savings

Revenue growth EBITDA margin Free cash flow Return

• n

invested capital Leverage

Key drivers of value

22

Appendix

Collection operations

– Provide curbside collection services for ~ 2.5 million residential customers through 732 municipal contracts – Long-term contracts of 5 years or longer with local government entities and under a subscription basis for individual households – Very predictable waste generation – Service 302,000 C&I customers – Typically billed monthly, current or in advance

• f service provided

– Contracts typically longer term in nature- based

• n estimated weight and service time

Residential Commercial Collection revenue by customer type Roll off – Control over 7 million tons of waste annually, serving residential, C&I, and C&D customers – Fleet of over 3,200 front line vehicles with an average age of 7 years, lower than the industry average – Provide roll-off containers and permanent (contract- based) and temporary (not contract-based) roll-off services for C&D customers – Billed bi-monthly in arrears

24

Commercial 37% Residential 39% Rolloff Permanent 16% Rolloff Temporary 8%

Disposal operations – landfill and transfer stations

– The Company owns or operates 42 landfills for municipal, construction and demolition purposes – Landfill expansion continues through strategic acquisitions and transfer station development – Landfill operations are a highly profitable segment in the waste disposal value chain – Outstanding history of compliance with state and federal environmental regulations - environmental auditing conducted regularly to ensure minimal impact

• n surroundings

– The Company’s landfills process more than 15 million tons per year – Transfer stations receive, consolidate and transfer solid waste to landfills and recycling facilities – Transfer stations enable the Company to internalize waste volumes beyond the disposal footprint through transfer and disposal contracts as well as leverage disposal options and pricing for “non-internalized” waste volumes – The Company operates 73 strategically located transfer stations – Transfer stations are part of the vertical integration of the disposal services, allowing for enhanced relationships and growth and acquisition opportunities

Landfill LTM 6/30/14 disposal revenue by segment LTM 6/30/14 disposal revenue by type Transfer

25

Midwest 41% East 29% South 30% MSW 68% C&D 12% Landfill Gas 2% Special Waste 17%

Recycling operations

– The company operates 23 recycling facilities – Approximately 530,000 tons collected annually – Materials recycled include paper, cardboard, glass aluminum and other metals – Performs small container pickup/transfer as well as bulk/bale collection for larger customers – $10/ton change in average aggregate commodity pricing would impact EBITDA by only ~$4.5mm per year

Overview Opportunity for growth

– Expansion and facilities improvement – Continue shift towards processing at internally owned facilities – Increasing demand from customers for sustainable waste options – Ability to leverage existing footprint – Partnerships with existing providers

LTM 6/30/14 sale of recyclables - revenue LTM 6/30/14 sale of recyclables - volume

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Old Corrugated Containers 52% Other Fiber 12% Other Non-fiber 18% Single Stream 18% Old Corrugated Containers 35% Other Fiber 15% Other Non-fiber 8% Single Stream 42%

$63 $71 $0 $10 $20 $30 $40 $50 $60 $70 $80 LTM 6/30/14 LTM 12/31/13 $ in millions $367 $376 $0 $100 $200 $300 $400 $500 LTM 6/30/14 LTM 12/31/13 $ in millions $1,359 $1,319 $1,000 $1,100 $1,200 $1,300 $1,400 LTM 6/30/14 LTM 12/31/13 $ in millions $167 $158 $0 $40 $80 $120 $160 $200 LTM 6/30/14 LTM 12/31/13 $ in millions

Performance update – LTM 6/30/14 vs LTM 12/31/13

Total company adjusted Free Cash Flow Total company capital expenditures PF Adjusted EBITDA – continuing operations Revenue – continuing operations

26.5% (a) 27.5% (a) 12.0% (c) 11.1% (c) 4.5% (c) 5.0% (c) 27

(b) (a) Indicates % of revenue from continuing operations before the pro forma impact of acquisitions, new contracts and synergies yet to achieve (b) Excludes the impact of land purchase for future airspace of $8.8mm at one landfill and capital related to the start of a major municipal contract of $19.1mm (c) Indicates % of total revenue corresponding to $1,391 million and $1,423 million for LTM 6/30/14 and LTM 12/31/13, respectively

Trailing Twelve Months Ended 6/30/2014 12/31/2013 Net loss $ (103.1) $ (117.8) Less loss from discontinued operations (17.7) (22.5) Loss from continuing operations (85.4) (95.3) Additions/deductions: Income tax benefit (31.0) (45.4) Interest expense, net 149.5 163.1 Depreciation and amortization 275.0 278.9 Accretion on landfill obligations 12.6 14.1 Accretion on loss contracts 0.3 — EBITDA from continuing operations $ 321.0 $ 315.4 EBITDA adjustments: Noncash impairment charges 3.1 3.1 Interest income non-cash — (0.2) Cash dividends received — 0.6 Acquisition and development costs 1.0 1.2 Stock option vesting 3.6 4.6 Earnings in equity investee and other non-cash earnings 0.6 (0.9) Restructuring charges 10.1 10.0 Loss (gain) on sale of assets 3.6 2.6 Acquisition and integration costs 17.0 25.8 Net synergies to be achieved — 7.2 Pro forma impact of acquisitions/new contracts 7.0 6.6 Adjusted pro forma EBITDA from continuing operations $ 367.0 $ 376.0

EBITDA reconciliation

28

($ in millions)

Capital Structure – June 30, 2014

29

Advanced Disposal Waste Holdings Corp. (Delaware corporation) 93% Star Atlantic Waste Holdings II, L.P. 7% Management ADS Waste Holdings Inc. (Delaware corporation) (Debt issuer)

Revolving Credit Facility 15.0 $ Term Loans 1,773.0 Senior Notes 550.0 Other Notes 4.6 Capital Leases 19.2 Total Debt 2,361.8 $ Proforma Adjusted EBITDA 367.0 $ Leverage, as defined per credit agreement 6.4x