DCP Midstream Annual Report 2012

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FY2012 Annual Report · DCP Midstream

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Sustainable Growth

2012 ANNUAL REPORT

For the years ended (amounts in millions, except per unit amounts)

12/31/12

12/31/11

12/31/10

12/31/09

12/31/08

(2)

Statements of Operations Data

Adjusted EBITDA(1)

$ 251.9

$ 199.9

$ 206.4

$ 183.8

$ 156.6

Adjusted net income attributable to partners(1)

$ 146.7

Adjusted net income per limited partner unit - basic and diluted(1)

1.89

Wtd avg limited partners units outstanding - basic

Wtd avg limited partners units outstanding - diluted

54.5

80.9

1.26

43.5

43.6

99.6

0.97

36.1

89.9

1.67

31.2

73.7

0.47

27.4

As of (amounts in millions)

Balance Sheet Data

Total assets

Long-term debt

Total partners’ equity

Noncontrolling interests

Other Financial Data

$ 2,972.0

$ 2,277.4

$ 2,147.2

$ 1,805.6

$ 1,745.1

$ 1,620.3

$ 746.8

$ 647.8

$ 613.0

$ 656.5

$ 1,047.8

$ 885.9

$ 855.9

$ 590.0

$ 612.7

35.4

$ 212.4

$ 220.1

$ 227.7

$ 167.7

Cash distributions declared per unit (3)

$ 2.700

$ 2.548

$ 2.438

$ 2.400

$ 2.390

For the years ended

Operating Statistics

Natural gas throughput (MMcf/d)

NGL gross production (Bbls/d)

NGL pipelines throughput (BBls/d)

Propane sales volume (BBls/d)

1,667

1,415

1,481

1,311

1,184

65,610

53,064

55,845

46,464

42,841

78,508

62,555

38,282

30,160

31,407

19,111

24,743

22,350

22,278

21,053

(1) Denotes a ﬁnancial measure not presented in accordance with U.S. generally accepted accounting principles, or GAAP. Each such non-GAAP ﬁnancial measure is reconciled to its most

directly comparable GAAP ﬁnancial measure on the inside back cover of this document.

(2) On April 1, 2009, we closed on the acquisition of an additional 25.1% limited liability interest in DCP East Texas Holdings, LLC (East Texas) from DCP Midstream, LLC, increasing our
total limited liability interest to 50.1% in East Texas. On January 1, 2011, we closed on the acquisition of our initial 33.33% interest in DCP Southeast Texas Holdings, GP (Southeast
Texas) from DCP Midstream, LLC, and on March 30, 2012, we closed on the acquisition of the remaining 66.67% interest. Our ﬁnancial information gives retroactive effect to the
additional 25.1% interest in East Texas and 100% interest in Southeast Texas as a combination of entities under common control, and have been accounted for similar to a pooling of
interests. Earnings for periods prior to these acquisitions are allocated to predecessor operations to derive adjusted net income per limited partner unit - basic and diluted.

(3) Cash distributions declared per limited partner unit represent cash distributions declared with respect to the four ﬁscal quarters of each year presented.

Comparative Total Returns 12/01/05 - 12/31/12

DPM
Alerian MLP Total Return Index
S&P 500 Index

DPM 223%

Alerian(1) 151%

S&P 31%

$400

$350

$300

$250

$200

$150

$100

$50

2005

2006

2007

2008

2009

2010

2011

2012

The Partnership has outperformed the MLP sector and S&P 500 indexes on a total return basis since our initial public offering in December 2005.

(1) The Alerian MLP Total Return Index (NYSE: AMZX) is a composite of the 50 most prominent energy master limited partnerships that provides a comprehensive benchmark

for this asset class. The index, which is calculated using a ﬂoat-adjusted, capitalization-weighted methodology, is disseminated real-time on a total-return basis.

Company Overview
DCP Midstream Partners, LP (NYSE: DPM), or the Partnership, is a midstream master limited partnership that
gathers, compresses, treats, processes, transports, stores and sells natural gas; produces, fractionates, transports,
stores and sells NGLs and condensate; and transports, stores and sells propane in wholesale markets.

The Partnership is managed by its
general partner, DCP Midstream GP, LP,
which in turn is managed by its general
partner, DCP Midstream GP, LLC. DCP
Midstream GP, LLC is wholly owned by
DCP Midstream, LLC (DCP Midstream),
a joint venture between its owners
Phillips 66 and Spectra Energy Corp.
DCP Midstream and DCP Midstream
Partners are collectively referred to
as the “DCP enterprise.” The DCP
enterprise is one of the nation’s largest
natural gas gatherers and processors,
and the largest producer of natural gas
liquids in the U.S. Phillips 66 (NYSE:
PSX) is one of the largest independent

Strategic Assets with Scale and Scope

50% Owned

27.4% Limited Partner Interest
0.6% General Partner Interest

PUBLIC

72% Limited
Partner Interest

As of December 31, 2012

downstream energy companies with
reﬁning, marketing, midstream and
chemicals businesses operating across the
globe. Spectra Energy Corp (NYSE: SE)
is one of North America’s premier natural
gas infrastructure companies connecting
natural gas supply sources to premium
markets in the United States and Canada.
Collectively, we call these entities our
“sponsors” and our afﬁliation with them
provides us with signiﬁcant business
opportunities. Through the ownership of
our general partner and 27.4 percent of
our limited partner units, our sponsors
are invested in, and committed to, the
success of the Partnership.

DCP Midstream Partners Plant
DCP Midstream Plant
DCP Midstream Partners Fractionator
DCP Midstream Fractionator
DCP Midstream Partners Terminal
DCP Midstream Partners Storage Facility
DCP Midstream Partners Treating Facility
DCP Midstream Partners Pipeline
DCP Midstream Pipeline
DCP Midstream Partners Pipeline Under Construction
DCP Midstream Pipeline Under Construction

The Partnership’s assets are shown here along with those
of DCP Midstream, which operates our assets on our
behalf and provides other services to us. Collectively, the
DCP enterprise has a signiﬁcant presence in major U.S.
producing basins and is well positioned to participate in
many existing and emerging shale plays.

DCP Enterprise Stats (1)
2012 Volumes

Assets

62 Plants/Treaters, 12 Fractionators

Total Throughput - 7.1 TBtu/d

63,000 miles of pipeline

Gathered and Processed - 6.2 TBtu/d

(1) Includes both DCP Midstream Partners and

Natural Gas Liquids - 402 MBbls/d

DCP Midstream volumes

2012 Annual Report 1

Letter to Unitholders from the Chairman

CEO and President’s Letter

There’s much to trumpet about the value
we are creating for our unitholders and the
path forward for DCP Midstream Partners.
We’ve spoken to you in the past about our

strong sponsorship by DCP Midstream, the
accelerating growth at the DCP enterprise, and

how important a role that the Partnership would play in funding
that growth. This one company/one enterprise strategic approach
differentiates us in the midstream MLP domain.

We are proud to report that during 2012, our laser-focused
strategy continued to create signiﬁcant long-term value for the
Partnership and its investors. During the year, the Partnership
acquired assets from DCP Midstream with a value close to a
billion dollars adding sizeable scale and supporting its sustainable
distribution payments to unitholders. And just recently, the
Partnership and DCP Midstream announced the largest dropdown
in the company’s history with the dropdown of an additional
47 percent interest in the Eagle Ford joint venture, bringing the
Partnership’s total ownership to 80 percent.

The management team has done a great job of partnering with
DCP Midstream and achieving sustainable distribution growth for the
unitholders. And we expect these joint opportunities to continue as
investment options for the DCP enterprise continue to look promising.
These opportunities will be supplemented with organic growth
projects, several of which will begin contributing to the Partnership’s
cash ﬂow in the next 18 months. Management’s balanced approach
to growth should provide long-term attractive and sustainable
distribution growth.

In 2012, we began the transition of leadership that will carry this
strategy forward; a strategy that has rewarded unitholders since our
IPO with total shareholder returns in excess of 200 percent and top
quartile unitholder returns compared to other MLPs.

I’m particularly proud of our investment in succession planning
which has brought to the fore two highly regarded leaders respected
in the industry. Wouter van Kempen has taken the reins as CEO for
both the Partnership and DCP Midstream, and the chairman of DCP
Midstream’s board of directors. Bill Waldheim, an acknowledged
expert in the natural gas liquids space, has taken the helm as
President of the Partnership. I couldn’t be more pleased. With these
two leaders, you are getting knowledgeable individuals committed to
sustainable growth and value creation.

I’ll turn it over to Wouter and Bill to share more depth on our

2012 story and where we are focused with the Partnership.

Thank you for your interest and support.

Thomas C. O’Connor
Chairman of the Board

2 DCP MIDSTREAM PARTNERS

Building on Tom’s excitement for the Partnership, we
have a great growth story that continues to unfold
and one we are conﬁdent will continue to result in
unitholder returns that are industry leading.

Let’s start ﬁrst with our safety performance—the metric on

which we place the highest value. Not everyone talks about
this in their update to unitholders, yet we believe safety
performance is a measure which speaks to the quality of any
organization. We are proud to share that as a DCP enterprise,
we achieved our best safety performance in our history. This
underscores everything we do and how we do it. Equally, we
are committed to operational excellence in the performance
of how we operate reliably and efﬁciently.

That leads us to the discipline we place on creating

value for our unitholders. The Partnership is well underway
expanding into the downstream logistics business. Our
strategy is to be a top quartile fully integrated midstream
service provider. Noted below are many of our corporate
accomplishments, as well as a brief summary of dropdown
and organic growth project accomplishments. We are well
down the road on achieving our strategic goals.

• The Partnership has grown its enterprise value of
approximately $5 billion, with over $1 billion of
dropdowns and organic projects in 2012 including
the announced Eagle Ford dropdown.

• We have consistently exceeded the performance of the

Alerian and S&P 500 indices.

• We have completed 9 consecutive quarters of distribution

increases.

• In 2013, we are targeting a 6 percent to 8 percent

distribution growth, and in 2012, we achieved 6 percent
distribution growth.

Long-term ﬁnancial performance is a track record we’re
committed to delivering. And we’re proud we’ve done that
since our onset.

Our Expanding Footprint

Looking ahead, we envision continued substantial growth

for the Partnership based on an investment strategy with
DCP Midstream that provides a visible pipeline of growth
opportunities. In the past two-year period, including our
recently announced dropdown of an additional 47 percent
interest in the Eagle Ford joint venture, we have invested a
cumulative $2.4 billion in growth through dropdowns from
DCP Midstream, organic growth and acquisitions. Looking
ahead, by 2014, we will have invested another approximate
$3 billion in growth.

9
5
0
$

7
5
0
$

5
5
0
$

3
5
0
$

0
6
0
$

1
6
0
$

5
7
1
6
0
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0
5
2
6
0
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2
3
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0
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4
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5
6
0
$

6
6
0
$

7
6
0
$

8
6
0
$

9
6
0
$

Quarterly Distributions Since IPO

(dollars per unit)

5
6
4
0
$

5
0
4
0
$

3
4
0
$

8
3
0
$

5
3
0
$

$0.60

$0.50

$0.40

$0.30

$0.20

$0.10

1Q/06

2Q/06

3Q/06 4Q/06

1Q/07

2Q/07

3Q/07 4Q/07

1Q/08

2Q/08

3Q/08 4Q/08

1Q/09

2Q/09

3Q/09

4Q/09

1Q/10

2Q/10

3Q/10

4Q/10

1Q/11

2Q/11

3Q/11

4Q/11 1Q/12 2Q/12 3Q/12 4Q/12

Here’s where we extended our footprint in 2012:

We acquired:

• the remaining 50 percent interest in East Texas;

• the remaining two-thirds interest in Southeast Texas;

• minority interests in two Mont Belvieu fractionators;

• a 10 percent interest in the Texas Express NGL pipeline,

extending from Skellytown to Mont Belvieu; and

• the Crossroads processing plant and its associated
gathering system, which is now integrated with our
East Texas system.

Organically:

• we constructed the 200 MMcf/d Eagle natural gas

processing plant in the prominent Eagle Ford shale;

• the Eagle Ford joint venture began building the new

200 MMcf/d Goliad natural gas processing plant. This
joint venture gives the Partnership a signiﬁcant position in
the Eagle Ford basin with over 900,000 acres supporting
ts; and
d
long-term agreements; and

nts;

• the Discovery system’s
m’s
m
Keathley
K
construction of the Keathley
Canyon project, an addition of
ddition of
a
200 miles of large diameter
iameter
d
deepwater gas
gathering system.

These projects
continue to diversify
our business and
expand our fee-based
margins. Through our
dropdown transactions
with DCP Midstream,
we received direct
commodity hedges,
which further stabilize

our margins. Altogether, this equates to 90 percent of our
business being fee-based or hedged in 2013—a very attractive
offering to unitholders.

DCP Midstream and DCP Midstream Partners, as an

enterprise, have an enviable set of assets, which sit squarely
between a growing resource base and expanding petrochemical
and energy markets. Being a sponsored MLP, this enterprise view
distinguishes us from other MLPs.

A Solid Financial Plan

The Partnership stands out with its across-the-board
investment grade ratings from Fitch, Moody’s and Standard
& Poor’s. The Partnership has demonstrated strong capital
markets execution, maintaining attractive liquidity and cost of
capital metrics.

These efforts led to another solid year of securing competitive

y
y

g
g

cost of capital and access to capital markets – shown by
$850 million in debt offerings and approximately $500 million
in equity raised in 2012. In addition, we just issued our largest
q
q
equity offering ever in March 2013 followed by a successful
$500 million debt offering. We believe as the Partnership
$500 million deb
grows into a large
grows into a larger public entity, it will represent a more
visible and attractive marker for the value of the enterprise.
visible and attrac
And this translate
And this translates to our target of supporting top quartile
total unitholder returns.
total unitholder r
We look forwa
We look forward to keeping you updated throughout 2013
on our progress in executing on the pipeline of growth
on our pr
projects
projects. We’re committed to growing unitholder
value, and with our strong MLP sponsored growth
value, a
from D
from DCP Midstream and its owners, we are well on
our way to sharing more good news with you.
our wa
Tha
Thanks as always for your interest in
the Partnership.
the Pa

Wouter T. van Kempen
Chief Executive Ofﬁcer

William S. Waldheim
President and Director

2012 Annual Report 3

Our Business

The midstream natural gas industry is the link between the exploration and production of natural gas, and the delivery of its
components to end-use markets.
components to end-use markets.

Natural Gas

Transportation Lines/Storage/LNG Facilities

Gas
End-Users

Wellhead
(Onshore and
Offshore)

Gas and Crude
Gathering

Gas Processing
Plants

Mixed Product
and Crude
Pipelines

Fractionation/
Reﬁnery/ Upgrading
Facilities

NGL/Crude/
Reﬁned Product
Pipelines/Facilities

Terminal/
Storage
Facilities

Transportation
Lines/Rail/Trucks/
Marine Barges/Tankers

Retailers/End-
Users/Retail
Stations

We are a must-run sector that gathers, compresses, treats,
processes, transports, stores, and sells natural gas, as well as
produces, fractionates, transports, stores and sells natural gas
liquids and condensate, and transports, stores and sells propane
in wholesale markets.

Approximately 75 percent of the country’s natural gas must

be processed after it is produced and before it can enter the
marketplace and serve end-users.

Our three business segments are Natural Gas Services, Natural

Gas Liquids (NGL) Logistics, and Wholesale Propane Logistics.

As gas is produced at the wellhead, it is ﬁrst gathered and delivered to
a centralized point for processing. The gas processing plant collectively
separates the natural gas liquids (NGLs) — ethane, propane, butane,
and other NGLs — from the gas stream. The processed gas now meets
long-haul gas pipeline speciﬁcations and is transported to end-users.
The separated NGLs are transported by NGL pipelines or trucks to a
fractionation facility where the NGLs are further separated into their
constituent parts before transport to end-use markets.

Our Strategy

Partnering with DCP Midstream to Grow the DCP Enterprise.

Business Strategies

We employ a multifaceted strategy of dropdowns,
acquiring, and building assets to deliver sustainable
distribution growth to our unitholders. We have a talented
team of operations and commercial managers, diligently
maximizing the proﬁtability of our existing assets. Since our
initial public offering, we have invested over $2.8 billion
in growth capital, with the majority deployed on dropdowns
and third party acquisitions. Our access to capital markets
supports our ability
to be a key funding
vehicle for the DCP
enterprise growth.

Organic
Projects 14%

Dropdowns
56%

Growth Since IPO

Third Party
Acquisitions 30%

4 DCP MIDSTREAM PARTNERS

Dropdown: Maximize opportunities

with DCP Midstream

• Pursue accretive dropdown opportunities

Acquire: Pursue strategic and accretive
third party acquisitions

• Consolidate and expand existing infrastructure
• Pursue new lines of business and expand

geographic areas

• Acquire assets from third parties

Build: Capitalize on economically attractive
organic expansion opportunities

• Expand existing infrastructure
• Develop projects in new areas

Natural Gas Services
The Natural Gas Services segment’s portfolio is geographically diverse, with a mix of fee and commodity
based businesses. Our commodity position is substantially hedged for a multi-year period and thereby
provides stability to cash ﬂows in support of distributions.

Gathering and
Processing Assets

Processing Plants - 17

Processing Capacity net
(MMcf/d) - 1,910

Gathering/Transport System
Length (Miles) - 11,435

Treating Plants - 5

Treating Capacity net

(MMcf/d @ 10% CO2) - 539

Storage Capacity

(Bcf of working gas) - 9

Our geographically diverse
operating footprint provides
multiple platforms for growth.

This segment boasts a signiﬁcant presence spanning

from the offshore Gulf Coast through the Eagle Ford
shale, Southeast Texas, East Texas, Northern Louisiana,
the Midcontinent, the Rockies, and the Antrim Shale in
Michigan. Our diverse geographic footprint is a strong
attribute as it provides us with access to multiple resource
plays, both oil and gas, as well as conventional and
unconventional plays.

Our assets in this segment have an attractive market
position, with an aggregate of almost 2 billion cubic feet
per day of net processing capacity, over 500 million
cubic feet per day (MMcf/d) net treating capacity, and
approximately 11,400 miles of pipeline. In total, the
Natural Gas Services segment consists of seventeen
processing plants, ﬁve NGL fractionators, ﬁve treaters and
two natural gas storage facilities.

We continued executing on our multi-faceted growth

strategy, with an emphasis on dropdowns from our
general partner:

• One of our recent expansions is the expected dropdown
of an additional 47 percent interest in the Eagle Ford
joint venture from DCP Midstream, bringing our total
ownership to 80 percent. The Eagle Ford system
consists of ﬁve cryogenic processing plants with 760
MMcf/d processing capacity, approximately 6,000
miles of gathering systems, and three fractionators
with approximately 36,000 barrels per day capacity.
The ﬁrst 33 percent interest dropdown closed in
November 2012 and the additional 47 percent interest
is expected to close in March 2013.

Our wholly owned Eagle Plant generates 100% fee-based earnings for the
Partnership in the proliﬁc Eagle Ford Shale play.

2012 Annual Report 5

• Our Minden system consists of a cryogenic processing
plant with a capacity of 115 MMcf/d and a 725-mile
gathering system.

• Our Ada system consists of a refrigeration processing
plant with a capacity of 45 MMcf/d and a 130-mile
gathering system.

• Our Pelico system is a 600-mile intrastate

natural gas gathering and transportation pipeline
with connections to the Minden and Ada
processing plants.

• We own a 40 percent non-operating interest in the

Discovery system, which offers a full range of wellhead
to market services to both onshore and offshore
natural gas producers.

• The Southern Oklahoma system consists of a

225-mile gathering system.

• The Wyoming system consists of 1,400 miles of
pipeline in the Powder River Basin in Wyoming.

Since our initial public offering, we have invested
approximately $2.0 billion in this segment. We believe
our expanding scale offers a platform to capture bolt-on
acquisitions and organic opportunities.

Natural Gas Services Continued

• In addition to our existing assets, the Eagle Ford

joint venture is constructing the Goliad Plant, a 200
MMcf/d cryogenic natural gas processing plant in the
Eagle Ford shale that we expect to be completed in
2014. We currently own a one-third interest in the
Goliad Plant. Subsequent to the additional Eagle Ford
dropdown, we will own 80 percent of the Goliad Plant.

• One of our major organic projects in this segment is

the Keathley Canyon Connector pipeline expansion for
the Discovery system in the deepwater Gulf of Mexico,
which will provide fee-based margins under long-term
contracts. This project has an expected in-service date
of mid-2014.

• Another of our recent investments is the acquisition of
the 80 MMcf/d Crossroads cryogenic processing plant
and associated gathering system in East Texas.

In addition to our recent Eagle Ford dropdown, the

segment’s other systems include:

• Our Southeast Texas system is a fully integrated
midstream business that includes 675 miles of
natural gas pipelines, three processing plants totaling
400 MMcf/d of processing capacity, an 8 billion cubic
feet high deliverability salt dome storage facility
and favorable access to interstate and intrastate
gas markets.

• Our East Texas system includes 900 miles of

pipeline, six processing plants totaling 860 MMcf/d of
processing capacity, and a fractionator with 11,000
barrels per day capacity.

• In our Michigan system, we own approximately 330
miles of gathering pipeline in the Antrim Shale that
gathers to a complex of four treating plants. We own
partial interests in three residue intrastate pipelines
totaling over 100 miles of pipe.

• We own a 75 percent interest in the Colorado system,
which gathers natural gas in the Piceance Basin of
western Colorado.

Our multi-year hedges and fee-based margins provide stable cash ﬂows
for our natural gas services segment.

6 DCP MIDSTREAM PARTNERS

NGL Logistics
The NGL Logistics segment consists of our recently acquired minority interests in two non-operated Mont
Belvieu fractionators, a minority interest in the Texas Express Pipeline, two DJ Basin NGL fractionators,
our Marysville NGL storage facility, and four NGL pipelines that are integrated with gas processing plants
owned by the Partnership, DCP Midstream, and third parties.

Denver
CO
CO

Wattenberg
Pipeline

C
Conway
Hub

Bushton

Texas Express
Pipeline

Black Lake
Pipeline

Wilbreeze
Pipeline
Formosa Point
mmmmmosaosaosa PoinPoinPoinPoino ttt
Comfort Complex

Houston

LA
Mont Belvieu Hub

Texas Brine Storage
g
Seabreeze Pipeline

MI
Marysville
Storage

DCP Midstream Partners Gas Plant
DCP Midstream Partners NGL Pipeline
DCP Midstream Partners Storage Facility
DCP Midstream Partners Fractionator
NGL Pipeline Under Construction
DCP Midstream Gas Plant
Third Party Owned Facility
Third Party Owned NGL Pipeline

NGL Logistics

System
Length (Miles) - 890

Throughput
Capacity (MBbls/d) - 114

Storage Capacity (gallons) -
285 million

Fractionators - 4 (2 owned
and 2 minority interests)

Our NGL pipelines provide
a strategic market outlet
for NGLs produced from
plants owned by DCP
Midstream, the Partnership,
and third parties.

This segment began with an interest in the Black Lake

and Seabreeze NGL pipelines along the Gulf Coast of
Texas, followed thereafter with construction of the Wilbreeze
NGL pipeline. This business was bolstered in 2010 with
the acquisitions of our Wattenberg NGL pipeline, additional
interests in the Black Lake NGL pipeline, and the Marysville
NGL storage facility. In 2011, we acquired our DJ Basin
NGL fractionators located in Colorado and completed the
Wattenberg NGL pipeline expansion. In 2012, we acquired
our minority interests in two non-operated fractionators in
Mont Belvieu, Texas.

In February 2013, we announced a long-term ethane storage

agreement with Nova Chemical underpinning the expansion
of our Marysville NGL storage facility. Our investment in this
project includes new ethane storage capacity of approximately
one million barrels. This expansion will serve the growing
needs for the incremental NGL storage capacity for Utica and
Marcellus production.

Our network of NGL pipelines is continuing to experience
increasing volumes with the increasing NGL production from
the liquids rich shale plays.

In 2012, we continued to diversify and expand our NGL
Logistics segment through a dropdown from our general partner
and an acquisition:

• The July 2012 acquisition of two strategically located
non-operated Mont Belvieu fractionators from DCP
Midstream will provide fee-based margins and added
diversiﬁcation. The 12.5 percent interest in the
Enterprise fractionator and 20 percent ownership
interest in the Mont Belvieu 1 fractionator represents
approximately 55,000 to 60,000 barrels per day of
fractionation capacity.

• The April 2012 acquisition of a 10 percent ownership
interest in the Texas Express Pipeline joint venture
expanded the segment’s footprint and provided much
needed takeaway capacity from the Rockies, Permian
Basin and Midcontinent to the Gulf Coast. The 580-
mile, 20-inch diameter NGL pipeline extends from
Skellytown, Texas, to a NGL fractionation and storage
complex in Mont Belvieu, in which we own a minority
interest. The pipeline is underpinned by long-term ship
or pay agreements.

This segment is expected to continue to grow, generating

predominantly fee-based margins and offering broader
exposure to the midstream value chain. It has been and will
continue to be a key focus area for us as we grow
the Partnership.

2012 Annual Report 7

Wholesale Propane Logistics
Our Wholesale Propane Logistics segment enjoys a very favorable market position as one of the largest
wholesale propane suppliers in the Northeast and Mid-Atlantic.

Propane Terminals

Rail - 6

Pipeline - 1

Marine (Leased) - 1

Marine (Owned) - 1

Net Storage
Capacity (Bbls) - 977,000

Natural Gas Services

Multiple supply options allow
us to source propane to meet
customer requirements via ship,
rail, or pipeline.

Midland

York

Chesapeake

Berlin

Bangor

Auburn

Albany

Westfield

Providence

DCP Midstream Partners Terminal
Open Access Pipeline Terminal
Buckeye Pipeline (third party)
TEPPCO Pipeline (third party)

Our business includes six owned rail terminals, an owned marine

terminal, a leased marine terminal and a pipeline terminal.
The business is uniquely supported by domestic and international
propane supply received via rail, multiple pipelines as well as two
marine terminals.

Our business model leverages the strong logistics capabilities of
the DCP enterprise. The combination of these capabilities and our
supply diversity provides us a competitive advantage, allowing us
to not only supply our base business but also to capture upside
opportunities during favorable market conditions.

In January 2013, we exported 6 million gallons of propane
from our Chesapeake terminal. Further work is required to export
on an ongoing basis; however, we are encouraged by the
commercial results.

The majority of our earnings from this segment are generated
during the winter heating season. Our contracts tie the sales and
purchase prices to the same index, which essentially locks in a
ﬁxed margin.

This segment has minimal maintenance capital requirements.
Since we acquired these assets, the Wholesale Propane Logistics
segment has experienced steady growth. We continue to pursue
growth and organic build opportunities.

Our multiple supply sources and logistic capabilities provide strong
competitive positioning.

8 DCP MIDSTREAM PARTNERS

UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K

(Mark One)
È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended: December 31, 2012

‘ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from

Commission file number: 001-32678

DCP MIDSTREAM PARTNERS, LP

(Exact name of registrant as specified in its charter)

Delaware
(State or other jurisdiction
of incorporation or organization)

370 17th Street, Suite 2500
Denver, Colorado
(Address of principal executive offices)

03-0567133
(I.R.S. Employer
Identification No.)

80202
(Zip Code)

Registrant’s telephone number, including area code: 303-633-2900
Securities registered pursuant to Section 12(b) of the Act:

Title of Each Class:

Name of Each Exchange on Which Registered:

Common Units Representing Limited Partner Interests

New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act:
NONE

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act

of 1933. Yes È No ‘

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Securities

Exchange Act of 1934, or the Act. Yes ‘ No È

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Act
during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been
subject to such filing requirements for the past 90 days. Yes È No ‘

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every
Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during
the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes È No ‘
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and

will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference
in Part III of this Form 10-K or any amendment to this Form 10-K. ‘

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a
smaller reporting company. See definition of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in
Rule 12b-2 of the Act. (Check one):
Large accelerated filer È

Non-accelerated filer ‘

Accelerated filer ‘

Smaller reporting company ‘

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ‘ No È

The aggregate market value of common units held by non-affiliates of the registrant on June 30, 2012, was approximately
$1,618,328,000. The aggregate market value was computed by reference to the last sale price of the registrant’s common units on the
New York Stock Exchange on June 30, 2012.

As of February 22, 2013, there were outstanding 61,346,058 common units.

DOCUMENTS INCORPORATED BY REFERENCE:

None.

[THIS PAGE INTENTIONALLY LEFT BLANK]

DCP MIDSTREAM PARTNERS, LP
FORM 10-K FOR THE YEAR ENDED DECEMBER 31, 2012

TABLE OF CONTENTS

Item

PART I.

1. Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1A. Risk Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1B. Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2. Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3. Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4. Mine Safety Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART II.

5. Market for Registrant’s Common Units, Related Unitholder Matters and Issuer Purchases of

Common Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6. Selected Financial Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7. Management’s Discussion and Analysis of Financial Condition and Results of Operations . . . . . . .

7A. Quantitative and Qualitative Disclosures about Market Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8. Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure . . . . . . .

9A. Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9B. Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART III.

10. Directors, Executive Officers and Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11. Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

12. Security Ownership of Certain Beneficial Owners and Management and Related Unitholder

Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13. Certain Relationships and Related Transactions, and Director Independence . . . . . . . . . . . . . . . . . .

14. Principal Accountant Fees and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

15. Exhibits and Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Signatures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Exhibit Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART IV.

Page

102

173

175

182

196

197

203

204

223

225

The following is a list of certain industry terms used throughout this report:

GLOSSARY OF TERMS

Bbl

. . . . . . . . . . . . . . . . . . . . . . . . .

barrel

Bbls/d . . . . . . . . . . . . . . . . . . . . . . .

barrels per day

Bcf

. . . . . . . . . . . . . . . . . . . . . . . . .

one billion cubic feet

Bcf/d . . . . . . . . . . . . . . . . . . . . . . . .

one billion cubic feet per day

Btu . . . . . . . . . . . . . . . . . . . . . . . . .

British thermal unit, a measurement of energy

Fractionation . . . . . . . . . . . . . . . . . .

the process by which natural gas liquids are separated into individual
components

Frac spread . . . . . . . . . . . . . . . . . . .

price differences, measured in energy units, between equivalent
amounts of natural gas and NGLs

MBbls . . . . . . . . . . . . . . . . . . . . . . .

one thousand barrels

MMBbls . . . . . . . . . . . . . . . . . . . . .

one million barrels

MBbls/d . . . . . . . . . . . . . . . . . . . . .

one thousand barrels per day

MMBtu . . . . . . . . . . . . . . . . . . . . . .

one million Btus

MMBtu/d . . . . . . . . . . . . . . . . . . . .

one million Btus per day

MMcf . . . . . . . . . . . . . . . . . . . . . . .

one million cubic feet

MMcf/d . . . . . . . . . . . . . . . . . . . . . .

one million cubic feet per day

NGLs . . . . . . . . . . . . . . . . . . . . . . .

natural gas liquids

Throughput . . . . . . . . . . . . . . . . . . .

the volume of product transported or passing through a pipeline or other
facility

CAUTIONARY STATEMENT ABOUT FORWARD-LOOKING STATEMENTS

Our reports, filings and other public announcements may from time to time contain statements that do not

directly or exclusively relate to historical facts. Such statements are “forward-looking statements” within the
meaning of the Private Securities Litigation Reform Act of 1995. You can typically identify forward-looking
statements by the use of forward-looking words, such as “may,” “could,” “project,” “believe,” “anticipate,”
“expect,” “estimate,” “potential,” “plan,” “forecast” and other similar words.

All statements that are not statements of historical facts, including statements regarding our future

financial position, business strategy, budgets, projected costs and plans and objectives of management for future
operations, are forward-looking statements.

These forward-looking statements reflect our intentions, plans, expectations, assumptions and beliefs about

future events and are subject to risks, uncertainties and other factors, many of which are outside our control.
Important factors that could cause actual results to differ materially from the expectations expressed or implied
in the forward-looking statements include known and unknown risks. Known risks and uncertainties include,
but are not limited to, the risks set forth in “Item 1A. Risk Factors”, as well as the following risks and
uncertainties:

• the extent of changes in commodity prices and the demand for our products and services, our ability to

effectively limit a portion of the adverse impact of potential changes in prices through derivative
financial instruments over an extended period, and the potential impact of price and producers’ access to
capital on natural gas drilling, demand for our services, and the volume of NGLs and condensate
extracted;

• general economic, market and business conditions;

• the level and success of natural gas drilling around our assets, the level and quality of gas production

volumes around our assets and our ability to connect supplies to our gathering and processing systems in
light of competition;

• our ability to grow through contributions from affiliates, acquisitions, or organic growth projects, and

the successful integration and future performance of such assets;

• our ability to access the debt and equity markets and the resulting cost of capital, which will depend on
general market conditions, our financial and operating results, inflation rates, interest rates and our
ability to effectively limit a portion of the adverse effects of potential changes in interest rates by
entering into derivative financial instruments, our ability to comply with the covenants in our loan
agreements and our debt securities, as well as our ability to maintain our credit ratings;

• the demand for NGL products by the petrochemical, refining or other industries;

• our ability to purchase propane from our suppliers and make associated profitable sales transactions for

our wholesale propane logistics business;

• our ability to construct facilities on budget and in a timely fashion, which is partially dependent on

obtaining required construction, environmental and other permits issued by federal, state and municipal
governments, or agencies thereof, the availability of specialized contractors and laborers, and the price
of and demand for materials;

• the creditworthiness of counterparties to our transactions;

• weather and other natural phenomena, including their potential impact on demand for the commodities

we sell and the operation of company-owned and third party-owned infrastructure;

• new, additions to and changes in laws and regulations, particularly with regard to taxes, safety and

protection of the environment, including climate change legislation and hydraulic fracturing regulations,
or the increased regulation of our industry, and their impact on producers and customers served by our
systems;

• our ability to obtain insurance on commercially reasonable terms, if at all, as well as the adequacy of

insurance to cover our losses;

iii

• the amount of gas we gather, compress, treat, process, transport, sell and store, or the NGLs we produce,
fractionate, transport and store, may be reduced if the pipelines and storage and fractionation facilities to
which we deliver the natural gas or NGLs are capacity constrained and cannot, or will not, accept the
gas or NGLs;

• industry changes, including the impact of consolidations, alternative energy sources, technological

advances and changes in competition; and

• the amount of collateral we may be required to post from time to time in our transactions, including

changes resulting from the Dodd-Frank Wall Street Reform and Consumer Protection Act.

In light of these risks, uncertainties and assumptions, the events described in the forward-looking
statements might not occur or might occur to a different extent or at a different time than we have described.
The forward-looking statements in this report speak as of the filing date of this report. We undertake no
obligation to publicly update or revise any forward-looking statements, whether as a result of new information,
future events or otherwise.

Item 1. Business

OUR PARTNERSHIP

DCP Midstream Partners, LP (along with its consolidated subsidiaries, “we,” “us,” “our,” or the
“partnership”) is a Delaware limited partnership formed in August 2005 by DCP Midstream, LLC to own,
operate, acquire and develop a diversified portfolio of complementary midstream energy assets. We are
currently engaged in the business of gathering, compressing, treating, processing, transporting, storing and
selling natural gas; producing, fractionating, transporting, storing and selling NGLs and condensate; and
transporting, storing and selling propane in wholesale markets. Supported by our relationship with DCP
Midstream, LLC and its owners, Spectra Energy Corp, or Spectra Energy, and Phillips 66, we have a
management team dedicated to executing our growth strategy by acquiring and constructing additional assets.
Prior to May 2012, DCP Midstream, LLC and its subsidiaries and affiliates, collectively referred to as DCP
Midstream, LLC, were owned 50% by Spectra Energy and 50% by ConocoPhillips. In May 2012,
ConocoPhillips separated its business into two stand-alone publicly traded companies. As a result of this
transaction, DCP Midstream, LLC is no longer owned 50% by ConocoPhillips. ConocoPhillips’ 50% ownership
interest in DCP Midstream, LLC has been transferred to the new downstream company, Phillips 66.

Our operations are organized into three business segments: Natural Gas Services, NGL Logistics and

Wholesale Propane Logistics. A map representing the geographic location and type of our assets for all
segments is set forth below. Additional maps detailing the individual assets can be found on our website at
www.dcppartners.com. Our website and the information contained on that site, or connected to that site, are not
incorporated by reference into this report. For more information on our segments, see the “Our Operating
Segments” discussion below.

OVERVIEW AND STRATEGIES

Our Business Strategies

Our primary business objectives are to have sustained company profitability, a strong balance sheet and
profitable growth thereby increasing our cash distribution per unit over time. We intend to accomplish these
objectives by executing the following business strategies:

Dropdown: maximize opportunities provided by our partnership with DCP Midstream, LLC. We
plan to execute our growth in part through pursuing accretive dropdown opportunities from DCP Midstream,
LLC. We believe there will continue to be significant opportunities as DCP Midstream, LLC continues to
build its infrastructure. Given the significant level of growth opportunities currently in DCP Midstream,

LLC’s footprint, we would expect relatively more emphasis on dropdown activities over the next few years.
However, we cannot say with any certainty that these opportunities will be made available to us, or that we
will choose to pursue any such opportunity.

Acquire: pursue strategic and accretive third party acquisitions. We pursue strategic and accretive

third party acquisition opportunities within the midstream energy industry, both in new and existing lines
of business, and geographic areas of operation. We believe there will continue to be acquisition
opportunities as energy companies continue to divest their midstream assets.

Build: capitalize on organic expansion opportunities. We continually evaluate economically

attractive organic expansion opportunities to construct midstream systems in new or existing operating
areas. For example, we believe there are opportunities to expand several of our gas gathering systems to
attach increased volumes of natural gas produced in the areas of our operations or to build new processing
capacity. We also believe there are opportunities to continue to expand our NGL Logistics and Wholesale
Propane Logistics businesses.

Our Competitive Strengths

We believe that we are well positioned to execute our business strategies and achieve one of our primary
business objectives of increasing our cash distribution per unit because of the following competitive strengths:

Affiliation with DCP Midstream, LLC and its owners. Our relationship with DCP Midstream, LLC

and its owners, Spectra Energy and Phillips 66, should continue to provide us with significant business
opportunities. DCP Midstream, LLC is one of the largest gatherers of natural gas (based on wellhead
volume), and the largest producer and marketer of NGLs in the United States. This relationship also
provides us with access to a significant pool of management talent. We believe our strong relationships
throughout the energy industry, including with major producers of natural gas and NGLs in the United
States, will help facilitate the implementation of our strategies. Additionally, we believe DCP Midstream,
LLC, which operates most of our assets on our behalf, has established a reputation in the midstream
business as a reliable and cost-effective supplier of services to our customers, and has a track record of
safe, efficient and environmentally responsible operation of our facilities.

We believe we are an important growth vehicle and a key source of funding for DCP Midstream, LLC

to pursue the acquisition, expansion and organic construction of midstream natural gas, NGL, wholesale
propane and other complementary midstream energy businesses and assets. DCP Midstream, LLC has also
provided us with growth opportunities through acquisitions directly from it and joint ventures with it. We
believe we will have future opportunities to make additional acquisitions with or directly from DCP
Midstream, LLC as well as form joint ventures with it; however, we cannot say with any certainty which,
if any, of these opportunities may be made available to us, or if we will choose to pursue any such
opportunity. In addition, through our relationship with DCP Midstream, LLC and its owners, we believe
we have strong commercial relationships throughout the energy industry and access to DCP Midstream,
LLC’s broad operational, commercial, technical, risk management and administrative infrastructure.

DCP Midstream, LLC has a significant interest in us through its approximately 1% general partner

interest in us, its ownership of our incentive distribution rights and an approximately 27% limited partner
interest in us. We were party to an omnibus agreement, or the Omnibus Agreement, with DCP Midstream,
LLC and some of its affiliates that governed our relationship among them regarding the operation of most
of our assets, as well as certain reimbursements and other matters. On February 14, 2013, we entered into a
Services Agreement with DCP Midstream, LLC, which replaces the Omnibus Agreement, whereby DCP
Midstream, LLC will continue to provide us with the general and administrative services previously
provided under the Omnibus Agreement. The annual amounts payable in future years to DCP Midstream,
LLC under the Services Agreement will be consistent with the fee structure previously payable under the
Omnibus Agreement. Pursuant to the Services Agreement, we will reimburse DCP Midstream, LLC for
expenses and expenditures incurred or payments made on our behalf.

Strategically located assets. Each of our business segments has assets that are strategically located
in areas with the potential for increasing each of our business segments’ volume throughput and cash flow

generation. Our Natural Gas Services segment has a strategic presence in several active natural gas
producing areas including Texas, Michigan, Colorado, Louisiana, the Gulf of Mexico, Oklahoma, and
Wyoming. These natural gas gathering systems provide a variety of services to our customers including
natural gas gathering, compression, treating, processing, fractionation, storage and transportation services.
The strategic location of our assets, coupled with their geographic diversity, presents us with continuing
opportunities to provide competitive natural gas services to our customers and attract new natural gas
production. Our NGL Logistics segment has strategically located NGL transportation pipelines in Texas,
Colorado, Kansas, and Louisiana, which are major NGL producing regions, and an NGL storage facility in
Michigan. Our NGL pipelines connect to various natural gas processing plants and transport the NGLs to
large fractionation facilities, a petrochemical plant or a third party underground NGL storage facility along
the Gulf Coast. Our NGL storage facility in Michigan is strategically adjacent to the Sarnia, Canada
refinery and petrochemical corridor. Our Wholesale Propane Logistics Segment has terminals in the mid-
Atlantic, northeastern and upper midwestern states that are strategically located to receive and deliver
propane to some of the largest demand areas for propane in the United States.

Stable cash flows. Our operations consist of a favorable mix of fee-based and commodity-based

services, which together with our commodity hedging program, generate relatively stable cash flows.
While certain of our gathering and processing contracts subject us to commodity price risk, we have
mitigated a portion of our currently anticipated natural gas, NGL and condensate commodity price risk
associated with the equity volumes from our gathering and processing operations through 2016 with fixed
price commodity swaps and collar arrangements.

Integrated package of midstream services. We provide an integrated package of services to natural

gas producers, including gathering, compressing, treating, processing, transporting, storing and selling
natural gas, as well as producing, fractionating, transporting, storing and selling NGLs and condensate. We
believe our ability to provide all of these services gives us an advantage in competing for new supplies of
natural gas because we can provide substantially all services that producers, marketers and others require
to move natural gas and NGLs from wellhead to market on a cost-effective basis.

Comprehensive propane logistics systems. We have multiple propane supply sources and terminal

locations for wholesale propane delivery. We believe our diversity of supply sources and logistics
capabilities along with our propane storage assets and services allow us to provide our customers with
reliable supplies of propane during periods of tight supply. These capabilities also allow us to moderate the
effects of commodity price volatility and reduce significant fluctuations in our sales volumes.

Experienced management team. Our senior management team and board of directors include some
of the most senior officers and former senior officers of DCP Midstream, LLC and other energy companies
who have extensive experience in the midstream industry. We believe our management team has a proven
track record of enhancing value through the acquisition, optimization and integration of midstream assets.

Midstream Natural Gas Industry Overview (Natural Gas Services and NGL Logistics)

General

The midstream natural gas industry is the link between exploration and production of natural gas and the

delivery of its components to end-use markets, and consists of the gathering, compressing, treating, processing,
transporting, storing and selling of natural gas, and producing, fractionating, transporting, storing and selling
NGLs.

Once natural gas is produced from wells, producers then seek to deliver the natural gas and its components

to end-use markets. The following diagram illustrates the natural gas gathering, processing, fractionation,
storage and transportation process, which ultimately results in natural gas and its components being delivered to
end-users.

Natural Gas Gathering

The natural gas gathering process begins with the drilling of wells into gas-bearing rock formations. Once
the well is completed, the well is connected to a gathering system. Onshore gathering systems generally consist
of a network of small diameter pipelines that collect natural gas from points near producing wells and transport
it to larger pipelines for further transmission.

Natural Gas Compression

Gathering systems are generally operated at design pressures that will maximize the total throughput from

all connected wells. Since wells produce at progressively lower field pressures as they deplete, it becomes
increasingly difficult to deliver the remaining lower pressure production from the well against the prevailing
gathering system pressures. Natural gas compression is a mechanical process in which a volume of wellhead
gas is compressed to a desired higher pressure, allowing gas to flow into a higher pressure downstream pipeline
to be brought to market. Field compression is typically used to lower the pressure of a gathering system to
operate at a lower pressure or provide sufficient pressure to deliver gas into a higher pressure downstream
pipeline. If field compression is not installed, then the remaining natural gas in the ground will not be produced
because it cannot overcome the higher gathering system pressure. In contrast, if field compression is installed,
then a well can continue delivering production that otherwise would not be produced.

Natural Gas Processing

The principal component of natural gas is methane, but most natural gas produced at the wellhead also

contains varying amounts of NGLs including ethane, propane, normal butane, isobutane and natural gasoline.
NGLs have economic value and are utilized as a feedstock in the petrochemical and oil refining industries or
directly as heating, engine or industrial fuels. Long-haul natural gas pipelines have residue natural gas
specifications as to the maximum NGL content of the gas to be shipped. In order to meet quality standards for
long-haul pipeline transportation, natural gas collected at the wellhead through a gathering system may need to
be processed to separate hydrocarbon liquids from the natural gas that can have higher values as NGLs. NGLs
are typically recovered by cooling the natural gas until the NGLs become separated through condensation.
Cryogenic recovery methods are processes where this is accomplished at temperatures lower than minus 150°F.
These methods provide higher NGL recovery yields.

In addition to NGLs, natural gas collected at the wellhead through a gathering system may also contain

impurities, such as water, sulfur compounds, nitrogen or helium, which must also be removed to meet the

quality standards for long-haul pipeline transportation. As a result, gathering systems and natural gas processing
plants will typically provide ancillary services prior to processing such as dehydration, treating to remove
impurities and condensate separation. Dehydration removes water from the natural gas stream, which can form ice
when combined with natural gas and cause corrosion when combined with carbon dioxide or hydrogen sulfide.
Natural gas with a carbon dioxide or hydrogen sulfide content higher than permitted by pipeline quality standards
requires treatment with chemicals called amines at a separate treatment plant prior to processing. Condensate
separation involves the removal of liquefied hydrocarbons from the natural gas stream. Once the condensate has
been removed, it may be stabilized for transportation away from the processing plant via truck, rail, or pipeline.

Natural Gas and NGL Transportation and Storage

After gas collected through a gathering system is processed to meet quality standards required for
transportation and NGLs have been extracted from natural gas, the residue natural gas is shipped on long-haul
pipelines or injected into storage facilities. The NGLs are typically transported via NGL pipelines or trucks to a
fractionator for separation of the NGLs into their individual component parts. Natural gas and NGLs may be held
in storage facilities to meet future seasonal and customer demands. Storage facilities can include marine, pipeline
and rail terminals, and underground facilities consisting of salt caverns and aquifers used for storage of natural gas
and various liquefied petroleum gas products including propane, mixed butane, and normal butane. Rail, truck and
pipeline connections provide varying ways of transporting natural gas and NGLs to and from storage facilities.

Wholesale Propane Logistics Overview

General

Wholesale propane logistics covers the receipt of propane from processing plants, fractionation facilities

and crude oil refineries, the transportation of that propane by pipeline, rail or ship to terminals and storage
facilities, the storage of propane and the delivery of propane to distributors.

Production of Propane

Propane is extracted from the natural gas stream at processing plants, separated from NGLs at
fractionation facilities or separated from crude oil during the refining process. Most of the propane that is
consumed in the United States is produced at processing plants, fractionation facilities and refineries located in
the United States or in foreign locations, particularly Canada, the North Sea, East Africa and the Middle East.
There are limited but a growing number of processing plants, fractionation facilities and propane production in
the northeastern United States.

Propane Demand

Propane demand is typically highest in suburban and rural areas where natural gas is not readily available,

such as the northeastern United States. Propane is supplied by wholesalers to retailers to be sold to residential
and commercial consumers primarily for heating and industrial applications. Propane demand is typically
highest in the winter heating season months of October through April.

Transportation and Storage

Due to the region’s limited, yet growing, propane production and relatively high demand, the mid-Atlantic

and northeastern United States are importers of propane. These areas rely on pipeline, marine and rail sources
for incoming supplies from both domestic and foreign locations. Independent terminal operators and wholesale
distributors, own, lease or have access to propane storage facilities that receive supplies via pipeline, rail or
ship. Generally, inventories in the propane storage facilities increase during the spring and summer months for
delivery to customers during the fall and winter heating season when demand is typically at its peak.

Delivery

Often, upon receipt of propane at pipeline, rail and marine terminals, product is delivered to customer
trucks or is stored in tanks located at the terminals or in off-site bulk storage facilities for future delivery to
customers. Most terminals and storage facilities have a tanker truck loading facility commonly referred to as a
“rack.” Typically independent retailers will rely on independent trucking companies to pick up propane at the
propane wholesalers’ rack and transport it to the retailer at its location.

OUR OPERATING SEGMENTS

Natural Gas Services Segment

General

Our Natural Gas Services segment consists of a geographically diverse complement of assets and
ownership interests that provide a varied array of wellhead to market services for our producer customers.
These services include gathering, compressing, treating, processing, transporting and storing natural gas. These
assets are positioned in certain areas with active drilling programs and opportunities for both organic growth
and readily integrated acquisitions. Our Natural Gas Services segment operates in seven states in the continental
United States: Arkansas, Colorado, Louisiana, Michigan, Oklahoma, Texas and Wyoming. The assets in these
states include our Southeast Texas system (of which 33.33% and 66.67% were acquired in January 2011 and
March 2012, respectively), our East Texas system (of which the remaining 49.9% was acquired in January
2012, and the Crossroads system which was acquired in July 2012), our Michigan system, our 75% operating
interest in our Colorado system (Collbran system), our Northern Louisiana system (including the Minden, Ada
and Pelico systems), our 40% limited liability company interest in the Discovery system located off and
onshore in Southern Louisiana, our Southern Oklahoma system (Lindsay system), our Wyoming system
(Douglas system), and our 33.33% interest in the Eagle Ford system (which was acquired in November 2012).
This geographic diversity helps to mitigate our natural gas supply risk in that we are not tied to one natural gas
resource type or producing area. We believe our current geographic mix of assets will be an important factor for
maintaining overall volumes and cash flow for this segment.

Our Natural Gas Services segment consists of approximately 11,400 miles of pipe, seventeen processing

plants, five treating plants, two natural gas storage facilities and five NGL fractionation facilities. The
seventeen processing plants that service our natural gas gathering systems include sixteen cryogenic facilities
with approximately 1,865 MMcf/d of processing capacity and one refrigeration facility with approximately 45
MMcf/d of processing capacity. The natural gas storage facilities include 850 MMcf of leased storage on our
Pelico system, and our Southeast Texas system’s 8 Bcf salt dome storage facility. In addition to our existing
assets, our wholly owned Eagle 200 MMcf/d natural gas processing plant is mechanically complete and is in the
process of commencing operations. The Eagle Ford system is constructing a 200 MMcf/d cryogenic natural gas

processing plant in the Eagle Ford shale, the Goliad plant, that we expect to be completed in the first quarter of
2014. We are constructing an additional storage cavern at Southeast Texas that we expect to be completed in
the third quarter of 2013. Additionally, we, along with Williams Partners L.P., are constructing a 215-mile
subsea gathering pipeline in the Gulf of Mexico, as part of our 40% interest in the Discovery system that we
expect to be completed in mid-2014.

During 2012, the volume throughput on our assets was in excess of 1.6 Bcf/d, originating from a

diversified mix of customers. Our systems each have significant customer acreage dedications that will
continue to provide opportunities for growth as those customers execute their drilling plans over time. Our
gathering systems also attract new natural gas volumes through numerous smaller acreage dedications and also
by contracting with undedicated producers who are operating in or around our gathering footprint. During 2012,
the combined NGL production from our processing facilities was in excess of 65,000 Bbls/d and was delivered
and sold into various NGL takeaway pipelines or transported by truck.

Our natural gas gathering systems have the ability to deliver gas into numerous downstream transportation

pipelines and markets. Many of our outlets transport gas to premium markets in the eastern United States,
further enhancing the competitiveness of our commercial efforts in and around our natural gas gathering
systems.

Gathering and Transmission Systems, Plants, Fractionators and Storage Facilities

Following is operating data for our systems:

2012 Operating data

Approximate
Gas
Gathering
and
Transmission
Systems (Miles) Plants Fractionators

Approximate
Net
Nameplate
Plant
Capacity
(MMcf/d) (a)

675
900
440
40
725
130
600
300
225
1,400
6,000

3(b) —
6(b)
1
4(c) —
1(c) —
1(b) —
1(b) —
—
—
1(d)
—
—
3

1(b)(d)
—
—
5(b)

400
860
455
84
115
45
—
240
—
—
250

System

Southeast Texas . . . . . . .
East Texas . . . . . . . . . . .
Michigan . . . . . . . . . . . .
Colorado . . . . . . . . . . . .
Minden . . . . . . . . . . . . . .
Ada . . . . . . . . . . . . . . . . .
Pelico . . . . . . . . . . . . . . .
Discovery . . . . . . . . . . . .
Southern Oklahoma . . . .
Wyoming . . . . . . . . . . . .
Eagle Ford . . . . . . . . . . .

Total . . . . . . . . . . . . . .

11,435

2,449

Approximate
Natural Gas
Storage
Capacity (Bcf)

Natural Gas
Throughput
(MMcf/d) (a)

NGL
Production
(Bbls/d) (a)

8
—
—
—
—
—

1(d)
—
—
—
—

257
614
291
55
65
25
93
165
20
37
45

1,667

14,531
29,033
—
1,662
4,141
121
—
6,761
2,210
3,590
3,561

65,610

(a) Represents total capacity allocated to our proportionate ownership share or total volumes allocated to our

proportionate ownership share for 2012 divided by 365 days. We have a 40% limited liability company
interest in Discovery, 75% interest in our Colorado system, and 33.33% interest in our Eagle Ford system.
Volumes for the Eagle Ford system include our share of throughput volumes and NGL production from the
date of acquisition in November 2012.

(b) Represents NGL extraction plants.

(d) Represents a location operated by a third party.

In January 2011 and March 2012, we acquired 33.33% and 66.67%, respectively, of DCP Southeast Texas

Holdings, GP, or Southeast Texas, from DCP Midstream, LLC. The Southeast Texas system is a fully
integrated midstream business which includes 675 miles of natural gas pipelines, three natural gas processing
plants in Liberty and Jefferson Counties with processing capacity of 400 MMcf/d and natural gas storage assets
in Beaumont with 8 Bcf of existing storage capacity.

In January 2012, we acquired the remaining 49.9% of the limited liability company interests in East Texas

from DCP Midstream, LLC. Our East Texas system includes the Crossroads processing plant and associated
gathering system acquired in July 2012. Our East Texas system gathers, transports, compresses, treats and
processes natural gas and NGLs. Our East Texas facility may also fractionate NGLs, which can be marketed at
nearby petrochemical facilities. Our East Texas system, located near Carthage, Texas, includes a natural gas
processing complex that is connected to its gathering system, as well as third party gathering systems. The
complex includes the Carthage Hub, which delivers residue gas to interstate and intrastate pipelines and acts as
a key exchange point for the purchase and sale of residue gas in the eastern Texas region. Our East Texas
system consists of approximately 900 miles of pipe, processing capacity of 860 MMcf/d and fractionation
capacity of 11 MBbls/d.

Our Michigan system consists of four natural gas treating plants, an approximately 330-mile gas gathering
system with throughput capacity of 455 MMcf/d; an approximately 55-mile residue gas pipeline, the Bay Area
pipeline; and a 75% interest in Jackson Pipeline Company, a partnership owning an approximately 25-mile
residue pipeline; and a 44% interest in the 30-mile Litchfield pipeline.

Our Colorado system is comprised of a 75% operating interest in Collbran Valley Gas Gathering, LLC, or

Collbran, and consists of assets in the southern Piceance Basin that gather natural gas at high pressure from
over 20,000 dedicated and producing acres in western Colorado. The remaining 25% interest in the joint
venture is held by Occidental Petroleum Corporation who is the primary producer on the system. The Collbran
system has capacity of over 200 MMcf/d and enables gas deliveries to the third-party Meeker Plant through a
downstream connection with Enterprise Products Partners LP. As a result of our arrangement with Enterprise
Products Partners LP, we have decommissioned the processing services at our natural gas processing plant at
the Anderson Gulch site. However, this plant will continue to provide treating and compression services as
needed.

Our Northern Louisiana system includes our Minden and Ada systems, which gather natural gas from
producers and deliver it for processing to the processing plants. It also includes our Pelico system, which stores
natural gas and transports it to markets. Through our Northern Louisiana system, we offer producers and
customers wellhead-to-market services. Our Northern Louisiana system has numerous market outlets for the
natural gas we gather, including several intrastate and interstate pipelines, major industrial end-users and major
power plants. The system is strategically located to facilitate the transportation of natural gas from Texas and
northern Louisiana to pipeline connections linking to markets in the eastern areas of the United States.

Our Minden processing plant is a cryogenic natural gas processing and treating plant located in Webster
Parish, Louisiana. This area includes a low pressure gathering system that compresses and processes natural gas
for our producing customers and delivers residue gas into our Pelico intrastate system. NGLs produced at the
Minden processing plant are delivered to our Black Lake pipeline.

Our Ada gathering system is located in Bienville and Webster Parishes in Louisiana, and the Ada

processing plant is a refrigeration natural gas processing plant located in Bienville Parish, Louisiana. This low
pressure gathering system compresses and processes natural gas for our producing customers and delivers
residue gas into our Pelico intrastate system.

Our Pelico system is an intrastate natural gas gathering and transportation pipeline that gathers and

transports natural gas that does not require processing from producers in the area. Additionally, the Pelico
system transports processed gas from the Minden and Ada processing plants and natural gas supplied from third
party interstate and intrastate natural gas pipelines. The Pelico system also receives natural gas produced in
Texas through its interconnect with other pipelines that transport natural gas from Texas into western
Louisiana. The Pelico system leases 850 MMcf of gas storage capacity from a third party.

We have a 40% limited liability company interest in Discovery Producer Services LLC, or Discovery, with

the remaining 60% owned by Williams Partners, L.P. The Discovery system is operated by Williams Partners,
L.P. and includes a natural gas gathering and transportation pipeline system located primarily off the coast of
Louisiana in the Gulf of Mexico, with six delivery points connected to major interstate and intrastate pipeline
systems; a cryogenic natural gas processing plant in Larose, Louisiana; a fractionator in Paradis, Louisiana; and
an NGL pipeline connecting the gas processing plant to the fractionator. The Discovery system offers a full
range of wellhead-to-market services to both onshore and offshore natural gas producers. The assets are

primarily located in the eastern Gulf of Mexico and Lafourche Parish, Louisiana. In January 2012, we, along
with Williams Partners L.P., announced a planned expansion of the Discovery natural gas gathering pipeline
system in the deepwater Gulf of Mexico. Discovery is constructing the Keathley Canyon Connector, a 20-inch
diameter, 215-mile subsea natural gas gathering pipeline for production from the Keathley Canyon, Walker
Ridge and Green Canyon areas in the central deepwater Gulf of Mexico. The Keathley Canyon Connector is
expected to be completed in mid-2014.

Discovery is managed by a two-member management committee, consisting of one representative from

each owner. The members of the management committee have voting power corresponding to their respective
ownership interests in Discovery. All actions and decisions relating to Discovery require the unanimous
approval of the owners except for a few limited situations. Discovery must make quarterly distributions of
available cash (generally, cash from operations less required and discretionary reserves) to its owners. The
management committee, by majority approval based on the ownership percentage represented, will determine
the amount of the distributions. In addition, the owners are required to offer to Discovery all opportunities to
construct pipeline laterals within an “area of mutual interest.”

Our Southern Oklahoma system is located in the Golden Trend area of McClain, Garvin and Grady
counties in southern Oklahoma. The system is adjacent to assets owned by DCP Midstream, LLC. Natural gas
gathered by the system is delivered to DCP Midstream, LLC processing plants.

Our Wyoming system consists of over 1,400 miles of natural gas gathering pipelines that cover more than
4,000 square miles in the Powder River Basin in Wyoming. The system gathers primarily rich casing-head gas
from oil wells at low pressure and delivers the gas to a third party for processing under a fee agreement.

In November 2012, we acquired 33.33% of the interest in DCP SC Texas GP, or the Eagle Ford system,
from DCP Midstream, LLC. The Eagle Ford system is a fully integrated midstream business which includes
6,000 miles of gathering systems, production from 900,000 acres supported by acreage dedications or
throughput commitments under long-term predominantly percent of proceeds agreements, five cryogenic
natural gas processing plants totaling 760 MMcf/d of processing capacity, and three fractionation locations with
total capacity of 36 MBbls/d.

DCP SC Texas GP is managed by a management committee with each partner having the right to
designate up to three representatives to the management committee. The members of the management
committee have voting power corresponding to their appointing partners’ respective ownership interests in DCP
SC Texas GP. Most actions by DCP SC Texas GP require the affirmative vote of a majority of the ownership
interests as represented by the management committee; however, certain significant actions require the
unanimous affirmative vote of the management committee. DCP SC Texas GP must make quarterly
distributions of available cash (generally, cash from operations less required and discretionary reserves) to its
owners. The management committee, by majority approval based on the ownership percentage represented, will
determine the amount of the distributions.

In December 2012, DCP SC Texas GP announced plans to construct an additional cryogenic plant with
200 MMcf/d of processing capacity in Goliad County, Texas. Currently under construction, the Goliad plant
will further expand the Eagle Ford system with an expected completion date in the first quarter of 2014. The
plant, which will be constructed and funded by DCP SC Texas GP, is supported by long-term producer
contracts and will serve growing demand from producers in the Eagle Ford shale.

Our wholly owned Eagle 200 MMcf/d natural gas processing plant, in Jackson County in the Eagle Ford

area, is mechanically complete and is in the process of commencing operations.

Natural Gas and NGL Markets

The Southeast Texas system has numerous local natural gas market outlets and delivers residue gas into

various interstate and intrastate pipelines, including the TETCO and Sabine pipelines. The Southeast Texas
system makes NGL market deliveries directly to Exxon Mobil and to Mt. Belvieu via our Black Lake NGL
pipeline.

The East Texas system delivers gas primarily through its Carthage Hub which delivers residue gas to
multiple interstate and intrastate pipelines. Certain of the lighter NGLs, consisting of ethane and propane, are

fractionated at the East Texas facility and sold to regional petrochemical purchasers. The remaining NGLs,
including butanes and natural gasoline, are purchased by DCP Midstream, LLC and shipped on the Panola NGL
pipeline to Mt. Belvieu for fractionation and sale.

The Michigan system delivers Antrim Shale gas to our four treating plants: the South Chester Treating

Complex and the Warner plant, Turtle Lake and East Caledonia plants. Antrim Shale natural gas requires
treating in order to meet downstream gas pipeline quality specifications. The treated gas is transported away
from the tailgate of the plant. The Bay Area pipeline delivers fuel gas to a third party power plant owned by
Consumers Energy. The Jackson Pipeline is operated by Consumers Energy and connects several intrastate
pipelines with the Eaton Rapids gas storage facility. The Litchfield pipeline is operated by ANR Pipeline
Company and facilitates receipts or deliveries between ANR Pipeline Company and the Eaton Rapids storage
facility.

The Colorado system gathers, compresses and delivers unprocessed gas to the third party Meeker plant.

The Northern Louisiana system has numerous market outlets for the natural gas that we gather on the
system. Our Pelico natural gas pipeline connects to the Perryville Market Hub, a natural gas marketing hub in
northeastern Louisiana. In addition, our natural gas pipelines in northern Louisiana also have access to gas that
flows through pipelines owned by Texas Eastern Transmission, LP, Crosstex LIG, LLC, Gulf South Pipeline
Company, Tennessee Natural Gas Company and Regency Intrastate Gas, LLC. The Northern Louisiana system
is also connected to eight major industrial end-users and makes deliveries to three power plants. The NGLs
extracted from the natural gas at the Minden processing plant are delivered to our Black Lake NGL pipeline
through our Minden NGL pipeline. The Black Lake NGL pipeline delivers NGLs to Mt. Belvieu.

The Discovery assets have access to downstream pipelines and markets including Texas Eastern

Transmission Company, Bridgeline, Gulf South Pipeline Company, Transcontinental Gas Pipeline Company,
Columbia Gulf Transmission and Tennessee Gas Pipeline Company, among others. The NGLs are fractionated
at the Paradis fractionation facilities and delivered downstream to third-party purchasers. The third party
purchasers of the fractionated NGLs consist of a mix of local petrochemical facilities and wholesale distribution
companies for the ethane and propane components, while the butanes and natural gasoline are delivered and
sold to pipelines that transport product to the storage and distribution center near Napoleonville, Louisiana or
other similar product hubs.

The Southern Oklahoma system has access to a mix of mid-continent pipelines including OGT, Southern

Star, and NGPL, and markets through DCP Midstream, LLC owned processing plants.

The Wyoming system delivers to a third party processing plant. Residue gas and NGLs are delivered to a

third party pipeline, and also the Phillips 66-owned Powder River pipelines.

The Eagle Ford system has natural gas residue outlets including interstate and intrastate pipelines. The
system delivers NGLs to the Gulf Coast petrochemical markets and to Mont Belvieu through the Sand Hills
pipeline and other third party NGL pipelines. Our wholly owned Eagle plant will have delivery options into the
Trunkline and Transco gas pipeline systems.

Customers and Contracts

The primary suppliers of natural gas to our Natural Gas Services segment are a broad cross-section of the

natural gas producing community. We actively seek new producing customers of natural gas on all of our
systems to increase throughput volume and to offset natural declines in the production from connected wells.
We obtain new natural gas supplies in our operating areas by contracting for production from new wells, by
connecting new wells drilled on dedicated acreage and by obtaining natural gas that has been directly received
or released from other gathering systems.

Our contracts with our producing customers in our Natural Gas Services segment are primarily a mix of

commodity sensitive percent-of-proceeds and percent-of-liquids contracts and non-commodity sensitive
fee-based contracts. Our gross margin generated from percent-of-proceeds contracts is directly related to the
price of natural gas, NGLs and condensate and our gross margin generated from percent-of-liquids contracts is
directly related to the price of NGLs and condensate. Additionally, these contracts may include fee-based
components. Generally, the initial term of these purchase agreements is for three to five years or, in some cases,
the life of the lease. The largest percentage of volume at Minden, Southern Oklahoma and the Eagle Ford

system are processed under percent-of-proceeds contracts. The contracts at our wholly owned Eagle plant are
primarily fee-based. Our Wyoming system is a combination of percent-of-proceeds and fee-based contracts.
Discovery has percent-of-liquids contracts and fee-based contracts, as well as some keep-whole contracts. Our
Ada system is a combination of fee-based and keep-whole contracts. The producer contracts at our East Texas
and Southeast Texas systems are primarily percent-of-liquids. The majority of the margin associated with
contracts for our Pelico, Colorado and Michigan systems are fee-based.

Our Southeast Texas gas storage facility is primarily managed by us for our own account.

Discovery’s wholly owned subsidiary, Discovery Gas Transmission, owns the mainline and the Federal
Energy Regulatory Commission, or FERC, regulated laterals, which generate revenues through a tariff on file
with FERC for several types of service: traditional firm transportation service with reservation fees; firm
transportation service on a commodity basis with reserve dedication; and interruptible transportation service. In
addition, for any of these general services, Discovery Gas Transmission has the authority to negotiate a specific
rate arrangement with an individual shipper and has several of these arrangements currently in effect.

In support of the construction of the wholly owned Eagle plant, we entered into a 15-year fee-based
processing agreement with DCP Midstream, LLC, which also provides us with a fixed demand charge for a 150
MMcf/d of the 200 MMcf/d plant capacity along with a throughput fee on all volumes processed.

Competition

The natural gas services business is highly competitive in our markets and includes major integrated oil

and gas companies, interstate and intrastate pipelines, and companies that gather, compress, treat, process,
transport, store and/or market natural gas. Competition is often the greatest in geographic areas experiencing
robust drilling by producers and during periods of high commodity prices for crude oil, natural gas and/or
NGLs. Competition is also increased in those geographic areas where our commercial contracts with our
customers are shorter term and therefore must be renegotiated on a more frequent basis.

NGL Logistics Segment

General

We operate our NGL Logistics business in the states of Michigan, Colorado, Kansas, Texas and Louisiana.

Our NGL pipelines transport NGLs from natural gas processing plants to fractionation facilities, a
petrochemical plant and a third party underground NGL storage facility. In aggregate, our NGL transportation
business has 114 MBbls/d of capacity and, in 2012, had average throughput of approximately 77 MBbls/d. Our
pipelines provide transportation services to customers on a fee basis. Therefore, the results of operations for this
business are generally dependent upon the volume of product transported and the level of fees charged to
customers. The volumes of NGLs transported on our pipelines are dependent on the level of production of
NGLs from processing plants connected to our NGL pipelines. When natural gas prices are high relative to
NGL prices, it is less profitable to recover NGLs from natural gas because of the higher value of natural gas
compared to the value of NGLs. As a result, we have experienced periods, and will likely experience periods in
the future, when higher relative natural gas prices reduce the volume of NGLs produced at plants connected to
our NGL pipelines.

Our NGL fractionation facilities in the Denver-Julesburg Basin, or DJ Basin, in Colorado and our partially

owned facilities in Mont Belvieu, Texas, separate NGLs received from processing plants into their individual
component parts. The fractionation facilities provide services on a fee basis. Therefore, the results of operations
for this business are generally dependent upon the volume of NGLs fractionated and the level of fees charged to
customers.

Our NGL storage facility, located in Marysville, Michigan with strategic access to Canadian NGLs, has

approximately 7 MMBbls of propane and butane storage. Our facility serves regional refining and
petrochemical demand, and helps to balance the seasonality of propane distribution in the midwestern and
northeastern United States and in Sarnia, Canada. We provide services to customers primarily on a fee basis.
Therefore, the results of operations for this business are generally dependent upon the volume of product
injected, stored and withdrawn, and the level of fees charged to customers.

NGL Pipelines

Following is operating data for our NGL pipelines:

System

2012 Operating data

Approximate
System
Length
(Miles)

Approximate
Capacity
(MBbls/d) (a)

Pipeline
Throughput
(MBbls/d) (b)

Wattenberg . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Seabreeze . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wilbreeze . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Black Lake . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

480
56
39
317

892

22
41
11
40

114

18
31
11
17

(a) Represents total capacity divided by 365 days.

(b) Represents total throughput for 2012 divided by 365 days.

Wattenberg Pipeline. The Wattenberg interstate NGL pipeline is approximately 480 miles long and has

capacity of 22 MBbls/d. It originates in the DJ Basin in Colorado and terminates near the Conway hub in
Bushton, Kansas. The pipeline is currently connected to DCP Midstream, LLC plants in the DJ Basin.

Seabreeze and Wilbreeze Pipelines. The Seabreeze intrastate NGL pipeline is located in Matagorda,
Jackson and Calhoun Counties, Texas. Seabreeze is approximately 56 miles long and has capacity of 41 MBbls/
d. In 2012, average throughput was approximately 31 MBbls/d. The Seabreeze pipeline receives NGLs from the
Wilbreeze NGL pipeline, Williams’ Markham Plant, and Enterprise’s Dean Pipeline. The Seabreeze pipeline
delivers the NGLs it receives from these sources to a third-party fractionator, its associated third party storage
facility, and Copano’s Liberty Pipeline. The Wilbreeze intrastate NGL pipeline is located in Lavaca and
Jackson Counties, Texas. Wilbreeze is approximately 39 miles long and has capacity of 11 Mbbls/d. In 2012,
average throughput was approximately 11 MBbls/d. The Wilbreeze pipeline receives NGLs from the Wilcox
plant and the Sand Hills pipeline, and delivers the NGLs it receives from these sources to the Seabreeze
pipeline and Enterprise’s Eagle pipeline.

Black Lake Pipeline. The Black Lake interstate NGL pipeline originates in northwestern Louisiana and

terminates in Mont Belvieu, Texas. The Black Lake pipeline is 317 miles long and has capacity of
approximately 40 MBbls/d. In 2012, average throughput was approximately 17 MBbls/d. Black Lake receives
NGLs from gas processing plants in northwestern Louisiana, including our Ada and Minden processing plants,
XTO Energy Inc.’s Cotton Valley processing plant, and Regency Intrastate Gas, LLC’s Dubach processing
plant. Black Lake also receives NGLs from gas processing plants in southeastern Texas and Eagle Rock’s
Brookland processing plant. The Black Lake pipeline is the sole NGL pipeline for these natural gas processing
plants. Black Lake delivers the NGLs it receives from these sources to fractionation plants in Mont Belvieu,
Texas including our partially owned Enterprise and Mont Belvieu 1 fractionators.

Black Lake is owned by us and has been operated by DCP Midstream, LLC since November 2010. Prior to

July 27, 2010, we owned a 45% interest in Black Lake, while DCP Midstream, LLC owned a 5% interest. The
remaining 50% was owned by an affiliate of BP PLC, who also operated the pipeline prior to November 2010. Prior
to our acquisition of the remaining 50% interest in Black Lake, we accounted for Black Lake under the equity
method of accounting. Subsequent to this transaction we account for Black Lake as a consolidated subsidiary.

Texas Express Pipeline. The Texas Express intrastate NGL pipeline, of which we own 10%, is under

construction and will be approximately 580 miles. The Texas Express Pipeline will have an initial capacity of
approximately 280 MBbls/d and has long-term, fee-based, ship-or-pay transportation commitments of 252 MBbls/d,
including a commitment from DCP Midstream, LLC of 20 MBbls/d. Originating near Skellytown in Carson County,
Texas, the 20-inch diameter pipeline will extend to Enterprise’s natural gas liquids fractionation and storage complex
at Mont Belvieu, Texas, and will provide access to other third party facilities in the area. The pipeline is expected to
be completed in the second quarter of 2013 and begin operations in the third quarter of 2013.

NGL Fractionation Facilities

Our DJ Basin NGL fractionators in Colorado are located on DCP Midstream, LLC’s processing plant sites

and are operated by DCP Midstream, LLC, one of the largest gatherers and processors in the DJ Basin, who
delivers NGLs to the fractionators under a long-term fractionation agreement.

Our NGL fractionation facilities in Mont Belvieu, Texas consist of the Enterprise fractionator operated by
Enterprise Products Partners L.P., of which we acquired a 12.5% interest in July 2012, and the Mont Belvieu 1
fractionator operated by ONEOK Partners, of which we acquired a 20% interest in July 2012.

NGL Storage Facility

Our NGL storage facility is located on 620 acres of land in Marysville, Michigan and includes nine
underground salt caverns with approximately 7 MMBbls of storage capacity and rail, truck and pipeline
connections providing an important supply point for refiners, petrochemical plants and wholesale propane
distributors in the Sarnia, midwestern and northeastern markets, including our Wholesale Propane business.

Customers and Contracts

Our Marysville NGL storage facility serves retail and wholesale propane customers, as well as refining
and petrochemical customers, under one to three year term storage agreements. Our margins for this facility are
primarily fee-based.

The Wattenberg pipeline is an open access pipeline with access to numerous gas processing facilities in the

DJ Basin. Effective January 1, 2011, we entered into a 10-year dedication and transportation agreement with a
subsidiary of DCP Midstream, LLC whereby certain NGL volumes produced at several of DCP Midstream,
LLC’s processing facilities are dedicated for transportation on the Wattenberg pipeline. We collect fee-based
transportation revenue under our tariff.

The Wilbreeze pipeline is supported by an NGL product dedication agreement with DCP Midstream, LLC.

DCP Midstream, LLC is the sole shipper on the Seabreeze pipeline under a long-term transportation

agreement. The Seabreeze pipeline collects fee-based transportation revenue under this agreement.

DCP Midstream, LLC has historically been the largest active shipper on the Black Lake pipeline,
accounting for approximately 37% of total throughput in 2012. The Black Lake pipeline generates revenues
through a FERC-regulated tariff.

DCP Midstream, LLC supplies certain committed NGLs to our DJ Basin NGL fractionators under fee-based

agreements that are effective through March 2018.

Competition

The NGL logistics business is highly competitive in our markets and includes interstate and intrastate

pipelines, integrated oil and gas companies that produce, fractionate, transport, store and sell NGLs, and
underground storage facilities. Competition is often the greatest in geographic areas experiencing robust drilling
by producers, strong petrochemical demand and during periods of high NGL prices relative to natural gas.
Competition is also increased in those geographic areas where our contracts with our customers are shorter term
and therefore must be renegotiated on a more frequent basis

Wholesale Propane Logistics Segment

General

We operate a wholesale propane logistics business in the states of Connecticut, Maine, Massachusetts,

New Hampshire, New York, Ohio, Pennsylvania, Rhode Island, Vermont and Virginia. Our operations serve
the large propane markets in the northeastern, mid-Atlantic, and upper midwestern states.

Due to our multiple propane supply sources, annual and long-term propane supply purchase arrangements,

storage capabilities, and multiple terminal locations for wholesale propane delivery, we are generally able to
provide our propane distribution customers with reliable, low cost deliveries and greater volumes of propane
during periods of tight supply such as the winter months. We believe these factors generally result in our
maintaining favorable relationships with our customers and allowing us to remain a supplier to many of the
large distributors in the northeastern and mid-Atlantic United States. As a result, we serve as the baseload
provider of propane supply to many of our propane distribution customers.

Pipeline deliveries to the northeastern and mid-Atlantic markets in the winter season are generally at
capacity and competing pipeline-dependent terminals can have supply constraints or outages during peak
market conditions. Our system of terminals has excess capacity, which provides us with opportunities to
increase our volumes with minimal additional cost.

Our Terminals

Our operations include one owned propane marine terminal with storage capacity of 476 MBbls, one
leased propane marine terminal with storage capacity of 424 MBbls, one propane pipeline terminal with storage
capacity of 56 MBbls, six owned propane rail terminals with aggregate storage capacity of 21 MBbls, and
access to several open access pipeline terminals. We own our rail terminals and lease the land on which the
terminals are situated under long-term leases, except for the York terminal where we own the land. Our leased
marine terminal is on a lease agreement through April 2014. Each of our rail terminals consist of two to three
propane tanks with capacity of between 120,000 and 270,000 gallons for storage, and two high volume racks
for loading propane into trucks. Our aggregate truck-loading capacity is approximately 400 trucks per day. We
could expand each of our terminals’ loading capacity by adding a third rack to handle future growth. High
volume submersible pumps are utilized to enable trucks to fully load within 15 minutes. Each facility also has
the ability to unload multiple railcars simultaneously. We have numerous railcar leases that allow us to increase
our storage and throughput capacity as propane demand increases. Each terminal relies on leased rail trackage
for the storage of the majority of its propane inventory in these leased railcars. These railcars mitigate the need
for larger numbers of fixed storage tanks and reduce initial capital needs when constructing a terminal. Each
railcar holds approximately 30,000 gallons of propane.

Propane Supply

Our wholesale propane business has a strategic network of supply arrangements under annual and multi-

year agreements with index-based pricing. The remaining supply is purchased on month-to-month terms to
match our anticipated sale requirements. Our primary suppliers of propane include a subsidiary of DCP
Midstream, LLC, Aux Sable Liquid Products LP, Mark West and BP Canada. We may also obtain supply from
our NGL storage facility in Marysville, Michigan. Our supply agreement with Spectra Energy expired April 30,
2012.

For our rail terminals, we contract for propane at various major supply points in the United States and
Canada, and transport the product to our terminals under long-term rail commitments, which provide fixed
transportation costs that are subject to prevailing fuel surcharges. We also purchase propane supply from
natural gas fractionation plants and crude oil refineries located in the Texas and Louisiana Gulf Coast. Through
this process, we take custody of the propane and either sell it in the wholesale market or store it at our facilities.

Based on the carrying value of our inventory, timing of inventory transactions and the volatility of the market
value of propane, we have historically and may periodically recognize non-cash lower of cost or market inventory
adjustments, which occur when the market value of our commodities declines below our carrying value.

Customers and Contracts

We typically sell propane to propane distributors under annual sales agreements, negotiated each spring,

that specify floating price terms that provide us a margin in excess of our floating index-based supply costs
under our supply purchase arrangements. In the event that a propane distributor desires to purchase propane
from us on a fixed price basis, we may enter into fixed price sales agreements with terms of generally up to one
year. We manage this commodity price risk by purchasing and storing propane, by entering into physical
purchase agreements or by entering into offsetting financial derivative instruments, with DCP Midstream, LLC
or third parties that generally match the quantities of propane subject to these fixed price sales agreements. Our
ability to help our clients manage their commodity price exposure by offering propane at a fixed price may lead
to improved margins and a larger customer base. Historically, the majority of the gross margin generated by our
wholesale propane business is earned in the heating season months of October through April, which
corresponds to the general market demand for propane.

We had one third-party customer in our Wholesale Propane Logistics segment that accounted for greater

than 10% of our segment revenues.

Competition

The wholesale propane business is highly competitive in the mid-Atlantic, upper midwestern and
northeastern regions of the United States. Our wholesale propane business’ competitors include integrated oil
and gas and energy companies, and interstate and intrastate pipelines.

Other

For additional information on our segments, please see Item 7. “Management’s Discussion and Analysis of
Financial Condition and Results of Operations,” and Note 17 of the Notes to Consolidated Financial Statements
in Item 8. “Financial Statements and Supplementary Data.”

We have no revenue or segment profit or loss attributable to international activities.

REGULATORY AND ENVIRONMENTAL MATTERS

Safety and Maintenance Regulation

We are subject to regulation by the United States Department of Transportation, or DOT, under the

Hazardous Liquids Pipeline Safety Act of 1979, as amended, referred to as the Hazardous Liquid Pipeline
Safety Act, of 1979, as amended, or HLPSA, and comparable state statutes with respect to design, installation,
testing, construction, operation, replacement and management of pipeline facilities. HLPSA covers petroleum
and petroleum products, including NGLs and condensate, and requires any entity that owns or operates pipeline
facilities to comply with such regulations, to permit access to and copying of records and to file certain reports
and provide information as required by the United States Secretary of Transportation. These regulations include
potential fines and penalties for violations. We believe that we are in compliance in all material respects with
these HLPSA regulations.

We are also subject to the Natural Gas Pipeline Safety Act of 1968, as amended, or NGPSA, and the

Pipeline Safety Improvement Act of 2002. The NGPSA regulates safety requirements in the design,
construction, operation and maintenance of gas pipeline facilities while the Pipeline Safety Improvement Act
establishes mandatory inspections for all United States oil and natural gas transportation pipelines in high-
consequence areas within 10 years. DOT, through the Pipeline and Hazardous Materials Safety Administration
(PHMSA), has developed regulations implementing the Pipeline Safety Improvement Act that requires pipeline
operators to implement integrity management programs, including more frequent inspections and other safety
protections in areas where the consequences of potential pipeline accidents pose the greatest risk to people and
their property.

Pipeline safety legislation enacted in 2012, the Pipeline Safety, Regulatory Certainty, and Job Creation Act

of 2011, (the Pipeline Safety and Job Creations Act) reauthorizes funding for federal pipeline safety programs
through 2015, increases penalties for safety violations, establishes additional safety requirements for newly
constructed pipelines, and requires studies of certain safety issues that could result in the adoption of new
regulatory requirements for existing pipelines, including the expansion of integrity management, use of
automatic and remote-controlled shut-off valves, leak detection systems, sufficiency of existing regulation of
gathering pipelines, use of excess flow valves, verification of maximum allowable operating pressure, incident
notification, and other pipeline-safety related requirements. New rules proposed by DOT’s PHMSA, address
many areas of this legislation. Extending the integrity management requirements to our gathering lines would
impose additional obligations on us and could add material cost to our operations.

The Pipeline Safety and Job Creation Act requires more stringent oversight of pipelines and increased civil
penalties for violations of pipeline safety rules. The new legislation gives PHMSA civil penalty authority up to
$200,000 per day, with a maximum of $2.0 million for any related series of violations. Any material penalties
or fines under these or other statues, rules, regulations or orders could have a material adverse impact on our
business, financial condition, results of operation and cash flows.

We currently estimate we will incur costs of up to approximately $6.5 million between 2013 and 2017 to
implement integrity management program testing along certain segments of our natural gas transmission and
NGL pipelines, including our Wattenberg NGL pipeline acquired in January 2010. We believe that we are in
compliance in all material respects with the NGPSA and the Pipeline Safety Improvement Act of 2002 and the
Pipeline Safety and Job Creation Act.

States are largely preempted by federal law from regulating pipeline safety but may assume responsibility
for enforcing intrastate pipeline regulations at least as stringent as the federal standards. In practice, states vary
considerably in their authority and capacity to address pipeline safety. We do not anticipate any significant

problems in complying with applicable state laws and regulations in those states in which we or the entities in
which we own an interest operate. Our natural gas transmission and regulated gathering pipelines have ongoing
inspection and compliance programs designed to keep the facilities in compliance with pipeline safety and
pollution control requirements.

In addition, we are subject to the requirements of the federal Occupational Safety and Health Act, or
OSHA, and comparable state statutes, whose purpose is to protect the health and safety of workers, both
generally and within the pipeline industry. In addition, the OSHA hazard communication standard, the
Environmental Protection Agency, or EPA, community right-to-know regulations under Title III of the federal
Superfund Amendment and Reauthorization Act and comparable state statutes require that information be
maintained concerning hazardous materials used or produced in our operations and that this information be
provided to employees, state and local government authorities and citizens. We and the entities in which we
own an interest are also subject to OSHA Process Safety Management regulations, which are designed to
prevent or minimize the consequences of catastrophic releases of toxic, reactive, flammable or explosive
chemicals. These regulations apply to any process which involves a chemical at or above the specified
thresholds, or any process which involves flammable liquid or gas, pressurized tanks, caverns and wells in
excess of 10,000 pounds at various locations. Flammable liquids stored in atmospheric tanks below their normal
boiling point without the benefit of chilling or refrigeration are exempt. We have an internal program of
inspection designed to monitor and enforce compliance with worker safety requirements. We believe that we
are in compliance in all material respects with all applicable laws and regulations relating to worker health and
safety.

Propane Regulation

National Fire Protection Association Codes No. 54 and No. 58, which establish rules and procedures
governing the safe handling of propane, or comparable regulations, have been adopted as the industry standard
in all of the states in which we operate. In some states these laws are administered by state agencies, and in
others they are administered on a municipal level. With respect to the transportation of propane by truck, we are
subject to regulations promulgated under the Federal Motor Carrier Safety Act. These regulations cover the
transportation of hazardous materials and are administered by the DOT. We conduct ongoing training programs
to help ensure that our operations are in compliance with applicable regulations. We maintain various permits
that are necessary to operate our facilities, some of which may be material to our propane operations. We
believe that the procedures currently in effect at all of our facilities for the handling, storage and distribution of
propane are consistent with industry standards and are in compliance in all material respects with applicable
laws and regulations.

FERC Regulation of Operations

FERC regulation of pipeline gathering and transportation services, natural gas sales and transportation of

NGLs may affect certain aspects of our business and the market for our products and services.

Interstate Natural Gas Pipeline Regulation

The Discovery 105-mile mainline, approximately 60 miles of laterals and its market expansion project are

subject to regulation by FERC, under the Natural Gas Act of 1938, as amended, or NGA. Natural gas
companies may not charge rates that have been determined to be unjust or unreasonable. In addition, FERC
authority over natural gas companies that provide natural gas pipeline transportation services in interstate
commerce includes:

• certification and construction of new facilities;

• extension or abandonment of services and facilities;

• maintenance of accounts and records;

• acquisition and disposition of facilities;

• initiation and discontinuation of services;

• terms and conditions of services and service contracts with customers;

• depreciation and amortization policies;

• conduct and relationship with certain affiliates; and

• various other matters.

Generally, the maximum filed recourse rates for interstate pipelines are based on the cost of service
including recovery of and a return on the pipeline’s actual prudent investment cost. Key determinants in the
ratemaking process are costs of providing service, allowed rate of return and volume throughput and contractual
capacity commitment assumptions. The maximum applicable recourse rates and terms and conditions for
service are set forth in each pipeline’s FERC-approved gas tariff. Rate design and the allocation of costs also
can impact a pipeline’s profitability. FERC-regulated natural gas pipelines are permitted to discount their firm
and interruptible rates without further FERC authorization down to the minimum rate or variable cost of
performing service, provided they do not “unduly discriminate.”

Tariff changes can only be implemented upon approval by FERC. Two primary methods are available for
changing the rates, terms and conditions of service of an interstate natural gas pipeline. Under the first method,
the pipeline voluntarily seeks a tariff change by making a tariff filing with FERC justifying the proposed tariff
change and providing notice, generally 30 days, to the appropriate parties. If FERC determines, as required by
the NGA, that a proposed change is just and reasonable, FERC will accept the proposed change and the pipeline
will implement such change in its tariff. However, if FERC determines that a proposed change may not be just
and reasonable as required by NGA, then FERC may suspend such change for up to five months beyond the
date on which the change would otherwise go into effect and set the matter for an administrative hearing.
Subsequent to any suspension period ordered by FERC, the proposed change may be placed into effect by the
company, pending final FERC approval. In most cases, a proposed rate increase is placed into effect before a
final FERC determination on such rate increase, and the proposed increase is collected subject to refund (plus
interest). Under the second method, FERC may, on its own motion or based on a complaint, initiate a
proceeding seeking to compel the company to change its rates, terms and/or conditions of service. If FERC
determines that the existing rates, terms and/or conditions of service are unjust, unreasonable, unduly
discriminatory or preferential, then any rate reduction or change that it orders generally will be effective
prospectively from the date of FERC order requiring this change.

The natural gas industry historically has been heavily regulated; therefore, there is no assurance that a
more stringent regulatory approach will not be pursued by FERC and Congress, especially in light of potential
market power abuse by marketing affiliates of certain pipeline companies engaged in interstate commerce. In
response to this issue, Congress, in the Energy Policy Act of 2005, or EPACT 2005, and FERC have
implemented requirements to ensure that energy prices are not impacted by the exercise of market power or
manipulative conduct. EPACT 2005 prohibits the use of any “manipulative or deceptive device or contrivance”
in connection with the purchase or sale of natural gas, electric energy or transportation subject to FERC
jurisdiction. In addition, EPACT 2005 gave FERC increased penalty authority for these violations. FERC may
now issue civil penalties of up to $1.0 million
per day per violation, and possible criminal penalties of up to $1.0 million per violation and five years in prison.
FERC may also order disgorgement of profits obtained in violation of FERC rules. FERC adopted the Market
Manipulation Rules and the Market Behavior Rules to implement the authority granted under EPACT 2005.
These rules, which prohibit fraud and manipulation in wholesale energy markets, are subject to broad
interpretation. In the past two years, FERC has relied on its EPACT 2005 enforcement authority in issuing a
number of natural gas enforcement actions giving rise to the imposition of aggregate penalties of approximately
$39.0 million and aggregate disgorgements of approximately $9.0 million. These orders reflect FERC’s view
that it has broad latitude in determining whether specific behavior violates the rules. Given FERC’s broad
mandate granted in EPACT 2005, if energy prices are high, or exhibit what FERC deems to be “unusual”
trading patterns, FERC will investigate energy markets to determine if behavior unduly impacted or
“manipulated” energy prices.

Intrastate Natural Gas Pipeline Regulation

Intrastate natural gas pipeline operations are not generally subject to rate regulation by FERC, but they are

subject to regulation by various agencies in the respective states where they are located. While the regulatory
regime varies from state to state, state agencies typically require intrastate gas pipelines to file their rates with

the agencies and permit shippers to challenge existing rates or proposed rate increases. However, to the extent
that an intrastate pipeline system transports natural gas in interstate commerce, the rates, terms and conditions
of such transportation service are subject to FERC jurisdiction under Section 311 of the Natural Gas Policy Act,
or NGPA. Under Section 311, intrastate pipelines providing interstate service may avoid jurisdiction that would
otherwise apply under the NGA. Section 311 regulates, among other things, the provision of transportation
services by an intrastate natural gas pipeline on behalf of a local distribution company or an interstate natural
gas pipeline. Under Section 311, rates charged for transportation must be fair and equitable, and amounts
collected in excess of fair and equitable rates are subject to refund with interest. Rates for service pursuant to
Section 311 of the NGPA are generally subject to review and approval by FERC at least once every five years.
The rate review may, but does not necessarily, involve an administrative-type hearing before FERC staff panel
and an administrative appellate review. Additionally, the terms and conditions of service set forth in the
intrastate pipeline’s Statement of Operating Conditions are subject to FERC approval. Failure to observe the
service limitations applicable to transportation services provided under Section 311, failure to comply with the
rates approved by FERC for Section 311 service, and failure to comply with the terms and conditions of service
established in the pipeline’s FERC-approved Statement of Operating Conditions could result in the assertion of
federal NGA jurisdiction by FERC and/or the imposition of administrative, civil and criminal penalties. Among
other matters, EPACT 2005 amends the NGPA to give FERC authority to impose civil penalties for violations
of the NGPA up to $1.0 million per day per violation and possible criminal penalties of up to $1.0 million per
violation and five years in prison for violations occurring after August 8, 2005. The Pelico, Cipco and EasTrans
systems are subject to FERC jurisdiction under Section 311 of the NGPA.

Gathering Pipeline Regulation

Section 1(b) of the NGA exempts natural gas gathering facilities from the jurisdiction of FERC under the

NGA. We believe that our natural gas gathering facilities meet the traditional tests FERC has used to establish a
pipeline’s status as a gatherer not subject to FERC jurisdiction. However, the distinction between FERC-
regulated transmission services and federally unregulated gathering services continues to be a current issue in
various FERC proceedings with respect to facilities that interconnect gathering and processing plants with
nearby interstate pipelines, so the classification and regulation of our gathering facilities may be subject to
change based on future determinations by FERC and the courts. State regulation of gathering facilities generally
includes various safety, environmental and, in some circumstances, nondiscriminatory take requirements, and in
some instances complaint-based rate regulation.

Our purchasing, gathering and intrastate transportation operations are subject to ratable take and common

purchaser statutes in the states in which they operate. The ratable take statutes generally require gatherers to
take, without undue discrimination, natural gas production that may be tendered to the gatherer for handling.
Similarly, common purchaser statutes generally require gatherers to purchase without undue discrimination as
to source of supply or producer. These statutes are designed to prohibit discrimination in favor of one producer
over another producer or one source of supply over another source of supply. These statutes have the effect of
restricting our right as an owner of gathering facilities to decide with whom we contract to purchase or transport
natural gas.

Natural gas gathering may receive greater regulatory scrutiny at both the state and federal levels where

FERC has recognized a jurisdictional exemption for the gathering activities of interstate pipeline transmission
companies and a number of such companies have transferred gathering facilities to unregulated affiliates. Many
of the producing states have adopted some form of complaint-based regulation that generally allows natural gas
producers and shippers to file complaints with state regulators in an effort to resolve grievances relating to
natural gas gathering access and rate discrimination. Our gathering operations could be adversely affected
should they be subject in the future to the application of state or federal regulation of rates and services.
Additional rules and legislation pertaining to these matters are considered or adopted from time to time. We
cannot predict what effect, if any, such changes might have on our operations, but the industry could be
required to incur additional capital expenditures and increased costs depending on future legislative and
regulatory changes.

Sales of Natural Gas

The price at which we buy and sell natural gas currently is not subject to federal regulation and, for the

most part, is not subject to state regulation. However, with regard to our physical purchases and sales of these
energy commodities, and any related hedging activities that we undertake, we are required to observe anti-
market manipulation laws and related regulations enforced by FERC and/or the Commodity Futures Trading
Commission, or CFTC. Should we violate the anti-market manipulation laws and regulations, we could also be
subject to related third party damage claims by, among others, market participants, sellers, royalty owners and
taxing authorities.

Our sales of natural gas are affected by the availability, terms and cost of pipeline transportation. As noted

above, the price and terms of access to pipeline transportation are subject to extensive federal and state
regulation. FERC is continually proposing and implementing new rules and regulations affecting those
segments of the natural gas industry, most notably interstate natural gas transmission companies that remain
subject to FERC jurisdiction. These initiatives also may affect the intrastate transportation of natural gas under
certain circumstances. The stated purpose of many of these regulatory changes is to promote competition
among the various sectors of the natural gas industry. We cannot predict the ultimate impact of these regulatory
changes to our natural gas marketing operations.

Interstate NGL Pipeline Regulation

The Black Lake and Wattenberg pipelines are interstate NGL pipelines subject to FERC regulation. FERC
regulates interstate NGL pipelines under its Oil Pipeline Regulations, the Interstate Commerce Act of 1887, as
amended, or ICA, and the Elkins Act of 1903, as amended. FERC requires that interstate NGL pipelines file
tariffs containing all the rates, charges and other terms for services performed. The ICA requires that tariffs
apply to the interstate movement of NGLs, as is the case with the Black Lake and Wattenberg pipelines.
Pursuant to the ICA, rates can be challenged at FERC either by protest when they are initially filed or increased
or by complaint at any time they remain on file with FERC.

In October 1992, Congress passed the Energy Policy Act of 1992, or EPACT, which among other things,

required FERC to issue rules establishing a simplified and generally applicable ratemaking methodology for
pipelines regulated by FERC pursuant to the ICA. FERC responded to this mandate by issuing several orders,
including Order No. 561. Beginning January 1, 1995, Order No. 561 enables petroleum pipelines to change
their rates within prescribed ceiling levels that are tied to an inflation index. Specifically, the indexing
methodology allows a pipeline to increase its rates annually by a percentage equal to the change in the producer
price index for finished goods, PPI-FG, plus 2.65% to the new ceiling level. Rate increases made pursuant to
the indexing methodology are subject to protest, but such protests must show that the portion of the rate
increase resulting from application of the index is substantially in excess of the pipeline’s increase in costs. If
the PPI-FG falls and the indexing methodology results in a reduced ceiling level that is lower than a pipeline’s
filed rate, Order No. 561 requires the pipeline to reduce its rate to comply with the lower ceiling unless doing so
would reduce a rate “grandfathered” by EPACT (see below) below the grandfathered level. A pipeline must, as
a general rule, utilize the indexing methodology to change its rates. FERC, however, retained cost-of-service
ratemaking, market-based rates, and settlement as alternatives to the indexing approach, which alternatives may
be used in certain specified circumstances. FERC’s indexing methodology is subject to review every five years;
the current methodology remains in place through June 30, 2016.

EPACT deemed petroleum pipeline rates in effect for the 365-day period ending on the date of enactment
of EPACT that had not been subject to complaint, protest or investigation during that 365-day period to be just
and reasonable under the ICA. Generally, complaints against such “grandfathered” rates may only be pursued if
the complainant can show that a substantial change has occurred since the enactment of EPACT in either the
economic circumstances of the petroleum pipeline, or in the nature of the services provided, that were a basis
for the rate. EPACT places no such limit on challenges to a provision of a petroleum pipeline tariff as unduly
discriminatory or preferential.

Intrastate NGL Pipeline Regulation

Intrastate NGL and other petroleum pipelines are not generally subject to rate regulation by FERC, but
they are subject to regulation by various agencies in the respective states where they are located. While the

regulatory regime varies from state to state, state agencies typically require intrastate petroleum pipelines to file
their rates with the agencies and permit shippers to challenge existing rates or proposed rate increases.

Environmental Matters

General

Our operation of pipelines, plants and other facilities for gathering, transporting, processing, compressing,
fractionating or storing natural gas, NGLs and other products is subject to stringent and complex federal, state
and local laws and regulations governing the discharge of materials into the environment or otherwise relating
to the protection of the environment.

As an owner or operator of these facilities, we must comply with these laws and regulations at the federal,

state and local levels. These laws and regulations can restrict or impact our business activities in many ways,
such as:

• requiring the acquisition of permits to conduct regulated activities;

• restricting the way we can handle or dispose of our wastes;

• limiting or prohibiting construction activities in sensitive areas such as wetlands, coastal regions or

areas inhabited by endangered species;

• requiring remedial action to mitigate pollution conditions caused by our operations or attributable to

former operations;

• enjoining the operations of facilities deemed in non-compliance with permits issued pursuant to such

environmental laws and regulations; and

• regulating changes to the operations of facilities deemed in non-compliance with permits issued

pursuant to such environmental laws and regulations.

Failure to comply with these laws and regulations may trigger a variety of administrative, civil and
criminal enforcement measures, including the assessment of monetary penalties, the imposition of remedial
requirements and the issuance of orders enjoining future operations. Certain environmental statutes impose
strict joint and several liability for costs required to clean up and restore sites where hazardous substances have
been disposed or otherwise released. Moreover, it is not uncommon for neighboring landowners and other third
parties to file claims for personal injury and property damage allegedly caused by the release of substances or
other waste products into the environment.

The trend in environmental regulation is to place more restrictions and limitations on activities that may
affect the environment. Thus, there can be no assurance as to the amount or timing of future expenditures for
environmental compliance or remediation, and actual future expenditures may be different from the amounts we
currently anticipate. We try to anticipate future regulatory requirements that might be imposed and plan
accordingly to remain in compliance with changing environmental laws and regulations and to minimize the
costs of such compliance. For instance, we or the entities in which we own an interest inspect the pipelines
regularly using equipment rented from third party suppliers. Third parties also assist us in interpreting the
results of the inspections. We also actively participate in industry groups that help formulate recommendations
for addressing existing or future regulations.

We do not believe that compliance with federal, state or local environmental laws and regulations will
have a material adverse effect on our business, financial position or results of operations. Below is a discussion
of the more significant environmental laws and regulations that relate to our business and with which
compliance may have a material adverse effect on our capital expenditures, earnings or competitive position.

Impact of Climate Change and Air Quality Standards

A number of states have adopted programs to reduce “greenhouse gases,” or GHG and depending on the
particular program or jurisdiction, we could be required to purchase and surrender allowances, either for GHG
emissions resulting from our operations (e.g., compressor units) or from combustion of fuels (e.g., oil or natural
gas) we process. Also, the U.S. Environmental Protection Agency, or EPA, has declared that GHGs “endanger”
public health and welfare, and is regulating GHG emissions from mobile sources such as cars and trucks

According to the EPA, this final action on the GHG vehicle emission rule triggered regulation of carbon dioxide
and other GHG emissions from stationary sources under various Clean Air Act programs at both the federal and
state levels such as the Prevention of Significant Deterioration, or PSD, program and Title V permitting. These
new requirements for stationary sources took effect on January 2, 2011. On June 26, 2012, the DC Circuit
upheld, with no dissenting opinion, the EPA’s GHG rules in their entirety. The EPA has also published more than
a dozen rules relating to the mandatory reporting of GHG emissions, including mandatory reporting requirements
of GHGs from petroleum and natural gas systems. The permitting and reporting program taken as a whole
increase the costs and complexity of operating oil and gas operations in compliance with these legal
requirements, with resulting potential to adversely affect our cost of doing business, demand for the oil and gas
we transport and may require us to incur certain capital expenditures in the future for air pollution control
equipment in connection with obtaining and maintaining operating permits and approvals for air emissions.

Hazardous Substances and Waste

Our operations are subject to environmental laws and regulations relating to the management and release of

hazardous substances or solid wastes, including petroleum hydrocarbons. These laws generally regulate the
generation, storage, treatment, transportation and disposal of solid and hazardous waste, and may impose strict,
joint and several liability for the investigation and remediation of areas at a facility where hazardous substances
may have been released or disposed. For instance, the Comprehensive Environmental Response, Compensation,
and Liability Act, as amended, or CERCLA, also known as the Superfund law, and comparable state laws impose
liability, without regard to fault or the legality of the original conduct, on certain classes of persons that
contributed to the release of a hazardous substance into the environment. These persons include current and prior
owners or operators of the site where the release occurred and companies that disposed or arranged for the
disposal of the hazardous substances found at the site. Under CERCLA, these persons may be subject to joint and
several strict liability for the costs of cleaning up the hazardous substances that have been released into the
environment, for damages to natural resources and for the costs of certain health studies. CERCLA also
authorizes the EPA and, in some instances, third parties to act in response to threats to the public health or the
environment and to seek to recover from the responsible classes of persons the costs they incur. Despite the
“petroleum exclusion” of CERCLA Section 101(14) that currently encompasses natural gas, we may nonetheless
handle hazardous substances within the meaning of CERCLA, or similar state statutes, in the course of our
ordinary operations and, as a result, may be jointly and severally liable under CERCLA for all or part of the costs
required to clean up sites at which these hazardous substances have been released into the environment.

We also generate solid wastes, including hazardous wastes that are subject to the requirements of the
Resource Conservation and Recovery Act, as amended, or RCRA, and comparable state statutes. While RCRA
regulates both solid and hazardous wastes, it imposes strict requirements on the generation, storage, treatment,
transportation and disposal of hazardous wastes. Certain petroleum production wastes are excluded from
RCRA’s hazardous waste regulations. However, it is possible that these wastes, which could include wastes
currently generated during our operations, will in the future be designated as hazardous wastes and therefore be
subject to more rigorous and costly disposal requirements. Any such changes in the laws and regulations could
have a material adverse effect on our maintenance capital expenditures and operating expenses.

We currently own or lease properties where petroleum hydrocarbons are being or have been handled for
many years. Although we have utilized operating and disposal practices that were standard in the industry at the
time, petroleum hydrocarbons or other wastes may have been disposed of or released on or under the properties
owned or leased by us or on or under the other locations where these petroleum hydrocarbons and wastes have
been taken for treatment or disposal. In addition, certain of these properties have been operated by third parties
whose treatment and disposal or release of petroleum hydrocarbons or other wastes was not under our control.
These properties and wastes disposed thereon may be subject to CERCLA, RCRA and analogous state laws.
Under these laws, we could be required to remove or remediate previously disposed wastes (including wastes
disposed of or released by prior owners or operators), to clean up contaminated property (including contaminated
groundwater) or to perform remedial operations to prevent future contamination. We are not currently aware of
any facts, events or conditions relating to the application of such requirements that could reasonably have a
material impact on our operations or financial condition.

Water

The Federal Water Pollution Control Act of 1972, as amended, also referred to as the Clean Water Act, or
CWA, and analogous state laws impose restrictions and strict controls regarding the discharge of pollutants into
navigable waters. Pursuant to the CWA and analogous state laws, permits must be obtained to discharge
pollutants into state and federal waters. The CWA also requires implementation of spill prevention, control and
countermeasure plans, also referred to as “SPCC plans,” in connection with on-site storage of threshold
quantities of oil. The CWA imposes substantial potential civil and criminal penalties for non-compliance. State
laws for the control of water pollution also provide varying civil and criminal penalties and liabilities. In
addition, some states maintain groundwater protection programs that require permits for discharges or
operations that may impact groundwater conditions. The EPA has promulgated regulations that require us to
have permits in order to discharge certain storm water. The EPA has entered into agreements with certain states
in which we operate whereby the permits are issued and administered by the respective states. These permits
may require us to monitor and sample the storm water discharges. We believe that compliance with existing
permits and compliance with foreseeable new permit requirements will not have a material adverse effect on
our financial condition or results of operations.

The Oil Pollution Act of 1990, as amended (“OPA”) addresses prevention, containment and cleanup, and

liability associated with oil pollution. OPA applies to vessels, offshore platforms, and onshore facilities,
including terminals, pipelines, and transfer facilities. OPA subjects owners of such facilities to strict liability for
containment and removal costs, natural resource damages, and certain other consequences of oil spills into
jurisdictional waters. Any unpermitted release of petroleum or other pollutants from our operations could result
in government penalties and civil liability.

Anti-Terrorism Measures

The federal Department of Homeland Security regulates the security of chemical and industrial facilities
pursuant to regulations known as the Chemical Facility Anti-Terrorism Standards. These regulations apply to
oil and gas facilities, among others, that are deemed to present “high levels of security risk.” Pursuant to these
regulations, certain of our facilities are required to comply with certain regulatory requirements, including those
regarding inspections, audits, recordkeeping, and protection of chemical-terrorism vulnerability information.

Employees

Our operations and activities are managed by our general partner, DCP Midstream GP, LP, which in turn is

managed by its general partner, DCP Midstream GP, LLC, or the General Partner, which is wholly-owned by
DCP Midstream, LLC. As of December 31, 2012, the General Partner or its affiliates employed 7 people
directly and approximately 400 people who provided direct support for our operations through DCP Midstream,
LLC.

General

We make certain filings with the Securities and Exchange Commission, or SEC, including our annual

report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and all amendments and
exhibits to those reports, which are available free of charge through our website, www.dcppartners.com, as soon
as reasonably practicable after they are filed with the SEC. The filings are also available through the SEC at the
SEC’s Public Reference Room at 100 F Street, N.E., Washington, D.C. 20549 or by calling 1-800-SEC-0330.
Also, these filings are available on the internet at www.sec.gov. Our annual reports to unitholders, press releases
and recent analyst presentations are also available on our website. We have also posted our code of business
ethics on our website.

Item 1A. Risk Factors

Limited partner interests are inherently different from capital stock of a corporation, although many of the

business risks to which we are subject are similar to those that would be faced by a corporation engaged in
similar businesses. You should consider carefully the following risk factors together with all of the other
information included in this annual report in evaluating an investment in our common units.

If any of the following risks were actually to occur, our business, financial condition or results of

operations could be materially affected. In that case, we might not be able to pay the minimum quarterly
distribution on our common units, the trading price of our common units could decline and you could lose all or
part of your investment.

Risks Related to Our Business

We may not have sufficient cash from operations following the establishment of cash reserves and
payment of fees and expenses, including cost reimbursements to our general partner, to enable us to
continue to make cash distributions to holders of our common units at our current distribution rate.

The amount of cash we can distribute on our units principally depends upon the amount of cash we
generate from our operations, which will fluctuate from quarter to quarter based on, among other things:

• the fees we charge and the margins we realize for our services;

• the prices of, level of production of, and demand for natural gas, condensate and NGLs, and propane;

• the success of our commodity and interest rate hedging programs in mitigating fluctuations in

commodity prices and interest rates;

• the volume and quality of natural gas we gather, compress, treat, process, transport and sell, and the

volume of NGLs we process, transport, sell, and store and the volume of propane we transport, sell, and
store;

• the operational performance and efficiency of our assets, including our plants and equipment;

• the operational performance and efficiency of third-party processing, fractionation or other facilities that

provide services to us;

• the relationship between natural gas, NGL and crude oil prices;

• the level of competition from other energy companies;

• the impact of weather conditions on the demand for natural gas, NGLs and propane;

• the level of our operating and maintenance and general and administrative costs ; and

• prevailing economic conditions.

In addition, the actual amount of cash we will have available for distribution will depend on other factors,

some of which are beyond our control, including:

• the level of capital expenditures we make;

• the cost and form of payment for acquisitions;

• our debt service requirements and other liabilities;

• fluctuations in our working capital needs;

• our ability to borrow funds and access capital markets at reasonable rates;

• restrictions contained in our debt agreements;

• the timing of our producers’ obligations to make volume deficiency payments to us;

• the amount of cash distributions we receive from our equity interests;

• the amount of cost reimbursements to our general partner;

• the amount of cash reserves established by our general partner; and

• new, additions to and changes in laws and regulations.

We have partial ownership interests in certain joint venture legal entities, including Discovery, the Eagle
Ford system, CrossPoint, the Mont Belvieu fractionators and Texas Express, which could adversely affect
our ability to operate and control these entities. In addition, we may be unable to control the amount of
cash we will receive from the operation of these entities and we could be required to contribute significant
cash to fund our share of their operations, which could adversely affect our ability to distribute cash to our
unitholders.

Our inability, or limited ability, to control the operations and management of joint venture legal entities

that we have a partial ownership interest in may mean that we will not receive the amount of cash we expect to
be distributed to us. In addition, for entities where we have a minority ownership interest, we will be unable to
control ongoing operational decisions, including the incurrence of capital expenditures that we may be required
to fund. Specifically,

• we have limited ability to influence decisions with respect to the operations of these entities and their

subsidiaries, including decisions with respect to incurrence of expenses and distributions to us;

• these entities may establish reserves for working capital, capital projects, environmental matters and

legal proceedings which would otherwise reduce cash available for distribution to us;

• these entities may incur additional indebtedness, and principal and interest made on such indebtedness

may reduce cash otherwise available for distribution to us; and

• these entities may require us to make additional capital contributions to fund working capital and capital
expenditures, our funding of which could reduce the amount of cash otherwise available for distribution.

All of these items could significantly and adversely impact our ability to distribute cash to our unitholders.

The amount of cash we have available for distribution to holders of our common units depends primarily
on our cash flow and not solely on profitability.

Profitability may be significantly affected by non-cash items. As a result, we may make cash distributions

during periods when we record losses for financial accounting purposes and may not make cash distributions
during periods when we record net earnings for financial accounting purposes.

Because of the natural decline in production from existing wells, our success depends on our ability to
obtain new sources of supplies of natural gas and NGLs.

Our gathering and transportation pipeline systems are connected to or dependent on the level of production

from natural gas wells, from which production will naturally decline over time. As a result, our cash flows
associated with these wells will also decline over time. In order to maintain or increase throughput levels on our
gathering and transportation pipeline systems and NGL pipelines and the asset utilization rates at our natural
gas processing plants, we must continually obtain new supplies. The primary factors affecting our ability to
obtain new supplies of natural gas and NGLs, and to attract new customers to our assets include the level of
successful drilling activity near these assets, the demand for natural gas and crude oil, producers’ desire and
ability to obtain necessary permits in an efficient manner, natural gas field characteristics and production
performance, surface access and infrastructure issues, and our ability to compete for volumes from successful
new wells. If we are not able to obtain new supplies of natural gas to replace the natural decline in volumes
from existing wells or because of competition, throughput on our pipelines and the utilization rates of our
treating and processing facilities would decline, which could have a material adverse effect on our business,
results of operations, financial position and cash flows, and our ability to make cash distributions.

Current economic conditions may adversely affect natural gas and NGL producers’ drilling activity and
transportation spending levels, which may in turn negatively impact our volumes and results of operations
and our ability to make distributions to our unitholders.

The level of drilling activity is dependent on economic and business factors beyond our control. Among
the factors that impact drilling decisions are commodity prices, the liquids content of the natural gas production,
drilling requirements for producers to hold leases, the cost of finding and producing natural gas and the general
condition of the credit and financial markets. Natural gas prices have declined substantially compared to
historical periods. For example, the twelve-month average New York Mercantile Exchange, or NYMEX, price

of natural gas futures contracts per MMBtu was $3.54, $3.24 and $4.55 as of December 31, 2012, 2011 and
2010, respectively. The twelve-month average price per gallon for NGLs was $1.08, $1.39 and $1.10 as of
December 31, 2012, 2011 and 2010, respectively, and the price of crude oil per barrel was $94.16, $95.12 and
$79.53 as of December 31, 2012, 2011 and 2010, respectively. Commodity prices historically have been
volatile and continue to be volatile. Crude oil prices have generally remained at favorable levels, while natural
gas liquids prices have softened in relation to crude prices. Natural gas liquids and natural gas prices are
currently below levels seen in recent years due to increasing supplies and higher inventory levels due to record
warm weather last year. Natural gas drilling activity levels vary by geographic area, but in general, drilling
remains firm in areas with liquids rich gas. Drilling remains weak in certain areas with dry gas where low
commodity prices currently do not support the economics of drilling. However, advances in technology, such as
horizontal drilling and hydraulic fracturing in shale plays, have led to certain geographic areas becoming
increasingly accessible.

Furthermore, a sustained decline in commodity prices could result in a decrease in exploration and

development activities in the fields served by our gathering and pipeline transportation systems and our natural
gas treating and processing plants, and our NGL and natural gas storage assets, which could lead to reduced
utilization of these assets. During periods of natural gas price decline and/or if the price of NGLs and crude oil
declines, the level of drilling activity could decrease. When combined with a reduction of cash flow resulting
from lower commodity prices, a reduction in our producers’ borrowing base under reserve-based credit
facilities and lack of availability of debt or equity financing for our producers may result in a significant
reduction in our producers’ spending for natural gas drilling activity, which could result in lower volumes being
transported on our pipeline systems. Other factors that impact production decisions include the ability of
producers to obtain necessary drilling and other governmental permits and regulatory changes. Because of these
factors, even if new natural gas reserves are discovered in areas served by our assets, producers may choose not
to develop those reserves. If we are not able to obtain new supplies of natural gas to replace the declines
resulting from reductions in drilling activity, throughput on our pipelines and the utilization rates of our
treating, processing and storage facilities would decline, which could have a material adverse effect on our
business, results of operations, financial position and cash flows and our ability to make cash distributions.

The cash flow from our Natural Gas Services segment is affected by natural gas, NGL and condensate
prices.

Our Natural Gas Services segment is affected by the level of natural gas, NGL and condensate prices.
NGL and condensate prices generally fluctuate on a basis that relates to fluctuations in crude oil prices. In the
past, the prices of natural gas and crude oil have been volatile, and we expect this volatility to continue. The
markets and prices for natural gas, NGLs, condensate and crude oil depend upon factors beyond our control and
may not always have a close relationship. These factors include supply of and demand for these commodities,
which fluctuate with changes in market and economic conditions and other factors, including:

• the impact of weather, including abnormally mild winter or summer weather that cause lower energy

usage for heating or cooling purposes, respectively, or extreme weather that may disrupt our operations
or related upstream or downstream operations;

• the level of domestic and offshore production;

• a general downturn in economic conditions, including demand for NGLs;

• the availability of natural gas, NGLs and crude oil and the demand in the U.S. and globally for these

commodities;

• actions taken by foreign oil and gas producing nations;

• the availability of local, intrastate and interstate transportation systems;

• the availability and marketing of competitive fuels;

• the extent of governmental regulation and taxation.

Our primary natural gas gathering and processing arrangements that expose us to commodity price risk are
our percent-of-proceeds arrangements. Under percent-of-proceeds arrangements, we generally purchase natural

gas from producers for an agreed percentage of the proceeds from the sale of residue gas and/or NGLs resulting
from our processing activities, and then sell the resulting residue gas and NGLs at market prices. Under these
types of arrangements, our revenues and our cash flows increase or decrease, whichever is applicable, as the
price of natural gas and NGLs fluctuate. We have mitigated a portion of our share of anticipated natural gas,
NGL and condensate commodity price risk associated with the equity volumes from our gathering and
processing operations through 2016 with derivative instruments.

Our hedging activities and the application of fair value measurements may have a material adverse effect
on our earnings, profitability, cash flows, liquidity and financial condition.

We are exposed to risks associated with fluctuations in commodity prices. The extent of our commodity

price risk is related largely to the effectiveness and scope of our hedging activities. For example, the derivative
instruments we utilize are based on posted market prices, which may differ significantly from the actual natural
gas, NGL and condensate prices that we realize in our operations. To mitigate a portion of our cash flow
exposure to fluctuations in the price of NGLs, we have entered into derivative financial instruments relating to
the future price of crude oil and NGLs. If the price relationship between NGLs and crude oil declines, our
commodity price risk will increase. Furthermore, we have entered into derivative transactions related to only a
portion of the volume of our expected natural gas supply and production of NGLs and condensate from our
processing plants; as a result, we will continue to have direct commodity price risk to the open portion. Our
actual future production may be significantly higher or lower than we estimate at the time we entered into the
derivative transactions for that period. If the actual amount is higher than we estimate, we will have greater
commodity price risk than we intended. If the actual amount is lower than the amount that is subject to our
derivative financial instruments, we might be forced to satisfy all or a portion of our derivative transactions
without the benefit of the cash flow from our sale of the underlying physical commodity, reducing our liquidity.

We have mitigated a portion of our expected natural gas, NGL and condensate commodity price risk
relating to the equity volumes from our gathering and processing operations through 2016 by entering into fixed
price derivative financial instruments. Additionally, we have entered into interest rate swap agreements to
convert a portion of the variable rate revolving debt under our 5-year credit agreement that matures in
November 2016, or “the Credit Agreement”, to a fixed rate obligation, thereby reducing the exposure to market
rate fluctuations. The intent of these arrangements is to reduce the volatility in our cash flows resulting from
fluctuations in commodity prices and interest rates.

We have mitigated a portion of our interest rate risk with interest rate swaps and forward-starting interest

rate swaps that reduce our exposure to market rate fluctuations by converting variable interest rates on our
existing debt to fixed interest rates and locking in rates on our anticipated future fixed-rate debt, respectively.
The interest rate swap agreements convert the interest rate associated with the indebtedness outstanding under
our Credit Agreement to a fixed-rate obligation, thereby reducing the exposure to market rate fluctuations. The
forward-starting interest rate swap agreements lock in the interest rate associated with our anticipated future
fixed-rate debt, thereby reducing the exposure to market rate fluctuations prior to issuance.

We record all of our derivative financial instruments at fair value on our balance sheets primarily using
information readily observable within the marketplace. In situations where market observable information is not
available, we may use a variety of data points that are market observable, or in certain instances, develop our
own expectation of fair value. We will continue to use market observable information as the basis for our fair
value calculations, however, there is no assurance that such information will continue to be available in the
future. In such instances, we may be required to exercise a higher level of judgment in developing our own
expectation of fair value, which may be significantly different from the historical fair values, and may increase
the volatility of our earnings.

We will continue to evaluate whether to enter into any new derivative arrangements, but there can be no
assurance that we will enter into any new derivative arrangement or that our future derivative arrangements will
be on terms similar to our existing derivative arrangements. Although we enter into derivative instruments to
mitigate a portion of our commodity price and interest rate risk, we also forego the benefits we would otherwise
experience if commodity prices or interest rates were to change in our favor.

The counterparties to our derivative instruments may require us to post collateral in the event that our
potential payment exposure exceeds a predetermined collateral threshold. Depending on the movement in
commodity prices, the amount of collateral posted may increase, reducing our liquidity.

As a result of these factors, our hedging activities may not be as effective as we intend in reducing the

volatility of our cash flows and, in certain circumstances, may actually increase the volatility of our earnings
and cash flows. In addition, even though our management monitors our hedging activities, these activities can
result in material losses. Such losses could occur under various circumstances, including if a counterparty does
not or is unable to perform its obligations under the applicable derivative arrangement, the derivative
arrangement is imperfect or ineffective, or our risk management policies and procedures are not properly
followed or do not work as planned.

Volumes of natural gas dedicated to our systems in the future may be less than we anticipate.

As a result of the unwillingness of producers to provide reserve information as well as the cost of such

evaluation, we do not have independent estimates of total reserves dedicated to our systems or the anticipated
life of such reserves. If the reserves connected to our gathering systems are less than we anticipate and we are
unable to secure additional sources of natural gas, then the volumes of natural gas on our systems in the future
could be less than we anticipate.

The amount of gas we gather, compress, treat, process, transport, sell and store, or the NGLs we produce,
fractionate, transport, sell and store, may be reduced if the pipelines and storage fractionation facilities to
which we deliver the natural gas or NGLs are capacity constrained and cannot, or will not, accept the gas
or NGLs.

The natural gas we gather, compress, treat, process, transport and store is delivered into pipelines for
further delivery to end-users. If these pipelines are capacity constrained and cannot, or will not, accept delivery
of the gas due to downstream constraints on the pipeline or changes in interstate pipeline gas quality
specifications, we may be forced to limit or stop the flow of gas through our pipelines and processing and
treating facilities. In addition, interruption of pipeline service upstream of our processing facilities would limit
or stop flow through our processing and fractionation facilities. Likewise, if the pipelines into which we deliver
NGLs are interrupted, we may be limited in, or prevented from conducting, our NGL transportation operations.
Any number of factors beyond our control could cause such interruptions or constraints on pipeline service,
including necessary and scheduled maintenance, or unexpected damage to the pipelines. Because our revenues
and net operating margins depend upon (i) the volumes of natural gas we process, gather and transmit, (ii) the
throughput of NGLs through our transportation, fractionation and storage facilities and (iii) the volume of
natural gas we gather and transport, any reduction of volumes could adversely affect our operations and cash
flows available for distribution to our unitholders.

We depend on certain natural gas producer customers for a significant portion of our supply of natural
gas and NGLs.

We identify as primary natural gas suppliers those suppliers individually representing 10% or more of our

total natural gas supply. We had no natural gas suppliers representing 10% or more of our total natural gas
supply during the year ended December 31, 2012. In our NGL Logistics segment, our largest NGL supplier is
DCP Midstream, LLC, who obtains NGLs from various third- party producer customers. While some of these
customers are subject to long-term contracts, we may be unable to negotiate extensions or replacements of these
contracts on favorable terms, if at all. The loss of all or even a portion of the natural gas and NGL volumes
supplied by these customers, as a result of competition or otherwise, could have a material adverse effect on our
business.

If we are not able to purchase propane from our principal suppliers, or we are unable to secure
transportation under our transportation arrangements, our results of operations in our wholesale propane
logistics business would be adversely affected.

Most of our propane purchases are made under supply contracts that have a term of between one to five
years and provide various index-based pricing formulas. We identify primary suppliers as those individually

representing 10% or more of our total propane supply. Our four primary suppliers of propane, two of which are
affiliated entities, represented approximately 88% of our propane supplied during the year ended December 31,
2012. The propane supply agreement with Spectra Energy expired on April 30, 2012. In the event that we are
unable to purchase propane from our significant suppliers due to their failure to perform under contractual
obligations or otherwise, replace terminated or expired supply contracts, or if there are domestic or international
supply disruptions, our failure to obtain alternate sources of supply at competitive prices and on a timely basis
would affect our ability to satisfy customer demand, reduce our revenues and adversely affect our results of
operations. In addition, if we are unable to transport propane supply to our terminals, our ability to satisfy
customer demand, our revenue and results of operations would be adversely affected.

The adoption of financial reform legislation by the United States Congress could have an adverse effect on
our ability to use derivative instruments to hedge risks associated with our business.

We hedge a portion of our commodity risk and our interest rate risk. The United States Congress adopted

comprehensive financial reform legislation that establishes federal oversight and regulation of the over-the-
counter derivatives market and entities, including businesses like ours, that participate in that market. The new
legislation, known as the Dodd-Frank Wall Street Reform and Consumer Protection Act, or Act, was signed
into law by the President on July 21, 2010, and requires the CFTC and the SEC to promulgate rules and
regulations implementing the new legislation. In its rulemaking under the Act, the CFTC adopted regulations to
set position limits for certain futures and option contracts in the major energy markets and for swaps that are
their economic equivalents, but these rules were successfully challenged in Federal district court by the
Securities Industry Financial Markets Association and the International Swaps and Derivatives Association and
largely vacated by the court. The CFTC has filed a notice of appeal with respect to this ruling. Under final rules
adopted by the CFTC, we believe our hedging transactions will qualify for the non-financial, commercial end
user exception, which exempts derivatives intended to hedge or mitigate commercial risk from the mandatory
swap clearing requirement. The Act may also require us to comply with margin requirements in connection
with our hedging activities, although the application of those provisions to us is uncertain at this time. The Act
may also require the counterparties to our derivative instruments to spin off some of their hedging activities to a
separate entity, which may not be as creditworthy as the current counterparty. The new legislation and related
regulations could significantly increase the cost of derivatives contracts for our industry (including
requirements to post collateral which could adversely affect our available liquidity), materially alter the terms
of derivatives contracts, reduce the availability of derivatives to protect against risks we encounter, reduce our
ability to monetize or restructure our existing derivatives contracts, and increase our exposure to less
creditworthy counterparties, particularly if we are unable to utilize the commercial end user exception with
respect to certain of our hedging transactions. If we reduce our use of hedging as a result of the legislation and
regulations, our results of operations may become more volatile and our cash flows may be less predictable,
which could adversely affect our ability to plan for and fund capital expenditures and fund unitholder
distributions. Finally, the legislation was intended, in part, to reduce the volatility of oil and natural gas prices,
which some legislators attributed to speculative trading in derivatives and commodity instruments related to oil
and natural gas. Our revenues could therefore be adversely affected if a consequence of the legislation and
regulations is to lower commodity prices. Any of these consequences could have a material adverse effect on
our business, our financial condition, and our results of operations.

We may not be able to grow or effectively manage our growth.

A principal focus of our strategy is to continue to grow the per unit distribution on our units by expanding
our business. Our future growth will depend upon a number of factors, some of which we can control and some
of which we cannot. These factors include our ability to:

• participate in dropdown opportunities with DCP Midstream, LLC;

• identify businesses engaged in managing, operating or owning pipelines, processing and storage assets

or other midstream assets for acquisitions, joint ventures and construction projects;

• consummate accretive acquisitions or joint ventures and complete construction projects;

• appropriately identify liabilities associated with acquired businesses or assets;

• integrate acquired or constructed businesses or assets successfully with our existing operations and into

our operating and financial systems and controls;

• hire, train and retain qualified personnel to manage and operate our growing business; and

• obtain required financing for our existing and new operations at reasonable rates.

A deficiency in any of these factors could adversely affect our ability to achieve growth in the level of our
cash flows or realize benefits from acquisitions, joint ventures or construction projects. In addition, competition
from other buyers could reduce our acquisition opportunities. DCP Midstream, LLC and its affiliates are not
restricted from competing with us. DCP Midstream, LLC and its affiliates may acquire, construct or dispose of
midstream or other assets in the future without any obligation to offer us the opportunity to purchase or
construct those assets.

Furthermore, we have recently grown significantly through a number of acquisitions. If we fail to properly

integrate these acquired assets successfully with our existing operations, if the future performance of these
acquired assets does not meet our expectations, if we did not properly value the acquired assets, or we did not
identify significant liabilities associated with the acquired assets, the anticipated benefits from these
acquisitions may not be fully realized.

We may not successfully balance our purchases and sales of natural gas and propane.

We purchase from producers and other customers a substantial amount of the natural gas that flows
through our natural gas gathering, processing and transportation systems for resale to third parties, including
natural gas marketers and end-users. In addition, in our wholesale propane logistics business, we purchase
propane from a variety of sources and resell the propane to distributors. We may not be successful in balancing
our purchases and sales. A producer or supplier could fail to deliver contracted volumes or deliver in excess of
contracted volumes, or a purchaser could purchase less than contracted volumes. Any of these actions could
cause our purchases and sales to be unbalanced. While we attempt to balance our purchases and sales, if our
purchases and sales are unbalanced, we will face increased exposure to commodity price risks and could have
increased volatility in our operating income and cash flows.

Our NGL pipelines could be adversely affected by any decrease in NGL prices relative to the price of
natural gas.

The profitability of our NGL pipelines is dependent on the level of production of NGLs from processing

plants. When natural gas prices are high relative to NGL prices, it is less profitable to process natural gas
because of the higher value of natural gas compared to the value of NGLs and because of the increased cost
(principally that of natural gas as a feedstock and fuel) of separating the NGLs from the natural gas. As a result,
we may experience periods in which higher natural gas prices relative to NGL prices reduce the volume of
natural gas processed at plants connected to our NGL pipelines, as well as reducing the amount of NGL
extraction, which would reduce the volumes and gross margins attributable to our NGL pipelines and NGL
storage facilities.

Third party pipelines and other facilities interconnected to our natural gas and NGL pipelines and
facilities may become unavailable to transport, process or produce natural gas and NGLs.

We depend upon third party pipelines and other facilities that provide delivery options to and from our
pipelines and facilities for the benefit of our customers. Since we do not own or operate any of these third-party
pipelines or other facilities, their continuing operation is not within our control.

A reduction in demand for NGL products by the petrochemical, refining or other industries or by the fuel
markets could materially adversely affect our results of operations and financial condition.

The NGL products we produce have a variety of applications, including as heating fuels, petrochemical

feedstocks and refining blend stocks. A reduction in demand for NGL products, whether because of general or
industry specific economic conditions, new government regulations, global competition, reduced demand by
consumers for products made with NGL products (for example, reduced petrochemical demand observed due to

lower activity in the automobile and construction industries), increased competition from petroleum-based
feedstocks due to pricing differences, mild winter weather for some NGL applications or other reasons, could
result in a decline in the volume of NGL products we handle or reduce the fees we charge for our services.

Service at our propane terminals may be interrupted.

Historically, a substantial portion of the propane we purchase to support our wholesale propane logistics
business is delivered at our rail terminals or by ship at our leased marine terminal in Providence, Rhode Island
and at our owned marine terminal in Chesapeake, Virginia. We also rely on shipments of propane via the
Buckeye Pipeline for our Midland Terminal and via TEPPCO Partners, LP’s pipeline to open access terminals.
Any significant interruption in the service at these terminals would adversely affect our ability to obtain
propane, which could reduce the amount of propane that we distribute and impact our revenues or cash
available for distribution.

Our operating results for our Wholesale Propane Logistics Segment fluctuate on a seasonal and quarterly
basis.

Revenues from our Wholesale Propane Logistics Segment have seasonal characteristics. In many parts of

the country, demand for propane and other fuels peaks during the winter months. As a result, our overall
operating results fluctuate on a seasonal basis. Demand for propane and other fuels could vary significantly
from our expectations depending on the nature and location of our facilities and pipeline systems and the terms
of our transportation arrangements relative to demand created by unusual weather patterns.

We operate in a highly competitive business environment.

We compete with similar enterprises in our respective areas of operation. Some of our competitors are
large oil, natural gas and petrochemical companies that have greater financial resources and access to supplies
of natural gas, propane and NGLs than we do. Some of these competitors may expand or construct gathering,
processing and transportation systems that would create additional competition for the services we provide to
our customers. Likewise, our customers who produce NGLs may develop their own systems to transport NGLs.
Additionally, our wholesale propane distribution customers may develop their own sources of propane supply.
Our ability to renew or replace existing contracts with our customers at rates sufficient to maintain current
revenues and cash flows could be adversely affected by the activities of our competitors and our customers.

Our assets and operations can be affected by weather and other weather related conditions.

Our assets and operations can be adversely affected by hurricanes, floods, tornadoes, wind, lightning, cold
weather and other natural phenomena, which could impact our results of operations and make it more difficult
for us to realize historic rates of return. Although we carry insurance on the vast majority of our assets,
insurance may be inadequate to cover our loss and in some instances, we have been unable to obtain insurance
on commercially reasonable terms, if at all. If we incur a significant disruption in our operations or a significant
liability for which we were not fully insured, our financial condition, results of operations and ability to make
distributions to our unitholders could be materially adversely affected.

Competition from alternative energy sources, conservation efforts and energy efficiency and technological
advances may reduce the demand for propane.

Competition from alternative energy sources, including natural gas and electricity, has been increasing as a

result of reduced regulation of many utilities. In addition, propane competes with heating oil primarily in
residential applications. Propane is generally not competitive with natural gas in areas where natural gas
pipelines already exist because natural gas is a less expensive source of energy than propane. The gradual
expansion of natural gas distribution systems and availability of natural gas in the northeast, which has
historically depended upon propane, could reduce the demand for propane, which could adversely affect the
volumes of propane that we distribute. In addition, stricter conservation measures in the future or technological
advances in heating, energy generation or other devices could reduce the demand for propane.

A change in the jurisdictional characterization of some of our assets by federal, state or local regulatory
agencies or a change in policy by those agencies may result in increased regulation of our assets.

The majority of our natural gas gathering and intrastate transportation operations are exempt from FERC

regulation under the NGA but FERC regulation still affects these businesses and the markets for products
derived from these businesses. FERC’s policies and practices across the range of its oil and natural gas
regulatory activities, including, for example, its policies on open access transportation, ratemaking, capacity
release and market center promotion, indirectly affect intrastate markets. In recent years, FERC has pursued
pro-competitive policies in its regulation of interstate oil and natural gas pipelines. However, we cannot assure
that FERC will continue this approach as it considers matters such as pipeline rates and rules and policies that
may affect rights of access to oil and natural gas transportation capacity. In addition, the distinction between
FERC-regulated transmission services and federally unregulated gathering services has been the subject of
regular litigation, so the classification and regulation of some of our gathering facilities and intrastate
transportation pipelines may be subject to change based on any reassessment by us of the jurisdictional status of
our facilities or on future determinations by FERC and the courts.

In addition, the rates, terms and conditions of some of the transportation services we provide on our

CIPCO pipeline system, Pelico pipeline system and the EasTrans Limited Partnership or EasTrans pipeline
system owned by East Texas, are subject to FERC regulation under Section 311 of the NGPA. Under
Section 311, rates charged for transportation must be fair and equitable, and amounts collected in excess of fair
and equitable rates are subject to refund with interest. The Pelico system is currently charging rates for its
Section 311 transportation services that were deemed fair and equitable under a rate settlement approved by
FERC. The EasTrans system is currently charging rates for its Section 311 transportation services that were
deemed fair and equitable under an order approved by the Railroad Commission of Texas. The Black Lake
pipeline system and Wattenberg pipeline system are interstate transporters of NGLs and are subject to FERC
jurisdiction under the Interstate Commerce Act and the Elkins Act.

Should we fail to comply with all applicable FERC-administered statutes, rules, regulations and orders, we
could be subject to substantial penalties and fines. Under EPACT 2005, FERC has civil penalty authority under
the NGA and the NGPA to impose penalties for current violations of up to $1.0 million per day for each
violation and possible criminal penalties of up to $1.0 million per violation and five years in prison.

Other state and local regulations also affect our business. Our non-proprietary gathering lines are subject to

ratable take and common purchaser statutes in Louisiana. Ratable take statutes generally require gatherers to
take, without undue discrimination, oil or natural gas production that may be tendered to the gatherer for
handling. Similarly, common purchaser statutes generally require gatherers to purchase without undue
discrimination as to source of supply or producer. These statutes restrict our right as an owner of gathering
facilities to decide with whom we contract to purchase or transport oil or natural gas. Federal law leaves any
economic regulation of natural gas gathering to the states. The states in which we operate have adopted
complaint-based regulation of oil and natural gas gathering activities, which allows oil and natural gas
producers and shippers to file complaints with state regulators in an effort to resolve grievances relating to oil
and natural gas gathering access and rate discrimination. Other state regulations may not directly regulate our
business, but may nonetheless affect the availability of natural gas for purchase, processing and sale, including
state regulation of production rates and maximum daily production allowable from gas wells. While our
proprietary gathering lines are currently subject to limited state regulation, there is a risk that state laws will be
changed, which may give producers a stronger basis to challenge the proprietary status of a line, or the rates,
terms and conditions of a gathering line providing transportation service.

Discovery’s interstate tariff rates are subject to review and possible adjustment by federal regulators.
Moreover, because Discovery is a non-corporate entity, it may be disadvantaged in calculating its cost-of-
service for rate-making purposes.

FERC, pursuant to the NGA, regulates many aspects of Discovery’s interstate pipeline transportation

service, including the rates that Discovery is permitted to charge for such service. Under the NGA, interstate
transportation rates must be just and reasonable and not unduly discriminatory. If FERC fails to permit tariff
rate increases requested by Discovery, or if FERC lowers the tariff rates Discovery is permitted to charge its

customers, on its own initiative, or as a result of challenges raised by Discovery’s customers or third parties,
Discovery’s tariff rates may be insufficient to recover the full cost of providing interstate transportation service.
In certain circumstances, FERC also has the power to order refunds.

Under current policy, FERC permits pipelines to include, in the cost-of-service used as the basis for
calculating the pipeline’s regulated rates, a tax allowance reflecting the actual or potential income tax liability
on public utility income attributable to all partnership or limited liability company interests, if the ultimate
owner of the interest has an actual or potential income tax liability on such income. Whether a pipeline’s
owners have such actual or potential income tax liability will be reviewed by FERC on a case-by-case basis. In
a future rate case, Discovery may be required to demonstrate the extent to which inclusion of an income tax
allowance in Discovery’s cost-of-service is permitted under the current income tax allowance policy.

Should we fail to comply with all applicable FERC-administered statutes, rules, regulations and orders, we
could be subject to substantial penalties and fines. Under EPACT 2005, FERC has civil penalty authority under
the NGA to impose penalties for current violations of up to $1.0 million per day for each violation and possible
criminal penalties of up to $1.0 million per violation and five years in prison.

Recent spills and their aftermath could lead to additional governmental regulation of the offshore
exploration and production industry, which may result in substantial cost increases or delays in our
offshore natural gas gathering activities.

In April 2010, a deepwater exploration well located in the Gulf of Mexico, owned and operated by

companies unrelated to us, sustained a blowout and subsequent explosion leading to the leaking of
hydrocarbons. In response to this event, certain federal agencies and governmental officials ordered additional
inspections of deepwater operations in the Gulf of Mexico. On May 28, 2010, a six-month federal moratorium
was implemented on all offshore deepwater drilling projects. On October 12, 2010, the Department of the
Interior announced it was lifting the deepwater drilling moratorium. Despite the fact that the drilling
moratorium was lifted, this spill and its aftermath has led to additional governmental regulation of the offshore
exploration and production industry and delays in the issuance of drilling permits, which may result in volume
impacts, cost increases or delays in our offshore natural gas gathering activities, which could materially impact
Discovery’s operations, its Keathley Canyon construction, and our business, financial condition and results of
operations. We cannot predict with any certainty what form any additional regulation or limitations would take.

Recently proposed or finalized rules imposing more stringent requirements on the oil and gas industry
could cause our customers and us to incur increased capital expenditures and operating costs as well as
reduce the demand for our services.

On April 16, 2012, the U.S. Environmental Protection Agency (“EPA”) approved final regulations under

the Clean Air Act that, among other things, require additional emissions controls for natural gas and natural gas
liquids production, including New Source Performance Standards to address emissions of sulfur dioxide and
volatile organic compounds (“VOCs”) and a separate set of emission standards to address hazardous air
pollutants frequently associated with such production activities. The final regulations require, among other
things, the reduction of VOC emissions from existing natural gas wells that are refractured and newly drilled
and fractured wells through the use of reduced emission completions or “green completions” and completion
combustion devices, such as flaring, as of January 1, 2015. In addition, these rules establish specific
requirements regarding emissions from compressors and controllers at natural gas gathering and boosting
stations and processing plants together with dehydrators and storage tanks at natural gas processing plants,
compressor stations and gathering and boosting stations. The rules also establish new requirements for leak
detection and repair of leaks at natural gas processing plants that exceed 500 parts per million in concentration.
These regulations could require modifications to the operations of our natural gas exploration and production
customers as well as our operations including the installation of new equipment, which could result in
significant costs, including increased capital expenditures and operating costs. The incurrence of such
expenditures and costs by our customers could result in reduced production by those customers and thus
translate into reduced demand for our services which could in turn have an adverse effect on our business and
cash available for distributions.

We may incur significant costs and liabilities in the future resulting from a failure to comply with new or
existing environmental regulations or an accidental release of hazardous substances or hydrocarbons into
the environment.

Our operations are subject to stringent and complex federal, state and local environmental laws and

regulations. These include, for example, (1) the federal Clean Air Act and comparable state laws and
regulations that impose obligations related to air emissions; (2) the federal Resource Conservation and
Recovery Act, or RCRA, and comparable state laws that impose requirements for the discharge of waste from
our facilities; and (3) the Comprehensive Environmental Response Compensation and Liability Act of 1980, or
CERCLA, also known as “Superfund,” and comparable state laws that regulate the cleanup of hazardous
substances that may have been released at properties currently or previously owned or operated by us or
locations to which we have sent waste for disposal. Failure to comply with these laws and regulations or newly
adopted laws or regulations may trigger a variety of administrative, civil and criminal enforcement measures,
including the assessment of monetary penalties, the imposition of remedial requirements, and the issuance of
orders enjoining future operations. Certain environmental regulations, including CERCLA and analogous state
laws and regulations, impose strict, joint and several liability for costs required to clean up and restore sites
where hazardous substances or hydrocarbons have been disposed or otherwise released. Moreover, it is not
uncommon for neighboring landowners and other third parties to file claims for personal injury and property
damage allegedly caused by the release of hazardous substances, hydrocarbons or other waste products into the
environment.

There is inherent risk of the incurrence of environmental costs and liabilities in our business due to our

handling of natural gas, NGLs and other petroleum products, air emissions related to our operations, and
historical industry operations and waste disposal practices. For example, an accidental release from one of our
facilities could subject us to substantial liabilities arising from environmental cleanup and restoration costs,
claims made by neighboring landowners and other third parties for personal injury and property damage and
governmental claims for natural resource damages or fines or penalties for related violations of environmental
laws or regulations. In addition, it is possible that stricter laws, regulations or enforcement policies could
significantly increase our compliance costs and the cost of any remediation that may become necessary. We
may not be able to recover some or any of these costs from insurance or from indemnification from DCP
Midstream, LLC.

We may incur significant costs in the future associated with proposed climate change legislation.

The United States Congress and some states where we have operations are considering legislation related

to greenhouse gas emissions. In addition, there have recently been international conventions and efforts to
establish standards for the reduction of greenhouse gases globally. The United States Congress may consider a
legislation that would compel greenhouse gas emission reductions. Some of these proposals may include
limitations, or caps, on the amount of greenhouse gas that can be emitted, as well as a system of emissions
allowances. Legislation passed by the US House of Representatives in 2010, which was not taken up by the
Senate, would have placed the entire burden of obtaining allowances for the carbon content of NGLs on the
owners of NGLs at the point of fractionation. To the extent legislation is enacted that regulates greenhouse gas
emissions, it could significantly increase our costs to (i) acquire allowances; (ii) operate and maintain our
facilities; (iii) install new emission controls; and (iv) manage a greenhouse gas emissions program. If such
legislation becomes law in the United States or any states in which we have operations and we are unable to
pass these costs through as part of our services, it could have an adverse effect on our business and cash
available for distributions.

Increased regulation of hydraulic fracturing could result in reductions, delays or increased costs in
drilling and completing new oil and natural gas wells, which could adversely impact our revenues by
decreasing the volumes of natural gas that we gather, process and transport.

Certain of our customers’ natural gas is developed from formations requiring hydraulic fracturing as part

of the completion process. Fracturing is a process where water, sand, and chemicals are injected under pressure
into subsurface formations to stimulate production. While the underground injection of fluids is regulated by
the U.S. EPA under the Safe Drinking Water Act (“SDWA”), fracturing is excluded from regulation unless the

injection fluid is diesel fuel. Congress has recently considered legislation that would repeal the exclusion,
allowing EPA to more generally regulate fracturing, and requiring disclosure of chemicals used in the fracturing
process. If enacted, such legislation could require fracturing to meet permitting and financial responsibility,
siting and technical specifications relating to well construction, plugging and abandonment. EPA is also
considering various regulatory programs directed at hydraulic fracturing. For example, on October 20, 2011, the
EPA announced its intention to propose regulations by 2014 under the federal Clean Water Act to further
regulate wastewater discharges from hydraulic fracturing and other natural gas production. The adoption of
new federal laws or regulations imposing reporting obligations on, or otherwise limiting or regulating, the
hydraulic fracturing process could make it more difficult for our customers to complete oil and natural gas
wells in shale formations and increase their costs of compliance. In addition, the U.S. EPA is currently studying
the potential adverse impact that each stage of hydraulic fracturing may have on the environment. Several states
in which our customers operate have also adopted regulations requiring disclosure of fracturing fluid
components or otherwise regulate their use more closely.

In addition, federal agencies have recently initiated certain other regulatory initiatives or reviews of certain
aspects of hydraulic fracturing that could further increase our natural gas exploration and production customer’s
costs and decrease their levels of production. On May 4, 2012, the federal Bureau of Land Management
(“BLM”) announced draft rules that, if adopted, would require disclosure of chemicals used in hydraulic
fracturing activities upon Native American Indian and other federal lands; a revised rule will undergo White
House review and is anticipated to be released for public comment during the first quarter of 2013. Moreover,
in late 2011, the EPA announced that it is developing standards for the treatment and discharge of wastewater
resulting from hydraulic fracturing activities and indicated that such standards would be proposed by 2014. The
adoption and implementation of rules relating to hydraulic fracturing could result in increased expenditures for
our natural gas exploration and production customers, which could cause them to reduce their production and
thereby result in reduced demand for our services by these customers.

We may incur significant costs and liabilities resulting from implementing and administering pipeline
integrity programs and related repairs.

Pursuant to the Pipeline Safety Improvement Act of 2002, the DOT has adopted regulations requiring
pipeline operators to develop integrity management programs for transportation pipelines located where a leak
or rupture could do the most harm in “high consequence areas.” The regulations require operators to:

• perform ongoing assessments of pipeline integrity;

• identify and characterize applicable threats to pipeline segments that could impact a high consequence

area;

• improve data collection, integration and analysis;

• repair and remediate the pipeline as necessary; and

• implement preventive and mitigating actions.

Pipeline safety legislation enacted in 2012, the Pipeline Safety, Regulatory Certainty, and Job Creation Act

Although many of our natural gas facilities fall within a class that is not subject to current pipeline
integrity requirements, we may incur significant costs and liabilities associated with repair, remediation,
preventative or mitigation measures associated with non-exempt pipelines. Such costs and liabilities might

relate to repair, remediation, preventative or mitigating actions that may be determined to be necessary as a
result of the testing program, or new requirements that may be imposed as a result of the Pipeline Safety and
Job Creation Act, as well as lost cash flows resulting from shutting down our pipelines during the pendency of
such repairs. Additionally, we may be affected by the testing, maintenance and repair of pipeline facilities
downstream from our own facilities. With the exception of our Wattenberg pipeline, our NGL pipelines are also
subject to integrity management and other safety regulations imposed by the Texas Railroad Commission, or
TRRC.

We currently estimate that we will incur costs of up to approximately $6.5 million between 2013 and 2017

to implement pipeline integrity management program testing along certain segments of our natural gas and
NGL pipelines. This does not include the costs, if any, of any repair, remediation, preventative or mitigating
actions that may be determined to be necessary as a result of the testing program, or new requirements that may
be imposed as a result of the Pipeline Safety and Job Creation Act, which costs could be substantial.

We currently transport NGLs produced at our processing plants on our owned and third party NGL
pipelines. Accordingly, in the event that an owned or third party NGL pipeline becomes inoperable due to any
necessary repairs resulting from integrity testing program or for any other reason for any significant period of
time, we would need to transport NGLs by other means. There can be no assurance that we will be able to enter
into alternative transportation arrangements under comparable terms.

Any regulatory expansion of the existing pipeline safety requirements or the adoption of new pipeline

safety requirements could also increase our cost of operation and impair our ability to provide service during
the period in which assessments and repairs take place, adversely affecting our business.

Construction of new assets is subject to regulatory, environmental, political, legal, economic and other
risks that may adversely affect our financial results.

The construction of new midstream facilities or additions or modifications to our existing midstream asset

systems or propane terminals involves numerous regulatory, environmental, political and legal and economic
uncertainties beyond our control and may require the expenditure of significant amounts of capital.
Construction expenditures may occur over an extended period of time, yet we will not receive any material
increases in cash flow until the project is completed and fully operational. Moreover, our cash flow from a
project may be delayed or may not meet our expectations. These projects may not be completed on schedule or
within budgeted cost, or at all. We may construct facilities to capture anticipated future growth in production in
a region in which such growth does not materialize. Since we are not engaged in the exploration for and
development of natural gas and oil reserves, we often do not have access to third party estimates of potential
reserves in an area prior to constructing facilities in such area. To the extent we rely on estimates of future
production in our decision to construct new systems or additions to our systems, such estimates may prove to be
inaccurate because there are numerous uncertainties inherent in estimating quantities of future production. As a
result, these facilities may not be able to attract enough throughput to achieve our expected investment return,
which could adversely affect our results of operations and financial condition. The construction of new systems
or additions to our existing gathering, transportation and propane terminal assets may require us to obtain new
rights-of-way prior to constructing these facilities. We may be unable to obtain such rights-of-way to connect
new natural gas supplies to our existing gathering lines, expand our network of propane terminals, or capitalize
on other attractive expansion opportunities. The construction of new systems or additions to our existing
gathering, transportation and propane terminal assets may require us to rely on third parties downstream of our
facilities to have available capacity for our delivered natural gas, NGLs, or propane. If such third party facilities
are not constructed or operational at the time that the addition to our facilities is completed, we may experience
adverse effects on our results of operations and financial condition. The construction of additional systems may
require greater capital investment if the commodity prices of certain supplies such as steel increase.
Construction also subjects us to risks related to the ability to construct projects within anticipated costs,
including the risk of cost overruns resulting from inflation or increased costs of equipment, materials, labor, or
other factors beyond our control that could adversely affect results of operations, financial position or cash
flows.

If we do not make acquisitions on economically acceptable terms, our future growth could be limited.

Our acquisition strategy is based, in part, on our expectation of ongoing divestitures of energy assets by

industry participants and DCP Midstream, LLC. Our ability to make acquisitions that are accretive to our cash
generated from operations per unit is based upon our ability to identify attractive acquisition candidates or
negotiate acceptable purchase contracts with them and obtain financing for these acquisitions on economically
acceptable terms. Furthermore, even if we do make acquisitions that we believe will be accretive, these
acquisitions may nevertheless result in a decrease in the cash generated from operations per unit. Additionally,
net assets contributed by DCP Midstream, LLC represent a transfer of net assets between entities under
common control, and are recognized at DCP Midstream, LLC’s basis in the net assets transferred. The amount
of the purchase price in excess of DCP Midstream, LLC’s basis in the net assets, if any, is recognized as a
reduction to partners’ equity. Conversely, the amount of the purchase price less than DCP Midstream’s basis in
the net assets, if any, is recognized as an increase to partners’ equity.

Any acquisition involves potential risks, including, among other things:

• mistaken assumptions about volumes, future contract terms with customers, revenues and costs,

including synergies;

• an inability to successfully integrate the businesses we acquire;

• the assumption of unknown liabilities;

• limitations on rights to indemnity from the seller;

• mistaken assumptions about the overall costs of equity or debt;

• the diversion of management’s and employees’ attention from other business concerns;

• change in competitive landscape;

• unforeseen difficulties operating in new product areas or new geographic areas; and

• customer or key employee losses at the acquired businesses.

If we consummate any future acquisitions, our capitalization and results of operations may change
significantly, and unitholders will not have the opportunity to evaluate the economic, financial and other
relevant information that we will consider in determining the application of these funds and other resources.

In addition, any limitations on our access to substantial new capital to finance strategic acquisitions will

impair our ability to execute this component of our growth strategy. If the cost of such capital becomes too
expensive, our ability to develop or acquire accretive assets will be limited. We may not be able to raise the
necessary funds on satisfactory terms, if at all. The primary factors that influence our cost of capital include
market conditions and offering or borrowing costs such as interest rates or underwriting discounts.

We do not own all of the land on which our pipelines, facilities and rail terminals are located, which may
subject us to increased costs.

Upon contract lease renewal, we may be subject to more onerous terms and/or increased costs to retain

necessary land use if we do not have valid rights of way or if such rights of way lapse or terminate. We obtain
the rights to construct and operate our pipelines, surface sites and rail terminals on land owned by third parties
and governmental agencies for a specific period of time.

Our business involves many hazards and operational risks, some of which may not be fully covered by
insurance.

Our operations, and the operations of third parties, are subject to many hazards inherent in the gathering,

compressing, treating, processing, storing, transporting and fractionating of natural gas, propane and NGLs,
including:

• damage to pipelines, plants, terminals, storage facilities and related equipment and surrounding

properties caused by hurricanes, tornadoes, floods, fires and other natural disasters and acts of terrorism;

• inadvertent damage from construction, farm and utility equipment;

• leaks of natural gas, propane, NGLs and other hydrocarbons from our pipelines, plants, terminals, or

storage facilities, or losses of natural gas, propane or NGLs as a result of the malfunction of equipment
or facilities;

• contaminants in the pipeline system;

• fires and explosions; and

• other hazards that could also result in personal injury and loss of life, pollution and suspension of

operations.

These risks could result in substantial losses due to personal injury and/or loss of life, severe damage to

and destruction of property and equipment and pollution or other environmental damage and may result in
curtailment or suspension of our related operations. We are not fully insured against all risks inherent to our
business, including offshore wind. In accordance with typical industry practice, we do not have any property
insurance on any of our underground pipeline systems that would cover damage to the pipelines. We are not
insured against all environmental accidents that might occur, which may include toxic tort claims, other than
those considered to be sudden and accidental. In some instances, certain insurance could become unavailable or
available only for reduced amounts of coverage, or may become prohibitively expensive, and we may elect not
to carry such a policy.

Volatility in the capital markets may adversely impact our liquidity.

The capital markets may experience volatility, which may lead to financial uncertainty. Our access to

funds under the Credit Agreement is dependent on the ability of the lenders that are party to the Credit
Agreement to meet their funding obligations. Those lenders may not be able to meet their funding commitments
if they experience shortages of capital and liquidity. If lenders under the Credit Agreement were to fail to fund
their share of the Credit Agreement, our available borrowings could be further reduced. In addition, our
borrowing capacity may be further limited by the Credit Agreement’s financial covenant requirements.

A significant downturn in the economy could adversely affect our results of operations, financial position

or cash flows. In the event that our results were negatively impacted, we could require additional borrowings. A
deterioration of the capital markets could adversely affect our ability to access funds on reasonable terms in a
timely manner.

Future disruptions in the global credit markets may make equity and debt markets less accessible and
capital markets more costly, create a shortage in the availability of credit and lead to credit market
volatility, which could disrupt our financing plans and limit our ability to grow.

From time to time, public equity markets experience significant declines, and global credit markets

experience a shortage in overall liquidity and a resulting disruption in the availability of credit. Future
disruptions in the global financial marketplace, including the bankruptcy or restructuring of financial
institutions, could make equity and debt markets inaccessible and adversely affect the availability of credit
already arranged and the availability and cost of credit in the future. We have availability under our Credit
Agreement, but our ability to borrow under that facility could be impaired if one or more of our lenders fails to
honor its contractual obligation to lend to us.

As a publicly traded partnership, these developments could significantly impair our ability to make
acquisitions or finance growth projects. We distribute all of our available cash, as defined in our partnership
agreement, to our unitholders on a quarterly basis. We rely upon external financing sources, including the
issuance of debt and equity securities and bank borrowings, to fund acquisitions or expansion capital
expenditures or fund routine periodic working capital needs. Any limitations on our access to external capital,
including limitations caused by illiquidity or volatility in the capital markets, may impair our ability to
complete future acquisitions and construction projects on favorable terms, if at all. As a result, we may be at a
competitive disadvantage as compared to businesses that reinvest all of their available cash to expand ongoing
operations, particularly under adverse economic conditions.

A downgrade of our credit rating could impact our liquidity, access to capital and our costs of doing
business, and independent third parties determine our credit ratings outside of our control.

A downgrade of our credit rating might increase our cost of borrowing and could require us to post
collateral with third parties, negatively impacting our available liquidity. Our ability to access capital markets
could also be limited by a downgrade of our credit or the credit rating of our General Partner, DCP Midstream,
LLC. Credit rating agencies perform independent analysis when assigning credit ratings. The analysis includes
a number of criteria including, but not limited to, business composition, market and operational risks, as well as
various financial tests. Credit rating agencies continue to review the criteria for industry sectors and various
debt ratings and may make changes to those criteria from time to time. Credit ratings are not recommendations
to buy, sell or hold our securities, although such credit ratings may affect the market value of our debt
instruments. Ratings are subject to revision or withdrawal at any time by the ratings agencies and no assurance
can be given that we or DCP Midstream, LLC will maintain the current credit ratings.

Our debt levels may limit our flexibility in obtaining additional financing and in pursuing other business
opportunities.

We continue to have the ability to incur additional debt, subject to limitations within our Credit

Agreement. Our level of debt could have important consequences to us, including the following:

• our ability to obtain additional financing, if necessary, for working capital, capital expenditures,

acquisitions or other purposes may be impaired or such financing may not be available on favorable
terms;

• an increased amount of cash flow will be required to make interest payments on our debt;

• our debt level will make us more vulnerable to competitive pressures or a downturn in our business or

the economy generally; and

• our debt level may limit our flexibility in responding to changing business and economic conditions.

Our ability to obtain new debt funding or service our existing debt will depend upon, among other things,
our future financial and operating performance, which will be affected by prevailing economic conditions and
financial, business, regulatory and other factors. In addition, our ability to service debt under our Credit
Agreement will depend on market interest rates. If our operating results are not sufficient to service our current
or future indebtedness, we may take actions such as reducing distributions, reducing or delaying our business
activities, acquisitions, investments or capital expenditures, selling assets, restructuring or refinancing our debt,
or seeking additional equity capital. We may not be able to effect any of these actions on satisfactory terms, or
at all.

Restrictions in our loan agreements may limit our ability to make distributions to unitholders and may
limit our ability to capitalize on acquisitions and other business opportunities.

Our loan agreements contain covenants limiting our ability to make distributions, incur indebtedness, grant

liens, make acquisitions, investments or dispositions and engage in transactions with affiliates. Furthermore,
our loan agreements contain covenants requiring us to maintain a certain leverage ratio and certain other tests.
Any subsequent replacement of our loan agreements or any new indebtedness could have similar or greater
restrictions. If our covenants are not met, whether as a result of reduced production levels of natural gas and
NGLs as described above or otherwise, our financial condition, results of operations and ability to make
distributions to our unitholders could be materially adversely affected.

Changes in interest rates may adversely impact our ability to issue additional equity or incur debt, as well
as the ability of exploration and production companies to finance new drilling programs around our
systems.

Interest rates on future credit facilities and debt offerings could be higher than current levels, causing our

financing costs to increase. As with other yield-oriented securities, our unit price is impacted by the level of our
cash distributions and implied distribution yield. The distribution yield is often used by investors to compare
and rank related yield-oriented securities for investment decision-making purposes. Therefore, changes in

interest rates, either positive or negative, may affect the yield requirements of investors who invest in our units,
and a rising interest rate environment could impair our ability to issue additional equity or incur debt to make
acquisitions, for other purposes. Increased interest costs could also inhibit the financing of new capital drilling
programs by exploration and production companies served by our systems.

We have a holding company structure in which our subsidiaries conduct our operations and own our
operating assets.

The partnership is a holding company, and our subsidiaries conduct all of our operations and own all of

our operating assets. We do not have significant assets other than equity in our subsidiaries and equity
investees. As a result, our ability to make required payments on our notes depends on the performance of our
subsidiaries and their ability to distribute funds to us. The ability of our subsidiaries to make distributions to us
may be restricted by, among other things, credit instruments, applicable state business organization laws and
other laws and regulations. If our subsidiaries are prevented from distributing funds to us, we may be unable to
pay all the principal and interest on the notes when due.

Our outstanding notes are senior unsecured obligations of our operating subsidiary, DCP Midstream
Operating, LP, or DCP Operating, and are not guaranteed by any of our subsidiaries. As a result, our
notes are effectively junior to DCP Operating’s existing and future secured debt and to all debt and other
liabilities of its subsidiaries.

Our 3.25% Senior Notes due 2015, 2.50% Senior Notes due 2017 and 4.95% Senior Notes due 2022, or

our notes, are senior unsecured obligations of our indirect wholly-owned subsidiary, DCP Operating, and rank
equally in right of payment with all of its other existing and future senior unsecured debt. All of our operating
assets are owned by our subsidiaries, and none of these subsidiaries guarantee DCP Operating’s obligations
with respect to the notes. Creditors of DCP Operating’s subsidiaries may have claims with respect to the assets
of those subsidiaries that rank effectively senior to the notes. In the event of any distribution or payment of
assets of such subsidiaries in any dissolution, winding up, liquidation, reorganization or bankruptcy proceeding,
the claims of those creditors would be satisfied prior to making any such distribution or payment to DCP
Operating in respect of its direct or indirect equity interests in such subsidiaries. Consequently, after satisfaction
of the claims of such creditors, there may be little or no amounts left available to make payments in respect of
our notes. As of December 31, 2012, DCP Operating’s subsidiaries had no debt for borrowed money owing to
any unaffiliated third parties. However, such subsidiaries are not prohibited under the indenture governing the
notes from incurring indebtedness in the future.

In addition, because our notes and our guarantee of our notes are unsecured, holders of any secured
indebtedness of us would have claims with respect to the assets constituting collateral for such indebtedness
that are senior to the claims of the holders of our notes. Currently, we do not have any secured indebtedness.
Although the indenture governing our notes places some limitations on our ability to create liens securing debt,
there are significant exceptions to these limitations that will allow us to secure significant amounts of
indebtedness without equally and ratably securing the notes. If we incur secured indebtedness and such
indebtedness is either accelerated or becomes subject to a bankruptcy, liquidation or reorganization, our assets
would be used to satisfy obligations with respect to the indebtedness secured thereby before any payment could
be made on our notes. Consequently, any such secured indebtedness would effectively be senior to our notes
and our guarantee of our notes, to the extent of the value of the collateral securing the secured indebtedness. In
that event, noteholders may not be able to recover all the principal or interest due under our notes.

Our significant indebtedness and the restrictions in our debt agreements may adversely affect our future
financial and operating flexibility.

As of December 31, 2012, our consolidated indebtedness was $1,625.0 million, which excludes

$4.7 million in amortized discount. Our significant indebtedness and the additional debt we may incur in the
future for potential acquisitions may adversely affect our liquidity and therefore our ability to make interest
payments on our notes.

Debt service obligations and restrictive covenants in our Credit Agreement and the indenture governing

our notes may adversely affect our ability to finance future operations, pursue acquisitions and fund other

capital needs as well as our ability to make cash distributions unitholders. In addition, this leverage may make
our results of operations more susceptible to adverse economic or operating conditions by limiting our
flexibility in planning for, or reacting to, changes in our business and the industry in which we operate and may
place us at a competitive disadvantage as compared to our competitors that have less debt.

If we incur any additional indebtedness, including trade payables, that ranks equally with our notes, the

holders of that debt will be entitled to share ratably with the holders of our notes in any proceeds distributed in
connection with any insolvency, liquidation, reorganization, dissolution or other winding up of us or DCP
Operating. This may have the effect of reducing the amount of proceeds paid to noteholders. If new debt is
added to our current debt levels, the related risks that we now face could intensify.

Due to our lack of industry diversification, adverse developments in our midstream operations or
operating areas would reduce our ability to make distributions to our unitholders.

We rely on the cash flow generated from our midstream energy businesses, and as a result, our financial

condition depends upon prices of, and continued demand for, natural gas, propane, condensate and NGLs. Due
to our lack of diversification in industry type, an adverse development in one of these businesses may have a
significant impact on our company.

We are exposed to the credit risks of our key producer customers and propane purchasers, and any
material nonpayment or nonperformance by our key producer customers or our propane purchasers could
reduce our ability to make distributions to our unitholders.

We are subject to risks of loss resulting from nonpayment or nonperformance by our producer customers
and propane purchasers. Any material nonpayment or nonperformance by our key producer customers or our
propane purchasers could reduce our ability to make distributions to our unitholders. Furthermore, some of our
producer customers or our propane purchasers may be highly leveraged and subject to their own operating and
regulatory risks, which could increase the risk that they may default on their obligations to us.

Terrorist attacks, the threat of terrorist attacks, and sustained military campaigns may adversely impact
our results of operations.

The long-term impact of terrorist attacks, such as the attacks that occurred on September 11, 2001 and the

threat of future terrorist attacks on our industry in general, and on us in particular, is not known at this time.
Increased security measures taken by us as a precaution against possible terrorist attacks have resulted in
increased costs to our business. Uncertainty surrounding continued hostilities in the Middle East and North
Africa or other sustained military conflicts may affect our operations in unpredictable ways, including
disruptions of crude oil supplies, propane shipments or storage facilities, and markets for refined products, and
the possibility that infrastructure facilities could be direct targets of, or indirect casualties of, an act of terror.

Recent acquisitions may not be beneficial to us.

Acquisitions involve numerous risks, including:

• the failure to realize expected profitability, growth or accretion;

• an increase in indebtedness and borrowing costs;

• potential environmental or regulatory compliance matters or liabilities;

• potential title issues;

• the incurrence of unanticipated liabilities and costs; and

• the temporary diversion of management’s attention from managing the remainder of our assets to the

process of integrating the acquired businesses.

The assets recently acquired will also be subject to many of the same risks as our existing assets. If any of

these risks or unanticipated liabilities or costs were to materialize, any desired benefits of these acquisitions
may not be fully realized, if at all, and our future financial performance and results of operations could be
negatively impacted.

Risks Inherent in an Investment in Our Common Units

Conflicts of interest may exist between individual unitholders and DCP Midstream, LLC, our general
partner, which has sole responsibility for conducting our business and managing our operations.

DCP Midstream, LLC owns and controls our general partner. Some of our general partner’s directors, and

some of its executive officers, are directors or officers of DCP Midstream, LLC or its owners. Therefore,
conflicts of interest may arise between DCP Midstream, LLC and its affiliates and our unitholders. In resolving
these conflicts of interest, our general partner may favor its own interests and the interests of its affiliates over
the interests of our unitholders. These conflicts include, among others, the following situations:

• neither our partnership agreement nor any other agreement requires DCP Midstream, LLC to pursue a
business strategy that favors us. DCP Midstream, LLC’s directors and officers have a fiduciary duty to
make these decisions in the best interests of the owners of DCP Midstream, LLC, which may be
contrary to our interests;

• our general partner is allowed to take into account the interests of parties other than us, such as DCP

Midstream, LLC and its affiliates, in resolving conflicts of interest;

• DCP Midstream, LLC and its affiliates, including Spectra Energy and Phillips 66, are not limited in their
ability to compete with us. Please read “DCP Midstream, LLC and its affiliates are not limited in their
ability to compete with us” below;

• once certain requirements are met, our general partner may make a determination to receive a quantity

of our Class B units in exchange for resetting the target distribution levels related to its incentive
distribution rights without the approval of the special committee of our general partner or our
unitholders;

• some officers of DCP Midstream, LLC who provide services to us also will devote significant time to
the business of DCP Midstream, LLC, and will be compensated by DCP Midstream, LLC for the
services rendered to it;

• our general partner has limited its liability and reduced its fiduciary duties, and has also restricted the

remedies available to our unitholders for actions that, without the limitations, might constitute breaches
of fiduciary duty;

• our general partner determines the amount and timing of asset purchases and sales, borrowings, issuance
of additional partnership securities and reserves, each of which can affect the amount of cash that is
distributed to unitholders;

• our general partner determines the amount and timing of any capital expenditures and whether a capital
expenditure is a maintenance capital expenditure, which reduces operating surplus, or an expansion
capital expenditure, which does not reduce operating surplus. This determination can affect the amount
of cash that is distributed to our unitholders;

• our general partner determines which costs incurred by it and its affiliates are reimbursable by us;

• our partnership agreement does not restrict our general partner from causing us to pay it or its affiliates
for any services rendered to us or entering into additional contractual arrangements with any of these
entities on our behalf;

• our general partner intends to limit its liability regarding our contractual and other obligations and, in

some circumstances, is entitled to be indemnified by us;

• our general partner may exercise its limited right to call and purchase common units if it and its

affiliates own more than 80% of the common units;

• our general partner controls the enforcement of obligations owed to us by our general partner and its

affiliates; and

• our general partner decides whether to retain separate counsel, accountants or others to perform services

for us.

DCP Midstream, LLC and its affiliates are not limited in their ability to compete with us, which could
cause conflicts of interest and limit our ability to acquire additional assets or businesses, which in turn
could adversely affect our results of operations and cash available for distribution to our unitholders.

Neither our partnership agreement nor the Omnibus and Services Agreements, as amended, between us,
DCP Midstream, LLC and others will prohibit DCP Midstream, LLC and its affiliates, including Phillips 66,
Spectra Energy and Spectra Energy Partners, LP, from owning assets or engaging in businesses that compete
directly or indirectly with us. In addition, DCP Midstream, LLC and its affiliates, including Spectra Energy and
Phillips 66, may acquire, construct or dispose of additional midstream or other assets in the future, without any
obligation to offer us the opportunity to purchase or construct any of those assets. Each of these entities is a
large, established participant in the midstream energy business, and each has significantly greater resources and
experience than we have, which factors may make it more difficult for us to compete with these entities with
respect to commercial activities as well as for acquisition candidates. As a result, competition from these
entities could adversely impact our results of operations and cash available for distribution.

Cost reimbursements due to our general partner and its affiliates for services provided, which will be
determined by our general partner, will be material.

Pursuant to the Services Agreement, as amended, we entered into with DCP Midstream, LLC, our general

partner and others, DCP Midstream, LLC will receive reimbursement for the payment of operating expenses
related to our operations and for the provision of various general and administrative services for our benefit.
Payments for these services will be material. In addition, under Delaware partnership law, our general partner
has unlimited liability for our obligations, such as our debts and environmental liabilities, except for our
contractual obligations that are expressly made without recourse to our general partner. To the extent our
general partner incurs obligations on our behalf, we are obligated to reimburse or indemnify it. If we are unable
or unwilling to reimburse or indemnify our general partner, our general partner may take actions to cause us to
make payments of these obligations and liabilities. These factors may reduce the amount of cash otherwise
available for distribution to our unitholders.

Our partnership agreement limits our general partner’s fiduciary duties to holders of our common units.

Although our general partner has a fiduciary duty to manage us in a manner beneficial to us and our
unitholders, the directors and officers of our general partner have a fiduciary duty to manage our general partner
in a manner beneficial to its owner, DCP Midstream, LLC. Our partnership agreement contains provisions that
reduce the standards to which our general partner would otherwise be held by state fiduciary duty laws. For
example, our partnership agreement permits our general partner to make a number of decisions either in its
individual capacity, as opposed to in its capacity as our general partner or otherwise free of fiduciary duties to
us and our unitholders. This entitles our general partner to consider only the interests and factors that it desires,
and it has no duty or obligation to give any consideration to any interest of, or factors affecting, us, our
affiliates or any limited partner. Examples include:

• the exercise of its right to reset the target distribution levels of its incentive distribution rights at higher
levels and receive, in connection with this reset, a number of Class B units that are convertible at any
time following the first anniversary of the issuance of these Class B units into common units;

• its limited call right;

• its voting rights with respect to the units it owns;

• its registration rights; and

• its determination whether or not to consent to any merger or consolidation of the partnership or

amendment to the partnership agreement.

By purchasing a common unit, a common unitholder will agree to become bound by the provisions in the

partnership agreement, including the provisions discussed above.

Our partnership agreement restricts the remedies available to holders of our common units for actions
taken by our general partner that might otherwise constitute breaches of fiduciary duty.

Our partnership agreement contains provisions that restrict the remedies available to unitholders for
actions taken by our general partner that might otherwise constitute breaches of fiduciary duty. For example,
our partnership agreement:

• provides that our general partner will not have any liability to us or our unitholders for decisions made

in its capacity as a general partner so long as it acted in good faith, meaning it believed the decision was
in the best interests of our partnership;

• generally provides that affiliated transactions and resolutions of conflicts of interest not approved by the
special committee of the board of directors of our general partner and not involving a vote of unitholders
must be on terms no less favorable to us than those generally being provided to or available from
unrelated third parties or must be “fair and reasonable” to us, as determined by our general partner in
good faith and that, in determining whether a transaction or resolution is “fair and reasonable,” our
general partner may consider the totality of the relationships between the parties involved, including
other transactions that may be particularly advantageous or beneficial to us; and provides that our
general partner and its officers and directors will not be liable for monetary damages to us, our limited
partners or assignees for any acts or omissions unless there has been a final and non-appealable
judgment entered by a court of competent jurisdiction determining that the general partner or those other
persons acted in bad faith or engaged in fraud or willful misconduct or, in the case of a criminal matter,
acted with knowledge that the conduct was criminal.

Our general partner may elect to cause us to issue Class B units to it in connection with a resetting of the
target distribution levels related to our general partner’s incentive distribution rights without the approval
of the special committee of our general partner or holders of our common units. This may result in lower
distributions to holders of our common units in certain situations.

Our general partner currently has the right to reset the initial cash target distribution levels at higher levels

based on the distribution at the time of the exercise of the reset election. Following a reset election by our
general partner, the minimum quarterly distribution amount will be reset to an amount equal to the average cash
distribution amount per common unit for the two fiscal quarters immediately preceding the reset election (such
amount is referred to as the “reset minimum quarterly distribution”) and the target distribution levels will be
reset to correspondingly higher levels based on percentage increases above the reset minimum quarterly
distribution amount. Currently, our distribution to our general partner related to its incentive distribution rights
is at the highest level.

In connection with resetting these target distribution levels, our general partner will be entitled to receive a

number of Class B units. The Class B units will be entitled to the same cash distributions per unit as our
common units and will be convertible into an equal number of common units. The number of Class B units to
be issued will be equal to that number of common units whose aggregate quarterly cash distributions equaled
the average of the distributions to our general partner on the incentive distribution rights in the prior two
quarters. We anticipate that our general partner would exercise this reset right in order to facilitate acquisitions
or internal growth projects that would not be sufficiently accretive to cash distributions per common unit
without such conversion; however, it is possible that our general partner could exercise this reset election at a
time when it is experiencing, or may be expected to experience, declines in the cash distributions it receives
related to its incentive distribution rights and may therefore desire to be issued our Class B units, which are
entitled to receive cash distributions from us on the same priority as our common units, rather than retain the
right to receive incentive distributions based on the initial target distribution levels. As a result, in certain
situations, a reset election may cause our common unitholders to experience dilution in the amount of cash
distributions that they would have otherwise received had we not issued new Class B units to our general
partner in connection with resetting the target distribution levels related to our general partner incentive
distribution rights.

Holders of our common units have limited voting rights and are not entitled to elect our general partner or
its directors.

Unlike the holders of common stock in a corporation, unitholders have only limited voting rights on
matters affecting our business and, therefore, limited ability to influence management’s decisions regarding our
business. Unitholders do not elect our general partner or its board of directors, and have no right to elect our
general partner or its board of directors on an annual or other continuing basis. The board of directors of our
general partner are chosen by the members of our general partner. As a result of these limitations, the price at
which the common units trade could be diminished because of the absence or reduction of a takeover premium
in the trading price.

Even if holders of our common units are dissatisfied, they may be unable to remove our general partner
without its consent.

The unitholders may be unable to remove our general partner without its consent because our general
partner and its affiliates own a significant percentage of our outstanding units. The vote of the holders of at least
66 2/3% of all outstanding units voting together as a single class is required to remove the general partner. As
of December 31, 2012, our general partner and its affiliates owned approximately 27% of our aggregate
outstanding common units.

Our partnership agreement restricts the voting rights of unitholders owning 20% or more of our common
units.

Unitholders’ voting rights are further restricted by the partnership agreement provision providing that any

units held by a person that owns 20% or more of any class of units then outstanding, other than our general
partner, its affiliates, their transferees and persons who acquired such units with the prior approval of the board
of directors of our general partner, cannot vote on any matter. Our partnership agreement also contains
provisions limiting the ability of unitholders to call meetings or to acquire information about our operations, as
well as other provisions limiting the unitholders’ ability to influence the manner or direction of management.

If we are deemed an “investment company” under the Investment Company Act of 1940, it would
adversely affect the price of our common units and could have a material adverse effect on our business.

Our assets include a 40% interest in the Discovery system, a 33.33% interest in the Eagle Ford system, a
10% interest in the Texas Express Pipeline, a 12.5% interest in the Mont Belvieu Enterprise Fractionator, a 20%
interest in the Mont Belvieu 1 Fractionator, and a 50% interest in CrossPoint Pipeline, LLC, which may be
deemed to be “investment securities” within the meaning of the Investment Company Act of 1940. If a
sufficient amount of our assets are deemed to be “investment securities” within the meaning of the Investment
Company Act, we would either have to register as an investment company under the Investment Company Act,
obtain exemptive relief from the SEC or modify our organizational structure or our contract rights to fall
outside the definition of an investment company. Registering as an investment company could, among other
things, materially limit our ability to engage in transactions with affiliates, including the purchase and sale of
certain securities or other property to or from our affiliates, restrict our ability to borrow funds or engage in
other transactions involving leverage and require us to add additional directors who are independent of us or our
affiliates. The occurrence of some or all of these events may have a material adverse effect on our business.

Moreover, treatment of us as an investment company would prevent our qualification as a partnership for

federal income tax purposes in which case we would be treated as a corporation for federal income tax
purposes, and be subject to federal income tax at the corporate tax rate, significantly reducing the cash available
for distributions. Additionally, distributions to the unitholders would be taxed again as corporate distributions
and none of our income, gains, losses or deductions would flow through to the unitholders.

Additionally, as a result of our desire to avoid having to register as an investment company under the

Investment Company Act, we may have to forego potential future acquisitions of interests in companies that
may be deemed to be investment securities within the meaning of the Investment Company Act or dispose of
our current interests in any of our assets that are deemed to be “investment securities.”

Control of our general partner may be transferred to a third party without unitholder consent.

Our general partner may transfer its general partner interest to a third party in a merger or in a sale of all or

substantially all of its assets without the consent of the unitholders. Furthermore, our partnership agreement
does not restrict the ability of the owners of our general partner from transferring all or a portion of their
respective ownership interest in our general partner to a third party. The new owners of our general partner
would then be in a position to replace the board of directors and officers of the general partner with its own
choices and thereby influence the decisions taken by the board of directors and officers.

We may issue additional units without unitholders’ approval, which would dilute unitholders’ existing
ownership interests.

Our partnership agreement does not limit the number of additional limited partner interests that we may
issue at any time without the approval of our unitholders. The issuance by us of additional common units or
other equity securities of equal or senior rank will have the following effects:

• our unitholders’ proportionate ownership interest in us will decrease;

• the amount of cash available for distribution on each unit may decrease;

• the ratio of taxable income to distributions may increase;

• the relative voting strength of each previously outstanding unit may be diminished; and

• the market price of the common units may decline.

Our general partner including its affiliates may sell units in the public or private markets, which could
reduce the market price of our outstanding common units.

If our general partner or its affiliates holding unregistered units were to dispose of a substantial portion of

these units in the public market, whether in a single transaction or series of transactions, it could reduce the
market price of our outstanding common units. In addition, these sales, or the possibility that these sales may
occur, could make it more difficult for us to sell our common units in the future.

Our general partner has a limited call right that may require the unitholders to sell their units at an
undesirable time or price.

If at any time our general partner and its affiliates own more than 80% of the common units, our general

partner will have the right, but not the obligation, which it may assign to any of its affiliates or to us, to acquire
all, but not less than all, of the common units held by unaffiliated persons at a price not less than their then-
current market price. As a result, the unitholders may be required to sell their common units at an undesirable
time or price and may not receive any return on their investment. Unitholders may also incur a tax liability upon
a sale of their units.

The liability of holders of limited partner interests may not be limited if a court finds that unitholder
action constitutes control of our business.

A general partner of a partnership generally has unlimited liability for the obligations of the partnership,

except for those contractual obligations of the partnership that are expressly made without recourse to the
general partner. Our partnership is organized under Delaware law and we conduct business in a number of other
states. The limitations on the liability of holders of limited partner interests for the obligations of a limited
partnership have not been clearly established in some of the other states in which we do business. Holders of
limited partner interests could be liable for any and all of our obligations as if such holder were a general
partner if:

• a court or government agency determined that we were conducting business in a state but had not

complied with that particular state’s partnership statute; or

• the right of holders of limited partner interests to act with other unitholders to remove or replace the
general partner, to approve some amendments to our partnership agreement or to take other actions
under our partnership agreement constitute “control” of our business.

Unitholders may have liability to repay distributions that were wrongfully distributed to them.

Under certain circumstances, unitholders may have to repay amounts wrongfully returned or distributed to

them. Under Section 17-607 of the Delaware Revised Uniform Limited Partnership Act, we may not make a
distribution to the unitholders if the distribution would cause our liabilities to exceed the fair value of our
assets. Delaware law provides that for a period of three years from the date of the impermissible distribution,
limited partners who received the distribution and who knew at the time of the distribution that it violated
Delaware law will be liable to the limited partnership for the distribution amount. Substituted limited partners
are liable for the obligations of the assignor to make contributions to the partnership that are known to the
substituted limited partner at the time it became a limited partner and for unknown obligations if the liabilities
could be determined from the partnership agreement. Liabilities to partners on account of their partnership
interest and liabilities that are non-recourse to the partnership are not counted for purposes of determining
whether a distribution is permitted.

Tax Risks to Common Unitholders

Our tax treatment depends on our status as a partnership for federal income tax purposes, as well as our
being subject to minimal entity-level taxation by individual states. If the Internal Revenue Service, or IRS,
were to treat us as a corporation for federal income tax purposes, or we become subject to a material
amount of entity-level taxation for state tax purposes, it would substantially reduce the amount of cash
available for distribution to our unitholders.

The anticipated after-tax economic benefit of an investment in the common units depends largely on our

being treated as a partnership for federal income tax purposes. We have not requested, and do not plan to
request, a ruling from the IRS regarding our status as a partnership.

Despite the fact that we are a limited partnership under Delaware law, it is possible in certain

circumstances for a partnership such as ours to be treated as a corporation for federal income tax purposes.
Although we do not believe based upon our current operations that we will be treated as a corporation, a change
in our business (or a change in current law) could cause us to be treated as a corporation for federal income tax
purposes or otherwise subject us to taxation as an entity.

If we were treated as a corporation for federal income tax purposes, we would pay federal income tax on
our taxable income at the corporate tax rate, which is currently a maximum of 35%, and would likely pay state
income tax at varying rates. Distributions to a unitholder would generally be taxed again as corporate dividends
(to the extent of our current and accumulated earnings and profits), and no income, gains, losses, deductions, or
credits would flow through to him. Because a tax would be imposed upon us as a corporation, our cash
available for distribution to a unitholder would be substantially reduced. Therefore, treatment of us as a
corporation for federal tax purposes would result in a material reduction in the anticipated cash flow and after-
tax return to a unitholder, likely causing a substantial reduction in the value of our common units.

The partnership agreement provides that if a law is enacted or existing law is modified or interpreted in a
manner that subjects us to taxation as a corporation or otherwise subjects us to entity level taxation for federal,
state or local income tax purposes, the minimum quarterly distribution amount and the target distribution levels
will be adjusted to reflect the impact of that law on us.

The tax treatment of publicly traded partnerships or an investment in our common units could be subject
to potential legislative, judicial or administrative changes and differing interpretations, possibly on a
retroactive basis.

The present federal income tax treatment of publicly traded partnerships, including us, or an investment in

our common units, may be modified by administrative, legislative or judicial interpretation at any time. Any
modification to the federal income tax laws and interpretations thereof may or may not be applied retroactively.
Moreover, any such modification could make it more difficult or impossible for us to meet the exception which
allows publicly traded partnerships that generate qualifying income to be treated as partnerships (rather than
corporations) for U.S. federal income tax purposes, affect or cause us to change our business activities, or affect
the tax consequences of an investment in our common units. For example, members of the U.S. Congress

considered, and the President’s Administration has proposed, substantive changes to the existing U.S. federal
income tax laws that would affect the tax treatment of certain publicly traded partnerships. We are unable to
predict whether any of these changes, or other proposals, will ultimately be enacted. Any such change could
negatively impact the value of an investment in our common units.

Because of widespread state budget deficits and other reasons, several states are evaluating ways to subject

partnerships to entity-level taxation through the imposition of state income, franchise and other forms of
taxation. For example, we are required to pay the State of Texas a margin tax that is assessed at 1% of taxable
margin apportioned to Texas. Imposition of such a tax on us by any other state will reduce the cash available for
distribution to a unitholder. The partnership agreement provides that if a law is enacted or existing law is
modified or interpreted in a manner that subjects us to taxation as a corporation or otherwise subjects us to
entity-level taxation for federal, state or local income tax purposes, the minimum quarterly distribution amount
and the target distribution levels will be adjusted to reflect the impact of that law on us.

Changes in tax laws could adversely affect our performance

We are subject to extensive tax laws and regulations, with respect to federal, state and foreign income

taxes and transactional taxes such as excise, sales/use, payroll, franchise and ad valorem taxes. New tax laws
and regulations and changes in existing tax laws and regulations are continuously being enacted that could
result in increased tax expenditures in the future.

If the IRS contests the federal income tax positions we take, the market for our common units may be
adversely impacted, and the cost of any IRS contest will reduce our cash available for distribution to our
unitholders.

We have not requested a ruling from the IRS with respect to our treatment as a partnership for federal

income tax purposes or any other matter affecting us. The IRS may adopt positions that differ from the
conclusions of our counsel or from the positions we take. It may be necessary to resort to administrative or
court proceedings to sustain some or all of our counsel’s conclusions or the positions we take. A court may not
agree with some or all of our counsel’s conclusions or positions we take. Any contest with the IRS may
materially and adversely impact the market for our common units and the price at which they trade. In addition,
our costs of any contest with the IRS will be borne indirectly by our unitholders and our general partner because
such costs will reduce our cash available for distribution.

Unitholders may be required to pay taxes on income from us even if the unitholders do not receive any
cash distributions from us.

Because our unitholders will be treated as partners to whom we will allocate taxable income, which could
be different in amount than the cash we distribute, unitholders will be required to pay any federal income taxes
and, in some cases, state and local income taxes on their share of our taxable income even if they receive no
cash distributions from us. Unitholders may not receive cash distributions from us equal to their share of our
taxable income or even equal to the tax liability that results from that income.

In the event we issue additional units or engage in certain other transactions in the future, the allocable
share of nonrecourse liabilities allocated to the unitholders will be recalculated to take into account our issuance
of any additional units. Any reduction in a unitholder’s share of our nonrecourse liabilities will be treated as a
distribution of cash to that unitholder and will result in a corresponding tax basis reduction in a unitholder’s
units. A deemed cash distribution may, under certain circumstances, result in the recognition of taxable gain by
a unitholder, to the extent that the deemed cash distribution exceeds such unitholder’s tax basis in its units.

In addition, the federal income tax liability of a unitholder could be increased if we dispose of assets or
make a future offering of units and use the proceeds in a manner that does not produce substantial additional
deductions, such as to repay indebtedness currently outstanding or to acquire property that is not eligible for
depreciation or amortization for federal income tax purposes or that is depreciable or amortizable at a rate
significantly slower than the rate currently applicable to the our assets.

Tax gain or loss on disposition of common units could be more or less than expected.

If unitholders sell their common units, they will recognize a gain or loss equal to the difference between

the amount realized and their tax basis in those common units. Because distributions to unitholders in excess of
the total net taxable income allocated to them for a common unit decreases their tax basis in that common unit,
the amount, if any, of such prior excess distributions will, in effect, become taxable income to them if the
common unit is sold at a price greater than their tax basis in that common unit, even if the price is less than their
original cost. Furthermore, a substantial portion of the amount realized, whether or not representing gain, may
be taxed as ordinary income due to potential recapture items, including depreciation recapture. In addition,
because the amount realized includes a unitholder’s share of our nonrecourse liabilities, if a unitholder sells its
units, the unitholder may incur a tax liability in excess of the amount of cash the unitholder receives from the
sale.

Tax-exempt entities and non-U.S. persons face unique tax issues from owning common units that may
result in adverse tax consequences to them.

Investment in common units by tax-exempt entities, such as individual retirement accounts, or IRAs, other

retirement plans and non-U.S. persons raises issues unique to them. For example, virtually all of our income
allocated to organizations that are exempt from federal income tax, including IRAs and other retirement plans,
will be unrelated business taxable income, which may be taxable to them. Distributions to non-U.S. persons
will be reduced by federal withholding taxes at the highest applicable effective tax rate, and non-U.S. persons
will be required to file United States federal tax returns and pay tax on their share of our taxable income. If a
unitholder is a tax-exempt entity or a non-U.S. person, the unitholder should consult its tax advisor before
investing in our common units.

We will treat each purchaser of our common units as having the same tax benefits without regard to the
actual common units purchased. The IRS may challenge this treatment, which could adversely affect the
value of the common units.

Because we cannot match transferors and transferees of common units and because of other reasons, we

will adopt depreciation and amortization positions that may not conform to all aspects of existing Treasury
Regulations. A successful IRS challenge to those positions could adversely affect the amount of tax benefits
available to the unitholders. It also could affect the timing of these tax benefits or the amount of gain from the
sale of common units and could have a negative impact on the value of our common units or result in audit
adjustments to the unitholders’ tax returns.

We prorate our items of income, gain, loss and deduction between transferors and transferees of our units
each month based upon the ownership of our units on the first day of each month, instead of on the basis
of the date a particular unit is transferred. The IRS may challenge this treatment, which could change the
allocation of items of income, gain, loss and deduction among our unitholders.

We prorate our items of income, gain, loss and deduction between transferors and transferees of our units
each month based upon the ownership of our units on the first day of each month, instead of on the basis of the
date a particular unit is transferred. The use of this proration method may not be permitted under existing
Treasury Regulations. Recently, however, the U.S. Treasury Department issued proposed Treasury Regulations
that provide a safe harbor pursuant to which publicly traded partnerships may use a similar monthly simplifying
convention to allocate tax items among transferor and transferee unitholders. Nonetheless, the proposed
regulations do not specifically authorize the use of the proration method we have adopted. Accordingly, our
counsel is unable to opine as to the validity of this method. If the IRS were to challenge our proration method or
new Treasury regulations were issued, we may be required to change the allocation of items of income, gain,
loss and deduction among our unitholders.

A unitholder whose units are loaned to a “short seller” to cover a short sale of units may be considered as
having disposed of those units. If so, he would no longer be treated for tax purposes as a partner with
respect to those units during the period of the loan and may recognize gain or loss from the disposition.

Because a unitholder whose units are loaned to a “short seller” to cover a short sale of units may be
considered as having disposed of the loaned units, he may no longer be treated for tax purposes as a partner
with respect to those units during the period of the loan to the short seller and such unitholder may recognize
gain or loss from such disposition. Moreover, during the period of the loan to the short seller, any of our
income, gain, loss or deduction with respect to those units may not be reportable by the unitholder and any cash
distributions received by the unitholder as to those units could be fully taxable as ordinary income. Unitholders
desiring to assure their status as partners and avoid the risk of gain recognition from a loan to a short seller are
urged to modify any applicable brokerage account agreements to prohibit their brokers from borrowing their
units.

We have adopted certain valuation methodologies that may result in a shift of income, gain, loss and
deduction between the general partner and the unitholders. The IRS may challenge this treatment, which
could adversely affect the value of the common units.

When we issue additional units or engage in certain other transactions, we determine the fair market value

of our assets and allocate any unrealized gain or loss attributable to our assets to the capital accounts of our
unitholders and our general partner. Our methodology may be viewed as understating the value of our assets. In
that case, there may be a shift of income, gain, loss and deduction between certain unitholders and the general
partner, which may be unfavorable to such unitholders. Moreover, subsequent purchasers of common units may
have a greater portion of their Internal Revenue Code Section 743(b) adjustment allocated to our tangible assets
and a lesser portion allocated to our intangible assets. The IRS may challenge our valuation methods, or our
allocation of the Section 743(b) adjustment attributable to our tangible and intangible assets, and allocations of
income, gain, loss and deduction between the general partner and certain of our unitholders.

A successful IRS challenge to these methods or allocations could adversely affect the amount of taxable

income or loss being allocated to our unitholders. It also could affect the amount of gain from our unitholders’
sale of common units and could have a negative impact on the value of the common units or result in audit
adjustments to our unitholders’ tax returns without the benefit of additional deductions.

The sale or exchange of 50% or more of our capital and profits interests during any twelve-month period
will result in the termination of our partnership for federal income tax purposes.

We will be considered to have technically terminated as a partnership for federal income tax purposes if
there is a sale or exchange of 50% or more of the total interests in our capital and profits within a twelve-month
period. Our termination, among other things, would result in the closing of our taxable year for all unitholders,
which would result in us filing two tax returns (and our unitholders could receive two Schedule K-1’s) for one
calendar year. Our termination could also result in a significant deferral of depreciation deductions allowable in
computing our taxable income. In the case of a unitholder reporting on a taxable year other than a calendar year,
the closing of our taxable year may result in more than twelve months of our taxable income or loss being
includable in his taxable income for the year of termination. Under current law, a technical termination would
not affect our classification as a partnership for federal income tax purposes, but instead, after our termination
we would be treated as a new partnership for tax purposes. If treated as a new partnership, we must make new
tax elections and could be subject to penalties if we are unable to determine that a termination occurred. The
IRS has announced a publicly traded partnership technical termination relief procedure, whereby if a publicly
traded partnership that has technically terminated requests and the IRS grants special relief, among other things,
the partnership will only have to provide one Schedule K-1 to unitholders for the year, notwithstanding two
partnership tax years resulting from the technical termination.

Unitholders may be subject to state and local taxes and return filing requirements in states where they do
not reside as a result of investing in our units.

In addition to federal income taxes, unitholders may be subject to other taxes, including foreign, state and

local taxes, unincorporated business taxes and estate, inheritance or intangible taxes that are imposed by the

various jurisdictions in which we conduct business or own property, even if the unitholders do not live in any of
those jurisdictions. Unitholders may be required to file foreign, state and local income tax returns and pay state
and local income taxes in some or all of these jurisdictions. Further, the unitholder may be subject to penalties
for failure to comply with those requirements. As we make acquisitions or expand our business, we may own
assets or do business in additional states that impose a personal income tax or an entity level tax. It is each
unitholder’s responsibility to file all United States federal, foreign, state and local tax returns.

Some of the states in which we do business or own property may require us to, or we may elect to,
withhold a percentage of income from amounts to be distributed to a unitholder who is not a resident of the
state. Withholding the amount of which may be greater or less than a particular unitholder’s income tax liability
to the state generally does not relieve the nonresident unitholder from the obligation to file an income tax
return. Amounts withheld may be treated as if distributed to unitholders for purposes of determining the
amounts distributed by us.

Item 1B. Unresolved Staff Comments

None.

Item 2.

Properties

As of February 22, 2013, we own and operate processing plants and gathering systems located in
Arkansas, Colorado, Louisiana, Michigan, Oklahoma, Texas and Wyoming, and an underground natural gas
storage facility located in Texas, all within our Natural Gas Services segment; two owned and operated
pipelines located in Texas, one owned and operated pipeline located in Texas and Louisiana, one owned and
operated pipeline located in Colorado and Kansas, one owned and operated underground storage facility located
in Michigan and two owned fractionation facilities located in Colorado within our NGL Logistics segment; and
six owned propane rail terminals, five of which we operate, located in Maine, Massachusetts, New York,
Pennsylvania and Vermont, one owned and operated marine terminal located in Virginia, and one owned and
operated propane pipeline terminal located in Pennsylvania within our Wholesale Propane Logistics Segment.
In addition within our Natural Gas Services segment, we own a 40% interest in Discovery Producer Services,
LLC, which owns an offshore gathering pipeline, a natural gas processing plant and an NGL fractionator plant
in Louisiana, operated by a third party; and a 33.33% interest in the Eagle Ford system, which owns processing
plants, NGL fractionators and gathering systems in Texas, operated by DCP Midstream, LLC. Within our NGL
Logistics segment, we own a 12.5% and 20% interest in the Enterprise and Mont Belvieu fractionators,
respectively, which are operated by third parties. For additional details on these plants, storage facilities,
propane terminals and pipeline systems, please read “Business — Natural Gas Services Segment,” “Business —
NGL Logistics Segment” and “Business — Wholesale Propane Logistics Segment.” We believe that our
properties are generally in good condition, well maintained and are suitable and adequate to carry on our
business at capacity for the foreseeable future.

Our real property falls into two categories: (1) parcels that we own in fee; and (2) parcels in which our
interest derives from leases, easements, rights-of-way, permits or licenses from landowners or governmental
authorities permitting the use of such land for our operations. Portions of the land on which our plants and other
major facilities are located are owned by us in fee title, and we believe that we have satisfactory title to these
lands. The remainder of the land on which our plant sites and major facilities are located are held by us pursuant
to ground leases between us, as lessee, and the fee owner of the lands, as lessors. We, or our predecessors, have
leased these lands for many years without any material challenge known to us relating to the title to the land
upon which the assets are located, and we believe that we have satisfactory leasehold estates to such lands. We
have no knowledge of any challenge to the underlying fee title of any material lease, easement, right-of-way,
permit or license held by us or to our title to any material lease, easement, right-of-way, permit or lease, and we
believe that we have satisfactory title to all of our material leases, easements, rights-of-way, permits and
licenses.

Our principal executive offices are located at 370 17th Street, Suite 2500, Denver, Colorado 80202, our

telephone number is 303-633-2900 and our website address is www.dcppartners.com.

Item 3.

Legal Proceedings

We are not a party to any significant legal proceedings, other than those listed below, but are a party to
various administrative and regulatory proceedings and commercial disputes that have arisen in the ordinary
course of our business. Management currently believes that the ultimate resolution of these matters, taken as a
whole, and after consideration of amounts accrued, insurance coverage or other indemnification arrangements,
will not have a material adverse effect upon our consolidated results of operations, financial position or cash
flows. For more information, please read “Business — Regulation of Operations” and “Business —
Environmental Matters.”

Prospect — During the fourth quarter of 2011, we received a claim for arbitration (the “Claim”) filed with

the American Arbitration Association by Prospect Street Energy, LLC and Prospect Street Ventures I, LLC
(together, the “Claimants”) against EE Group, LLC (“EE Group”) and a number of other parties that previously
owned, directly or indirectly, our Marysville NGL storage facility (collectively, the “Respondents”). EE Group
is our indirect subsidiary which we acquired in connection with our acquisition of Marysville Hydrocarbons

Holdings, LLC (“Marysville”) on December 30, 2010 (the “Acquisition”). The Claim involves actions taken
and time periods prior to our ownership of EE Group and Marysville, and includes several causes of action
including claims of civil conspiracy, breach of fiduciary duty and fraud. We acquired a 90% interest in
Marysville from Dart Energy Corporation, a 5% interest in Marysville from Prospect Street Energy, LLC
and a 100% interest in EE Group, which owned the remaining 5% interest in Marysville. The Claimants seek,
from the Respondents collectively, alleged actual, punitive and treble damages and disgorgement of profits, as
well as fees and costs. The purchase agreements for the Acquisition contain indemnification and other
provisions that may provide some protection to us for any breach of the representations, warranties and
covenants made by the sellers in the Acquisition. In August 2012, we entered into a Settlement Agreement with
the Claimants in which the Claimants have agreed that if an award is issued to the Claimants in the arbitration,
the Claimants will not attempt to recover such an award from us. Notwithstanding that agreement, this matter is
subject to the uncertainties inherent in any litigation, and the ultimate outcome of this matter may not be known
for an extended period of time.

Environmental — The operation of pipelines, plants and other facilities for gathering, transporting,
processing, treating, or storing natural gas, NGLs and other products is subject to stringent and complex laws
and regulations pertaining to health, safety and the environment. As an owner or operator of these facilities, we
must comply with United States laws and regulations at the federal, state and local levels that relate to air and
water quality, hazardous and solid waste management and disposal, and other environmental matters. The cost
of planning, designing, constructing and operating pipelines, plants, and other facilities must incorporate
compliance with environmental laws and regulations and safety standards. Failure to comply with these laws
and regulations may trigger a variety of administrative, civil and potentially criminal enforcement measures,
including citizen suits, which can include the assessment of monetary penalties, the imposition of remedial
requirements, and the issuance of injunctions or restrictions on operation. Management believes that, based on
currently known information, compliance with these laws and regulations will not have a material adverse
effect on our consolidated results of operations, financial position or cash flows.

Item 4. Mine Safety Disclosures

Not applicable.

Item 5. Market for Registrant’s Common Units, Related Unitholder Matters and Issuer Purchases of

PART II

Common Units

Market Information

Our common units have been listed on the New York Stock Exchange, or the NYSE, under the symbol

“DPM” since December 2, 2005. The following table sets forth intra-day high and low sales prices of the
common units, as reported by the NYSE, as well as the amount of cash distributions declared per quarter for
2012 and 2011.

Quarter Ended

High

Low

Distribution
Per Common
Unit

December 31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
June 30, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
June 30, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 31, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$47.05
$46.50
$46.36
$49.93

$47.92
$42.92
$44.80
$42.58

$37.78
$39.94
$36.47
$44.55

$35.76
$34.40
$37.55
$36.80

$0.6900
$0.6800
$0.6700
$0.6600

$0.6500
$0.6400
$0.6325
$0.6250

As of February 22, 2013, there were approximately 38 unitholders of record of our common units. This
number does not include unitholders whose units are held in trust by other entities. As of February 21, 2013,
there were approximately 24,355 beneficial owners (held in street name) of our common units.

Distributions of Available Cash

General — Our partnership agreement requires that, within 45 days after the end of each quarter, we
distribute all of our Available Cash (defined below) to unitholders of record on the applicable record date, as
determined by our general partner.

Definition of Available Cash — Available Cash, for any quarter, consists of all cash and cash equivalents

on hand at the end of that quarter:

• less the amount of cash reserves established by our general partner to:

• provide for the proper conduct of our business;

• comply with applicable law, any of our debt instruments or other agreements; or

• provide funds for distributions to our unitholders and to our general partner for any one or more of the

next four quarters;

• plus, if our general partner so determines, all or a portion of cash and cash equivalents on hand on the

date of determination of Available Cash for the quarter.

Minimum Quarterly Distribution — The Minimum Quarterly Distribution, as set forth in the partnership
agreement, is $0.35 per unit per quarter, or $1.40 per unit per year. Our current quarterly distribution is $0.69
per unit, or $2.76 per unit annualized. There is no guarantee that we will maintain our current distribution or
pay the Minimum Quarterly Distribution on the units in any quarter. Even if our cash distribution policy is not
modified or revoked, the amount of distributions paid under our policy and the decision to make any
distribution is determined by our general partner, taking into consideration the terms of our partnership
agreement. Please read “Management’s Discussion and Analysis of Financial Condition and Results of
Operations — Capital Requirements — Description of Credit Agreement” for a discussion of the restrictions
included in our Credit Agreement that may restrict our ability to make distributions.

General Partner Interest and Incentive Distribution Rights — As of December 31, 2012, the general

partner is entitled to a percentage of all quarterly distributions equal to its general partner interest of

approximately 1% and limited partner interest of 1%. The general partner has the right, but not the obligation,
to contribute a proportionate amount of capital to us to maintain its current general partner interest. The general
partner’s interest may be reduced if we issue additional units in the future and our general partner does not
contribute a proportionate amount of capital to us to maintain its current general partner interest.

The incentive distribution rights held by our general partner entitle it to receive an increasing share of
Available Cash as pre-defined distribution targets have been achieved. Currently, our distribution to our general
partner related to its incentive distribution rights is at the highest level. Our general partner’s incentive
distribution rights were not reduced as a result of our recent common unit offerings, and will not be reduced if
we issue additional units in the future and the general partner does not contribute a proportionate amount of
capital to us to maintain its current general partner interest. Please read the Distributions of Available Cash
after the Subordination Period section in Note 12 of the Notes to Consolidated Financial Statements in Item 8.
“Financial Statements and Supplementary Data” for more details about the distribution targets and their impact
on the general partner’s incentive distribution rights.

On January 28, 2013, we announced that the board of directors of DCP Midstream GP, LLC declared a

quarterly distribution of $0.69 per unit, which was paid on February 14, 2013, to unitholders of record on
February 7, 2013.

Equity Compensation Plans

The information relating to our equity compensation plans required by Item 5 is incorporated by reference
to such information as set forth in “Item 12. Security Ownership of Certain Beneficial Owners and Management
and Related Unitholder Matters” contained herein.

Item 6.

Selected Financial Data

The following table shows our selected financial data for the periods and as of the dates indicated, which is

derived from the consolidated financial statements. These consolidated financial statements include our
accounts, which have been combined with the historical assets, liabilities and operations of our additional
25.1% limited liability interest in East Texas, which we acquired from DCP Midstream, LLC in April 2009; our
100% interest in DCP Southeast Texas Holdings, GP, or Southeast Texas, of which 33.33% and 66.67% were
acquired from DCP Midstream, LLC in January 2011 and March 2012, respectively; and commodity derivative
hedge instruments related to the Southeast Texas storage business, which we acquired from DCP Midstream,
LLC in March 2012. Prior to our acquisition of the remaining 66.67% interest in Southeast Texas, we
accounted for our initial 33.33% interest as an unconsolidated affiliate using the equity method of accounting.
Subsequent to our acquisition of the remaining 66.67% interest in Southeast Texas, we own 100% of Southeast
Texas which we account for as a consolidated subsidiary. These transactions were between entities under
common control and represented a change in reporting entity; accordingly, our financial information includes
the historical results of entities and interests contributed to us by DCP Midstream, LLC for all periods
presented. The information contained herein should be read together with, and is qualified in its entirety by
reference to, the consolidated financial statements and the accompanying notes included elsewhere in this
Form 10-K.

Our operating results incorporate a number of significant estimates and uncertainties. Such matters could
cause the data included herein to not be indicative of our future financial conditions or results of operations. A
discussion on our critical accounting estimates is included in “Management’s Discussion and Analysis of
Financial Condition and Results of Operations.”

The table should also be read together with “Management’s Discussion and Analysis of Financial

Condition and Results of Operations.”

2012 (a)

Year Ended December 31,
2010 (a)
(Millions, except per unit amounts)

2009 (a)

2011 (a)

2008 (a)

Statements of Operations Data:
Sales of natural gas, propane, NGLs and condensate . . . . . . . . . $1,465.9 $2,178.5 $1,975.1 $1,429.3 $2,791.1
96.9
Transportation, processing and other . . . . . . . . . . . . . . . . . . . . .
84.6
Gains (losses) from commodity derivative activity, net (b) . . . .

104.9
(56.3)

130.3
3.0

185.0
69.8

172.2
7.7

Total operating revenues (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,720.7 2,358.4 2,108.4 1,477.9 2,972.6

Operating costs and expenses:

Purchases of natural gas, propane and NGLs . . . . . . . . . . . . . 1,301.5 1,933.0 1,783.1 1,248.3 2,546.4
95.0
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . .
65.0
Depreciation and amortization expense . . . . . . . . . . . . . . . . .
43.9
General and administrative expense . . . . . . . . . . . . . . . . . . . .
—
Step acquisition — equity interest re-measurement gain . . . .
0.3
Other (income) expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Other income — affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . .

123.2
63.4
45.8
—
(0.5)
—

125.7
100.6
48.3
—
(0.5)
—

98.3
88.1
45.8
(9.1)
(2.0)
(3.0)

84.2
76.9
43.1
—
0.5
—

Total operating costs and expenses . . . . . . . . . . . . . . . . . . . 1,533.4 2,207.1 2,001.2 1,453.0 2,750.6

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates (d) . . . . . . . . . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling interests . . . . . . . . . .

187.3
—
(42.2)
28.9

174.0
(1.0)

173.0
(5.0)

151.3
—
(33.9)
22.7

140.1
(0.5)

139.6
(18.8)

107.2
—
(29.1)
23.8

101.9
(1.5)

100.4
(9.2)

24.9
0.3
(28.3)
18.5

15.4
(1.0)

14.4
(8.3)

222.0
6.1
(32.8)
18.2

213.5
(1.3)

212.2
(36.1)

Net income attributable to partners . . . . . . . . . . . . . . . . . . . . . $ 168.0 $ 120.8 $

91.2 $

6.1 $ 176.1

Less:

Net income attributable to predecessor

operations (e)

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General partner interest in net income . . . . . . . . . . . . . . . . . .

(2.6)
(41.2)

(20.4)
(25.2)

(43.2)
(16.9)

(24.2)
(12.7)

(50.4)
(13.0)

Net income (loss) allocable to limited partners . . . . . . . . . . . . . $ 124.2 $

75.2 $

31.1 $ (30.8)$ 112.7

Net income (loss) per limited partner unit-basic . . . . . . . . . . . . $

2.28 $

1.73 $

0.86 $ (0.99)$

4.11

Net income (loss) per limited partner unit-diluted . . . . . . . . . . . $

2.28 $

1.72 $

0.86 $ (0.99)$

4.11

Balance Sheet Data (at period end):
Property, plant and equipment, net . . . . . . . . . . . . . . . . . . . . . . . $1,727.4 $1,499.4 $1,378.6 $1,225.3 $1,106.1
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,972.0 $2,277.4 $2,147.2 $1,805.6 $1,745.1
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 146.3 $ 278.5 $ 211.0 $ 195.3 $ 154.5
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,620.3 $ 746.8 $ 647.8 $ 613.0 $ 656.5
Partners’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,047.8 $ 885.9 $ 855.9 $ 590.0 $ 612.7
Noncontrolling interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
35.4 $ 212.4 $ 220.1 $ 227.7 $ 167.7
Total equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,083.2 $1,098.3 $1,076.0 $ 817.7 $ 780.4

Other Information:
Cash distributions declared per unit . . . . . . . . . . . . . . . . . . . . . . $ 2.700 $ 2.548 $ 2.438 $ 2.400 $ 2.390
. . . . . . . . . . . . . . . . . . . . . . . . . $ 2.660 $ 2.515 $ 2.420 $ 2.400 $ 2.360
Cash distributions paid per unit

(a)

Includes the effect of the following acquisitions prospectively from their respective dates of acquisition:
(1) Michigan Pipeline & Processing, LLC acquired in October 2008; (2) certain companies acquired from

MichCon Pipeline Company in November 2009; (3) the Wattenberg pipeline acquired from Buckeye
Partners, L.P. in January 2010; (4) an additional 5% interest in Collbran Valley Gas Gathering LLC,
acquired from Delta Petroleum Company in February 2010; (5) the Raywood processing plant and Liberty
gathering system acquired in June 2010; (6) an additional 50% interest in Black Lake Pipeline Company,
or Black Lake, acquired from an affiliate of BP PLC in July 2010; (7) Atlantic Energy acquired from
UGI Corporation in July 2010; (8) Marysville Hydrocarbons Holdings, LLC acquired on December 30,
2010; (9) the DJ Basin NGL fractionators acquired in March 2011; (10) the remaining 49.9% interest in
East Texas from DCP Midstream, LLC in January 2012; (11) a 10% ownership interest in the Texas
Express Pipeline from Enterprise Products Partners, L.P. in April 2012; (12) a 12.5% interest in the
Enterprise fractionator and a 20% interest in the Mont Belvieu 1 fractionator, from DCP Midstream, LLC
in July 2012; (13) the Crossroads processing plant and 50% interest in CrossPoint Pipeline, LLC, acquired
from Penn Virginia Resource Partners, L.P. in July 2012; and (14) a 33.33% interest in the Eagle Ford
system from DCP Midstream, LLC in November 2012.

Prior to our acquisition of an additional 50% interest in Black Lake, in July 2010, we accounted for Black
Lake under the equity method of accounting. Subsequent to this transaction we account for Black Lake as
a consolidated subsidiary.

(b)

Includes the effect of the commodity derivative hedge instruments related to the Eagle Ford system,
including the Goliad plant, acquired from DCP Midstream, LLC in November and December 2012, the
Southeast Texas storage business acquired from DCP Midstream, LLC in March 2012 and the NGL Hedge
acquired from DCP Midstream, LLC in April 2009.

(c) Prior to the acquisition of the remaining 49.9% limited liability company interest in East Texas in January
2012, we hedged the proportionate ownership of East Texas. Results shown include the unhedged portion
of East Texas owned by DCP Midstream, LLC. Our consolidated results depict 75% of East Texas
unhedged in all periods prior to the second quarter of 2009 and the remaining 49.9% of East Texas
unhedged for all periods from the second quarter of 2009 through the fourth quarter of 2011.

(d)

(e)

Includes our proportionate share of the earnings of our unconsolidated affiliates. Earnings include the
amortization of the net difference between the carrying amount of the investments and the underlying
equity of the investments.

Includes the net income attributable to an additional 25.1% limited liability company interest in East Texas
prior to the date of our acquisition from DCP Midstream, LLC in April 2009; the initial 33.33% interest in
Southeast Texas prior to the date of our acquisition from DCP Midstream, LLC in January 2011; and the
remaining 66.67% interest in Southeast Texas and commodity derivative hedge instruments prior to the
date of our acquisition from DCP Midstream, LLC in March 2012.

Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

The following discussion analyzes our financial condition and results of operations. You should read the
following discussion of our financial condition and results of operations in conjunction with our consolidated
financial statements and notes included elsewhere in this annual report.

Overview

We are a Delaware limited partnership formed by DCP Midstream, LLC to own, operate, acquire and
develop a diversified portfolio of complementary midstream energy assets. Our operations are organized into
three business segments: Natural Gas Services, NGL Logistics and Wholesale Propane Logistics.

During 2012, we expanded our Natural Gas Services and NGL Logistics segments through approximately

$1 billion in dropdowns from DCP Midstream, LLC, a third party acquisition, and organic expansion
opportunities. We raised $455.2 million through the issuance of our common units, and $839.4 million through
the issuance of 5 and 10-year Senior Notes, which were primarily used to finance our growth. In addition, we
issued $228.7 million of common units to DCP Midstream as partial consideration for our drop downs.

2012 was a challenging year from a commodity price perspective, for example, the twelve-month average

New York Mercantile Exchange, or NYMEX, price of natural gas futures contracts per MMBtu was $3.54,
$3.24 and $4.55 as of December 31, 2012, 2011 and 2010, respectively. The twelve-month average price per
gallon for NGLs was $1.08, $1.39 and $1.10 as of December 31, 2012, 2011 and 2010, respectively, and the
price of crude oil per barrel was $94.16, $95.12 and $79.53 as of December 31, 2012, 2011 and 2010,
respectively. Our significant fee-based business currently representing approximately 55% of our estimated
margins, plus our highly hedged commodity position, mitigated a portion of our natural gas, NGL, and
condensate commodity price risk. In 2013, we will continue executing our multi-faceted growth strategy, with
an emphasis on dropdowns from DCP Midstream, LLC.

Our business is impacted by both commodity prices, which we partially mitigate through a multi-year
hedging program, as well as volumes of throughput and sales of natural gas and NGLs. Various factors impact
both commodity prices and volumes. Commodity prices historically have been volatile and continue to be
volatile. Crude oil prices have generally remained at favorable levels, while NGL prices have softened in
relation to crude prices. NGLs and natural gas prices are currently below levels seen in recent years due to
increasing supplies and record warm weather. Although we have not experienced a significant impact to our
natural gas throughput volumes as a result of decreased commodity prices, if commodity prices remain weak
for a sustained period, our natural gas throughput volumes may be impacted, particularly if producers were to
shut in gas. Natural gas drilling activity levels vary by geographic area, but in general, drilling remains firm in
areas with liquids rich gas. Drilling remains weak in certain areas with dry gas where low commodity prices
currently do not support the economics of drilling. However, advances in technology, such as horizontal drilling
and hydraulic fracturing in shale plays, have led to certain geographic areas becoming increasingly accessible.
Our long-term view is that commodity prices will be at levels that we believe will support sustained or
increasing levels of domestic natural gas production. We use direct NGL hedges to mitigate a significant
portion of our NGL price exposure, however, weakening of the relationship of natural gas liquids to crude oil
prices does somewhat impact the effectiveness of our hedging program to mitigate our exposure to price
fluctuations where we use crude oil to hedge our NGL price exposure.

NGL prices are also impacted by the demand from petro-chemical and refining industries. The

petro-chemical industry is making significant investment in building or expanding facilities to convert chemical
plants from heavier oil-based feed stock to lighter NGL-based feed stock, including ethane. This increased
demand should support increasing ethane supplies. In addition, propane export facilities are also being
expanded or built, which is expected to support increasing propane supply. Although there can be, and has
been, near-term volatility in NGL prices, longer term we believe there will be sufficient demand in NGLs to
support increasing supply.

The global economic outlook continues to be cause for concern for U.S. financial markets and businesses

and investors alike. A further slowdown in global economic growth or a potential liquidity crisis may lead to
further declines in commodity prices. This uncertainty may contribute to continuing volatility in financial and
commodity markets.

Increased activity levels in liquids rich gas basins are creating capacity constraint concerns. The amount of
gas we gather, compress, treat, process, transport, sell and store, or the NGLs we produce, fractionate, transport,
sell and store, may be reduced if the pipelines and storage and fractionation facilities to which we deliver the
natural gas or NGLs are capacity constrained and cannot, or will not, accept the gas or NGLs.

Increased activity levels in liquids rich gas basins combined with access to capital markets at relatively

low historical cost have enabled us to continue executing our multi-faceted growth strategy, with an emphasis
on dropdowns from DCP Midstream, LLC. Our multi-faceted growth strategy may take numerous forms such
as accretive dropdown opportunities from DCP Midstream, LLC, third-party acquisitions, joint venture
opportunities and organic build opportunities within our footprint. Dropdowns from DCP Midstream, LLC in
2012 were approximately $1.0 billion.

Some of our recent growth projects include the following:

• On January 3, 2012, we acquired the remaining 49.9% interest in East Texas from DCP Midstream,

LLC for $165.0 million.

• On March 30, 2012, we acquired the remaining 66.67% interest in the Southeast Texas joint venture

for $240.0 million.

• On April 12, 2012, we acquired a 10% ownership interest in the Texas Express Pipeline joint venture

from the operator, Enterprise Products Partners, L.P., representing a total investment of
approximately $85.0 million.

• On July 2, 2012, we acquired the minority ownership interests in two non-operated Mont Belvieu

fractionators, or the Mont Belvieu fractionators, from DCP Midstream, LLC for aggregate
consideration of $200.0 million.

• On July 3, 2012, we acquired the Crossroads processing plant and associated gathering system from

Penn Virginia Resource Partners, L.P. for $63.0 million.

• On November 2, 2012, we acquired a 33.33% interest in DCP SC Texas, GP, or the Eagle Ford system,
from DCP Midstream, LLC and fixed price commodity derivative hedges for a three-year period for
aggregate consideration of $438.3 million. Our 33.33% interest in the construction of the Goliad 200
MMcf/d natural gas processing plant, including a two-year direct commodity price hedge, representing a
total investment of approximately $97.0 million, is expected to be online in the first quarter of 2014.

• Our construction of our wholly owned Eagle 200 MMcf/d natural gas processing plant is

mechanically complete and is in the process of commencing operations. Our expansion plan for the
Discovery natural gas gathering pipeline system is also progressing and is expected to be completed
in mid-2014. Once completed, both projects are expected to enhance our portfolio through additional
fee-based margins.

Our capital markets execution has positioned us well in terms of both liquidity and cost of capital to execute

our growth plans, including dropdown opportunities with DCP Midstream, LLC. In March, we raised $234.0
million, net of commissions and offering costs, through a public equity offering and $345.8 million through a
public debt offering of 4.95% 10-year Senior Notes, which were used to finance our growth opportunities and
repay borrowings on our Credit Agreement. On June 14, 2012, we filed a universal shelf registration statement on
Form S-3 with the SEC with an unlimited offering amount, to replace an existing shelf registration statement. The
universal shelf registration statement allows us to issue additional common units and debt securities. On July 2,
2012, we sold 4,989,802 common units in a private placement at a price of $35.55 per unit, and received proceeds
of $173.8 million net of offering costs. During the twelve months ended December 31, 2012, we issued 1,147,654
of our common units pursuant to our equity distribution agreement, and received proceeds of $47.4 million, net of
commissions and offering costs of $1.6 million. Additionally, we entered into three 2-year Term Loan agreements
and borrowed $135.0 million, $140.0 million and $343.5 million to fund the cash portions of our acquisitions of
the remaining 49.9% interest in East Texas, the Mont Belvieu fractionators and the Eagle Ford system,
respectively. In November 2012, we issued $500.0 million of 2.50% 5-year Senior Notes, resulting in net proceeds
of $493.6 million, which were used to repay the $140.0 million and $343.5 million Term Loan agreements. As of
December 31, 2012, the unused capacity under the Credit Agreement was $474.0 million, which was available for
general working capital purposes, providing liquidity to continue to execute on our growth plans.

Financial results and distribution growth for the year were in line with our previously provided 2012

forecast. We raised our distributions for all four quarters, resulting in a 6.2% increase in our quarterly
distribution rate for the fourth quarter of 2012 over the rate declared in the fourth quarter of 2011. The
distributions reflect our business results as well as our recent execution on growth opportunities.

General Trends and Outlook

In 2013, our strategic objectives will continue to focus on maintaining stable distributable cash flows from

our existing assets and executing on growth opportunities to increase our long-term distributable cash flows.
We believe the key elements to stable distributable cash flows are the diversity of our asset portfolio, our
significant fee-based business currently representing approximately 55% of our estimated margins, plus our
highly hedged commodity position, the objective of which is to protect against downside risk in our
distributable cash flows.

We incur capital expenditures for our consolidated entities and our unconsolidated affiliates. We anticipate

maintenance capital expenditures of between $25.0 million and $30.0 million, and approved expenditures for
expansion capital of approximately $400.0 million, for the year ending December 31, 2013. Expansion capital
expenditures include construction of the Texas Express Pipeline, Discovery’s Keathley Canyon, and the Goliad
plant within the Eagle Ford system, which are shown as investments in unconsolidated affiliates, construction
of the Eagle plant, expansion and upgrades to our Southeast Texas complex, and acquisitions. The board of
directors may, at its discretion, approve additional growth capital during the year.

In 2013, we expect to continue to pursue a multi-faceted growth strategy, which includes maximizing

opportunities provided by our partnership with DCP Midstream, LLC, pursuing strategic and accretive third
party acquisitions and capitalizing on organic expansion opportunities in order to grow our distributable cash
flows. Given the significant level of growth opportunities currently in DCP Midstream, LLC’s footprint, we
would expect substantial emphasis on our dropdown objective over the next few years.

We anticipate our business to continue to be affected by the following key trends. Our expectations are

based on assumptions made by us and information currently available to us. To the extent our underlying
assumptions about or interpretations of available information prove to be incorrect, our actual results may vary
materially from our expected results.

Natural Gas Gathering and Processing Margins — Except for our fee-based contracts, which may be

impacted by throughput volumes, our natural gas gathering and processing profitability is dependent upon
commodity prices, natural gas supply, and demand for natural gas, NGLs and condensate. Commodity prices,
which are impacted by the balance between supply and demand, have historically been volatile. Throughput
volumes could decline, particularly in areas with lower NGL content, should natural gas prices and drilling
levels continue to experience weakness. Our long-term view is that as economic conditions improve,
commodity prices should remain at levels that would support continued natural gas production in the United
States. During 2012, petrochemical demand remained strong for NGLs as NGLs were a lower cost feedstock
when compared to crude oil derived feedstocks. We anticipate strong demand for NGLs by the petrochemical
industry will continue in 2013.

NGL Logistics — The volumes of NGLs transported on our pipelines are dependent on the level of
production of NGLs from processing plants connected to our NGL pipelines. When natural gas prices are high
relative to NGL prices, it is less profitable to process natural gas because of the higher value of natural gas
compared to the value of NGLs and because of the increased cost of separating the NGLs from the natural gas.
As a result, we have experienced periods in the past, in which higher natural gas or lower NGL prices reduce
the volume of NGLs extracted at plants connected to our NGL pipelines and, in turn, lower the NGL throughput
on our assets.

Wholesale Propane Supply and Demand — Due to our multiple propane supply sources, propane supply

contractual arrangements, significant storage capabilities, and multiple terminal locations for wholesale propane
delivery, we are generally able to provide our propane distribution customers with reliable supplies of propane
during peak demand periods of tight supply, usually in the winter months when their customers consume the
most propane for heating.

Factors That May Significantly Affect Our Results

Transfers of net assets between entities under common control that represent a change in reporting entity
are accounted for as if the transfer occurred at the beginning of the period, and prior years are retrospectively
adjusted to furnish comparative information similar to the pooling method. Accordingly, our consolidated
financial statements have been adjusted to include the historical results of our 100% interest in Southeast Texas
for all periods presented, similar to the pooling method. The financial statements of our predecessor have been
prepared from the separate records maintained by DCP Midstream, LLC and may not necessarily be indicative
of the conditions that would have existed or the results of operations if our predecessor had been operated as an
unaffiliated entity.

Natural Gas Services Segment

Our results of operations for our Natural Gas Services segment are impacted by (1) increases and

decreases in the volume and quality of natural gas that we gather and transport through our systems, which we
refer to as throughput, (2) the associated Btu content of our system throughput and our related processing
volumes, (3) the prices of and relationship between commodities such as NGLs, crude oil and natural gas,
(4) the operating efficiency and reliability of our processing facilities, (5) potential limitations on throughput
volumes arising from downstream and infrastructure capacity constraints, (6) the terms of our processing
contract arrangements with producers, and (7) increases and decreases in the volume, price and basis
differentials of natural gas associated with our natural gas storage and pipeline assets, as well as our underlying
derivatives associated with this business. This is not a complete list of factors that may impact our results of
operations but, rather, are those we believe are most likely to impact those results.

Throughput and operating efficiency generally are driven by wellhead production, plant recoveries,
operating availability of our facilities, physical integrity and our competitive position on a regional basis, and
more broadly by demand for natural gas, NGLs and condensate. Historical and current trends in the price
changes of commodities may not be indicative of future trends. Throughput and prices are also driven by
demand and take-away capacity for residue natural gas and NGLs.

Our processing contract arrangements can have a significant impact on our profitability and cash flow. Our
actual contract terms are based upon a variety of factors, including natural gas quality, geographic location, the
commodity pricing environment at the time the contract is executed, customer requirements and competition
from other midstream service providers. Our gathering and processing contract mix and, accordingly, our
exposure to natural gas, NGL and condensate prices, may change as a result of producer preferences, impacting
our expansion in regions where certain types of contracts are more common as well as other market factors.

The capacity on certain downstream NGL and natural gas infrastructure has tightened in recent periods and

can be further constrained seasonally or when there is severe weather. Constrained market outlets may restrict
us from operating our facilities optimally.

Our Natural Gas Services segment operating results are impacted by market conditions causing variability

in natural gas, crude oil and NGL prices. The midstream natural gas industry is cyclical, with the operating
results of companies in the industry significantly affected by the prevailing price of NGLs. Although the
prevailing price of residue natural gas has less short-term significance to our operating results than the price of
NGLs, in the long-term, the growth and sustainability of our business depends on commodity prices being at
levels sufficient to provide incentives and capital for producers to explore and produce natural gas.

The prices of NGLs, crude oil and natural gas can be extremely volatile for periods of time, and may not

always have a close relationship. Due to our hedging program, changes in the relationship of the price of NGLs
and crude oil may cause our commodity price exposure to vary, which we have attempted to capture in our
commodity price sensitivities in “— Quantitative and Qualitative Disclosures about Market Risk.” Our results
may also be impacted as a result of non-cash lower of cost or market inventory or imbalance adjustments,
which occur when the market value of commodities decline below our carrying value.

The natural gas services business is highly competitive in our markets and includes major integrated oil

robust drilling by producers and during periods of high commodity prices for crude oil, natural gas and/or
natural gas liquids. Competition is also increased in those geographic areas where our commercial contracts
with our customers are shorter in length of term and therefore must be renegotiated on a more frequent basis.

NGL Logistics Segment

Our NGL Logistics segment operating results are impacted by, among other things, the throughput
volumes of the NGLs we transport on our NGL pipelines and the volumes of NGLs we fractionate and store.
We transport, fractionate and store NGLs primarily on a fee basis. Throughput may be negatively impacted as a
result of our customers operating their processing plants in ethane rejection mode, often as a result of low
commodity prices for ethane. Factors that impact the supply and demand of NGLs, as described above in our
Natural Gas Services segment, may also impact the throughput and volume for our NGL Logistics segment.
Our results may also be impacted as a result of non-cash lower of cost or market inventory adjustments, which
occur when the market value of NGLs decline below our carrying value.

Wholesale Propane Logistics Segment

Our Wholesale Propane Logistics segment operating results are impacted by our ability to provide our
propane distribution customers with reliable supplies of propane. We use physical inventory, physical purchase
agreements and financial derivative instruments, with DCP Midstream, LLC or third parties, which typically
match the quantities of propane subject to fixed price sales agreements to mitigate our commodity price risk.
Our results may also be impacted as a result of non-cash lower of cost or market inventory adjustments, which
occur when the market value of propane declines below our carrying value. We generally recover lower of cost
or market inventory adjustments in subsequent periods through the sale of inventory, or settlement of financial
derivative instruments. There may be positive or negative impacts on sales volumes and gross margin from
supply disruptions and weather conditions in the mid-Atlantic, upper midwestern and northeastern areas of the
United States. Our annual sales volumes of propane may decline when these areas experience periods of milder
weather in the winter months. Volumes may also be impacted by conservation and reduced demand in a
recessionary environment.

The wholesale propane business is highly competitive in our market areas which include the mid-Atlantic,
upper midwest and northeastern areas of the United States. Our competitors include major integrated oil and gas
and energy companies, and interstate and intrastate pipelines.

Weather

The economic impact of severe weather may negatively affect the nation’s short-term energy supply and
demand, and may result in commodity price volatility. Additionally, severe weather may restrict or prevent us
from fully utilizing our assets, by damaging our assets, interrupting utilities, and through possible NGL and
natural gas curtailments downstream of our facilities, which restricts our production. These impacts may linger
past the time of the actual weather event. Severe weather may also impact the supply availability and propane
demand in our Wholesale Propane Logistics segment. Although we carry insurance on the vast majority of our
assets, insurance may be inadequate to cover our loss in some instances, and in certain circumstances we have
been unable to obtain insurance on commercially reasonable terms, if at all.

Capital Markets

Volatility in the capital markets may impact our business in multiple ways, including limiting our
producers’ ability to finance their drilling programs and limiting our ability to fund our operations through
acquisitions or organic growth projects. These events may impact our counterparties’ ability to perform under
their credit or commercial obligations. Where possible, we have obtained additional collateral agreements,
letters of credit from highly rated banks, or have managed credit lines to mitigate a portion of these risks.

Impact of Inflation

Inflation has been relatively low in the United States in recent years. However, the inflation rates

impacting our business fluctuate throughout the broad economic and energy business cycles. Consequently, our
costs for chemicals, utilities, materials and supplies, labor and major equipment purchases may increase during
periods of general business inflation or periods of relatively high energy commodity prices.

Other

The above factors, including sustained deterioration in commodity prices, volumes or other market
declines, including a decline in our unit price, may negatively impact our results of operations, and may
increase the likelihood of a non-cash impairment charge or non-cash lower of cost or market inventory
adjustments.

Recent Events

On January 28, 2013, we announced that the board of directors of DCP Midstream GP, LLC declared a

quarterly distribution of $0.69 per unit, which was paid on February 14, 2013, to unitholders of record on
February 7, 2013.

On February 27, 2013, we entered into an agreement with DCP Midstream, LLC to acquire an additional
46.67% interest in DCP SC Texas GP, or the Eagle Ford system, and a fixed price commodity derivative hedge for
a three-year period for aggregate consideration of $626.4 million, subject to customary working capital and other
purchase price adjustments. We will also contribute our proportionate share of the capital spent to date to the
Eagle Ford system for the construction of the Goliad plant, plus an incremental payment of $23.3 million. DCP
Midstream, LLC will also provide a twenty-seven month direct commodity price hedge (also referred to as the
NGL Hedge) for our additional 46.67% interest in the project. The transaction is expected to close in March 2013.

Our Operations

We manage our business and analyze and report our results of operations on a segment basis. Our
operations are divided into our Natural Gas Services segment, our NGL Logistics segment and our Wholesale
Propane Logistics segment.

Natural Gas Services Segment

Results of operations from our Natural Gas Services segment are determined primarily by the volumes of

natural gas gathered, compressed, treated, processed, transported, stored and sold through our gathering,
processing and pipeline systems; the volumes of NGLs and condensate sold; and the level of our realized
natural gas, NGL and condensate prices. We generate our revenues and our gross margin for our Natural Gas
Services segment principally from contracts that contain a combination of the following arrangements:

•

Fee-based arrangements — Under fee-based arrangements, we receive a fee or fees for one or more
of the following services: gathering, compressing, treating, processing, transporting or storing natural
gas. Our fee-based arrangements include natural gas purchase arrangements pursuant to which we
purchase natural gas at the wellhead or other receipt points, at an index related price at the delivery
point less a specified amount, generally the same as the transportation fees we would otherwise
charge for transportation of natural gas from the wellhead location to the delivery point. The revenues
we earn are directly related to the volume of natural gas or NGLs that flows through our systems and
are not directly dependent on commodity prices. However, to the extent a sustained decline in
commodity prices results in a decline in volumes, our revenues from these arrangements would be
reduced.

Percent-of-proceeds/liquids arrangements — Under percent-of-proceeds arrangements, we generally
purchase natural gas from producers at the wellhead, or other receipt points, gather the wellhead
natural gas through our gathering system, treat and process the natural gas, and then sell the resulting
residue natural gas, NGLs and condensate based on index prices from published index market prices.
We remit to the producers either an agreed-upon percentage of the actual proceeds that we receive
from our sales of the residue natural gas, NGLs and condensate, or an agreed-upon percentage of the
proceeds based on index related prices for the natural gas, NGLs and condensate, regardless of the
actual amount of the sales proceeds we receive. We keep the difference between the proceeds
received and the amount remitted back to the producer. Under percent-of-liquids arrangements, we do
not keep any amounts related to residue natural gas proceeds and only keep amounts related to the
difference between the proceeds received and the amount remitted back to the producer related to
NGLs and condensate. Certain of these arrangements may also result in our returning all or a portion
of the residue natural gas and/or the NGLs to the producer, in lieu of returning sales proceeds.

Additionally, these arrangements may include fee-based components. Our revenues under
percent-of-proceeds arrangements relate directly with the price of natural gas, NGLs and condensate.
Our revenues under percent-of-liquids arrangements relate directly with the price of NGLs and
condensate.

In addition to the above contract types, we have keep-whole arrangements, which are estimated to generate

less than 5% of our gross margin. Our equity method investment in Discovery also has keep-whole
arrangements. Under the terms of a keep-whole processing contract, natural gas is gathered from the producer
for processing, the NGLs and condensate are sold and the residue natural gas is returned to the producer with a
Btu content equivalent to the Btu content of the natural gas gathered. This arrangement keeps the producer
whole to the thermal value of the natural gas received. Under this type of contract, we are exposed to the frac
spread. The frac spread is the difference between the value of the NGLs and condensate extracted from
processing and the value of the Btu equivalent of the residue natural gas. We benefit in periods when NGL and
condensate prices are higher relative to natural gas prices when that frac spread exceeds our operating costs.
Fluctuations in commodity prices are expected to continue to impact the operating costs of these entities.

The natural gas supply for our gathering pipelines and processing plants is derived primarily from natural

gas wells located in Arkansas, Colorado, Louisiana, Michigan, Oklahoma, Texas, Wyoming and the Gulf of
Mexico. The Pelico system also receives natural gas produced in Texas through its interconnect with other
pipelines that transport natural gas from Texas into western Louisiana. These areas have historically
experienced significant levels of drilling activity, providing us with opportunities to access newly developed
natural gas supplies. We identify primary suppliers as those individually representing 10% or more of our total
natural gas supply. We had no suppliers of natural gas representing 10% or more of our total natural gas supply
during the year ended December 31, 2012. We actively seek new supplies of natural gas, both to offset natural
declines in the production from connected wells and to increase throughput volume. We obtain new natural gas
supplies in our operating areas by contracting for production from new wells, connecting new wells drilled on
dedicated acreage, or by obtaining natural gas that has been directly received or released from other gathering
systems.

We sell natural gas to marketing affiliates of natural gas pipelines, marketing affiliates of integrated oil
companies, marketing affiliates of DCP Midstream, LLC, national wholesale marketers, industrial end-users
and gas-fired power plants. We typically sell natural gas under market index related pricing terms. The NGLs
extracted from the natural gas at our processing plants are sold at market index prices to DCP Midstream, LLC
or its affiliates, or to third parties. In addition, under our merchant arrangements, various DCP Midstream LLC
affiliates purchase natural gas from third parties at wellheads, pipeline interconnect and pooling points, as well
as residue gas from our Minden and Ada processing plants, and then resell the aggregated natural gas to third
parties.

We manage the commodity price risk of our supply portfolio and sales portfolio with both physical and

financial transactions. As a service to our customers, we may enter into physical fixed price natural gas
purchases and sales, utilizing financial derivatives to swap this fixed price risk back to market index. We
manage commodity price risk related to our natural gas storage and pipeline assets through our commodity
derivative program. The commercial activities related to our natural gas storage and pipeline assets primarily
consist of the purchase and sale of gas and associated time spreads and basis spreads.

A time spread transaction is executed by establishing a long gas position at one point in time and

NGL Logistics Segment

Our pipelines, fractionation facilities and storage facility provide transportation, fractionation and storage

services for customers, primarily on a fee basis. We have entered into contractual arrangements with DCP
Midstream, LLC and others that generally require customers to pay us to transport or store NGLs pursuant to a

fee-based rate that is applied to volumes. Therefore, the results of operations for this business segment are
generally dependent upon the volume of product transported, fractionated or stored and the level of fees
charged to customers. We do not take title to the products transported on our NGL pipelines, fractionated in our
fractionation facilities or stored in our storage facility; rather, the customer retains title and the associated
commodity price risk. DCP Midstream, LLC provides 100% of volumes transported on the Wattenberg and
Seabreeze pipelines. For the Black Lake pipeline, any line loss or gain in NGLs is allocated to the shipper. The
volumes of NGLs transported on our pipelines are dependent on the level of production of NGLs from
processing plants connected to our NGL pipelines. When natural gas prices are high relative to NGL prices, it is
less profitable to process natural gas because of the higher value of natural gas compared to the value of NGLs
and because of the increased cost of separating the NGLs from the natural gas. As a result, we have experienced
periods in the past, in which higher natural gas or lower NGL prices reduce the volume of NGLs extracted at
plants connected to our NGL pipelines and, in turn, lower the NGL throughput on our assets. In the
transportation markets we serve, our pipelines are the sole pipeline facility transporting NGLs from the supply
source. DCP Midstream, LLC, the largest gatherer and processor in the DJ Basin, delivers NGLs to our
fractionation facilities under a long-term fractionation agreement. Our storage facility in Marysville, Michigan
provides storage and related services primarily to depositories operating in the liquid hydrocarbons industry.

Wholesale Propane Logistics Segment

We operate a wholesale propane logistics business in the mid-Atlantic, upper midwest and northeastern

United States. We purchase large volumes of propane supply from natural gas processing plants and
fractionation facilities, and crude oil refineries, primarily located in the Texas and Louisiana Gulf Coast area,
Canada and other international sources, and transport these volumes of propane supply by pipeline, rail or ship
to our terminals and storage facilities in the mid-Atlantic, midwest and the northeastern areas of the United
States. We identify primary suppliers as those individually representing 10% or more of our total propane
supply. Our four primary suppliers of propane, two of which are affiliated entities, represented approximately
88% of our propane supplied during the year ended December 31, 2012. The propane supply agreement with
Spectra Energy expired on April 30, 2012. We primarily sell propane on a wholesale basis to propane
distributors who in turn resell propane to their customers. We also sell propane in the wholesale market.

Due to our multiple propane supply sources, annual and long-term propane supply purchase arrangements,

significant storage capabilities, and multiple terminal locations for wholesale propane delivery, we are
generally able to provide our propane distribution customers with reliable supplies of propane during periods of
tight supply, such as the winter months when their customers generally consume the most propane for home
heating. In particular, we generally offer our customers the ability to obtain propane supply volumes from us in
the winter months that are generally significantly greater than their purchases of propane from us in the
summer. We believe these factors allow us to maintain our generally favorable relationships with our
customers.

We manage our wholesale propane margins by selling propane to propane distributors under annual sales
agreements negotiated each spring which specify floating price terms that provide us a margin in excess of our
floating index-based supply costs under our supply purchase arrangements. Our portfolio of multiple supply
sources and storage capabilities allows us to actively manage our propane supply purchases and to lower the
aggregate cost of supplies. Based on the carrying value of our inventory, timing of inventory transactions and
the volatility of the market value of propane, we have historically and may continue to periodically recognize
non-cash lower of cost or market inventory adjustments. In addition, we may use financial derivatives to
manage the value of our propane inventories.

How We Evaluate Our Operations

Our management uses a variety of financial and operational measurements to analyze our performance.

These measurements include the following: (1) volumes; (2) gross margin, segment gross margin and adjusted
segment gross margin; (3) operating and maintenance expense, and general and administrative expense;
(4) adjusted EBITDA, (5) adjusted segment EBITDA; and (6) distributable cash flow. Gross margin, segment
gross margin, adjusted segment gross margin, adjusted EBITDA, adjusted segment EBITDA, and distributable
cash flow are not measures under accounting principles generally accepted in the United States of America, or

GAAP. To the extent permitted, we present certain non-GAAP measures and reconciliations of those measures
to their most directly comparable financial measures as calculated and presented in accordance with GAAP.
These non-GAAP measures may not be comparable to a similarly titled measure of another company because
other entities may not calculate these non-GAAP measures in the same manner.

Volumes — We view throughput and storage volumes for our Natural Gas Services segment and our NGL

Logistics segment, and sales volumes for our Wholesale Propane Logistics segment as important factors affecting
our profitability. We gather and transport some of the natural gas and NGLs under fee-based transportation
contracts. Revenue from these contracts is derived by applying the rates stipulated to the volumes transported.
Pipeline throughput volumes from existing wells connected to our pipelines will naturally decline over time as
wells deplete. Accordingly, to maintain or to increase throughput levels on these pipelines and the utilization rate
of our natural gas processing plants, we must continually obtain new supplies of natural gas and NGLs. Our ability
to maintain existing supplies of natural gas and NGLs and obtain new supplies are impacted by: (1) the level of
workovers or recompletions of existing connected wells and successful drilling activity in areas currently
dedicated to our pipelines; and (2) our ability to compete for volumes from successful new wells in other areas.
The throughput volumes of NGLs and gas on our pipelines are substantially dependent upon the quantities of
NGLs and gas produced at our processing plants, as well as NGLs and gas produced at other processing plants that
have pipeline connections with our NGL and gas pipelines. We regularly monitor producer activity in the areas we
serve and in which our pipelines are located, and pursue opportunities to connect new supply to these pipelines.
We also monitor our inventory in our NGL and gas storage facilities, as well as overall demand for storage based
on seasonal patterns and other market factors such as weather and overall demand.

Reconciliation of Non-GAAP Measures

Gross Margin, Segment Gross Margin and Adjusted Segment Gross Margin — We view our gross
margin as an important performance measure of the core profitability of our operations. We review our gross
margin monthly for consistency and trend analysis.

We define gross margin as total operating revenues, including commodity derivative activity, less
purchases of natural gas, propane and NGLs, and we define segment gross margin for each segment as total
operating revenues for that segment less commodity purchases for that segment. Our gross margin equals the
sum of our segment gross margins. We define adjusted segment gross margin as segment gross margin plus
non-cash commodity derivative losses, less non-cash commodity derivative gains for that segment. Gross
margin, segment gross margin and adjusted segment gross margin are primary performance measures used by
management, as these measures represent the results of product sales and purchases, a key component of our
operations. As an indicator of our operating performance, gross margin, segment gross margin and adjusted
segment gross margin should not be considered an alternative to, or more meaningful than, operating revenues,
net income or loss, net income or loss attributable to partners, operating income, cash flows from operating
activities or any other measure of financial performance presented in accordance with accounting principles
generally accepted in the United States of America, or GAAP.

Adjusted EBITDA — We define adjusted EBITDA as net income or loss attributable to partners less
interest income, noncontrolling interest in depreciation and income tax expense and non-cash commodity
derivative gains, plus interest expense, income tax expense, depreciation and amortization expense and
non-cash commodity derivative losses. Our adjusted EBITDA may not be comparable to a similarly titled
measure of another company because other entities may not calculate this measure in the same manner.

Adjusted EBITDA should not be considered an alternative to, or more meaningful than, net income or loss,

net income or loss attributable to partners, operating income, cash flows from operating activities or any other
measure of financial performance presented in accordance with GAAP as measures of operating performance,
liquidity or ability to service debt obligations.

Adjusted Segment EBITDA — We define adjusted segment EBITDA for each segment as segment net

income or loss attributable to partners less non-cash commodity derivative gains for that segment, plus
depreciation and amortization expense and non-cash commodity derivative losses for that segment, adjusted for
any noncontrolling interest on depreciation and amortization expense for that segment. Our adjusted segment
EBITDA may not be comparable to similarly titled measures of other companies because they may not
calculate adjusted segment EBITDA in the same manner.

Adjusted segment EBITDA should not be considered in isolation or as an alternative to our financial
measures presented in accordance with GAAP, including operating revenues, net income or loss attributable to
Partners, or any other measure of performance presented in accordance with GAAP.

Adjusted EBITDA is used as a supplemental liquidity and performance measure and adjusted segment
EBITDA is used as a supplemental performance measure by our management and by external users of our
financial statements, such as investors, commercial banks, research analysts and others to assess:

•

financial performance of our assets without regard to financing methods, capital structure or historical
cost basis;

our operating performance and return on capital as compared to those of other companies in the
midstream energy industry, without regard to financing methods or capital structure;

viability and performance of acquisitions and capital expenditure projects and the overall rates of
return on investment opportunities; and

in the case of Adjusted EBITDA, the ability of our assets to generate cash sufficient to pay interest
costs, support our indebtedness, make cash distributions to our unitholders and general partner, and
finance maintenance capital expenditures.

The accompanying schedules provide reconciliations of gross margin, segment gross margin, and adjusted

segment EBITDA to its most directly comparable GAAP financial measure.

Distributable Cash Flow — We define Distributable Cash Flow as net cash provided by or used in

operating activities, less maintenance capital expenditures, net of reimbursable projects, plus or minus
adjustments for non-cash mark-to-market of derivative instruments, proceeds from divestiture of assets, net
income attributable to noncontrolling interest net of depreciation and income tax, net changes in operating
assets and liabilities, and other adjustments to reconcile net cash provided by or used in operating activities (see
“— Liquidity and Capital Resources” for further definition of maintenance capital expenditures). Maintenance
capital expenditures are capital expenditures made where we add on to or improve capital assets owned, or
acquire or construct new capital assets, if such expenditures are made to maintain, including over the long-term,
our operating or earnings capacity. Non-cash mark-to-market of derivative instruments is considered to be
non-cash for the purpose of computing Distributable Cash Flow because settlement will not occur until future
periods, and will be impacted by future changes in commodity prices and interest rates. Distributable Cash
Flow is used as a supplemental liquidity and performance measure by our management and by external users of
our financial statements, such as investors, commercial banks, research analysts and others, to assess our ability
to make cash distributions to our unitholders and our general partner. Our Distributable Cash Flow may not be
comparable to a similarly titled measure of another company because other entities may not calculate
Distributable Cash Flow in the same manner.

Our gross margin, segment gross margin, adjusted segment gross margin and adjusted segment EBITDA

may not be comparable to a similarly titled measure of another company because other entities may not
calculate these measures in the same manner. The following table sets forth our reconciliation of certain
non-GAAP measures:

Reconciliation of Non-GAAP Measures

2012

Year Ended December 31,
2011
(Millions)

2010

Reconciliation of net income attributable to partners to gross

margin:

Net income attributable to partners . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other income — affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step acquisition — equity interest re-measurement gain . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling interests . . . . . . . . . . . . . .

$168.0
42.2
1.0
123.2
63.4
45.8
(0.5)
—
—
(28.9)
5.0

$120.8
33.9
0.5
125.7
100.6
48.3
(0.5)
—
—
(22.7)
18.8

$ 91.2
29.1
1.5
98.3
88.1
45.8
(2.0)
(3.0)
(9.1)
(23.8)
9.2

Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$419.2

$425.4

$325.3

Non-cash commodity derivative mark-to-market (a)

. . . . . . . . . . . . . .

$ 21.3

$ 42.1

$ (9.8)

Reconciliation of segment net income attributable to partners to

segment gross margin:

Natural Gas Services segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling interests . . . . . . . . . . . . . .

$179.5
92.4
54.7
—
(17.6)
5.0

$142.0
94.7
89.5
—
(22.7)
18.8

$133.8
82.0
83.5
(2.0)
(23.0)
9.2

Segment gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$314.0

$322.3

$283.5

Non-cash commodity derivative mark-to-market (a)

. . . . . . . . . . . . . .

$ 19.8

$ 41.8

$ (8.8)

NGL Logistics segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .
Step acquisition — equity interest re-measurement gain . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . .

$ 53.0
16.1
6.2
—
(0.5)
(11.3)

$ 28.4
15.9
8.2
—
(0.5)
—

$ 16.5
3.7
2.6
(9.1)
—
(0.8)

Segment gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 63.5

$ 52.0

$ 12.9

Wholesale Propane Logistics segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .
Other income — affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Segment gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 24.5
14.7
2.5
—

$ 41.7

$ 33.1
15.1
2.9
—

$ 51.1

$ 17.4
12.6
1.9
(3.0)

$ 28.9

Non-cash commodity derivative mark-to-market (a)

. . . . . . . . . . . . . .

1.5

0.3

$ (1.0)

(a) Non-cash commodity derivative mark-to-market is included in segment gross margin, along with cash

settlements for our derivative contracts.

2012

Year Ended December 31,
2011
(Millions)

2010

Reconciliation of segment net income attributable to partners to

adjusted segment EBITDA:
Natural Gas Services segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
Non-cash commodity derivative mark-to-market
. . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .
Noncontrolling interest on depreciation and income tax . . . . . . . . . .

$179.5
(19.8)
54.7
(1.4)

$142.0
(41.8)
89.5
(13.8)

$133.8
8.8
83.5
(13.3)

Adjusted segment EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$213.0

$175.9

$212.8

NGL Logistics segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .

Adjusted segment EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Wholesale Propane Logistics segment:
Segment net income attributable to partners . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . .
Non-cash commodity derivative mark-to-market
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . .

$ 53.0
6.2

$ 59.2

$ 28.4
8.2

$ 36.6

$ 16.5
2.6

$ 19.1

$ 24.5
(1.5)
2.5

$ 33.1
(0.3)
2.9

$ 17.4
1.0
1.9

Adjusted segment EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 25.5

$ 35.7

$ 20.3

Operating and Maintenance and General and Administrative Expense — Operating and maintenance

expenses are costs associated with the operation of a specific asset and are primarily comprised of direct labor,
ad valorem taxes, repairs and maintenance, lease expenses, utilities and contract services. These expenses
fluctuate depending on the activities performed during a specific period. General and administrative expenses
are as follows:

General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expense — affiliate:

Omnibus Agreement
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other — DCP Midstream, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other — affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2010
2011
2012
(Millions)
$18.9

$16.2

$14.3

25.4
3.9
0.3

29.6

10.2
18.9
0.3

29.4

9.9
21.4
0.2

31.5

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$45.8

$48.3

$45.8

We have entered into an omnibus agreement, as amended, or the Omnibus Agreement, with DCP
Midstream, LLC. Under the Omnibus Agreement, we are required to reimburse DCP Midstream, LLC for
salaries of operating personnel and employee benefits, as well as capital expenditures, maintenance and repair
costs, taxes and other direct costs incurred by DCP Midstream, LLC on our behalf. We also pay DCP
Midstream, LLC an annual fee under the Omnibus Agreement for centralized corporate functions performed by
DCP Midstream, LLC on our behalf, including legal, accounting, cash management, insurance administration
and claims processing, risk management, health, safety and environmental, information technology, human
resources, credit, payroll, taxes and engineering.

On January 3, 2012, we extended the omnibus agreement through December 31, 2012 for an annual fee of
$17.6 million, with the primary increase resulting from the acquisition of the remaining 49.9% interest in East
Texas. On March 30, 2012, in conjunction with our acquisition of the remaining 66.67% interest in Southeast
Texas, we increased the annual fee we pay to DCP Midstream, LLC under the agreement by $10.3 million,
prorated for the remainder of the 2012 calendar year. These fees were previously allocated to East Texas and
Southeast Texas. In July 2012, in conjunction with our acquisition of the minority interests in the Mont Belvieu
fractionators, we increased the annual fee we pay to DCP Midstream, LLC by $0.2 million. As a result of these

transactions, the annual fee payable in future years to DCP Midstream, LLC will be $28.1 million, unless there
are further adjustments made as a result of future transactions or otherwise. The Omnibus Agreement also
addresses the following matters:

• DCP Midstream, LLC’s obligation to indemnify us for certain liabilities and our obligation to indemnify

DCP Midstream, LLC for certain liabilities;

• DCP Midstream, LLC’s obligation to continue to maintain its credit support for our obligations related
to commercial contracts with respect to its business or operations that were in effect at December 7,
2005 until the expiration of such contracts; and

• Our general partner will have the right to agree to further increases in connection with expansions of our
operations through the acquisition or construction of new assets or businesses, with the concurrence of
the special committee of DCP Midstream GP, LLC’s board of directors.

Before the addition of East Texas and Southeast Texas to the Omnibus Agreement, East Texas and
Southeast Texas incurred general and administrative expenses directly from DCP Midstream, LLC. During the
years ended December 31, 2011 and 2010, East Texas incurred $7.5 million and $7.8 million, respectively, and
during the years ended December 31, 2012, 2011 and 2010, Southeast Texas incurred $2.5 million, $10.0
million and $12.1 million, respectively, which includes expenses for our predecessor operations. General and
administrative expenses incurred by East Texas and Southeast Texas effective January 3, 2012 and March 30,
2012, respectively, are covered by the Omnibus Agreement.

In addition to the Omnibus Agreement and amounts incurred by East Texas and Southeast Texas, we
incurred other fees with DCP Midstream, LLC, which includes expenses for our predecessor operations, of $1.4
million, $1.4 million and $1.5 million for the years ended December 31, 2012, 2011 and 2010, respectively.
These amounts include allocated expenses, including professional services, insurance, internal audit and various
other corporate functions.

On February 14, 2013, we entered into a Services Agreement with DCP Midstream, LLC, which replaces

the Omnibus Agreement, whereby DCP Midstream, LLC will continue to provide us with the general and
administrative services previously provided under the Omnibus Agreement. The annual amounts payable in
future years to DCP Midstream, LLC under the Services Agreement will be consistent with the fee structure
previously payable under the Omnibus Agreement, and will be $28.6 million for 2013. Pursuant to the Services
Agreement, we will reimburse DCP Midstream, LLC for expenses and expenditures incurred or payments made
on our behalf.

We also incurred third party general and administrative expenses, which were primarily related to
compensation and benefit expenses of the personnel who provide direct support to our operations. Also
included are expenses associated with annual and quarterly reports to unitholders, tax return and Schedule K-1
preparation and distribution, independent auditor fees, due diligence and acquisition costs, costs associated with
the Sarbanes-Oxley Act of 2002, investor relations activities, registrar and transfer agent fees, incremental
director and officer liability insurance costs, and director compensation.

3%
222%
34%
*

12%

14%
303%
77%

31%
28%
14%
5%

Results of Operations

Consolidated Overview

The following table and discussion is a summary of our consolidated results of operations for the three
years ended December 31, 2012, 2011 and 2010. The results of operations by segment are discussed in further
detail following this consolidated overview discussion:

Year Ended December 31,
2010
2011
2012
(a)(b)(c)
(a)(b)(c)
(a)(b)

Variance
2012 vs. 2011

Variance
2011 vs. 2010

Increase
(Decrease) Percent

(Millions, except as indicated)

Operating revenues (d):

Natural Gas Services (e) . . . . . . . . . . . . . . . $1,242.7 $1,670.4 $1,617.6 $ (427.7)
6.9
NGL Logistics . . . . . . . . . . . . . . . . . . . . . . .
(218.9)
Wholesale Propane Logistics . . . . . . . . . . .
2.0
Intra-segment eliminations . . . . . . . . . . . . .

63.5
414.7
(0.2)

56.6
633.6
(2.2)

17.6
473.2
—

52.8
(26)%$
12%
39.0
(35)% 160.4
(2.2)
91%

Total operating revenues . . . . . . . . . . . . .

1,720.7

2,358.4

2,108.4

(637.7)

(27)% 250.0

Gross margin (f):

Natural Gas Services . . . . . . . . . . . . . . . . . .
NGL Logistics . . . . . . . . . . . . . . . . . . . . . . .
Wholesale Propane Logistics . . . . . . . . . . .

Total gross margin . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . .
Depreciation and amortization expense . . .
General and administrative expense . . . . . .
Step acquisition — equity interest

remeasurement gain . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . .
Other income — affiliates . . . . . . . . . . . . . .
Earnings from unconsolidated

affiliates (h) . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling

314.0
63.5
41.7

419.2
(123.2)
(63.4)
(45.8)

322.3
52.0
51.1

425.4
(125.7)
(100.6)
(48.3)

—
0.5
—

283.5
12.9
28.9

325.3
(98.3)
(88.1)
(45.8)

9.1
2.0
3.0

28.9
(42.2)
(1.0)

22.7
(33.9)
(0.5)

23.8
(29.1)
(1.5)

(8.3)
11.5
(9.4)

(6.2)
(2.5)
(37.2)
(2.5)

(3)% 38.8
22%
39.1
(18)% 22.2

(1)% 100.1
(2)% 27.4
(37)% 12.5
2.5
(5)%

— —%
— —%
— —%

6.2
8.3
0.5

27%
24%
100%

(9.1)
(1.5)
(3.0)

(1.1)
4.8
(1.0)

(100)%
(75)%
(100)%

(5)%
16%
(67)%

interests . . . . . . . . . . . . . . . . . . . . . . . . . .

(5.0)

(18.8)

(9.2)

(13.8)

(73)%

9.6

104%

Net income attributable to partners . . . . . . . . . $ 168.0 $ 120.8 $

91.2 $

47.2

39% $

29.6

32%

Other data:

Non-cash commodity derivative mark-to-

market . . . . . . . . . . . . . . . . . . . . . . . . . . . $

Natural gas throughput (MMcf/d) (g) . . . . .
NGL gross production (Bbls/d) (g) . . . . . . .
NGL pipelines throughput (Bbls/d) (g) . . . .
Propane sales volume (Bbls/d) . . . . . . . . . .

* Percentage change is not meaningful.

21.3 $
1,667
65,610
78,508
19,111

42.1 $
1,415
53,064
62,555
24,743

(9.8) $ (20.8)
252
12,546
15,953
(5,632)

1,481
55,845
38,282
22,350

51.9
(49)%$
18%
(66)
24% (2,781)
26% 24,273
(23)% 2,393

*
(4)%
(5)%
63%
11%

(a)

Includes the results of the Raywood processing plant and Liberty gathering system since June 29, 2010,
the date of acquisition, the remaining 49.9% interest in East Texas, since January 3, 2012, the date of
acquisition, and the Crossroads processing plant since July 3, 2012, the date of acquisition, in our Natural
Gas Services segment.

Includes the results of Atlantic Energy, since July 30, 2010, the date of acquisition, in our Wholesale
Propane Logistics segment.

Includes the results of our Wattenberg pipeline acquired from Buckeye Partners, L.P, since January 28,
2010, the date of acquisition, and an additional 50% interest in Black Lake acquired from an affiliate of BP
PLC, since July 30, 2010, the date of acquisition, in our NGL Logistics segment. The acquisition of an
additional 50% interest in Black Lake brought our ownership interest in Black Lake to 100%. Prior to our

acquisition of an additional 50% interest in Black Lake, we accounted for Black Lake under the equity
method of accounting. Subsequent to this transaction we account for Black Lake as a consolidated
subsidiary.

Includes the results of our Marysville NGL storage facility and our DJ Basin NGL fractionators since the
dates of acquisition of December 30, 2010 and March 24, 2011, respectively.

(b) On January 1, 2011, we acquired an initial 33.33% interest in Southeast Texas for $150.0 million. On

March 30, 2012, we acquired the remaining 66.67% interest in Southeast Texas, and commodity derivative
hedge instruments related to the Southeast Texas storage business, for aggregate consideration of $240.0
million, subject to certain working capital and other customary purchase price adjustments. Transfers of
net assets between entities under common control that represent a change in reporting entity are accounted
for as if the transfer occurred at the beginning of the period, and prior years are retrospectively adjusted to
furnish comparative information similar to the pooling method. Accordingly, our consolidated financial
statements have been adjusted to include the historical results of our 100% interest in Southeast Texas for
the years ended December 31, 2012, 2011 and 2010.

proportionate ownership in East Texas as well as all other natural gas services assets. We did not utilize
commodity derivative instruments for the proportionate interest in East Texas owned by DCP Midstream,
LLC prior to our acquisition of the remaining 49.9% interest in January 2012. As such, the portion of East
Texas owned by DCP Midstream, LLC in the periods presented in 2011 and 2010 is unhedged. Our
consolidated results depict 49.9% of East Texas unhedged in 2011 and 2010 corresponding with DCP
Midstream, LLC’s ownership interest in East Texas.

(d) Operating revenues include the impact of commodity derivative activity.

(e)

Includes the effect of the acquisition of the NGL commodity derivative hedge instruments associated with
the Southeast Texas storage business, the Eagle Ford system and the Goliad plant acquired from DCP
Midstream, LLC in March, November and December 2012, respectively.

(f) Gross margin consists of total operating revenues, including commodity derivative activity, less purchases
of natural gas, propane and NGLs, and segment gross margin for each segment consists of total operating
revenues for that segment, less commodity purchases for that segment. Please read “How We Evaluate Our
Operations” above.

(g)

Includes our proportionate share of the throughput volumes and NGL production of Collbran, Jackson
Pipeline Company, or Jackson, Discovery, and the Eagle Ford system.

For periods prior to July 30, 2010, includes our 50% share of the throughput volumes for Black Lake.

(h) Earnings from unconsolidated affiliates include our proportionate earnings of Discovery, the Mont Belvieu
fractionators, Crosspoint, and the Eagle Ford system, which includes the accretion of the net difference
between the carrying amount of the investment and the underlying equity of the investment.

For periods prior to July 30, 2010, includes earnings for Black Lake, which include the accretion of the net
difference between the carrying amount of the investment and the underlying equity of the investment.

Included in the consolidated results of operations are the noncontrolling interests which represent the third

party or affiliate interests in the non-wholly-owned entities that we consolidate, which include East Texas, for
the years ended December 31, 2011 and 2010, and Collbran, for the years ended December 31, 2012, 2011 and
2010, among others. Our results of operations reflect 100% of all consolidated assets, including noncontrolling
interests.

Year Ended December 31, 2012 vs. Year Ended December 31, 2011

Total Operating Revenues — Total operating revenues decreased $637.7 million in 2012 compared to

2011 primarily as a result of the following:

• $375.7 million decrease primarily attributable to lower NGL and natural gas prices;

• $237.6 million decrease attributable to reduced Wholesale Propane Logistics segment volumes as a

result of a lack of demand due to the industry’s excess inventory resulting from record warm weather
last heating season, and lower propane prices; and

• $86.5 million decrease primarily due to lower volumes, lower gas storage revenue and the East Texas
recovery settlement in 2011, partially offset by our acquisition of the Crossroads system in July 2012.

These decreases were partially offset by:

• $62.1 million increase related to commodity derivative activity including $83.2 million increase in
settled derivatives offset by $21.1 million change in non-cash derivative mark-to-market losses.
Included in our derivative activity are an increase in unrealized losses of $38.0 million and an increase
in realized gains of $33.0 million from the predecessor’s Southeast Texas storage business.

Gross Margin — Gross margin decreased $6.2 million in 2012 compared to 2011, primarily as a result of

the following:

• $9.4 million decrease for our Wholesale Propane Logistics segment primarily from a lack of demand
due to the industry’s excess inventory resulting from record warm weather last heating season; and

• $8.3 million decrease for our Natural Gas Services segment, primarily related to lower commodity
prices, decreased volumes and differences in gas quality across certain assets, and the East Texas
recovery settlement in 2011, partially offset by increased commodity derivative activity and our
acquisition of the Crossroads system in July 2012.

These decreases were partially offset by:

• $11.5 million increase for our NGL Logistics segment as a result of increased throughput and rates on
certain of our pipelines, the completion of the Wattenberg expansion project, and our acquisition of the
DJ Basin NGL fractionators, partially offset by lower throughput volumes due to ethane rejection at
certain connected processing facilities.

Operating and Maintenance Expense — Operating and maintenance expense decreased in 2012 compared

to 2011 as result of timing of expenditures partially offset by growth.

Depreciation and Amortization Expense — Depreciation and amortization expense decreased in 2012

compared to 2011 primarily as a result of a change in the estimated useful lives of our assets.

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates, representing our
33.33% interest in the Eagle Ford system, 40% ownership of Discovery, 20% ownership of the Mont Belvieu 1
Fractionator, 12.5% ownership of the Mont Belvieu Enterprise Fractionator, and 50% ownership in CrossPoint,
increased in 2012 compared to 2011 primarily as a result of our acquisition of the Mont Belvieu Fractionators
in July 2012 and the Eagle Ford system in November 2012. Settlements related to our commodity derivatives
on our unconsolidated affiliates are included in segment gross margin.

Net income attributable to noncontrolling interests — Net income attributable to noncontrolling interests

decreased in 2012 compared to 2011 as a result of our acquisition of the remaining 49.9% of East Texas.

Year Ended December 31, 2011 vs. Year Ended December 31, 2010

Total Operating Revenues — Total operating revenues increased in 2011 compared to 2010 primarily as a

result of the following:

• $160.7 million increase primarily as a result of our acquisition of Atlantic Energy, as well as higher

propane prices for our Wholesale Propane Logistics segment;

• $44.4 million increase primarily attributable to higher crude and NGL prices and the East Texas

recovery settlement, partially offset by reduced volumes on our Southeast Texas and Pelico systems;

• $40.1 million increase in transportation, processing and other revenue, which represents our fee-based
revenues, primarily as a result of our acquisitions of the Marysville NGL storage facility, the DJ Basin
NGL fractionators and an additional 50% interest in Black Lake, and the Wattenberg capital expansion
project; and

• $4.8 million increase related to commodity derivative activity. This includes an increase of $54.2

million in unrealized gains due to movements in forward prices of commodities, offset by an increase in
cash settlement losses of $49.4 million.

Gross Margin — Gross margin increased in 2011 compared to 2010, primarily as a result of the following:

• $38.8 million increase for our Natural Gas Services segment primarily as a result of higher crude oil and
NGL prices, commodity derivative activities, the East Texas recovery settlement, and increased volumes
and NGL production across certain assets, partially offset by decreased margins in our Southeast Texas
storage business, planned turnaround activity at East Texas and an extended planned third party outage
at our Wyoming asset;

• $39.1 million increase for our NGL Logistics segment primarily as a result of our acquisitions of the
Marysville NGL storage facility, the DJ Basin NGL fractionators and an additional 50% interest in
Black Lake, and the Wattenberg capital expansion project; and

• $22.2 million increase for our Wholesale Propane Logistics segment primarily as a result of higher unit

margins, increased volumes and our acquisition of Atlantic Energy. 2010 results reflect a planned
outage related to our Providence terminal inspection.

Operating and Maintenance Expense — Operating and maintenance expense increased in 2011 compared

to 2010, primarily as a result of our acquisitions of the Marysville NGL storage facility, Atlantic Energy, an
additional 50% interest in Black Lake and the DJ Basin NGL fractionators, the Wattenberg capital expansion
project, and planned turnaround activity and environmental remediation at East Texas.

Depreciation and Amortization Expense — Depreciation and amortization expense increased in 2011
compared to 2010, primarily as a result of a full year of depreciation related to the Raywood processing plant
and Liberty gathering system acquired in June 2010, and our acquisitions of the Marysville NGL storage
facility, an additional 50% interest in Black Lake, the DJ Basin NGL fractionators, Atlantic Energy, and the
Wattenberg capital expansion project.

Step acquisition — equity interest re-measurement gain — The non-cash step acquisition — equity interest
re-measurement gain in 2010 resulted from our acquisition of an additional 50% interest in Black Lake bringing
our ownership interest in Black Lake to 100% in our NGL Logistics segment. Prior to our acquisition of an
additional 50% interest in Black Lake, we accounted for Black Lake under the equity method of accounting.
Subsequent to this transaction we account for Black Lake as a consolidated subsidiary. As a result of acquiring
an additional 50% interest in Black Lake, we remeasured our initial 50% equity interest in Black Lake to its fair
value, and recognized a non-cash gain of $9.1 million.

Other income — Other income in 2010 related to our reassessment of the fair value of contingent

consideration for our acquisition of the Raywood processing plant and Liberty gathering system in June 2010,
and an additional 5% interest in Collbran from Delta Petroleum Company, or Delta, in February 2010.

Other income — affiliates — Other income — affiliates results for 2010 reflect a $3.0 million payment

received in the second quarter from Spectra Energy, a supplier for our Wholesale Propane Logistics segment,
related to an amendment of a supply agreement to shorten the term of the agreement by two years.

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates decreased in 2011

compared to 2010 primarily due to our additional interest in Black Lake. Prior to our acquisition of an
additional 50% interest in Black Lake, we accounted for Black Lake under the equity method of accounting.
Subsequent to this transaction, we account for Black Lake as a consolidated subsidiary. Commodity derivative
activity related to our unconsolidated affiliates is included in segment gross margin.

Net income attributable to noncontrolling interests — Net income attributable to noncontrolling interests

increased in 2011 compared to 2010 primarily as a result of the East Texas recovery settlement.

Results of Operations — Natural Gas Services Segment

This segment consists of our Northern Louisiana system, the Southern Oklahoma system, a 40% interest in

Discovery, our Southeast Texas system, a 75% operating interest in our Colorado system, our Wyoming
system, our East Texas system, our Michigan system, and our 33.33% interest in our Eagle Ford system:

Year Ended December 31,
Increase
2010
2011
2012
(a)(b)(c)
(Decrease) Percent
(a)(b)(c)
(a)(b)(c)
(Millions, except as indicated)

Variance
2012 vs. 2011

Variance
2011 vs. 2010

Increase
(Decrease) Percent

Operating revenues:

Sales of natural gas, NGLs and

condensate . . . . . . . . . . . . . . . . . . . . . . . . $1,068.7 $1,541.3 $1,496.7 $ (472.6)
1.5

117.1

120.2

121.7

Transportation, processing and other . . . . . .
Gains from commodity derivative

(31)% $ 44.6
3.1

3%
3%

activity (d)

. . . . . . . . . . . . . . . . . . . . . . . .

52.3

8.9

3.8

43.4

488%

5.1

134%

Total operating revenues . . . . . . . . . . . . . 1,242.7 1,670.4 1,617.6
928.7 1,348.1 1,334.1

Purchases of natural gas and NGLs . . . . . . . . .

(427.7)
(419.4)

(26)%
(31)%

Segment gross margin (e) . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . .
Depreciation and amortization expense . . . .
Other income (expense) . . . . . . . . . . . . . . . .
Earnings from unconsolidated

314.0
(92.4)
(54.7)
—

322.3
(94.7)
(89.5)
—

283.5
(82.0)
(83.5)
2.0

(8.3)
(2.3)
(34.8)

(3)%
(2)%
(39)%
— —%

52.8
14.0

38.8
12.7
6.0
(2.0)

3%
1%

14%
15%
7%
(100)%

affiliates (g)

. . . . . . . . . . . . . . . . . . . . . . .

17.6

22.7

23.0

(5.1)

(22)%

(0.3)

(1)%

Segment net income . . . . . . . . . . . . . . . . . . . . .

184.5

160.8

143.0

23.7

15%

17.8

12%

Segment net income attributable to

noncontrolling interests . . . . . . . . . . . . . .

(5.0)

(18.8)

(9.2)

(13.8)

(73)%

Segment net income attributable to partners . . $ 179.5 $ 142.0 $ 133.8 $

37.5

26% $

9.6

8.2

104%

Other data:

Non-cash commodity derivative mark-to-

market . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Natural gas throughput (MMcf/d) (f) . . . . . .
NGL gross production (Bbls/d) (f) . . . . . . . .

19.8
1,667
65,610

41.8
1,415
53,064

(8.8)
1,481
55,845

(22.0)
252
12,546

50.6
(53)%
18%
(66)
24% (2,781)

*
(4)%
(5)%

(a)

Includes the results of the Raywood processing plant and Liberty gathering system since June 29, 2010,
the date of acquisition, and the Crossroads processing plant since July 3, 2012, the date of acquisition.

(b) On January 1, 2011, we acquired an initial 33.33% interest in Southeast Texas for $150.0 million. On

(d)

Includes the effect of the acquisition of the NGL Hedge, contributed by DCP Midstream, LLC in April
2009, and the NGL commodity derivative hedge instruments associated with the Eagle Ford system,
including the Goliad plant, acquired from DCP Midstream, LLC in November and December 2012,
respectively, and the Southeast Texas storage business acquired from DCP Midstream, LLC in March
2012. The NGL Hedge is a fixed price natural gas liquids derivative by NGL component, which
commenced in April 2009 and expired in March 2010.

(e) Segment gross margin consists of total operating revenues, including commodity derivative activity, less

purchases of natural gas and NGLs. Please read “How We Evaluate Our Operations” above.

(f)

Includes our proportionate share of the throughput volumes and NGL production of Collbran, Jackson,
Discovery, and the Eagle Ford system.

(g) Earnings from unconsolidated affiliates include our proportionate earnings of Discovery, Crosspoint, and
the Eagle Ford system, which includes the accretion of the net difference between the carrying amount of
the investment and the underlying equity of the investment.

Year Ended December 31, 2012 vs. Year Ended December 31, 2011

Total Operating Revenues—Total operating revenues decreased $427.7 million in 2012 compared to 2011

primarily as a result of the following:

• $241.1 million decrease attributable to the impact of lower commodity prices on our gathering and

processing business;

• $167.1 million decrease primarily attributable to decreased prices for physical sales related to our

natural gas storage and pipeline assets, as well as a decrease in volumes;

• $57.1 million decrease primarily attributable to decreased volumes across certain assets, differences in

gas quality and extensive turnaround activity at East Texas; and

• $5.8 million decrease as a result of the East Texas recovery settlement in 2011.

These decreases were partially offset by:

• $43.4 million increase related to commodity derivative activity. This includes a change in unrealized

commodity derivative activity in 2012 compared to 2011 of $22.2 million due to movements in forward
prices of commodities, and realized cash settlement gains in 2012 compared to realized cash settlement
losses in 2011 for a net increase of $65.6 million. Included in our derivative activity are an increase in
unrealized losses of $38.0 million and an increase in realized gains of $33.0 million from the
predecessor’s Southeast Texas storage business.

Purchases of Natural Gas and NGLs — Purchases of natural gas and NGLs decreased $419.4 million in
2012 compared to 2011 primarily as a result of lower commodity prices and decreased volumes across certain
assets, partially offset by our acquisition of the Crossroads system in July 2012.

Segment Gross Margin — Segment gross margin decreased $8.3 million in 2012 compared to 2011,

primarily as a result of the following:

• $39.6 million decrease as a result of lower commodity prices;

• $6.3 million decrease primarily attributable to decreased volumes and differences in gas quality across

certain assets, and extensive turnaround activity at East Texas; and

• $5.8 million decrease as a result of the East Texas recovery settlement in 2011.

These decreases were partially offset by:

• $43.4 million increase related to commodity derivative activities as discussed in the Operating Revenues

section above.

Operating and Maintenance Expense — Operating and maintenance expense decreased in 2012 compared

to 2011 primarily as a result of timing of expenditures, partially offset by our acquisition of the Crossroads
system in July 2012.

Depreciation and Amortization Expense — Depreciation and amortization expense decreased in 2012

compared to 2011 primarily as a result of a change in the estimated useful lives of our assets.

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates, representing our
33.33% interest in the Eagle Ford system, 40% ownership of Discovery and 50% ownership in CrossPoint,
decreased in 2012 compared to 2011 primarily as a result of lower commodity prices and reduced throughput
volumes on Discovery, partially offset by the acquisition of the Eagle Ford system in November 2012 and the
timing of expenditures at Discovery. Settlements related to our commodity derivatives on our unconsolidated
affiliates are included in segment gross margin.

Segment net income attributable to noncontrolling interests — Segment net income attributable to
noncontrolling interests decreased in 2012 compared to 2011 as a result of the acquisition of the remaining
49.9% of East Texas.

Natural Gas Throughput — Natural gas transported, processed and/or treated increased in 2012 compared

to 2011 primarily as a result of our acquisition of the remaining 49.9% of East Texas, the Crossroads system,
and our 33.33% interest in the Eagle Ford system, partially offset by decreased volumes across certain assets
and turnaround at East Texas.

NGL Gross Production — NGL production increased in 2012 compared to 2011 primarily as a result of
our acquisition of the remaining 49.9% of East Texas, the Crossroads system, and our 33.33% interest in the
Eagle Ford system, partially offset by decreased volumes and differences in gas quality across certain assets and
turnaround at East Texas.

Year Ended December 31, 2011 vs. Year Ended December 31, 2010

Included in the consolidated results of operations are the noncontrolling interests which represent the third

party or affiliate interests in the non-wholly-owned entities that we consolidate, which include East Texas and
Collbran, among others. Our results of operations reflect 100% of all consolidated assets, including
noncontrolling interests.

Total Operating Revenues — Total operating revenues increased in 2011 compared to 2010, primarily as a

result of the following:

• $154.4 million increase attributable to higher crude and NGL prices, which impact both sales and

purchases;

• $5.1 million increase related to commodity derivative activity. This includes an increase of $52.9

million in unrealized gains due to movements in forward prices of commodities, offset by an increase in
cash settlement losses of $47.8 million; and

• $6.6 million increase attributable to the East Texas recovery settlement.

These increases were partially offset by:

• $113.3 million decrease attributable to reduced volumes on our Southeast Texas and Pelico systems,

partially offset by increased volumes across certain assets and an increase in transportation, processing
and other revenue.

Purchases of Natural Gas and NGLs — Purchases of natural gas and NGLs increased in 2011 compared to

2010, primarily as a result of increases in commodity prices, partially offset by reduced volumes on our
Southeast Texas system, which impact both purchases and sales.

Segment Gross Margin — Segment gross margin increased in 2011 compared to 2010, primarily as a

result of the following:

• $34.3 million increase as a result of higher crude oil and NGL prices;

• $6.6 million increase attributable to the East Texas recovery settlement; and

• $5.1 million increase related to commodity derivative activity as discussed in the Operating Revenues

section above.

These increases were partially offset by:

• $7.2 million decrease primarily attributable to decreased margins in our Southeast Texas storage

business, planned turnaround activity at East Texas and an extended planned third party outage at our
Wyoming asset, partially offset by increased volumes and NGL production across certain assets and
changes in contract terms.

Operating and Maintenance Expense — Operating and maintenance expense increased in 2011 compared

to 2010 due to planned turnaround activity and environmental remediation at East Texas.

Depreciation and Amortization Expense — Depreciation and amortization expense increased in 2011
compared to 2010 primarily due to a full year of depreciation related to the Raywood processing plant and
Liberty gathering system acquired in June 2010 and completed capital projects.

Other income — Other income in 2010 related to our reassessment of the fair value of contingent

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates, representing our 40%

ownership of Discovery, remained relatively constant in 2011 compared to 2010. Commodity derivative
activity related to our unconsolidated affiliates is included in segment gross margin.

Segment net income attributable to noncontrolling interests — Segment net income attributable to
noncontrolling interests increased in 2011 compared to 2010, with $4.6 million due to the East Texas recovery
settlement.

Natural Gas Throughput — Natural gas transported, processed and/or treated decreased in 2011 compared

to 2010 primarily as a result of reduced volumes on our Pelico system.

NGL Gross Production — NGL production decreased in 2011 compared to 2010 primarily as a result of

differences in gas quality.

Results of Operations — NGL Logistics Segment

This segment includes our Seabreeze, Wilbreeze, Wattenberg and Black Lake transportation pipelines, our

10% interest in the Texas Express NGL pipeline, our Marysville NGL storage facility, our DJ Basin NGL
fractionators and our minority ownership interests in the Mont Belvieu fractionators:

Year Ended December 31,

Variance
2012 vs. 2011

Variance
2011 vs. 2010

Increase
(Decrease) Percent
(Millions, except operating data)

Increase
(Decrease) Percent

Operating revenues:

Sales of NGLs . . . . . . . . . . . . . . . . . . . . . . $ — $
Transportation, processing and other . . . .

63.5

4.8 $
51.8

4.7 $
12.9

Total operating revenues . . . . . . . . . . . . . .
Purchases of NGLs . . . . . . . . . . . . . . . . . . . .

Segment gross margin (a) . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . .
Depreciation and amortization expense . .
Step acquisition — equity interest re-

measurement gain . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated

63.5
—

63.5
(16.1)
(6.2)

—
0.5

affiliates (d) . . . . . . . . . . . . . . . . . . . . . .

11.3

Segment net income attributable to

56.6
4.6

52.0
(15.9)
(8.2)

—
0.5

—

17.6
4.7

12.9
(3.7)
(2.6)

9.1
—

0.8

(4.8)
11.7

6.9
(4.6)

11.5
0.2
(2.0)

(100)% $
23%

12%
(100)%

22%
1%
(24)%

0.1
38.9

39.0
(0.1)

39.1
12.2
5.6

2%
302%

222%
(2)%

303%
330%
215%

— —%
— —%

(9.1)
0.5

(100)%
100%

11.3

100%

(0.8)

(100)%

partners . . . . . . . . . . . . . . . . . . . . . . . . . . . $

53.0 $

28.4 $

16.5 $

24.6

87% $

11.9

72%

Operating data:

NGL pipelines throughput (Bbls/d) (c) . . .

78,508

62,555

38,282

15,953

26% 24,273

63%

(a) Segment gross margin consists of total operating revenues less purchases of NGLs. Please read

“Reconciliation of Non-GAAP Measures” above.

(b)

(c)

(d)

Includes the results of our Marysville NGL storage facility and our DJ Basin NGL fractionators since the
dates of acquisition of December 30, 2010 and March 24, 2011, respectively.

Includes the results of our Wattenberg pipeline and our Black Lake pipeline since the dates of acquisition
of January 28, 2010 and July 30, 2010, respectively.

Includes our share, based on our ownership percentage, of the throughput volumes and earnings of the
Mont Belvieu fractionators.

For periods prior to July 30, 2010, includes our 50% share of the throughput volumes and earnings for
Black Lake. Black Lake’s earnings included the accretion of the net difference between the carrying
amount of the investment and the underlying equity of the investment.

Year Ended December 31, 2012 vs. Year Ended December 31, 2011

Total Operating Revenues — Total operating revenues increased in 2012 compared to 2011 as result of

increased throughput and rates on certain of our pipelines, the completion of the Wattenberg capital expansion
project, and our acquisition of the DJ Basin NGL fractionators, partially offset by lower throughput volumes
due to ethane rejection at certain connected processing facilities.

Segment Gross Margin — Segment gross margin increased in 2012 compared to 2011 as result of

Operating and Maintenance Expense — Operating and maintenance expense increased in 2012 compared
to 2011 due to the completion of the Wattenberg capital expansion project, and our acquisition of the DJ Basin
NGL fractionators, partially offset by timing of expenditures.

Depreciation and Amortization Expense — Depreciation and amortization expense decreased in 2012

compared to 2011 primarily as a result of a change in the estimated useful lives of our assets.

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates, representing 20%

ownership of the Mont Belvieu 1 Fractionator and 12.5% ownership of the Mont Belvieu Enterprise
Fractionator, increased in 2012 compared to 2011 as a result the acquisition of the Mont Belvieu Fractionators
in July 2012.

NGL Pipelines Throughput — NGL pipelines throughput increased in 2012 compared to 2011 as a result

of volume growth on our pipelines and the completion of the Wattenberg capital expansion project, partially
offset by lower throughput volumes due to ethane rejection at certain connected processing facilities.

Year Ended December 31, 2011 vs. Year Ended December 31, 2010

Total Operating Revenues — Total operating revenues increased in 2011 compared to 2010, primarily as a

result of our acquisitions of the Marysville NGL storage facility, the DJ Basin NGL fractionators and an
additional 50% interest in Black Lake, and the Wattenberg capital expansion project.

Segment Gross Margin — Segment gross margin increased in 2011 compared to 2010, primarily as a

result of our acquisitions of the Marysville NGL storage facility, the DJ Basin NGL fractionators and an
additional 50% interest in Black Lake, the Wattenberg capital expansion project, and increased throughput on
our pipelines.

Operating and Maintenance Expense — Operating and maintenance expense increased in 2011 compared

to 2010, primarily as a result of our acquisitions of the Marysville NGL storage facility, an additional 50%
interest in Black Lake and the DJ Basin NGL fractionators, and the Wattenberg capital expansion project.

Depreciation and Amortization Expense — Depreciation and amortization expense increased in 2011
compared to 2010, primarily as a result of our acquisitions of the Marysville NGL storage facility, the DJ Basin
NGL fractionators, an additional 50% interest in Black Lake, and the Wattenberg capital expansion project.

Step acquisition — equity interest re-measurement gain — The non-cash step acquisition — equity interest
re-measurement gain in 2010 resulted from our acquisition of an additional 50% interest in Black Lake bringing
our ownership interest in Black Lake to 100%. Prior to our acquisition of an additional 50% interest in Black
Lake, we accounted for Black Lake under the equity method of accounting. Subsequent to this transaction we
account for Black Lake as a consolidated subsidiary. As a result of acquiring an additional 50% interest in
Black Lake, we remeasured our initial 50% equity interest in Black Lake to its fair value, and recognized a non-
cash gain of $9.1 million.

Earnings from Unconsolidated Affiliates — Earnings from unconsolidated affiliates decreased in 2011

compared to 2010 reflecting the impact of our additional interest in Black Lake. Prior to our acquisition of an
additional 50% interest in Black Lake, we accounted for Black Lake under the equity method of accounting.
Subsequent to this transaction, we account for Black Lake as a consolidated subsidiary.

NGL Pipelines Throughput — NGL pipelines throughput increased in 2011 compared to 2010 as a result
of the Wattenberg capital expansion project, volume growth on our pipelines and our acquisition an additional
50% interest in Black Lake.

Results of Operations — Wholesale Propane Logistics Segment

This segment consists of our propane terminals, which include six owned and operated rail terminals, one

owned marine terminal, one leased marine terminal, one pipeline terminal and access to several open-access
propane pipeline terminals:

Year Ended December 31,

Variance
2012 vs. 2011

Variance
2011 vs. 2010

2012 (b)

2011 (b)

2010 (b)

Increase
(Decrease) Percent
(Millions, except operating data)

Increase
(Decrease) Percent

Operating revenues:

Sales of propane . . . . . . . . . . . . . . . . . . . . . . $ 397.2 $ 634.6 $ 473.8 $(237.4)
Transportation, processing and other
(0.2)
. . . . . .
Gain (losses) from commodity derivative

0.2

0.3

—

(37)% $160.8
(100)% (0.1)

34%
(33)%

activity . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total operating revenues . . . . . . . . . . . . . . . .
Purchases of propane . . . . . . . . . . . . . . . . . . . . .

Segment gross margin (a) . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . .
Depreciation and amortization expense . . . .
Other income — affiliates . . . . . . . . . . . . . . .

17.5

414.7
373.0

41.7
(14.7)
(2.5)
—

(1.2)

(0.9)

18.7

(0.3)

(33)%

633.6
582.5

51.1
(15.1)
(2.9)
—

473.2
444.3

(218.9)
(209.5)

(35)% 160.4
(36)% 138.2

28.9
(12.6)
(1.9)
3.0

(9.4)
(0.4)
(0.4)

(18)% 22.2
2.5
(3)%
1.0
(14)%
(3.0)
— —%

34%
31%

77%
20%
53%
(100)%

Segment net income attributable to partners . . . $

24.5 $

33.1 $

17.4 $ (8.6)

(26)% $ 15.7

90%

Other Data:

Non-cash commodity derivative mark-to-

market

. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Propane sales volume (Bbls/d) . . . . . . . . . . .

1.5
19,111

0.3
24,743

(1.0)
22,350

1.2
(5,632)

400%
1.3
(23)% 2,393

*
11%

* Percentage change is not meaningful.

(a) Segment gross margin consists of total operating revenues, including commodity derivative activity, less

purchases of propane. Please read “Reconciliation of Non-GAAP Measures” above.

(b)

Includes the results of our Chesapeake terminal, acquired July 30, 2010 from Atlantic Energy.

Year Ended December 31, 2012 vs. Year Ended December 31, 2011

Total Operating Revenues — Total operating revenues decreased $218.9 million in 2012 compared to

2011, primarily as a result of the following:

• $152.2 million decrease attributable to reduced sales volumes primarily as a result of a lack of demand
due to the industry’s excess inventory resulting from record warm weather last heating season; and

• $85.4 million decrease attributable to lower propane prices.

These decreases were partially offset by:

• $18.7 million increase related to a change in unrealized commodity derivative activity of $1.1 million

and a change in realized commodity derivative activity of $17.6 million.

Purchases of Propane — Purchases of propane decreased in 2012 compared to 2011 primarily due to
reduced volumes as a result of inventory build resulting from record warm weather last heating season and
lower propane prices, partially offset by a non-cash lower of cost or market inventory adjustment of $15.4
million in 2012, offset by a significant recovery through the sale of inventory.

Segment Gross Margin — Segment gross margin decreased in 2012 compared to 2011 primarily from a
lack of demand due to the industry’s excess inventory resulting from record warm weather last heating season
and lower per unit margins. A non-cash lower of cost or market inventory adjustment of $15.4 million was
offset by a significant recovery through the sale of inventory and hedging activity.

Operating and Maintenance Expense — Operating and maintenance expense remained relatively constant

in 2012 compared to 2011.

Depreciation and Amortization Expense — Depreciation and amortization expense remained relatively

constant in 2012 compared to 2011.

Propane Sales Volume — Propane sales volumes decreased in 2012 compared to 2011 as a result of a lack

of demand due to the industry’s excess inventory resulting from record warm weather last heating season.

Year Ended December 31, 2011 vs. Year Ended December 31, 2010

Total Operating Revenues — Total operating revenues increased in 2011 compared to 2010, primarily as a

result of the following:

• $106.8 million increase attributable to higher propane prices, which impacts both purchases and sales;

and

• $53.9 million increase primarily as a result of our acquisition of Atlantic Energy.

These increases were partially offset by:

• $0.3 million decrease related to commodity derivative activity.

Purchases of Propane — Purchases of propane increased in 2011 compared to 2010 due to higher propane

prices, which impact both sales and purchases, and our acquisition of Atlantic Energy.

Segment Gross Margin — Segment gross margin increased in 2011 compared to 2010, primarily as a result
of higher unit margins, increased volumes and our acquisition of Atlantic Energy. 2010 results reflect a planned
outage related to our Providence terminal inspection.

Operating and Maintenance Expense — Operating and maintenance expense increased in 2011 compared

to 2010, primarily as a result of our acquisition of Atlantic Energy.

Depreciation and Amortization Expense — Depreciation and amortization expense increased in 2011

compared to 2010, primarily as a result of our acquisition of Atlantic Energy.

Other income — affiliates — Other income — affiliates results for 2010 reflect a $3.0 million payment

Propane Sales Volume — Propane sales volumes increased in 2011 compared to 2010, primarily as a
result of our acquisition of Atlantic Energy. 2010 results reflect a planned outage related to our Providence
terminal inspection.

Liquidity and Capital Resources

We expect our sources of liquidity to include:

• cash generated from operations;

• cash distributions from our unconsolidated affiliates;

• borrowings under our revolving Credit Agreement;

• borrowings under term loans;

• issuance of additional common units;

• debt offerings;

• guarantees issued by DCP Midstream, LLC, which reduce the amount of collateral we may be required

to post with certain counterparties to our commodity derivative instruments; and

• letters of credit.

We anticipate our more significant uses of resources to include:

• capital expenditures;

• quarterly distributions to our unitholders and general partner;

• contributions to our unconsolidated affiliates to finance our share of their capital expenditures;

• business and asset acquisitions; and

• collateral with counterparties to our swap contracts to secure potential exposure under these contracts,

which may, at times, be significant depending on commodity price movements, and which is required to
the extent we exceed certain guarantees issued by DCP Midstream, LLC and letters of credit we have
posted.

We believe that cash generated from these sources will be sufficient to meet our short-term working

capital requirements, long-term capital expenditure and acquisition requirements, and quarterly cash
distributions for the next twelve months. In the event these sources are not sufficient, we would reduce our
discretionary spending.

We routinely evaluate opportunities for strategic investments or acquisitions. Future material investments
or acquisitions may require that we obtain additional capital, assume third party debt or incur other long-term
obligations. We have the option to utilize both equity and debt instruments as vehicles for the long-term
financing of our investment activities and acquisitions.

On November 10, 2011, we entered into a senior unsecured revolving credit agreement with capacity of
$1.0 billion, which matures on November 10, 2016 (Credit Agreement). The Credit Agreement replaced our
Amended and Restated Credit Agreement dated as of June 21, 2007 (the Prior Credit Agreement), which had a
total borrowing capacity of $850.0 million. The initial borrowing under the Credit Agreement was used to repay
the Partnership’s indebtedness under the Prior Credit Agreement. The Credit Agreement will be used for
ongoing working capital requirements and for other general partnership purposes including acquisitions.

As of December 31, 2012, the outstanding balance on the Credit Agreement was $525.0 million resulting

in unused revolver capacity of $474.0 million, which was available for general working capital purposes.

Our borrowing capacity is currently limited by the Credit Agreement’s financial covenant requirements.
Except in the case of a default, which would make the borrowings under the Credit Agreement fully callable,
amounts borrowed under the Credit Agreement will not mature prior to the November 10, 2016 maturity date.
As of February 22, 2013, we had approximately $424.0 million of unused capacity under the Credit Agreement.

In November 2012, we issued $500.0 million of 2.50% 5-year Senior Notes due December 1, 2017. We

received proceeds of $493.6 million, net of underwriters’ fees, related expenses and unamortized discount.

In November 2012, we entered into a 2-year Term Loan Agreement and borrowed $343.5 million to fund
the cash portion of the acquisition of a 33.33% interest in the Eagle Ford system. In July 2012, we entered into
a 2-year Term Loan Agreement and borrowed $140.0 million to fund the cash portion of the acquisition of the
Mont Belvieu fractionators. In November 2012, we repaid both term loans with proceeds from our 2.50% 5-
year Senior Notes.

In March 2012, we issued $350.0 million of 4.95% 10-year Senior Notes due April 1, 2022. We received

proceeds of $345.8 million, net of underwriters’ fees, related expenses and unamortized discount, which we
used to fund the cash portion of the acquisition of the remaining 66.67% interest in Southeast Texas and to
repay funds borrowed under our Credit Agreement and our January 3, 2012 Term Loan.

In January 2012, we entered into a 2-year Term Loan Agreement and borrowed $135.0 million which was
used to fund the cash portion of the acquisition of the remaining 49.9% interest in East Texas. In March 2012,
we repaid the term loan with proceeds from our 4.95% 10-year Senior Notes.

Based on current and anticipated levels of operations, we believe we have adequate committed financial

resources to conduct our business, although deterioration in our operating environment could limit our
borrowing capacity, raise our financing costs, as well as impact our compliance with our financial covenant
requirements under our Credit Agreement.

Changes in natural gas, NGL and condensate prices and the terms of our processing arrangements have a
direct impact on our generation and use of cash from operations due to their impact on net income, along with
the resulting changes in working capital. We have mitigated a portion of our anticipated commodity price risk

associated with the equity volumes from our gathering and processing activities through 2016 with fixed price
commodity swaps and collar arrangements. For additional information regarding our derivative activities,
please read “— Quantitative and Qualitative Disclosures about Market Risk — Commodity Price Risk —
Commodity Cash Flow Protection Activities.”

In August 2011, we entered into an equity distribution agreement with a financial institution, as sales
agent. The agreement provides for the offer and sale from time to time, through our sales agent, common units
having an aggregate offering amount of up to $150.0 million. As of December 31, 2012, approximately $69.5
million aggregate offering price of our common units remains available for sale pursuant to this equity
distribution agreement. During the three months ended December 31, 2012, we issued 254,265 of our common
units pursuant to the equity distribution agreement, and received proceeds of $10.0 million, net of commissions
and offering costs of $0.7 million. During the year ended December 31, 2012, we issued 1,147,654 of our
common units pursuant to the equity distribution agreement, and received proceeds of $47.4 million, net of
commissions and offering costs of $1.6 million. During the year ended December 31, 2011, we issued 761,285
of our common units pursuant to this equity distribution agreement, and received proceeds of $30.2 million
from the issuance of these common units, net of commissions and offering costs of $1.2 million.

In November 2012, we issued 1,912,663 common units to DCP Midstream, LLC as partial consideration

for the acquisition of a 33.33% interest in the Eagle Ford system.

In July 2012, we issued 1,536,098 common units to DCP Midstream, LLC as partial consideration for the

Mont Belvieu fractionators.

In July 2012, we closed a private placement of equity with a group of institutional investors in which we
sold 4,989,802 common units at a price of $35.55 per unit, for a total of $177.4 million, and received proceeds
of $173.8 million net of offering costs.

In June 2012, we filed a universal shelf registration statement on Form S-3 with the SEC with an unlimited

offering amount, to replace an existing shelf registration statement. The universal shelf registration statement
allows us to issue additional common units and debt securities. As of February 22, 2013, we have issued no
equity securities under this registration statement. Our 2.50% 5-year Senior Notes were issued under this
registration statement.

In March 2012, we issued 5,148,500 common units at $47.42 per unit. We received proceeds of $234.0

million, net of offering costs.

In March 2012, we issued 1,000,417 common units to DCP Midstream, LLC as partial consideration for

the remaining 66.67% interest in Southeast Texas.

In January 2012, we issued 727,520 common units to DCP Midstream, LLC as partial consideration for the

remaining 49.9% interest in East Texas.

In March 2011, we issued 3,596,636 common units at $40.55 per unit. We received proceeds of $139.7

million, net of offering costs.

The counterparties to each of our commodity swap contracts are investment-grade rated financial
institutions. Under these contracts, we may be required to provide collateral to the counterparties in the event
that our potential payment exposure exceeds a predetermined collateral threshold. Collateral thresholds are set
by us and each counterparty, as applicable, in the master contract that governs our financial transactions based
on our and the counterparty’s assessment of creditworthiness. The assessment of our position with respect to the
collateral thresholds are determined on a counterparty by counterparty basis, and are impacted by the
representative forward price curves and notional quantities under our swap contracts. Due to the interrelation
between the representative crude oil and natural gas forward price curves, it is not practical to determine a
single pricing point at which our swap contracts will meet the collateral thresholds as we may transact multiple
commodities with the same counterparty. As of February 22, 2013, DCP Midstream, LLC had issued and
outstanding parental guarantees totaling $25.0 million in favor of certain counterparties to our commodity
derivative instruments to mitigate a portion of our collateral requirements with these counterparties. We pay
DCP Midstream, LLC a fee of 0.50% per annum on these guarantees. These parental guarantees reduce the
amount of cash we may be required to post as collateral. As of February 22, 2013, we had no cash collateral

posted with counterparties. Depending on daily commodity prices, the amount of collateral posted can go up or
down on a daily basis. Predetermined collateral thresholds for commodity derivative instruments guaranteed by
DCP Midstream, LLC are generally dependent on DCP Midstream, LLC’s credit rating and the thresholds
would be reduced to zero in the event DCP Midstream, LLC’s credit rating were to fall below investment grade.

Working Capital — Working capital is the amount by which current assets exceed current liabilities.
Current assets are reduced by our quarterly distributions, which are required under the terms of our partnership
agreement based on Available Cash, as defined in the partnership agreement. In general, our working capital is
impacted by changes in the prices of commodities that we buy and sell, inventory levels and other business
factors that affect our net income and cash flows. Our working capital is also impacted by the timing of
operating cash receipts and disbursements, borrowings of and payments on debt, capital expenditures, and
increases or decreases in restricted investments and other long-term assets.

We had working capital of $75.7 million as of December 31, 2012, compared to a working capital deficit

of $26.8 million as of December 31, 2011 as a result of timing of payments for trade payables. Included in these
working capital amounts are net derivative working capital assets of $18.4 million and net derivative working
capital liabilities of $18.7 million as of December 31, 2012 and December 31, 2011, respectively. The change
in working capital is primarily attributable to the factors described above. We expect that our future working
capital requirements will be impacted by these same factors.

As of December 31, 2012, we had $1.3 million in cash and cash equivalents. Of this balance, $0.8 million

was held by subsidiaries we do not wholly own, which we consolidate in our financial results. Other than the
cash held by these subsidiaries, this cash balance was available for general partnership purposes.

Cash Flow — Operating, investing and financing activities was as follows:

Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . .
Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by financing activities . . . . . . . . . . . . . . . . . . . .

2010

2012

Year Ended December 31,
2011
(Millions)
$ 260.8
$(340.7)
$ 80.8

$
124.9
$(1,070.5)
939.3
$

$ 162.4
$(345.5)
$ 187.7

Our predecessor’s sources of liquidity, prior to its acquisition by us, included cash generated from
operations and funding from DCP Midstream, LLC. Our predecessor’s cash receipts were deposited in DCP
Midstream, LLC’s bank accounts and all cash disbursements were made from these accounts. Cash transactions
for our predecessor were handled by DCP Midstream, LLC and were reflected in partners’ equity as net
changes in parent advances to predecessors from DCP Midstream, LLC.

Net Cash Provided by Operating Activities — The changes in net cash provided by operating activities are
attributable to our net income adjusted for non-cash charges as presented in the consolidated statements of cash
flows and changes in working capital as discussed above.

We received net cash for settlement of our commodity derivative instruments of approximately $48.5
million and $34.6 million for the years ended December 31, 2012 and 2011, respectively, and received cash of
$14.8 million for the year ended December 31, 2010, approximately $6.2 million of which was associated with
rebalancing our portfolio. During the year ended December 31, 2012, we made state tax payments of $0.7
million, and no federal tax payments. During the year ended December 31, 2011, we made federal and state tax
payments of $29.3 million and $0.3 million, respectively, related to our acquisition of Marysville and the
conversion of the entity’s organizational structure from a corporation to a limited liability company. In addition,
we received $3.6 million from DCP Midstream, LLC, related to the sale of surplus equipment, for the year
ended December 31, 2010.

We and our predecessors received cash distributions from unconsolidated affiliates of $29.3 million, $25.3

million and $30.0 million during the years ended December 31, 2012, 2011 and 2010, respectively.
Distributions exceeded earnings by $0.4 million for the year ended December 31, 2012.

Net Cash Used in Investing Activities — Net cash used in investing activities during 2012 was comprised

of: (1) acquisition expenditures of $687.4 million, of which $282.2 million is related to our acquisition of

33.33% interest in the Eagle Ford system, $192.5 million is related to our acquisition of the remaining 66.67%
interest in Southeast Texas, $119.9 million related to our acquisition of the remaining 49.9% interest in East
Texas, $63.0 million related to our acquisition of Crossroads, and $29.8 million related to our acquisition of the
Mont Belvieu fractionators; (2) capital expenditures of $200.4 million (of which our portion was $185.0 million
and the reimbursable projects portion was $15.4 million); and (3) investments in unconsolidated affiliates of
$184.0 million; partially offset by (4) a return of investment from unconsolidated affiliate of $1.0 million; and
(5) proceeds from sales of assets of $0.3 million.

Net cash used in investing activities during 2011 was comprised of: (1) capital expenditures of $165.7
million (our portion of which was $146.5 million and the noncontrolling interest holders’ portion was $19.2
million), which includes $25.2 million of capital expenditures related to our Eagle Plant construction;
(2) acquisition expenditures of $114.3 million, representing the carrying value of the net assets acquired, related
to our acquisition of an initial 33.33% interest in Southeast Texas; (3) acquisition expenditures of $29.6 million
related to our acquisition of our DJ Basin NGL fractionators, $23.4 million related to our acquisition of Eagle
Plant construction work in progress, and a payment of $7.5 million to the seller of Michigan Pipeline &
Processing, LLC in relation to our contingent payment agreement; and (4) investments in unconsolidated
affiliates of $7.0 million; partially offset by (5) proceeds from sales of assets of $5.2 million; and (6) a return of
investment from unconsolidated affiliates of $1.6 million.

Net cash used in investing activities during 2010 was comprised of: (1) acquisition expenditures of $282.1

million related to our acquisition of Atlantic Energy, the Wattenberg NGL pipeline, Marysville, the Raywood
processing plant and Liberty gathering system, and an additional 55% interest in Black Lake; (2) capital
expenditures of $75.9 million (our portion of which was $61.1 million and the noncontrolling interest holders’
portion was $14.8 million); and (3) investments in unconsolidated affiliates of $2.3 million; partially offset by
(4) net proceeds from sale of available-for-sale securities of $10.1 million; (5) proceeds from sale of assets of
$3.5 million; and (6) a return of investment from Discovery of $1.2 million.

Net Cash Provided By Financing Activities — Net cash provided by financing activities during 2012 was

comprised of: (1) proceeds from debt of $2,664.8 million, offset by repayments of $1,791.5 million, for net
borrowing of debt of $873.3 million; (2) proceeds from the issuance of common units net of offering costs of
$445.2 million; and (3) contributions from DCP Midstream, LLC of $10.3 million; partially offset by (4) excess
purchase price over acquired net assets of $192.8 million; (5) distributions to our unitholders and general
partner of $181.3 million; (6) change in advances to predecessor from DCP Midstream, LLC of $11.5 million;
(7) payment of deferred financing costs of $7.7 million; and (8) distributions to noncontrolling interests of $6.2
million.

During 2012, total outstanding indebtedness under our $1.0 billion Credit Agreement, which includes
borrowings under our revolving credit facility and letters of credit issued under the Credit Agreement, was not
less than $268.1 million and did not exceed $576.1 million. The weighted-average indebtedness outstanding
under the Agreement Facility was $495.8 million, $369.3 million, $321.2 million and $455.0 million for the
first, second, third and fourth quarters of 2012, respectively.

We had unused capacity, which is available for commitments under the Credit Agreement, of $731.9
million, $648.9 million, $699.0 million and $474.0 million at the end of the first, second, third and fourth
quarters of 2012, respectively.

During 2012, we had the following net movements on our revolving credit facility:

• $63.0 million borrowing to fund the acquisition of the Crossroads system; and

• $199.0 million net borrowings for general working capital purposes; partially offset by

• $234.0 million repayment with proceeds from the issuance of 5,148,500 common units in March 2012.

Net cash provided by financing activities during 2011 was comprised of: (1) proceeds from the issuance of

common units, net of offering costs, of $169.7 million; (2) net borrowing of debt of $99.0 million;
(3) contributions from noncontrolling interests of $18.3 million; and (4) net change in advances to predecessor
from DCP Midstream, LLC of $10.9 million; partially offset by (5) distributions to our unitholders and general

partner of $132.4 million; (6) distributions to noncontrolling interests of $44.8 million; (7) excess purchase
price over the acquired net assets of Southeast Texas of $35.7 million; and (8) payment of deferred financing
costs of $4.2 million.

During 2011, total outstanding indebtedness under our $1.0 billion Credit Agreement, which includes
borrowings under our revolving credit facility and letters of credit issued under the Credit Agreement, was not
less than $425.5 million and did not exceed $591.1 million. The weighted-average indebtedness outstanding
under the revolving credit facility was $519.1 million, $454.1 million, $483.8 million and $517.1 million for the
first, second, third and fourth quarters of 2011, respectively.

We had unused capacity, which is available for commitments under the Credit Agreement of $423.5
million, $387.9 million, $372.9 million and $501.9 million at the end of the first, second, third and fourth
quarters of 2011, respectively.

During 2011, we had the following net movements on our revolving credit facility:

• $150.0 million borrowing to fund the acquisition of our initial 33.33% interest in Southeast Texas;

• $30.0 million borrowing to fund the purchase of the DJ Basin NGL fractionators;

• $29.6 million borrowing to fund the Marysville tax payment;

• $23.4 million borrowing to fund the purchase of certain tangible assets and land located in the Eagle

Ford Shale; and

• $5.7 million net borrowings; partially offset by

• $139.7 million repayment financed by the issue of 3,596,636 common units in March 2011.

Net cash provided by financing activities during 2010 was comprised of: (1) borrowings of $868.2 million;

(2) proceeds from the issuance of common units net of offering costs of $189.3 million; (3) net change in
advances to predecessor from DCP Midstream, LLC of $82.3 million; (4) contributions from noncontrolling
interests of $13.8 million; and (5) contributions from DCP Midstream, LLC of $0.6 million; partially offset by
(6) repayments of debt of $833.4 million; (7) distributions to our unitholders and general partner of $101.9
million; (8) distributions to noncontrolling interests of $25.6 million; (9) purchase of additional interest in a
subsidiary of $3.5 million; and (10) payment of deferred financing costs of $2.1 million.

During 2010, total outstanding indebtedness under our $850.0 million Prior Credit Agreement, which
includes borrowings under our revolving credit facility, our term loan and letters of credit issued under the Prior
Credit Agreement, was not less than $300.5 million and did not exceed $722.4 million. The weighted-average
indebtedness outstanding under the revolving credit facility was $622.5 million, $625.9 million, $634.7 million
and $347.9 million for the first, second, third and fourth quarters of 2010, respectively.

We had unused capacity, which is available commitments under the Prior Credit Agreement of $209.3

million, $234.6 million, $486.5 million and $419.9 million at the end of the first, second, third and fourth
quarters of 2010, respectively.

During 2010, we had the following net movements on our revolving credit facility:

• $247.7 million repayment financed by the issue of $250.0 million of 3.25% Senior Notes due October 1,

2015;

• $93.1 million repayment financed by the issue of 2,990,000 common units in August 2010; and

• $96.2 million repayment financed by the issue of 2,875,000 common units in November 2010; partially

offset by

• $66.3 million borrowing to fund the acquisition of Atlantic Energy, which includes $17.3 million for

propane inventory and working capital;

• $16.3 million net borrowings for general corporate purposes;

• $22.0 million borrowing to fund the acquisition of the Wattenberg pipeline;

• $16.6 million borrowing to fund the acquisition of an additional 55% interest in Black Lake;

• $100.8 million borrowing to fund the acquisition of Marysville, which includes $6.0 million for

inventory and working capital; and

• $10.0 million borrowing to fund repayment of our term loan.

During 2010, we had a repayment of $10.0 million on our term loan under the Prior Credit Agreement and

released $10.0 million of restricted investments which were required as collateral for the facility.

We expect to continue to use cash provided by operating activities for the payment of distributions to our

unitholders and general partner. See Note 12 of the Notes to Consolidated Financial Statements in Item 8.
“Financial Statement and Supplementary Data.”

Capital Requirements — The midstream energy business can be capital intensive, requiring significant

investment to maintain and upgrade existing operations. Our capital requirements have consisted primarily of,
and we anticipate will continue to consist of the following:

• maintenance capital expenditures, which are cash expenditures where we add on to or improve capital
assets owned, including certain system integrity and safety improvements, or acquire or construct new
capital assets if such expenditures are made to maintain, including over the long-term, our operating or
earnings capacity; and

• expansion capital expenditures, which are cash expenditures for acquisitions or capital improvements
(where we add on to or improve the capital assets owned, or acquire or construct new gathering lines,
treating facilities, processing plants, fractionation facilities, pipelines, terminals, docks, truck racks,
tankage and other storage, distribution or transportation facilities and related or similar midstream
assets) in each case if such addition, improvement, acquisition or construction is made to increase our
operating or earnings capacity.

We incur capital expenditures for our consolidated entities and our unconsolidated affiliates. We anticipate

The following table summarizes our maintenance and expansion capital expenditures for our consolidated

entities.

Year Ended December 31, 2012

Year Ended December 31, 2011

Maintenance
Capital
Expenditures

$17.5

Expansion
Capital
Expenditures
(Millions)
$167.5

Total
Consolidated
Capital
Expenditures

Maintenance
Capital
Expenditures

$185.0

$12.9

Expansion
Capital
Expenditures
(Millions)
$133.6

Our portion . . . . . . . . . . . . .
Noncontrolling interest

portion and reimbursable
projects (a) . . . . . . . . . . . .

Total

. . . . . . . . . . . . . . . . . .

$23.5

$176.9

6.0

9.4

Total
Consolidated
Capital
Expenditures

$146.5

19.2

$165.7

15.4

$200.4

5.5

$18.4

13.7

$147.3

Year Ended December 31, 2010

Maintenance
Capital
Expenditures

Our portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Noncontrolling interest portion and reimbursable

projects (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 6.9

6.4

$13.3

Expansion
Capital
Expenditures
(Millions)
$54.2

8.4

$62.6

Total
Consolidated
Capital
Expenditures

$61.1

14.8

$75.9

(a)

In conjunction with our acquisitions of our East Texas and Southeast Texas systems, we entered into
agreements with DCP Midstream, LLC whereby DCP Midstream, LLC will reimburse us for certain
expenditures on capital projects. These reimbursements are for certain capital projects which have
commenced within three years from the respective acquisition dates.

In addition, we invested cash in unconsolidated affiliates of $184.0 million, $7.0 million and $2.3 million

during the years ended December 31, 2012, 2011 and 2010, respectively.

Capital expenditures increased in 2012 compared to 2011 primarily as a result of construction of our Eagle

Plant and acquisition integration costs.

We intend to make cash distributions to our unitholders and our general partner. Due to our cash
distribution policy, we expect that we will distribute to our unitholders most of the cash generated by our
operations. As a result, we expect that we will rely upon external financing sources, which will include debt and
common unit issuances, to fund our acquisition and expansion capital expenditures.

We expect to fund future capital expenditures with funds generated from our operations, borrowings under

our Credit Agreement, the issuance of additional partnership units and the issuance of long-term debt. If these
sources are not sufficient, we will reduce our discretionary spending.

Cash Distributions to Unitholders — Our partnership agreement requires that, within 45 days after the
end of each quarter, we distribute all Available Cash, as defined in the partnership agreement. We made cash
distributions to our unitholders and general partner, including payment to our general partner related to our
incentive distribution rights, of $181.3 million, $132.4 million and $101.9 million during 2012, 2011 and 2010,
respectively. We intend to continue making quarterly distribution payments to our unitholders and general
partner to the extent we have sufficient cash from operations after the establishment of reserves.

Description of the Credit Agreement —On November 10, 2011, we entered a senior unsecured revolving
credit agreement with capacity of $1.0 billion, which matures on November 10, 2016 (Credit Agreement). The
Credit Agreement replaced our Amended and Restated Credit Agreement dated as of June 21, 2007 (the Prior
Credit Agreement), which had a total borrowing capacity of $850.0 million. As of December 31, 2012, the
outstanding balance on the Credit Agreement was $525.0 million resulting in unused capacity of $474.0
million, which was available for general working capital purposes.

Our obligations under the Credit Agreement are unsecured. The unused portion of the Credit Agreement

may be used for letters of credit up to a maximum of $500.0 million of outstanding letters of credit. At
December 31, 2012 and 2011, we had outstanding letters of credit issued under the Credit Agreement and Prior
Credit Agreement of $1.0 million and $1.1 million, respectively.

We may prepay all loans at any time without penalty, subject to the reimbursement of lender breakage costs

in the case of prepayment of London Interbank Offered Rate, or LIBOR, borrowings. Indebtedness under the
Credit Agreement bears interest at either: (1) LIBOR, plus an applicable margin of 1.25% based on our current
credit rating; or (2) (a) the base rate which shall be the higher of Wells Fargo Bank N.A.’s prime rate, the Federal
Funds rate plus 0.50% or the LIBOR Market Index rate plus 1%, plus (b) an applicable margin of 0.25% based on
our current credit rating. The revolving credit facility incurs an annual facility fee of 0.25% based on our current
credit rating. This fee is paid on drawn and undrawn portions of the revolving credit facility.

and on a temporary basis for not more than three consecutive quarters (including the quarter in which such
acquisition is consummated) following the consummation of asset acquisitions in the midstream energy
business of not more than 5.5 to 1.0.

Description of Debt Securities — On November 27, 2012, we issued $500.0 million of our 2.50% 5-year

Senior Notes due December 1, 2017. We received net proceeds of $493.6 million, net of underwriters’ fees,
related expenses and unamortized discounts of $6.4 million, which net proceeds were used to repay our then-
outstanding term loans. Interest on the notes will be paid semi-annually on June 1 and December 1 of each year,
commencing June 1, 2013. The notes will mature on December 1, 2017, unless redeemed prior to maturity. The
underwriters’ fees and related expenses are deferred in other long-term assets in our consolidated balance sheets
and will be amortized over the term of the notes.

On March 13, 2012, we issued $350.0 million of our 4.95% 10-year Senior Notes due April 1, 2022. We
received net proceeds of $345.8 million, net of underwriters’ fees, related expenses and unamortized discounts
of $4.2 million, which we used to fund the cash portion of the acquisition of the remaining 66.67% interest in
Southeast Texas and to repay funds borrowed under our Term Loan and Credit Agreement. Interest on the notes
is paid semi-annually on April 1 and October 1 of each year. The notes will mature on April 1, 2022, unless
redeemed prior to maturity. The underwriters’ fees and related expenses are deferred in other long-term assets
in our consolidated balance sheets and will be amortized over the term of the notes.

On September 30, 2010, we issued $250.0 million of our 3.25% Senior Notes due October 1, 2015. We

received net proceeds of $247.7 million, net of underwriters’ fees, related expense and unamortized discounts
of $2.3 million, which we used to repay funds borrowed under the revolver portion of our Credit Agreement.
Interest on the notes is paid semi-annually on April 1 and October 1 of each year. The notes will mature on
October 1, 2015, unless redeemed prior to maturity. The underwriters’ fees and related expense are deferred in
other long-term assets in our consolidated balance sheets and will be amortized over the term of the notes.

The notes are senior unsecured obligations, ranking equally in right of payment with our existing
unsecured indebtedness, including indebtedness under our Credit Agreement. We are not required to make
mandatory redemption or sinking fund payments with respect to any of these notes, and they are redeemable at
a premium at our option.

Description of Term Loan Agreements — On November 2, 2012, we borrowed $343.5 million on a 2-year

Term Loan Agreement (the $343.5 million Term Loan) to fund the cash portion of the acquisition of a 33.33%
interest in the Eagle Ford system. On July 2, 2012, we entered into a 2-year Term Loan Agreement and borrowed
$140.0 million (the $140 million Term Loan) to fund the cash portion of the acquisition of the Mont Belvieu
fractionators. In November 2012, we repaid both the term loans with proceeds from our 2.50% 5-year Senior Notes.

On January 3, 2012, we entered into a 2-year Term Loan Agreement and borrowed $135.0 million which

was used to fund the cash portion of the acquisition of the remaining 49.9% interest in East Texas. In March
2012, we repaid the term loan with proceeds from our 4.95% 10-year Senior Notes.

Total Contractual Cash Obligations and Off-Balance Sheet Obligations — A summary of our total

contractual cash obligations as of December 31, 2012, is as follows:

Payments Due by Period

Total

2013

2014-2015

2016-2017

2018 and
Thereafter

Long-term debt (a)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating lease obligations (b) . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase obligations (c)
Other long-term liabilities (d) . . . . . . . . . . . . . . . . . . . . . .

$1,886.2
24.3
222.5
17.9

$ 44.5
10.8
114.5
—

(Millions)
$329.1
9.1
63.1
0.5

$1,084.6
3.5
44.9
0.2

$428.0
0.9
—
17.2

Total

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2,150.9

$169.8

$401.8

$1,133.2

$446.1

(a)

Includes interest payments on debt that has been swapped to a fixed-rate obligation and on debt securities
that have been issued. These interest payments are $44.5 million, $79.1 million, $59.6 million, and $78.0
million for 2013, 2014-2015, 2016-2017, and 2018 and thereafter, respectively. Interest payments on debt

that has not been swapped to a fixed-rate obligation are not included as these payments are based on
floating interest rates and we cannot determine with accuracy the periodic repayment dates or the amounts
of the interest payments.

(b) Our operating lease obligations are contractual obligations, and primarily consist of our leased marine
propane terminal and railcar leases, both of which provide supply and storage infrastructure for our
Wholesale Propane Logistics business. Operating lease obligations also include firm transportation
arrangements and natural gas storage for our Pelico system. The firm transportation arrangements supply
off-system natural gas to Pelico and the natural gas storage arrangement enables us to maximize the value
between the current price of natural gas and the futures market price of natural gas.

(c) Our purchase obligations are contractual obligations and include purchase orders for capital expenditures,
various non-cancelable commitments to purchase physical quantities of propane supply for our Wholesale
Propane Logistics business and other items. For contracts where the price paid is based on an index, the
amount is based on the forward market prices as of December 31, 2012. Purchase obligations exclude
accounts payable, accrued interest payable and other current liabilities recognized in the consolidated
balance sheets. Purchase obligations also exclude current and long-term unrealized losses on derivative
instruments included in the consolidated balance sheet, which represent the current fair value of various
derivative contracts and do not represent future cash purchase obligations. These contracts may be settled
financially at the difference between the future market price and the contractual price and may result in
cash payments or cash receipts in the future, but generally do not require delivery of physical quantities of
the underlying commodity. In addition, many of our gas purchase contracts include short and long-term
commitments to purchase produced gas at market prices. These contracts, which have no minimum
quantities, are excluded from the table.

(d) Other long-term liabilities include $16.9 million of asset retirement obligations and $1.0 million of
environmental reserves recognized in the consolidated balance sheet at December 31, 2012.

Off-Balance Sheet Arrangements

We have no items that are classified as off balance sheet obligations.

Critical Accounting Policies and Estimates

Our financial statements reflect the selection and application of accounting policies that require

management to make estimates and assumptions. We believe that the following are the more critical judgment
areas in the application of our accounting policies that currently affect our financial condition and results of
operations. These accounting policies are described further in Note 2 of the Notes to Consolidated Financial
Statements in Item 8. “Financial Statements and Supplementary Data.”

Description

Judgments and Uncertainties

Effect if Actual Results Differ
from Assumptions

Inventories
Inventories, which consist of NGLs
and natural gas, are recorded at the
lower of weighted-average cost or
market value.

Impairment of Goodwill
We evaluate goodwill for
impairment annually in the third
quarter, and whenever events or
changes in circumstances indicate it
is more likely than not that the fair
value of a reporting unit is less than
its carrying amount.

Judgment is required in
determining the market value of
inventory, as the geographic
location impacts market prices,
and quoted market prices may not
be available for the particular
location of our inventory.

We determine fair value using
widely accepted valuation
techniques, namely discounted
cash flow and market multiple
analyses. These techniques are
also used when allocating the
purchase price to acquired assets
and liabilities. These types of
analyses require us to make
assumptions and estimates
regarding industry and economic
factors and the profitability of
future business strategies. It is our
policy to conduct impairment
testing based on our current
business strategy in light of
present industry and economic
conditions, as well as future
expectations.

If the market value of our
inventory is lower than the cost,
we may be exposed to losses
that could be material. If
commodity prices were to
decrease by 10% below our
December 31, 2012 weighted-
average cost, our net income
would be affected by
approximately $7.5 million.

We completed our impairment
testing of goodwill using the
methodology described herein,
and determined there was no
impairment. We primarily use a
discounted cash flow analysis to
perform the assessment. Key
assumptions in the analysis
include the use of an
appropriate discount rate,
terminal year multiples, and
estimated future cash flows
including an estimate of
operating and general and
administrative costs. In
estimating cash flows, we
incorporate current market
information, as well as
historical and other factors, into
our forecasted commodity
prices. For certain reporting
units, we may elect to first
assess qualitative factors to
determine whether it is more
likely than not that the fair
value of our reporting units is
less than the carrying value. We
have not recorded any
impairment charges on goodwill
during the year ended
December 31, 2012.

Description

Judgments and Uncertainties

Effect if Actual Results Differ
from Assumptions

Impairment of Long-Lived Assets
We periodically evaluate whether the
carrying value of long-lived assets
has been impaired when
circumstances indicate the carrying
value of those assets may not be
recoverable. This evaluation is based
on undiscounted cash flow
projections expected to be realized
over the remaining useful life of the
primary asset. The carrying amount
is not recoverable if it exceeds the
sum of undiscounted cash flows
expected to result from the use and
eventual disposition of the asset. If
the carrying value is not recoverable,
the impairment loss is measured as
the excess of the asset’s carrying
value over its fair value.

Our impairment analyses may
require management to apply
judgment in estimating future
cash flows as well as asset fair
values, including forecasting
useful lives of the assets,
assessing the probability of
different outcomes, and selecting
the discount rate that reflects the
risk inherent in future cash flows.
We assess the fair value of long-
lived assets using commonly
accepted techniques, and may use
more than one method, including,
but not limited to, recent third
party comparable sales and
discounted cash flow models.
These techniques are also used
when allocating the purchase
price to acquired assets and
liabilities.

Using the impairment review
methodology described herein,
we have not recorded any
impairment charges on long-
lived assets during the year
ended December 31, 2012. If
actual results are not consistent
with our assumptions and
estimates or our assumptions
and estimates change due to
new information, we may be
exposed to an impairment
charge.

Impairment of Investments in Unconsolidated Affiliates
We evaluate our investments in
unconsolidated affiliates for
impairment whenever events or
changes in circumstances indicate, in
management’s judgment, that the
carrying value of such investment
may have experienced a decline in
value. When evidence of loss in
value has occurred, we compare the
estimated fair value of the
investment to the carrying value of
the investment to determine whether
an impairment has occurred.

Our impairment loss calculations
require management to apply
judgment in estimating future
cash flows and asset fair values,
including forecasting useful lives
of the assets, assessing the
probability of differing estimated
outcomes, and selecting the
discount rate that reflects the risk
inherent in future cash flows. We
assess the fair value of our
unconsolidated affiliates using
commonly accepted techniques,
and may use more than one
method, including, but not limited
to, recent third party comparable
sales and discounted cash flow
models.

Using the impairment review
methodology described herein,
we have not recorded any
impairment charges on
investments in unconsolidated
affiliates during the year ended
December 31, 2012. If the
estimated fair value of our
unconsolidated affiliates is less
than the carrying value, we
would recognize an impairment
loss for the excess of the
carrying value over the
estimated fair value.

Description

Judgments and Uncertainties

When available, quoted market
prices or prices obtained through
external sources are used to
determine a contract’s fair value.
For contracts with a delivery
location or duration for which
quoted market prices are not
available, fair value is determined
based on pricing models
developed primarily from
historical and the expected
relationship with quoted market
prices.

Accounting for Risk Management Activities and Financial Instruments
Each derivative not qualifying for
the normal purchases and normal
sales exception is recorded on a
gross basis in the consolidated
balance sheets at its fair value as
unrealized gains or unrealized losses
on derivative instruments. Derivative
assets and liabilities remain
classified in our consolidated
balance sheets as unrealized gains or
unrealized losses on derivative
instruments at fair value until the
contractual settlement period
impacts earnings. Values are
adjusted to reflect the credit risk
inherent in the transaction as well as
the potential impact of liquidating
open positions in an orderly manner
over a reasonable time period under
current conditions.

Accounting for Equity-Based Compensation
Our long-term incentive plan permits
for the grant of restricted units,
phantom units, unit options and
substitute awards. Equity-based
compensation expense is recognized
over the vesting period or service
period of the related awards. We
estimate the fair value of each award,
and the number of awards that will
ultimately vest, at the end of each
period.

Estimating the fair value of each
award, the number of awards that
will ultimately vest, and the
forfeiture rate requires
management to apply judgment to
estimate the tenure of our
employees and the achievement
of certain performance targets
over the performance period.

Accounting for Asset Retirement Obligations
Asset retirement obligations
associated with tangible long-lived
assets are recorded at fair value in
the period in which they are
incurred, if a reasonable estimate of
fair value can be made, and added to
the carrying amount of the associated
asset. This additional carrying
amount is then depreciated over the
life of the asset. The liability is
determined using a credit adjusted
risk free interest rate, and increases
due to the passage of time based on
the time value of money until the
obligation is settled.

Estimating the fair value of asset
retirement obligations requires
management to apply judgment to
evaluate the necessary retirement
activities, estimate the costs to
perform those activities, including
the timing and duration of
potential future retirement
activities, and estimate the risk
free interest rate. When making
these assumptions, we consider a
number of factors, including
historical retirement costs, the
location and complexity of the
asset and general economic
conditions.

Effect if Actual Results Differ
from Assumptions

If our estimates of fair value are
inaccurate, we may be exposed
to losses or gains that could be
material. A 10% difference in
our estimated fair value of
derivatives at December 31,
2012 would have affected net
income by approximately $9.0
million based on our net
derivative position for the year
ended December 31, 2012.

If actual results are not
consistent with our assumptions
and judgments or our
assumptions and estimates
change due to new information,
we may experience material
changes in compensation
expense.

If actual results are not
consistent with our assumptions
and judgments or our
assumptions and estimates
change due to new information,
we may experience material
changes in our asset retirement
obligations. Establishing an
asset retirement obligation has
no initial impact on net income.
A 10% change in depreciation
and accretion expense
associated with our asset
retirement obligations during
the year ended December 31,
2012 would have no impact on
our net income.

Item 7A. Quantitative and Qualitative Disclosures about Market Risk

Market risk is the risk of loss arising from adverse change in market prices and rates. We are exposed to

market risks, including changes in commodity prices and interest rates. We may use financial instruments such
as forward contracts, swaps and futures to mitigate a portion of the effects of identified risks. In general, we
attempt to mitigate a portion of the risks related to the variability of future earnings and cash flows resulting
from changes in applicable commodity prices or interest rates so that we can maintain cash flows sufficient to
meet debt service, required capital expenditures, distribution objectives and similar requirements.

Risk Management Policy

We have established a comprehensive risk management policy, or Risk Management Policy, and a risk

management committee, or the Risk Management Committee, to monitor and manage market risks associated
with commodity prices and counterparty credit. Our Risk Management Committee is composed of senior
executives who receive regular briefings on positions and exposures, credit exposures and overall risk
management in the context of market activities. The Risk Management Committee is responsible for the overall
management of counterparty credit risk and commodity price risk, including monitoring exposure limits.

See Note 11, Risk Management and Hedging Activities, of the Notes to Consolidated Financial Statements

in Item 8. “Financial Statements and Supplementary Data” for further discussion of the accounting for
derivative contracts.

Credit Risk

Our principal customers in the Natural Gas Services segment are large, natural gas marketers and industrial
end-users. In the NGL Logistics Segment, our principal customers include an affiliate of DCP Midstream, LLC,
producers and marketing companies. Our principal customers in the Wholesale Propane Logistics segment are
primarily propane distributors. Substantially all of our natural gas, propane and NGL sales are made at market-
based prices. This concentration of credit risk may affect our overall credit risk, as these customers may be
similarly affected by changes in economic, regulatory or other factors. Where exposed to credit risk, we analyze
the counterparties’ financial condition prior to entering into an agreement, establish credit limits, and monitor the
appropriateness of these limits on an ongoing basis. We operate under DCP Midstream, LLC’s corporate credit
policy. DCP Midstream, LLC’s corporate credit policy, as well as the standard terms and conditions of our
agreements, prescribe the use of financial responsibility and reasonable grounds for adequate assurances. These
provisions allow our credit department to request that a counterparty remedy credit limit violations by posting cash
or letters of credit for exposure in excess of an established credit line. The credit line represents an open credit
limit, determined in accordance with DCP Midstream, LLC’s credit policy. Our standard agreements also provide
that the inability of a counterparty to post collateral is sufficient cause to terminate a contract and liquidate all
positions. The adequate assurance provisions also allow us to suspend deliveries, cancel agreements or continue
deliveries to the buyer after the buyer provides security for payment to us in a satisfactory form.

Interest Rate Risk

Interest rates on future credit agreement draws and debt offerings could be higher than current levels,
causing our financing costs to increase accordingly. Although this could limit our ability to raise funds in the
debt capital markets, we expect to remain competitive with respect to acquisitions and capital projects, as our
competitors would face similar circumstances.

We mitigate a portion of our interest rate risk with interest rate swaps that reduce our exposure to market
rate fluctuations by converting variable interest rates on our existing debt to fixed interest rates and locking in
rates on our anticipated future fixed-rate debt, respectively. The interest rate swap agreements convert the
interest rate associated with the indebtedness outstanding under our revolving credit facility to a fixed-rate
obligation, thereby reducing the exposure to market rate fluctuations.

At December 31, 2011, we had interest rate swap agreements totaling $450.0 million, of which we had
designated $425.0 million as cash flow hedges and account for the remaining $25.0 million under the mark-to-
market method of accounting. As we generally expect to have variable-rate debt levels equal to or exceeding
our swap positions during their term, the entire $450.0 million of these arrangements mitigated our interest rate
risk through June 2012, with $150.0 million extending from June 2012 through June 2014.

Effectiveness of our interest rate swap agreements designated as cash flow hedges is determined by

At December 31, 2012, the effective weighted-average interest rate on our outstanding debt was 3.10%,

taking into account our interest rate swap agreements totaling $150.0 million.

Based on the annualized unhedged borrowings under our Credit Agreement of $375.0 million as of
December 31, 2012, a 0.5% movement in the base rate or LIBOR rate would result in an approximately $1.9
million annualized increase or decrease in interest expense.

Commodity Price Risk

We are exposed to the impact of market fluctuations in the prices of natural gas, NGLs and condensate as a

result of our gathering, processing, sales and storage activities. For gathering services, we receive fees or
commodities from producers to bring the natural gas from the wellhead to the processing plant. For processing and
storage services, we either receive fees or commodities as payment for these services, depending on the types of
contracts. We employ established policies and procedures to manage our risks associated with these market
fluctuations using various commodity derivatives, including forward contracts, swaps, costless collars and futures.

Commodity Cash Flow Protection Activities—We closely monitor the risks associated with commodity

price changes on our future operations and, where appropriate, use various fixed price swaps and collar
arrangements to mitigate a portion of the effect pricing fluctuations may have on the value of our assets and
operations. Depending on our risk management objectives, we may periodically settle a portion of these
instruments prior to their maturity.

We enter into derivative financial instruments to mitigate a portion of the risk of weakening natural gas,
NGL and condensate prices associated with our gathering, processing and sales activities, thereby stabilizing
our cash flows. Our commodity derivative instruments used for our hedging program are a combination of
direct NGL product, crude oil, and natural gas hedges. Due to the limited liquidity and tenor of the NGL
derivative market, we have used crude oil swaps and costless collars to mitigate a portion of our commodity
price exposure to NGLs. Historically, prices of NGLs have generally been related to crude oil prices, however
there are periods of time when NGL pricing may be at a greater discount to crude oil, resulting in additional
exposure to NGL commodity prices. During 2012, the relationship of NGLs to crude oil has been lower than
historical relationships, however a significant amount of our NGL hedges from 2012 through 2015 are direct
product hedges. When our crude oil swaps become short-term in nature, we have periodically converted certain
crude oil derivatives to NGL derivatives by entering into offsetting crude oil swaps while adding NGL swaps.

The derivative financial instruments we have entered into are typically referred to as “swap” contracts and
“collar” arrangements. The swap contracts entitle us to receive payment at settlement from the counterparty to
the contract to the extent that the reference price is below the swap price stated in the contract, and we are
required to make payment at settlement to the counterparty to the extent that the reference price is higher than
the swap price stated in the contract.

We also use commodity collar arrangements, which entitle us to receive payment at settlement from the
counterparty to the contract to the extent that the reference price is below the floor price stated in the contract.
Conversely, if the reference price is above the ceiling price stated in the contract, we are required to make
payment at settlement to the counterparty. If the reference price is between the floor price and the ceiling price,
no payment will be made at the settlement of the contract.

We use the mark-to-market method of accounting for all commodity cash flow protection activities, which

has significantly increased the volatility of our results of operations as we recognize, in current earnings, all
non-cash gains and losses from the mark-to-market on derivative activity.

The following tables set forth additional information about our fixed price swaps, and our collar

arrangements used to mitigate a portion of our natural gas and NGL price risk associated with our percent-of-
proceeds arrangements and our condensate price risk associated with our gathering operations, as of
February 22, 2013:

Commodity Swaps

Period

Commodity

Notional Volume -
(Short)/Long
Positions

Reference Price

January 2013 — December 2014 Natural Gas (500) MMBtu/d IFERC Monthly Index Price for Colorado

Interstate Gas Pipeline (a)

Price Range
$5.06/MMBtu

January 2013 — December 2014 Natural Gas (1,000) MMBtu/d

Texas Gas Transmission Price (b)

$4.87/MMBtu

January 2013 — December 2013 Natural Gas (9,185) MMBtu/d

January 2014 — December 2014 Natural Gas (8,401) MMBtu/d

January 2015 — December 2015 Natural Gas (9,244) MMBtu/d

January 2013 — December 2013 Natural Gas (2,467) MMBtu/d

January 2014 — December 2014 Natural Gas (3,511) MMBtu/d

January 2015 — December 2015 Natural Gas (4,803) MMBtu/d

IFERC Monthly Index Price for
Houston Ship Channel (e)

IFERC Monthly Index Price for
Henry Hub (f)

$4.50/MMBtu

January 2013 — December 2014 Natural Gas

500 MMBtu/d

Texas Gas Transmission Price (b)

$4.93/MMBtu

January 2013 — December 2013 NGL’s

(6,367) Bbls/d

Mt.Belvieu Non-TET (d)

$.64-2.60/Gal

January 2014 — December 2014 NGL’s

(7,082) Bbls/d

Mt.Belvieu Non-TET (d)

$.64-2.60/Gal

January 2015 — March 2015

NGL’s

(8,125) Bbls/d

Mt.Belvieu Non-TET (d)

$.64-2.60/Gal

April 2015 — December 2015

NGL’s

(6,400) Bbls/d

Mt.Belvieu Non-TET (d)

$.64-1.89/Gal

January 2013 — December 2013 Crude Oil

(2,351) Bbls/d

January 2014 — December 2014 Crude Oil

(1,601) Bbls/d

January 2015 — December 2015 Crude Oil

(1,101) Bbls/d

January 2016 — December 2016 Crude Oil

(500) Bbls/d

Asian-pricing of NYMEX
crude oil futures (c)

$67.60-
$99.85/Bbl

$74.90-
$96.08/Bbl

$92.00-
$100.04/Bbl

$101.30/Bbl

(a) The Inside FERC index price for natural gas delivered into the Colorado Interstate Gas (CIG) pipeline.

(b) The Inside FERC index price for natural gas delivered into the Texas Gas Transmission pipeline in the North Louisiana

area.

(d) The average monthly OPIS price for Mt. Belvieu Non-TET.

(e) The Inside FERC monthly published index price for Houston Ship Channel.

(f) The Inside FERC monthly published index price for Henry Hub.

Commodity Collar Arrangements

Period
January 2013 — December 2013

Notional
Volume

Commodity
Crude Oil 400 Bbls/d (a)

Reference Price
Asian-pricing of NYMEX
crude oil futures (b)

Collar
Price Range
$80.00 - $96.50/Bbl

(a) Reflects separate purchased put and sold call contracts, resulting in a collar arrangement.

(b) Monthly average of the daily close prices for the prompt month NYMEX light, sweet crude oil futures contract (CL).

Our sensitivities for 2013 as shown in the table below are estimated based on our average estimated
commodity price exposure and commodity cash flow protection activities for the calendar year 2013, and
exclude the impact from non-cash mark-to-market on our commodity derivatives. We utilize crude oil and NGL
derivatives to mitigate a portion of our commodity price exposure for NGLs, and show our sensitivity to
changes in the relationship between the pricing of NGLs and crude oil. For fixed price natural gas and crude oil,
the sensitivities are associated with our unhedged volumes. For our NGL to crude oil price relationship, the
sensitivity is associated with both hedged and unhedged equity volumes.

Commodity Sensitivities Excluding Non-Cash Mark-To-Market

Per Unit Decrease

Unit of
Measurement

Estimated
Decrease in
Annual Net
Income
Attributable
to Partners
(Millions)
$0.2
$0.5

Natural gas prices . . . . . . . . . . . . . . . . . . . . . . . .
Crude oil prices (a) . . . . . . . . . . . . . . . . . . . . . . .
NGL to crude oil price relationship (b) . . . . . . . .

$
$

0.10
1.00
1 percentage point
change

MMBtu
Barrel

Barrel

$2.0

(a) Assuming 45% NGL to crude oil price relationship. At crude oil prices outside of our collar range of

approximately $80.00 to $97.40, this sensitivity decreases by $0.1 million.

(b) Assuming 45% NGL to crude oil price relationship and $90.00 /Bbl crude oil price. Generally, this

sensitivity changes by $0.2 million for each $10.00/Bbl change in the price of crude oil. As crude oil prices
increase from $90.00/Bbl, we become slightly more sensitive to the change in the relationship of NGL
prices to crude oil prices. As crude oil prices decrease from $90.00/Bbl, we become less sensitive to the
change in the relationship of NGL prices to crude oil prices.

In addition to the linear relationships in our commodity sensitivities above, additional factors cause us to
be less sensitive to commodity price declines. A portion of our net income is derived from fee-based contracts
and a certain percentage of liquids processing arrangements that contain minimum fee clauses in which our
processing margins convert to fee-based arrangements as NGL prices decline.

The above sensitivities exclude the impact from arrangements where producers on a monthly basis may
elect to not process their natural gas in which case we retain a portion of the customers’ natural gas in lieu of
NGLs as a fee. The above sensitivities also exclude certain related processing arrangements where we control
the processing or by-pass of the production based upon individual economic processing conditions. Under each
of these types of arrangements, our processing of the natural gas would yield favorable processing margins.
Less than 10% of our gas throughput is associated with these arrangements.

We estimate the following non-cash sensitivities in 2013 related to the mark-to-market on our commodity

derivatives associated with our commodity cash flow protection activities:

Non-Cash Mark-To-Market Commodity Sensitivities

Per Unit Increase

Unit of
Measurement

Natural gas prices . . . . . . . . . . . . . . . . . . . . . . . . .
Crude oil prices . . . . . . . . . . . . . . . . . . . . . . . . . .
NGL prices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$0.10
$1.00
$0.01

MMBtu
Barrel
Gallon

Estimated
Mark-to-Market
Impact (Decrease
in Net Income
Attributable to
Partners)
(Millions)
$0.9
$2.0
$3.1

While the above commodity price sensitivities are indicative of the impact that changes in commodity

prices may have on our annualized net income, changes during certain periods of extreme price volatility and
market conditions or changes in the relationship of the price of NGLs and crude oil may cause our commodity
price sensitivities to vary significantly from these estimates.

The midstream natural gas industry is cyclical, with the operating results of companies in the industry
significantly affected by the prevailing price of NGLs, which in turn has been generally related to the price of
crude oil. Although the prevailing price of residue natural gas has less short-term significance to our operating
results than the price of NGLs, in the long-term the growth and sustainability of our business depends on
natural gas prices being at levels sufficient to provide incentives and capital, for producers to increase natural
gas exploration and production. To minimize potential future commodity-based pricing and cash flow volatility,
we have entered into a series of derivative financial instruments. As a result of these transactions, we have
mitigated a portion of our expected natural gas, NGL and condensate commodity price risk relating to the
equity volumes associated with our gathering and processing activities through 2016.

Our commodity derivative instruments used for our hedging program are a combination of direct NGL
product, crude oil, and natural gas hedges. Due to the limited liquidity and tenor of the NGL derivative market,
we have used crude oil swaps and costless collars to mitigate a portion of our commodity price exposure to
NGLs. Historically, prices of NGLs have generally been related to crude oil prices, however there are periods
of time when NGL pricing may be at a greater discount to crude oil, resulting in additional exposure to NGL
commodity prices. During 2012, the relationship of NGLs to crude oil has been lower than historical
relationships, however a significant amount of our NGL hedges in 2012 through 2015 are direct product hedges.
When our crude oil swaps become short-term in nature, we have periodically converted certain crude oil
derivatives to NGL derivatives by entering into offsetting crude oil swaps while adding NGL swaps.

Based on historical trends, we generally expect NGL prices to directionally follow changes in crude oil

prices over the long-term. However, the pricing relationship between NGLs and crude oil may vary, as we
believe crude oil prices will in large part be determined by the level of production from major crude oil
exporting countries and the demand generated by growth in the world economy, whereas NGL prices are more
correlated to supply and U.S. petrochemical demand. We believe that future natural gas prices will be
influenced by North American supply deliverability, the severity of winter and summer weather, the level of
North American production and drilling activity of exploration and production companies and imports of liquid
natural gas, or LNG, from foreign locations. Drilling activity can be adversely affected as natural gas prices
decrease. Energy market uncertainty could also further reduce North American drilling activity. Limited access
to capital could also decrease drilling. Lower drilling levels over a sustained period would reduce natural gas
volumes gathered and processed, but could increase commodity prices, if supply were to fall relative to demand
levels.

Natural Gas Storage and Pipeline Asset Based Commodity Derivative Program — Our natural gas

storage and pipeline assets are exposed to certain risks including changes in commodity prices. We manage
commodity price risk related to our natural gas storage and pipeline assets through our commodity derivative
program. The commercial activities related to our natural gas storage and pipeline assets primarily consist of
the purchase and sale of gas and associated time spreads and basis spreads.

A time spread transaction is executed by establishing a long gas position at one point in time and

establishing an equal short gas position at a different point in time. Time spread transactions allow us to lock in
a margin supported by the injection, withdrawal, and storage capacity of our natural gas storage assets. We may
execute basis spread transactions to mitigate the risk of sale and purchase price differentials across our system.
A basis spread transaction allows us to lock in a margin on our physical purchases and sales of gas, including
injections and withdrawals from storage. We typically use swaps to execute these transactions, which are not
designated as hedging instruments and are recorded at fair value with changes in fair value recorded in the
current period consolidated statements of operations. While gas held in our storage locations is recorded at the
lower of average cost or market, the derivative instruments that are used to manage our storage facilities are
recorded at fair value and any changes in fair value are currently recorded in our consolidated statements of
operations. Even though we may have economically hedged our exposure and locked in a future margin, the use
of lower-of-cost-or-market accounting for our physical inventory and the use of mark-to-market accounting for
our derivative instruments may subject our earnings to market volatility.

The following tables set forth additional information about our derivative instruments used to mitigate a

portion of our natural gas price risk associated with our natural gas storage operations, as of December 31,
2012:

Inventory

Period

Commodity

Notional Volume - Long
Positions

December 31, 2012 . . . . . . . . . . . . . . . . . . . . . Natural Gas

6,160,653 MMBtu’s

Fair Value

(millions)
$19.9

Weighted
Average Price

$3.23/MMBtu

Commodity Swaps

Period

Commodity

Notional Volume -(Short)/Long
Positions

Fair Value

Price Range

January 2013-November 2013 . . Natural Gas
January 2013-November 2013 . . Natural Gas

(40,475,000) MMBtu’s
33,367,500 MMBtu’s

(millions)
$ 4.8
$(5.0)

$3.19-$3.94/MMBtu
$3.20-$3.90/MMBtu

Our wholesale propane logistics business is generally designed to establish stable margins by entering into

supply arrangements that specify prices based on established floating price indices and by entering into sales
agreements that provide for floating prices that are tied to our variable supply costs plus a margin.
Occasionally, we may enter into fixed price sales agreements in the event that a propane distributor desires to
purchase propane from us on a fixed price basis. We manage this risk with both physical and financial
transactions, sometimes using non-trading derivative instruments, which generally allow us to swap our fixed
price risk to market index prices that are matched to our market index supply costs. In addition, we may on
occasion use financial derivatives to manage the value of our propane inventories.

We manage our commodity derivative activities in accordance with our Risk Management Policy which
limits exposure to market risk and requires regular reporting to management of potential financial exposure.

Valuation — Valuation of a contract’s fair value is validated by an internal group independent of the
marketing group. While common industry practices are used to develop valuation techniques, changes in
pricing methodologies or the underlying assumptions could result in significantly different fair values and
income recognition. When available, quoted market prices or prices obtained through external sources are used
to determine a contract’s fair value. For contracts with a delivery location or duration for which quoted market
prices are not available, fair value is determined based on pricing models developed primarily from historical
and expected relationship with quoted market prices.

Values are adjusted to reflect the credit risk inherent in the transaction as well as the potential impact of

liquidating open positions in an orderly manner over a reasonable time period under current conditions.
Changes in market prices and management estimates directly affect the estimated fair value of these contracts.
Accordingly, it is reasonably possible that such estimates may change in the near term.

The fair value of our interest rate swaps and commodity non-trading derivatives is expected to be realized
in future periods, as detailed in the following table. The amount of cash ultimately realized for these contracts
will differ from the amounts shown in the following table due to factors such as market volatility, counterparty
default and other unforeseen events that could impact the amount and/or realization of these values.

Sources of Fair Value

Fair Value of Contracts as of December 31, 2012

Total

Maturity in
2013

Maturity in
2014-2015

Maturity in
2016-2017

Maturity in
2018 and
Thereafter

(Millions)

Prices supported by quoted market prices and other

external sources . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ (23.8)

$(21.4)

$ (4.8)

Prices based on models or other valuation

techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$104.3

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 80.5

$ 39.8

$ 18.4

$64.5

$59.7

$2.4

$ —

$2.4

$—

100

The “prices supported by quoted market prices and other external sources” category includes our interest
rate swaps, our New York Mercantile Exchange, or NYMEX, positions in natural gas, NGLs and crude oil. In
addition, this category includes our forward positions in natural gas for which our forward price curves are
obtained from a third party pricing service and then validated through an internal process which includes the
use of independent broker quotes. This category also includes our forward positions in NGLs at points for
which over-the-counter, or OTC, broker quotes for similar assets or liabilities are available for the full term of
the instrument. This category also includes “strip” transactions whose pricing inputs are directly or indirectly
observable from external sources and then modeled to daily or monthly prices as appropriate.

The “prices based on models and other valuation methods” category includes the value of transactions for

which inputs to the fair value of the instrument are unobservable in the marketplace and are considered
significant to the overall fair value of the instrument. The fair value of these instruments may be based upon an
internally developed price curve, which was constructed as a result of the long dated nature of the transaction or
the illiquidity of the market point.

101

Item 8.

Financial Statements and Supplementary Data

INDEX TO FINANCIAL STATEMENTS

DCP MIDSTREAM PARTNERS, LP CONSOLIDATED FINANCIAL STATEMENTS:

Report of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Consolidated Balance Sheets as of December 31, 2012 and 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Consolidated Statements of Operations for the years ended December 31, 2012, 2011 and 2010 . . . . . .

Consolidated Statements of Comprehensive Income (Loss) for the years ended December 31, 2012,

2011 and 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Consolidated Statements of Changes in Equity for the year ended December 31, 2012 . . . . . . . . . . . . . .

Consolidated Statements of Changes in Equity for the years ended December 31, 2011 and 2010 . . . . .

Consolidated Statements of Cash Flows for the years ended December 31, 2012, 2011 and 2010 . . . . . .

Notes to Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

103

104

105

106

107

108

109

110

102

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Board of Directors of
DCP Midstream GP, LLC
Denver, Colorado

We have audited the accompanying consolidated balance sheets of DCP Midstream Partners, LP and
subsidiaries (the “Company”) as of December 31, 2012 and 2011, and the related consolidated statements of
operations, comprehensive income (loss), changes in equity, and cash flows for each of the three years in the
period ended December 31, 2012. These financial statements are the responsibility of the Company’s
management. Our responsibility is to express an opinion on these financial statements based on our audits. We
did not audit the financial statements of Discovery Producer Services, LLC (“Discovery”), an investment of the
Company which is accounted for by the use of the equity method. The Company’s equity in Discovery’s net
assets of $252,999,000 and $139,512,000 at December 31, 2012 and 2011, respectively, and in Discovery’s net
income of $12,091,000, $20,323,000, and $20,570,000 for the years ended December 31, 2012, 2011, and 2010,
respectively, are included in the accompanying consolidated financial statements. Discovery’s financial
statements were audited by other auditors whose report has been furnished to us, and our opinion, insofar as it
relates to the amounts included for Discovery, is based solely on the report of the other auditors.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free of material misstatement. An audit includes examining, on a test
basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by management, as well as evaluating
the overall financial statement presentation. We believe that our audits and the report of the other auditors
provide a reasonable basis for our opinion.

In our opinion, based on our audits and the report of the other auditors, such consolidated statements present
fairly, in all material respects, the financial position of the Company as of December 31, 2012 and 2011, and the
results of their operations and their cash flows for each of the three years in the period ended December 31, 2012,
in conformity with accounting principles generally accepted in the United States of America.

The consolidated financial statements give retrospective effect for the Company’s acquisition of the 100%

ownership interest in DCP Southeast Texas Holdings, GP, of which 33.33% and 66.67% was acquired on
January 1, 2011 and March 30, 2012, respectively, from DCP Midstream, LLC, as a combination of entities
under common control, which has been accounted for in a manner similar to a pooling of interests, as described
in Note 1 to the consolidated financial statements.

Also as described in Note 1 to the consolidated financial statements, the portion of the accompanying
consolidated financial statements for the three years in the period ended December 31, 2012 attributable to DCP
Southeast Texas Holdings, GP has been prepared from the separate records maintained by DCP Midstream, LLC
and may not necessarily be indicative of the conditions that would have existed or the results of operations if
DCP Southeast Texas Holdings, GP had been operated as an unaffiliated entity. Portions of certain expenses
represent allocations made from, and are applicable to, DCP Midstream, LLC as a whole.

We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board

(United States), the Company’s internal control over financial reporting as of December 31, 2012, based on the
criteria established in the Internal Control — Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission and our report dated February 27, 2013 expressed an unqualified
opinion on the Company’s internal control over financial reporting based on our audit.

/s/ Deloitte & Touche LLP
Denver, Colorado
February 27, 2013

103

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED BALANCE SHEETS

Current assets:

ASSETS

Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts receivable:

Trade, net of allowance for doubtful accounts of $0.3 million and $0.3 million,

respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized gains on derivative instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Intangible assets, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Investments in unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized gains on derivative instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31,

2012

2011

(Millions)

1.3

7.6

95.0
86.3
74.7
49.4
2.4

309.1
1,727.4
153.8
136.9
558.0
69.8
17.0

108.6
106.2
87.9
41.2
2.2

353.7
1,499.4
153.8
145.3
107.1
6.4
11.7

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2,972.0

$2,277.4

Current liabilities:

Accounts payable:

LIABILITIES AND EQUITY

Trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized losses on derivative instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital spending accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized losses on derivative instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 112.6
33.7
31.0
17.3
38.8

233.4
1,620.3
7.7
27.4

$ 231.7
46.8
59.9
10.5
31.6

380.5
746.8
32.8
19.0

Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,888.8

1,179.1

Commitments and contingent liabilities:
Equity:

Predecessor equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Common unitholders (61,346,058 and 44,848,703 units issued and outstanding,

respectively) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total partners’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Noncontrolling interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

257.4

1,062.8
(0.3)
(14.7)

1,047.8
35.4

654.4
(4.7)
(21.2)

885.9
212.4

Total equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,083.2

1,098.3

Total liabilities and equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2,972.0

$2,277.4

See accompanying notes to consolidated financial statements.

104

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED STATEMENTS OF OPERATIONS

Year Ended December 31,
2011
(Millions, except per unit amounts)

2010

2012

Operating revenues:

Sales of natural gas, propane, NGLs and condensate . . . . . . . . . . . . . . . . . . .
Sales of natural gas, propane, NGLs and condensate to affiliates . . . . . . . . .
Transportation, processing and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transportation, processing and other to affiliates . . . . . . . . . . . . . . . . . . . . . .
Gains from commodity derivative activity, net
. . . . . . . . . . . . . . . . . . . . . . .
Gains (losses) from commodity derivative activity, net — affiliates . . . . . . .

$ 735.0
730.9
147.1
37.9
17.2
52.6

$1,067.6
1,110.9
138.8
33.4
6.8
0.9

$1,050.9
924.2
108.1
22.2
5.3
(2.3)

Total operating revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,720.7

2,358.4

2,108.4

Operating costs and expenses:

Purchases of natural gas, propane and NGLs . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases of natural gas, propane and NGLs from affiliates . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expense — affiliates . . . . . . . . . . . . . . . . . . . . . .
Step acquisition — equity interest re-measurement gain . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other income — affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,050.3
251.2
123.2
63.4
16.2
29.6
—
(0.5)
—

1,485.8
447.2
125.7
100.6
18.9
29.4
—
(0.5)
—

1,504.9
278.2
98.3
88.1
14.3
31.5
(9.1)
(2.0)
(3.0)

Total operating costs and expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,533.4

2,207.1

2,001.2

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling interests . . . . . . . . . . . . . . . . . .

Net income attributable to partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to predecessor operations . . . . . . . . . . . . . . . . . . .
General partner’s interest in net income . . . . . . . . . . . . . . . . . . . . . . . . . . .

187.3
(42.2)
28.9

174.0
(1.0)

173.0
(5.0)

168.0
(2.6)
(41.2)

Net income allocable to limited partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 124.2

Net income per limited partner unit — basic . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income per limited partner unit — diluted . . . . . . . . . . . . . . . . . . . . . . . . . .

Weighted-average limited partner units outstanding — basic . . . . . . . . . . . . . .
Weighted-average limited partner units outstanding — diluted . . . . . . . . . . . . .

2.28

54.5
54.5

151.3
(33.9)
22.7

140.1
(0.5)

139.6
(18.8)

120.8
(20.4)
(25.2)

75.2

1.73

1.72

43.5
43.6

107.2
(29.1)
23.8

101.9
(1.5)

100.4
(9.2)

91.2
(43.2)
(16.9)

31.1

0.86

36.1
36.1

See accompanying notes to consolidated financial statements.

105

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (LOSS)

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other comprehensive income (loss):

Year Ended December 31,
2011
2010
2012
(Millions)
$139.6

$100.4

$173.0

Reclassification of cash flow hedge losses into earnings . . . . . . . . . . . . . . . . . . . .
Net unrealized gains (losses) on cash flow hedges . . . . . . . . . . . . . . . . . . . . . . . . .
Net unrealized losses on cash flow hedges — predecessor operations . . . . . . . . . .

Total other comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10.6
0.1
(0.6)

10.1

20.7
(13.3)
(1.8)

22.9
(18.7)
—

5.6

4.2

Total comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total comprehensive income attributable to noncontrolling interests . . . . . . . . .

183.1
(5.0)

145.2
(18.8)

104.6
(9.2)

Total comprehensive income attributable to partners . . . . . . . . . . . . . . . . . . . . . . . . .

$178.1

$126.4

$ 95.4

See accompanying notes to consolidated financial statements.

106

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY

Partners’ Equity

Predecessor
Equity

Common
Unitholders

General
Partner

Accumulated
Other
Comprehensive
(Loss) Income

(Millions)

Noncontrolling
Interests

Total
Equity

Balance, January 1, 2012 . . . . . . . . . . . . . . $ 257.4
2.6
Net income . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss)
(0.6)
. . . . . .
Net change in advances to predecessor from
DCP Midstream, LLC . . . . . . . . . . . . . . .
Acquisition of additional 66.67% interest in
Southeast Texas and NGL Hedge . . . . . .

(247.9)

(11.5)

Acquisition of additional 49.9% interest in

East Texas . . . . . . . . . . . . . . . . . . . . . . . .
Issuance of units for Southeast Texas . . . . .
Issuance of units for East Texas . . . . . . . . .
Issuance of units for Mont Belvieu

fractionators . . . . . . . . . . . . . . . . . . . . . . .

Issuance of units for 33.33% interest in the

Eagle Ford system . . . . . . . . . . . . . . . . . .
Deficit purchase price under carrying value

of acquired net assets for Southeast
Texas and East Texas . . . . . . . . . . . . . . . .

Excess purchase price over carrying value

of acquired investments in Mont Belvieu
fractionators . . . . . . . . . . . . . . . . . . . . . . .

Excess purchase price over carrying value

of acquired investment of 33.33%
interest in the Eagle Ford system and
NGL Hedge . . . . . . . . . . . . . . . . . . . . . . .

Excess purchase price over carrying value
of acquired net assets by unconsolidated
affiliates for Goliad and NGL Hedge . . .
Issuance of 11,285,956 common units . . . . .
Equity-based compensation . . . . . . . . . . . . .
Distributions to common unitholders and

general partner . . . . . . . . . . . . . . . . . . . . .
Distributions to noncontrolling interests . . .
Contributions from DCP Midstream,

LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 654.4 $ (4.7)
41.2
—

124.2
—

$(21.2)
—
10.7

$ 212.4
5.0
—

$1,098.3
173.0
10.1

—

39.5

—
48.0
33.0

60.0

87.7

—

—
—
—

—

—
—
—

—

35.8

—

(4.2)

—

(175.8)
—
—

—

(11.5)

(208.4)

(175.8)
48.0
33.0

60.0

87.7

31.6

—
—
—

—

(174.8)

—

(174.8)

—

(156.4)

—

—
—
—

—
—

—

(9.3)
455.0
(0.4)

—
—
—

(144.5)
—

(36.8)
—

10.6

—

—
—
—

—
—

—

(156.4)

—
—
—

(9.3)
455.0
(0.4)

—
(6.2)

(181.3)
(6.2)

—

10.6

Balance, December 31, 2012 . . . . . . . . . . . $ — $1,062.8 $ (0.3)

$(14.7)

$ 35.4

$1,083.2

See accompanying notes to consolidated financial statements.

107

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY — (Continued)

Partner’s Equity

Predecessor
Equity

Common
Unitholders

General
Partner

Accumulated
Other
Comprehensive
(Loss) Income

(Millions)

Noncontrolling
Interests

Total
Equity

$ 212.3
43.2
—

$ 415.5
32.2
—

$ (5.9)
15.8
—

$(31.9)
—
4.2

$227.7
9.2
—

$ 817.7
100.4
4.2

82.3

—

—
—
—

1.0
189.1
0.2

(85.6)

(16.3)

—

0.6

—

—
—
—

—

(5.5)
—
—

82.3

(4.5)
189.1
0.2

—

(101.9)

(25.6)

—

14.3

0.6

14.3

(0.8)
$ 552.2
75.2
—

—
$ (6.4)
25.2
—

—
$(27.7)
—
7.4

—
$220.1
18.8
—

(0.8)
$1,076.0
139.6
5.6

—
—

(34.8)
169.9
3.4

(2.6)

—
—

—
—
—

—

(108.9)

(23.5)

—

—
—

(0.9)
—
—

—

—
—

—
—
—

—

15.3
(114.3)

(35.7)
169.9
3.4

(2.6)

(132.4)

(44.8)

Balance, January 1, 2010 . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income . . . . . . . . .
Net change in advances to predecessor

from DCP Midstream, LLC . . . . . . . .

Purchase of additional interest in a

subsidiary . . . . . . . . . . . . . . . . . . . . . .
Issuance of 5,870,200 common units . . .
Equity based compensation . . . . . . . . . . .
Distributions to common unitholders and
general partner . . . . . . . . . . . . . . . . . . .

Distributions to noncontrolling

interests . . . . . . . . . . . . . . . . . . . . . . . .

Contributions from DCP Midstream,

LLC . . . . . . . . . . . . . . . . . . . . . . . . . . .

Contributions from noncontrolling

interests . . . . . . . . . . . . . . . . . . . . . . . .

Excess purchase price over carrying

value of acquired investment of 5%
interest in Black Lake . . . . . . . . . . . . .
Balance, December 31, 2010 . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . .
Net change in advances to predecessor

from DCP Midstream, LLC . . . . . . . .
Acquisition of Southeast Texas . . . . . . . .
Excess purchase price over acquired

assets . . . . . . . . . . . . . . . . . . . . . . . . . .
Issuance of 4,357,921 common units . . .
Equity-based compensation . . . . . . . . . .
Distributions to DCP Midstream,

LLC . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributions to common unitholders and
general partner . . . . . . . . . . . . . . . . . . .

Distributions to noncontrolling

interests . . . . . . . . . . . . . . . . . . . . . . . .

Contributions from noncontrolling

—
—
—

—

—
$ 337.8
20.4
(1.8)

15.3
(114.3)

—
—
—

—

interests . . . . . . . . . . . . . . . . . . . . . . . .
Balance, December 31, 2011 . . . . . . . . .

—
$ 257.4

—
$ 654.4

—
$ (4.7)

—
$(21.2)

18.3
$212.4

18.3
$1,098.3

See accompanying notes to consolidated financial statements.

108

DCP MIDSTREAM PARTNERS, LP

CONSOLIDATED STATEMENTS OF CASH FLOWS

2012

Year Ended December 31,
2011
(Millions)

2010

OPERATING ACTIVITIES:
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Adjustments to reconcile net income to net cash provided by operating

activities:
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributions from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . .
Step acquisition – equity interest re-measurement gain . . . . . . . . . . . . . . . .
Net unrealized (gains) losses on derivative instruments . . . . . . . . . . . . . . . .
Deferred income taxes, net
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Change in operating assets and liabilities which (used) provided cash, net

of effects of acquisitions:
Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets and liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term assets and liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . . . . .

INVESTING ACTIVITIES:
Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisitions, net of cash acquired . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition of unconsolidated affiliates and NGL Hedges . . . . . . . . . . . . . . . .
Investments in unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Return of investment from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . .
Proceeds from sales of assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sales of available-for-sale securities . . . . . . . . . . . . . . . . . . . . .

173.0

139.6

$ 100.4

63.4
(28.9)
29.3
—
(21.3)
—
2.8

29.9
13.3
(133.3)
5.4
(6.6)
(2.1)

124.9

(200.4)
(375.4)
(312.0)
(184.0)
1.0
0.3
—

100.6
(22.7)
25.3
—
(39.9)
(29.2)
4.2

31.5
(14.3)
63.5
—
5.6
(3.4)

88.1
(23.8)
30.0
(9.1)
8.4
(0.1)
(0.8)

(48.2)
1.3
9.9
1.8
3.0
1.5

260.8

162.4

(165.7)
(60.5)
(114.3)
(7.0)
1.6
5.2
—

(75.9)
(282.1)
—
(2.3)
1.2
3.5
10.1

Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . .

(1,070.5)

(340.7)

(345.5)

FINANCING ACTIVITIES:
Proceeds from debt
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payments of debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment of deferred financing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from issuance of common units, net of offering costs . . . . . . . . . . . .
Excess purchase price over acquired unconsolidated affiliates and NGL

Hedges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net change in advances to predecessor from DCP Midstream, LLC . . . . . . . .
Distributions to common unitholders and general partner
. . . . . . . . . . . . . . . .
Distributions to noncontrolling interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contributions from noncontrolling interests . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contributions from DCP Midstream, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase of additional interest in a subsidiary . . . . . . . . . . . . . . . . . . . . . . . . .

Net cash provided by financing activities . . . . . . . . . . . . . . . . . . . . . . .

Net change in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents, beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . .

2,664.8
(1,791.5)
(7.7)
455.2

1,524.0
(1,425.0)
(4.2)
169.7

868.2
(833.4)
(2.1)
189.3

—
82.3
(101.9)
(25.6)
13.8
0.6
(3.5)

(35.7)
10.9
(132.4)
(44.8)
—
18.3
—

80.8

187.7

0.9
6.7

7.6

4.6
2.1

6.7

(192.8)
(11.5)
(181.3)
(6.2)
—
10.3
—

939.3

(6.3)
7.6

Cash and cash equivalents, end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.3

See accompanying notes to consolidated financial statements.

109

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010

1. Description of Business and Basis of Presentation

DCP Midstream Partners, LP, with its consolidated subsidiaries, or us, we or our, is engaged in the

business of gathering, compressing, treating, processing, transporting, storing and selling natural gas;
producing, fractionating, transporting, storing and selling NGLs and condensate; and transporting, storing and
selling propane in wholesale markets.

We are a Delaware limited partnership that was formed in August 2005. We completed our initial public
offering on December 7, 2005. Our partnership includes: our natural gas services segment (which includes our
Northern Louisiana system; our Southern Oklahoma system; our 40% interest in Discovery Producer Services
LLC, or Discovery; our Wyoming system; a 75% interest in Collbran Valley Gas Gathering, LLC, or Collbran
or our Colorado system; our East Texas system (of which the remaining 49.9% was acquired in January 2012,
and also includes the Crossroads system acquired in July 2012); our Michigan system; our Southeast Texas
system (of which 33.33% and 66.67% were acquired in January 2011 and March 2012, respectively); our
33.33% interest in the Eagle Ford system (acquired in November 2012) and our wholly owned Eagle Plant, our
NGL logistics segment (which includes the Seabreeze and Wilbreeze intrastate NGL pipelines, the Wattenberg
and Black Lake interstate NGL pipelines, our 10% interest in the Texas Express intrastate NGL pipeline, the
NGL storage facility in Michigan, the DJ Basin NGL fractionators and our minority ownership interests in the
Mont Belvieu fractionators acquired in July 2012), and our wholesale propane logistics segment.

Our operations and activities are managed by our general partner, DCP Midstream GP, LP, which in turn is

managed by its general partner, DCP Midstream GP, LLC, which we refer to as the General Partner, and is
wholly-owned by DCP Midstream, LLC. DCP Midstream, LLC and its subsidiaries and affiliates, collectively
referred to as DCP Midstream, LLC, is owned 50% by Spectra Energy Corp, or Spectra Energy, and 50% by
Phillips 66. DCP Midstream, LLC directs our business operations through its ownership and control of the
General Partner. DCP Midstream, LLC and its affiliates’ employees provide administrative support to us and
operate most of our assets. DCP Midstream, LLC owns approximately 28% of us.

The consolidated financial statements include the accounts of the Partnership and all majority-owned
subsidiaries where we have the ability to exercise control. Investments in greater than 20% owned affiliates that
are not variable interest entities and where we do not have the ability to exercise control, and investments in
less than 20% owned affiliates where we have the ability to exercise significant influence, are accounted
for using the equity method. All intercompany balances and transactions have been eliminated.

Our predecessor operations consist of our initial 33.33% interest in Southeast Texas, which we acquired

from DCP Midstream, LLC in January 2011, and the remaining 66.67% interest in Southeast Texas and
commodity derivative hedge instruments related to the Southeast Texas storage business, which we acquired
from DCP Midstream, LLC in March 2012. Prior to our acquisition of the remaining 66.67% interest in
Southeast Texas, we accounted for our initial 33.33% interest as an unconsolidated affiliate using the equity
method. Subsequent to this transaction, we own 100% of Southeast Texas which we account for as a
consolidated subsidiary. These transfers of net assets between entities under common control were accounted
for as if the transfer occurred at the beginning of the period, and prior years were retrospectively adjusted to
furnish comparative information similar to the pooling method. Accordingly, our consolidated financial
statements include the historical results of our 100% interest in Southeast Texas and the natural gas commodity
derivatives associated with the storage business for all periods presented. We recognize transfers of net assets
between entities under common control at DCP Midstream, LLC’s basis in the net assets contributed. The
amount of the purchase price in excess or in deficit of DCP Midstream, LLC’s basis in the net assets is
recognized as a reduction or an addition to partners’ equity. The financial statements of our predecessor have
been prepared from the separate records maintained by DCP Midstream, LLC and may not necessarily be
indicative of the conditions that would have existed or the results of operations if our predecessor had been
operated as an unaffiliated entity. In addition, the results of operations for acquisitions accounted for as
business combinations have been included in the consolidated financial statements since their respective
acquisition dates.

110

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

2. Summary of Significant Accounting Policies

Use of Estimates — Conformity with GAAP requires management to make estimates and assumptions
that affect the amounts reported in the consolidated financial statements and notes. Although these estimates are
based on management’s best available knowledge of current and expected future events, actual results could
differ from those estimates.

Cash and Cash Equivalents — We consider investments in highly liquid financial instruments purchased

with an original stated maturity of 90 days or less to be cash equivalents.

Inventories — Inventories, which consist primarily of NGLs and natural gas, are recorded at the lower of

weighted-average cost or market value. Transportation costs are included in inventory.

Property, Plant and Equipment — Property, plant and equipment are recorded at historical cost. The cost
of maintenance and repairs, which are not significant improvements, are expensed when incurred. Depreciation
is computed using the straight-line method over the estimated useful lives of the assets.

Goodwill and Intangible Assets — Goodwill is the cost of an acquisition less the fair value of the net
assets of the acquired business. We perform an annual impairment test of goodwill in the third quarter, and
update the test during interim periods when we believe events or changes in circumstances indicate that we may
not be able to recover the carrying value of a reporting unit. We primarily use a discounted cash flow analysis
to perform the assessment. Key assumptions in the analysis include the use of an appropriate discount rate,
terminal year multiples, and estimated future cash flows including an estimate of operating and general and
administrative costs. In estimating cash flows, we incorporate current market information, as well as historical
and other factors, into our forecasted commodity prices. For certain reporting units, we may elect to first assess
qualitative factors to determine whether it is more likely than not that the fair value of our reporting units is less
than the carrying value.

Intangible assets consist primarily of customer contracts, including commodity purchase, transportation
and processing contracts and related relationships. These intangible assets are amortized on a straight-line basis
over the period of expected future benefit. Intangible assets are removed from the gross carrying amount and
the total of accumulated amortization in the period in which they become fully amortized.

Long-Lived Assets — We periodically evaluate whether the carrying value of long-lived assets has been

impaired when circumstances indicate the carrying value of those assets may not be recoverable. This
evaluation is based on undiscounted cash flow projections. The carrying amount is not recoverable if it exceeds
the sum of the undiscounted cash flows expected to result from the use and eventual disposition of the asset.
We consider various factors when determining if these assets should be evaluated for impairment, including but
not limited to:

• significant adverse change in legal factors or business climate;

• a current-period operating or cash flow loss combined with a history of operating or cash flow losses, or
a projection or forecast that demonstrates continuing losses associated with the use of a long-lived asset;

• an accumulation of costs significantly in excess of the amount originally expected for the acquisition or

construction of a long-lived asset;

• significant adverse changes in the extent or manner in which an asset is used, or in its physical

condition;

• a significant adverse change in the market value of an asset; or

• a current expectation that, more likely than not, an asset will be sold or otherwise disposed of before the

end of its estimated useful life.

111

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

If the carrying value is not recoverable, the impairment loss is measured as the excess of the asset’s
carrying value over its fair value. We assess the fair value of long-lived assets using commonly accepted
techniques, and may use more than one method, including, but not limited to, recent third party comparable
sales and discounted cash flow models. Significant changes in market conditions resulting from events such as
the condition of an asset or a change in management’s intent to utilize the asset would generally require
management to reassess the cash flows related to the long-lived assets.

Asset Retirement Obligations — Our asset retirement obligations relate primarily to the retirement of
various gathering pipelines and processing facilities, obligations related to right-of-way easement agreements,
and contractual leases for land use. We adjust our asset retirement obligation each quarter for any liabilities
incurred or settled during the period, accretion expense and any revisions made to the estimated cash flows.

Asset retirement obligations associated with tangible long-lived assets are recorded at fair value in the
period in which they are incurred, if a reasonable estimate of fair value can be made, and added to the carrying
amount of the associated asset. This additional carrying amount is then depreciated over the life of the asset.
The liability is determined using a risk free interest rate, and increases due to the passage of time based on the
time value of money until the obligation is settled.

Investments in Unconsolidated Affiliates — We use the equity method to account for investments in
greater than 20% owned affiliates that are not variable interest entities and where we do not have the ability to
exercise control, and investments in less than 20% owned affiliates where we have the ability to exercise
significant influence.

We evaluate our investments in unconsolidated affiliates for impairment whenever events or changes in
circumstances indicate that the carrying value of such investments may have experienced a decline in value.
When there is evidence of loss in value, we compare the estimated fair value of the investment to the carrying
value of the investment to determine whether impairment has occurred. We assess the fair value of our
investments in unconsolidated affiliates using commonly accepted techniques, and may use more than one
method, including, but not limited to, recent third party comparable sales and discounted cash flow models. If
the estimated fair value is considered to be permanently less than the carrying value, the excess of the carrying
value over the estimated fair value is recognized as an impairment loss.

Unamortized Debt Expense — Expenses incurred with the issuance of long-term debt are amortized over

the term of the debt using the effective interest method. These expenses are recorded on the consolidated
balance sheet as other long-term assets.

Noncontrolling Interest — Noncontrolling interest represents any third party or affiliate interest in non-
wholly-owned entities that we consolidate. For financial reporting purposes, the assets and liabilities of these
entities are consolidated with those of our own, with any third party or affiliate interest in our consolidated
balance sheet amounts shown as noncontrolling interest in equity. Distributions to and contributions from
noncontrolling interests represent cash payments to and cash contributions from, respectively, such third party
and affiliate investors.

112

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Accounting for Risk Management Activities and Financial Instruments — Non-trading energy
commodity derivatives are designated as either a hedge of a forecasted transaction or future cash flow (cash
flow hedge), a hedge of a recognized asset, liability or firm commitment (fair value hedge), or normal
purchases or normal sales. The remaining non-trading derivatives, which are related to asset-based activities for
which the normal purchase or normal sale exception is not elected, are recorded at fair value in the consolidated
balance sheets as unrealized gains or unrealized losses in derivative instruments, with changes in the fair value
recognized in the consolidated statements of operations. For each derivative, the accounting method and
presentation of gains and losses or revenue and expense in the consolidated statements of operations are as
follows:

Classification of Contract

Accounting Method

Presentation of Gains & Losses or Revenue & Expense

Non-Trading Derivative Activity Mark-to-market method (a) Net basis in gains and losses from commodity

Cash Flow Hedge

Hedge method (b)

Fair Value Hedge

Hedge method (b)

Normal Purchases or Normal Sales Accrual method (c)

derivative activity

Gross basis in the same consolidated
statements of operations category as the
related hedged item

Gross basis upon settlement in the
corresponding consolidated statements of
operations category based on purchase or sale

(a) Mark-to-market method — An accounting method whereby the change in the fair value of the asset or
liability is recognized in the consolidated statements of operations in gains and losses from commodity
derivative activity during the current period.

(b) Hedge method — An accounting method whereby the change in the fair value of the asset or liability is
recorded in the consolidated balance sheets as unrealized gains or unrealized losses on derivative
instruments. For cash flow hedges, there is no recognition in the consolidated statements of operations for
the effective portion until the service is provided or the associated delivery period impacts earnings. For
fair value hedges, the change in the fair value of the asset or liability, as well as the offsetting changes in
value of the hedged item, are recognized in the consolidated statements of operations in the same category
as the related hedged item.

sheets or consolidated statements of operations for changes in fair value of a contract until the service is
provided or the associated delivery period impacts earnings.

Cash Flow and Fair Value Hedges — For derivatives designated as a cash flow hedge or a fair value
hedge, we maintain formal documentation of the hedge. In addition, we formally assess both at the inception of
the hedging relationship and on an ongoing basis, whether the hedge contract is highly effective in offsetting
changes in cash flows or fair values of hedged items. All components of each derivative gain or loss are
included in the assessment of hedge effectiveness, unless otherwise noted.

The fair value of a derivative designated as a cash flow hedge is recorded in the consolidated balance
sheets as unrealized gains or unrealized losses on derivative instruments. The effective portion of the change in
fair value of a derivative designated as a cash flow hedge is recorded in partners’ equity in accumulated other
comprehensive income, or AOCI, and the ineffective portion is recorded in the consolidated statements of
operations. During the period in which the hedged transaction impacts earnings, amounts in AOCI associated
with the hedged transaction are reclassified to the consolidated statements of operations in the same accounts as

113

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

the item being hedged. Hedge accounting is discontinued prospectively when it is determined that the derivative
no longer qualifies as an effective hedge, or when it is probable that the hedged transaction will not occur.
When hedge accounting is discontinued because the derivative no longer qualifies as an effective hedge, the
derivative is subject to the mark-to-market accounting method prospectively. The derivative continues to be
carried on the consolidated balance sheets at its fair value; however, subsequent changes in its fair value are
recognized in current period earnings. Gains and losses related to discontinued hedges that were previously
accumulated in AOCI will remain in AOCI until the hedged transaction impacts earnings, unless it is probable
that the hedged transaction will not occur, in which case, the gains and losses that were previously deferred in
AOCI will be immediately recognized in current period earnings.

The fair value of a derivative designated as a fair value hedge is recorded for balance sheet purposes as
unrealized gains or unrealized losses on derivative instruments. We recognize the gain or loss on the derivative
instrument, as well as the offsetting loss or gain on the hedged item in earnings in the current period. All
derivatives designated and accounted for as fair value hedges are classified in the same category as the item
being hedged in the results of operations.

Valuation — When available, quoted market prices or prices obtained through external sources are used to

determine a contract’s fair value. For contracts with a delivery location or duration for which quoted market
prices are not available, fair value is determined based on pricing models developed primarily from historical
relationships with quoted market prices and the expected relationship with quoted market prices.

Values are adjusted to reflect the credit risk inherent in the transaction as well as the potential impact of

Revenue Recognition — We generate the majority of our revenues from gathering, compressing, treating,

processing, transporting, storing and selling of natural gas, and producing, fractionating, transporting, storing
and selling NGLs. Once natural gas is produced from wells, producers then seek to deliver the natural gas and
its components to end-use markets. We realize revenues either by selling the residue natural gas and NGLs, or
by receiving fees.

We obtain access to commodities and provide our midstream services principally under contracts that

contain a combination of one or more of the following arrangements:

• Fee-based arrangements — Under fee-based arrangements, we receive a fee or fees for one or more of
the following services: gathering, compressing, treating, processing, transporting or storing natural gas;
and storing and transporting NGLs. Our fee-based arrangements include natural gas purchase
arrangements pursuant to which we purchase natural gas at the wellhead or other receipt points, at an
index related price at the delivery point less a specified amount, generally the same as the transportation
fees we would otherwise charge for transportation of natural gas from the wellhead location to the
delivery point. The revenues we earn are directly related to the volume of natural gas or NGLs that
flows through our systems and are not directly dependent on commodity prices. However, to the extent
a sustained decline in commodity prices results in a decline in volumes, our revenues from these
arrangements would be reduced.

• Percent-of-proceeds/liquids arrangements — Under percent-of-proceeds arrangements, we generally

purchase natural gas from producers at the wellhead, or other receipt points, gather the wellhead natural
gas through our gathering system, treat and process the natural gas, and then sell the resulting residue
natural gas, NGLs and condensate based on index prices from published index market prices. We remit
to the producers either an agreed-upon percentage of the actual proceeds that we receive from our sales
of the residue natural gas, NGLs and condensate, or an agreed-upon percentage of the proceeds based on
index related prices for the natural gas, NGLs and condensate, regardless of the actual amount of the

114

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

sales proceeds we receive. We keep the difference between the proceeds received and the amount
remitted back to the producer. Under percent-of-liquids arrangements, we do not keep any amounts
related to residue natural gas proceeds and only keep amounts related to the difference between the
proceeds received and the amount remitted back to the producer related to NGLs and condensate.
Certain of these arrangements may also result in our returning all or a portion of the residue natural gas
and/or the NGLs to the producer, in lieu of returning sales proceeds. Additionally, these arrangements
may include fee-based components. Our revenues under percent-of-proceeds arrangements relate
directly with the price of natural gas, NGLs and condensate. Our revenues under percent-of-liquids
arrangements relate directly with the price of NGLs and condensate.

• Propane sales arrangements — Under propane sales arrangements, we generally purchase propane from
natural gas processing plants and fractionation facilities, and crude oil refineries. We sell propane on a
wholesale basis to propane distributors, who in turn resell to their customers. Our sales of propane are
not contingent upon the resale of propane by propane distributors to their customers.

Our marketing of natural gas and NGLs consists of physical purchases and sales, as well as positions in

derivative instruments.

We recognize revenues for sales and services under the four revenue recognition criteria, as follows:

• Persuasive evidence of an arrangement exists — Our customary practice is to enter into a written

contract.

• Delivery — Delivery is deemed to have occurred at the time custody is transferred, or in the case of fee-

based arrangements, when the services are rendered. To the extent we retain product as inventory,
delivery occurs when the inventory is subsequently sold and custody is transferred to the third party
purchaser.

• The fee is fixed or determinable — We negotiate the fee for our services at the outset of our fee-based

arrangements. In these arrangements, the fees are nonrefundable. For other arrangements, the amount of
revenue, based on contractual terms, is determinable when the sale of the applicable product has been
completed upon delivery and transfer of custody.

• Collectability is reasonably assured — Collectability is evaluated on a customer-by-customer basis.
New and existing customers are subject to a credit review process, which evaluates the customers’
financial position (for example, credit metrics, liquidity and credit rating) and their ability to pay. If
collectability is not considered probable at the outset of an arrangement in accordance with our credit
review process, revenue is not recognized until the cash is collected.

We generally report revenues gross in the consolidated statements of operations, as we typically act as the

principal in these transactions, take custody to the product, and incur the risks and rewards of ownership. We
recognize revenues for non-trading commodity derivative activity net in the consolidated statements of
operations as gains and losses from commodity derivative activity. These activities include mark-to-market
gains and losses on energy trading contracts and the settlement of financial or physical energy trading contracts.

Quantities of natural gas or NGLs over-delivered or under-delivered related to imbalance agreements with

customers, producers or pipelines are recorded monthly as accounts receivable or accounts payable using
current market prices or the weighted-average prices of natural gas or NGLs at the plant or system. These
balances are settled with deliveries of natural gas or NGLs, or with cash.

Significant Customers — There were no third party customers that accounted for more than 10% of total

operating revenues for the years ended December 31, 2012, 2011 and 2010. There was one third party customer
that accounted for approximately 20% of revenues of the Wholesale Propane Logistics segment for the year
ended December 31, 2012, and approximately 17% of total operating revenues for the years ended
December 31, 2011 and 2010, respectively. We also had significant transactions with affiliates.

115

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Environmental Expenditures — Environmental expenditures are expensed or capitalized as appropriate,

depending upon the future economic benefit. Expenditures that relate to an existing condition caused by past
operations and that do not generate current or future revenue are expensed. Liabilities for these expenditures are
recorded on an undiscounted basis when environmental assessments and/or clean-ups are probable and the costs
can be reasonably estimated. Environmental liabilities as of December 31, 2012 and 2011, included in the
consolidated balance sheets as other current liabilities amounted to $0.8 million and $0.8 million, respectively,
and as other long-term liabilities amounted to $1.0 million and $1.2 million, respectively.

Equity-Based Compensation — Equity classified stock-based compensation cost is measured at fair value,

based on the closing common unit price at grant date, and is recognized as expense over the vesting period.
Liability classified stock-based compensation cost is remeasured at each reporting date at fair value, based on
the closing common unit price, and is recognized as expense over the requisite service period. Compensation
expense for awards with graded vesting provisions is recognized on a straight-line basis over the requisite
service period of each separately vesting portion of the award. Awards granted to non-employees for acquiring,
or in conjunction with selling, goods and services are measured at the estimated fair value of the goods or
services, or the fair value of the award, whichever is more reliably measured.

Allowance for Doubtful Accounts — Management estimates the amount of required allowances for the

potential non-collectability of accounts receivable generally based upon the number of days past due, past
collection experience and consideration of other relevant factors. However, past experience may not be
indicative of future collections and therefore additional charges could be incurred in the future to reflect
differences between estimated and actual collections.

Income Taxes — We are structured as a master limited partnership which is a pass-through entity for
federal income tax purposes. Our income tax expense includes certain jurisdictions, including state, local,
franchise and margin taxes of the master limited partnership and subsidiaries. We follow the asset and liability
method of accounting for income taxes. Under this method, deferred income taxes are recognized for the tax
consequences of temporary differences between the financial statement carrying amounts and the tax basis of
the assets and liabilities. Our taxable income or loss, which may vary substantially from the net income or loss
reported in the consolidated statements of operations, is proportionately included in the federal returns of each
partner.

Net Income or Loss per Limited Partner Unit — Basic and diluted net income or loss per limited partner
unit, or LPU, is calculated by dividing net income or loss allocable to limited partners, by the weighted-average
number of outstanding LPUs during the period. Diluted net income or loss per limited partner unit is computed
based on the weighted average number of units plus the effect of dilutive potential units outstanding during the
period using the two-class method.

Capitalized Interest — We capitalize interest during construction on major projects. Interest is calculated

on the monthly outstanding capital balance and ceases in the month that the asset is placed into service. We also
capitalize interest on our equity method investments which are devoting substantially all efforts to establishing
a new business and have not yet begun planned principal operations. Capitalization ceases when the investee
commences planned principal operations. The rates used to calculate capitalized interest are the weighted-
average cost of debt, including the impact of interest rate swaps.

3. Acquisitions

On November 2, 2012, we acquired a 33.33% interest in DCP SC Texas GP, or the Eagle Ford system,
from DCP Midstream, LLC and a $43.2 million fixed price commodity derivative hedge (also referred to as the
NGL Hedge) for a three-year period for aggregate consideration of $438.3 million, less customary working
capital and other purchase price adjustments of $7.1 million. $343.5 million of the consideration was financed
with a 2-year Term Loan Agreement and $87.7 million was financed by the issuance at closing of an aggregate
1,912,663 of our common units to DCP Midstream, LLC. The $156.4 million excess purchase price over the

116

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

carrying value of the acquired investment was recorded as a decrease in common unitholders’ equity. The Eagle
Ford system acquisition represents a transaction between entities under common control, but does not represent
a change in reporting entity. Accordingly, we have included the results of our 33.33% interest in the Eagle Ford
system prospectively from the date of acquisition. Our interest in the Eagle Ford system is accounted for as an
unconsolidated affiliate using the equity method and is included in our Natural Gas Services segment. On
December 5, 2012, DCP SC Texas GP announced the construction of the Goliad Plant, a cryogenic plant that
will serve the Eagle Ford shale. The Goliad plant will have gas processing capacity of 200 MMcf/d and will be
part of the Eagle Ford system. The Goliad plant will be constructed and funded by the Eagle Ford system. We
contributed $19.1 million to the Eagle Ford system for our 33.33% interest in the project, which included
working capital and construction work in process, plus an incremental payment of $16.7 million. DCP
Midstream, LLC also provided a $7.3 million two-year direct commodity price hedge (also referred to as the
NGL Hedge) for our 33.33% interest in the project. The excess purchase price over the carrying value of the
acquired net assets by the Eagle Ford system of $9.3 million was recorded as a decrease in common
unitholders’ equity. Our total investment will be approximately $97.0 million, which includes the new Goliad
Plant, a gathering system feeding the plant and ancillary support facilities including compression, liquids
handling and residue pipeline interconnect facilities. The Goliad plant is expected to be completed in the first
quarter of 2014.

On July 3, 2012, we acquired the Crossroads processing plant and associated gathering system from Penn

Virginia Resource Partners, L.P. for $63.0 million. The acquisition was financed at closing with borrowings
under our revolving credit facility. The Crossroads system, located in the southeastern portion of Harrison
County in East Texas, includes approximately 8 miles of gas gathering pipeline, an 80 MMcf/d cryogenic
processing plant, approximately 20 miles of NGL pipeline and a 50% ownership interest in an approximately
11-mile residue gas pipeline, or CrossPoint Pipeline, LLC, which we have accounted for as an unconsolidated
affiliate using the equity method. The Crossroads system is a part of our East Texas system, which is included
in our Natural Gas Services segment.

We have accounted for the Crossroads business combination based on estimates of the fair value of assets
acquired and liabilities assumed, including: property, plant and equipment; the equity investment in CrossPoint
Pipeline, LLC; a liability for a firm transportation agreement which expires in 2015; and a gas purchase
agreement under which a portion of those firm transportation payments are recoverable. Expected cash
payments and receipts have been recorded at their estimated fair value and are included in other current
liabilities, other long-term liabilities, and accounts receivable as of the acquisition date. The preliminary
estimates of the fair value of identifiable assets acquired and liabilities assumed are subject to revisions, which
may result in adjustments to the preliminary values as additional information relative to the fair value of assets
and liabilities becomes available. The values assigned to the assets acquired and liabilities assumed may change
in subsequent financial statements pending the final estimates of fair value. The following table summarizes the
aggregate consideration and fair value of the identifiable assets acquired and liabilities assumed in the
acquisition of Crossroads as of the acquisition date:

Aggregate consideration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Investments in unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

117

July 3,
2012
(Millions)
$63.0

$ 4.2
63.1
6.1
(4.1)
(6.3)

$63.0

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The results of operations for acquisitions accounted for as a business combination are included in our
results subsequent to the date of acquisition. Accordingly, total operating revenues of $21.5 million and net
income of $1.2 million associated with Crossroads from the acquisition date to December 31, 2012 are included
in our consolidated statement of operations.

Supplemental pro forma information is presented for comparative periods prior to the date of acquisition;
however, comparative periods in the consolidated financial statements are not adjusted to include the results of
the acquisition. The following tables present unaudited supplemental pro forma information for the
consolidated statement of operations for the years ended December 31, 2012 and 2011, as if the acquisition of
Crossroads had occurred at the beginning of the earliest period presented.

Total operating revenues . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to partners . . . . . . . . . . . . . . . . .
Less:

Net income attributable to predecessor operations . . .
General partner’s interest in net income . . . . . . . . . . .

Year Ended December 31, 2012

DCP
Midstream
Partners, LP

$1,720.7
$ 168.0

Acquisition of
Crossroads (a)
(Millions)
$27.0
$ 1.6

DCP
Midstream
Partners, LP
Pro Forma

$1,747.7
$ 169.6

(2.6)
(41.2)

—
—

(2.6)
(41.2)

Net income allocable to limited partners . . . . . . . . . . . . .

$ 124.2

$ 1.6

$ 125.8

Net income per limited partner unit — basic and

diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.28

$0.03

2.31

(a) The year ended December 31, 2012 includes the financial results of Crossroads for the period from

January 1, 2012 through July 2, 2012.

Total operating revenues . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to partners . . . . . . . . . . . . . . . . .
Less:

Net income attributable to predecessor operations . . . .
General partner’s interest in net income . . . . . . . . . . . .

Net income allocable to limited partners . . . . . . . . . . . . .

Net income per limited partner unit — basic . . . . . . . . . .
Net income per limited partner unit — diluted . . . . . . . .

Year Ended December 31, 2011

DCP
Midstream
Partners, LP

$2,358.4
$ 120.8

(20.4)
(25.2)

75.2

1.73
1.72

$
$

Acquisition of
Crossroads
(Millions)
$114.3
4.0
$

—
—

4.0

$ 0.09
$ 0.09

DCP
Midstream
Partners, LP
Pro Forma

$2,472.7
$ 124.8

(20.4)
(25.2)

79.2

1.82
1.81

$
$

The supplemental pro forma total operating revenues for the year ended December 31, 2012 was adjusted
to eliminate $5.4 million related to a contractual gas processing arrangement between us and Crossroads during
the period.

The supplemental pro forma information is not intended to reflect actual results that would have occurred
if the acquired business had been combined during the periods presented, nor is it intended to be indicative of
the results of operations that may be achieved by us in the future.

On July 2, 2012, we acquired the minority ownership interests in two non-operated Mont Belvieu
fractionators, or the Mont Belvieu fractionators, from DCP Midstream, LLC for aggregate consideration of

118

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

$200.0 million, plus $4.6 million in working capital and other customary purchase price adjustments. $60.0
million of the aggregate consideration was financed by the issuance at closing of 1,536,098 of our common
units to DCP Midstream, LLC. We entered into a 2-year Term Loan Agreement to fund the remaining $140.0
million. The $174.8 million excess purchase price over the carrying value of the acquired investments was
recorded as a decrease in common unitholders’ equity. The minority ownership interests include a 12.5%
interest in the Enterprise fractionator, which is operated by Enterprise Products Partners L.P., and a 20%
interest in the Mont Belvieu 1 fractionator, which is operated by ONEOK Partners. We have accounted for the
results of the minority ownership interests in the Mont Belvieu fractionators prospectively from the date of
acquisition. The Mont Belvieu fractionators are accounted for as unconsolidated affiliates using the equity
method and are included in our NGL Logistics segment.

On April 12, 2012, we acquired a 10% ownership interest in the Texas Express Pipeline joint venture from
the operator, Enterprise Products Partners, L.P., or Enterprise, representing an approximate investment of $85.0
million in the joint venture. At closing, we paid $10.9 million for our 10% ownership interest in the Texas
Express Pipeline joint venture, representing our proportionate share of the investment through the closing date,
and will be responsible for spending an approximate $75.0 million for our share of the remaining construction
costs of the pipeline. Originating near Skellytown in Carson County, Texas, the 20-inch diameter Texas
Express Pipeline will extend approximately 580 miles to Enterprise’s natural gas liquids fractionation and
storage complex at Mont Belvieu, Texas, and will provide access to other third party facilities in the area. The
Texas Express Pipeline will have an initial capacity of approximately 280 MBbls/d and as of December 31,
2012, has in place long-term, fee-based, ship-or-pay transportation commitments of 252 MBbls/d, including a
commitment from DCP Midstream, LLC of 20 MBbls/d. The pipeline is expected to be completed in mid-2013.

On March 30, 2012, we acquired the remaining 66.67% interest in Southeast Texas and commodity
derivative hedge instruments (also referred to as the NGL Hedge) related to the Southeast Texas storage
business for consideration of $240.0 million, subject to working capital and other customary purchase price
adjustments. $192.0 million of the consideration was financed with a portion of the net proceeds from our
4.95% 10-year Senior Notes offering. The remaining $48.0 million consideration was financed by the issuance
at closing of an aggregate of 1,000,417 of our common units to DCP Midstream, LLC. DCP Midstream, LLC
also provided fixed price NGL commodity derivatives, valued at $39.5 million, for the three year period
subsequent to closing the newly acquired interest. The $8.9 million deficit purchase price under the carrying
value of the acquired net assets and the $48.0 million of common units issued as consideration for this
acquisition were recorded as an increase in common unitholders’ equity. Prior to the acquisition of the
additional interest in Southeast Texas, we owned a 33.33% interest which we accounted for as an
unconsolidated affiliate using the equity method. Certain of the NGL commodity derivatives were valued at
$24.6 million and represent consideration for the termination of a fee-based storage arrangement we had with
DCP Midstream, LLC in conjunction with our initial 33.33% interest in Southeast Texas; the remaining portion
of the commodity derivatives, valued at $14.9 million, mitigate a portion of our currently anticipated
commodity price risk associated with the gathering and processing portion of the 66.67% interest in Southeast
Texas acquired on March 30, 2012. The acquisition of the remaining 66.67% interest in Southeast Texas
represents a transaction between entities under common control and a change in reporting entity. Accordingly,
our consolidated financial statements have been adjusted to retrospectively include the historical results of our
100% interest in Southeast Texas and the commodity derivative hedge instruments associated with the storage
business for all periods presented, similar to the pooling method.

119

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Combined Financial Information

The results of our 100% interest in Southeast Texas are included in the consolidated balance sheets as of

December 31, 2012 and 2011. The following table presents the previously reported December 31, 2011
consolidated balance sheet, adjusted for the acquisition of the remaining 66.67% interest in Southeast Texas
from DCP Midstream, LLC:

As of December 31, 2011

DCP Midstream
Partners, LP
(As previously
reported) (a)

Consolidate
Southeast
Texas (b)

Remove Southeast
Texas Investment
in Unconsolidated
Affiliate (c)

(Millions)

Consolidated
DCP Midstream
Partners, LP
(As currently
reported)

Current assets:

ASSETS

Cash and cash equivalents . . . . . . . . . . . . . . .
Accounts receivable . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total current assets . . . . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . . . . .
. . . . . . . . . .
Goodwill and intangible assets, net
Investments in unconsolidated affiliates . . . . . .
Other non-current assets . . . . . . . . . . . . . . . . . . .

6.7
161.4
64.7
7.1

239.9
1,181.8
255.8
208.7
17.4

0.9
53.4
23.2
36.3

113.8
317.6
43.3
—
0.7

$ —
—
—
—

—
—
—
(101.6)
—

7.6
214.8
87.9
43.4

353.7
1,499.4
299.1
107.1
18.1

Total assets . . . . . . . . . . . . . . . . . . . . . . .

$1,903.6

$475.4

$(101.6)

$2,277.4

LIABILITIES AND EQUITY

Accounts payable and other current

liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . . . .

$ 269.2
746.8
46.7

Total liabilities . . . . . . . . . . . . . . . . . . . .

1,062.7

$111.3
—
5.1

116.4

$ —
—
—

—

Commitments and contingent liabilities
Equity:
Partners’ equity

Net equity . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive loss . . . . .

Total partners’ equity . . . . . . . . . . . . . . . . . . . . .
Noncontrolling interests . . . . . . . . . . . . . . . . . . .

Total equity . . . . . . . . . . . . . . . . . . . . . . . . .

649.7
(21.2)

628.5
212.4

840.9

360.8
(1.8)

359.0
—

359.0

(103.4)
1.8

(101.6)
—

(101.6)

Total liabilities and equity . . . . . . . . . . .

$1,903.6

$475.4

$(101.6)

$ 380.5
746.8
51.8

1,179.1

907.1
(21.2)

885.9
212.4

1,098.3

$2,277.4

(a) Amounts as previously reported with 33.33% of Southeast Texas’ results presented as investments in

unconsolidated affiliates.

(b) Adjustments to present Southeast Texas on a consolidated basis at 100% ownership, including commodity

derivatives.

120

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The results of our 100% interest in Southeast Texas are included in the consolidated statements of

operations for the years ended December 31, 2012, 2011 and 2010. The following tables present the previously
reported consolidated statements of operations for the years ended December 31, 2011 and 2010, adjusted for
the acquisition of the remaining 66.67% interest in Southeast Texas from DCP Midstream, LLC:

Year Ended December 31, 2011

Operating revenues:

Sales of natural gas, propane, NGLs and condensate . .
Transportation, processing and other . . . . . . . . . . . . . . .
(Losses) gains from commodity derivative activity,

DCP
Midstream
Partners, LP
(As previously
reported) (a)

Consolidate
Southeast
Texas (b)
(Millions)

Remove
Southeast
Texas
Equity
Earnings (c)

Consolidated
DCP
Midstream
Partners, LP
(As currently
reported)

$1,413.3
163.2

$765.2
9.0

$ —
—

$2,178.5
172.2

net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(6.7)

Total operating revenues . . . . . . . . . . . . . . . . . . . .

1,569.8

Operating costs and expenses:

Purchases of natural gas, propane and NGLs . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,229.8
105.4
81.0
37.3
(0.5)

Total operating costs and expenses . . . . . . . . . . . .

1,453.0

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . . . . . . . .
Income tax (expense) benefit . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income attributable to noncontrolling

116.8
(33.9)
36.9

119.8
(0.6)

119.2

interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(18.8)

14.4

788.6

703.2
20.3
19.6
11.0
—

754.1

34.5
—
—

34.5
0.1

34.6

—

—
—
—
—
—

—

—
—
(14.2)

(14.2)
—

(14.2)

7.7

2,358.4

1,933.0
125.7
100.6
48.3
(0.5)

2,207.1

151.3
(33.9)
22.7

140.1
(0.5)

139.6

—

(18.8)

Net income attributable to partners . . . . . . . . . . . . . . . . . .

$ 100.4

$ 34.6

$(14.2)

$ 120.8

(a) Amounts as previously reported with 33.33% of Southeast Texas’ results presented as earnings from

unconsolidated affiliates.

(b) Adjustments to present Southeast Texas on a consolidated basis at 100% ownership, including commodity

derivatives.

121

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Year Ended December 31, 2010

DCP
Midstream
Partners, LP
(As previously
reported) (a)

Consolidate
Southeast
Texas (b)
(Millions)

Remove
Southeast
Texas Equity
Earnings (c)

Consolidated
DCP
Midstream
Partners, LP
(As currently
reported)

Operating revenues:

Sales of natural gas, propane, NGLs and

condensate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transportation, processing and other . . . . . . . . . . . . . .
(Losses) gains from commodity derivative activity,

$1,162.7
115.3

net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(8.5)

Total operating revenues . . . . . . . . . . . . . . . . . . . .

1,269.5

Operating costs and expenses:

Purchases of natural gas, propane and NGLs . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . .
Gain on step acquisition . . . . . . . . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,032.6
79.8
73.7
33.7
(9.1)
(4.0)

Total operating costs and expenses . . . . . . . . . . . .

1,206.7

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income attributable to noncontrolling

62.8
(29.1)
38.2

71.9
(0.3)

71.6

$812.4
15.0

11.5

838.9

750.5
18.5
14.4
12.1
—
(1.0)

794.5

44.4
—
—

44.4
(1.2)

43.2

$ —
—

$1,975.1
130.3

—

—
—
—
—
—
—

—

—
—
(14.4)

(14.4)
—

(14.4)

3.0

2,108.4

1,783.1
98.3
88.1
45.8
(9.1)
(5.0)

2,001.2

107.2
(29.1)
23.8

101.9
(1.5)

100.4

(9.2)

interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(9.2)

—

Net income attributable to partners . . . . . . . . . . . . . . . . . .

62.4

$ 43.2

$(14.4)

91.2

(a) Amounts as previously reported with 33.33% of Southeast Texas’ results presented as earnings from

unconsolidated affiliates.

(b) Adjustments to present Southeast Texas on a consolidated basis at 100% ownership, including commodity

derivatives.

The currently reported results are not intended to reflect actual results that would have occurred if the
acquired business had been combined during the period presented, nor is it intended to be indicative of the
results of operations that may be achieved by us in the future.

On January 3, 2012, we acquired the remaining 49.9% interest in East Texas from DCP Midstream, LLC

for consideration of $165.0 million, subject to working capital and other customary purchase price adjustments.
$132.0 million of the consideration was financed with proceeds from a 2-year Term Loan Agreement. The
remaining $33.0 million consideration was financed by the issuance at closing of an aggregate of 727,520 of
our common units to DCP Midstream, LLC. The $22.7 million deficit purchase price under the carrying value
of the acquired net assets and the $33.0 million of common units issued as consideration for this acquisition

122

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

were recorded as an increase in common unitholders’ equity. Prior to the contribution of the additional interest
in East Texas, we owned a 50.1% interest which we accounted for as a consolidated subsidiary. The
contribution of the remaining 49.9% interest in East Texas represents a transaction between entities under
common control, but does not represent a change in reporting entity. Accordingly, we have included the results
of the remaining 49.9% interest in East Texas prospectively from the date of contribution.

4. Agreements and Transactions with Affiliates

DCP Midstream, LLC

Omnibus Agreement and Other General and Administrative Charges

We have entered into an omnibus agreement, as amended, or the Omnibus Agreement, with DCP

Midstream, LLC.

Following is a summary of the fees we incurred under the Omnibus Agreement as well as other fees paid

to DCP Midstream, LLC:

Omnibus Agreement
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other fees — DCP Midstream, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2010
2011
2012
(Millions)
$10.2
18.9

$ 9.9
21.4

$25.4
3.9

Total — DCP Midstream, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$29.3

$29.1

$31.3

Under the Omnibus Agreement, we are required to reimburse DCP Midstream, LLC for salaries of
operating personnel and employee benefits, as well as capital expenditures, maintenance and repair costs, taxes
and other direct costs incurred by DCP Midstream, LLC on our behalf. We also pay DCP Midstream, LLC an
annual fee under the Omnibus Agreement for centralized corporate functions performed by DCP Midstream,
LLC on our behalf, including legal, accounting, cash management, insurance administration and claims
processing, risk management, health, safety and environmental, information technology, human resources,
credit, payroll, taxes and engineering.

On January 3, 2012, we extended the omnibus agreement through December 31, 2012 for an annual fee of
$17.6 million, with the primary increase resulting from the acquisition of the remaining 49.9% interest in East
Texas. On March 30, 2012, in conjunction with our acquisition of the remaining 66.67% interest in Southeast
Texas, we increased the annual fee we pay to DCP Midstream, LLC under the agreement by $10.3 million,
prorated for the remainder of the 2012 calendar year. These fees were previously allocated to East Texas and
Southeast Texas. In July 2012, in conjunction with our acquisition of the minority ownership interests in the
Mont Belvieu fractionators, we increased the annual fee we pay to DCP Midstream, LLC by $0.2 million,
prorated for the remainder of the 2012 calendar year. As a result of these transactions, the annual fee payable in
future years to DCP Midstream, LLC will be $28.1 million. The Omnibus Agreement also addresses the
following matters:

• DCP Midstream, LLC’s obligation to indemnify us for certain liabilities and our obligation to indemnify

DCP Midstream, LLC for certain liabilities;

123

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

On February 14, 2013, we entered into a Services Agreement with DCP Midstream, LLC, which replaces

the Omnibus Agreement, whereby DCP Midstream, LLC will continue to provide us with general and
administrative services previously provided under the Omnibus Agreement. The annual fee payable in future
years to DCP Midstream, LLC under the Services Agreement will be consistent with the fee structure
previously payable under the Omnibus Agreement, and will be $28.6 million for 2013. Pursuant to the Services
Agreement, we will reimburse DCP Midstream, LLC for expenses and expenditures incurred or payments made
on our behalf.

Competition

None of DCP Midstream, LLC, or any of its affiliates, including Spectra Energy and Phillips 66, is
restricted, under either the partnership agreement or the Omnibus Agreement, from competing with us. DCP
Midstream, LLC and any of its affiliates, including Spectra Energy and Phillips 66, may acquire, construct or
dispose of additional midstream energy or other assets in the future without any obligation to offer us the
opportunity to purchase or construct those assets.

Other Agreements and Transactions with DCP Midstream, LLC

DCP Midstream, LLC was a significant customer during the years ended December 31, 2012, 2011 and

2010. We sell a portion of our residue gas, NGLs and condensate to, purchase natural gas and other petroleum
products from, and provide gathering and transportation services for, DCP Midstream, LLC. We anticipate
continuing to purchase from and sell commodities and services to DCP Midstream, LLC in the ordinary course
of business. In addition, DCP Midstream, LLC conducts derivative activities on our behalf. We have and may
continue to enter into derivative transactions directly with DCP Midstream, LLC, whereby DCP Midstream,
LLC is the counterparty.

We have a contractual arrangement with DCP Midstream, LLC, through March 2022, in which we pay

DCP Midstream, LLC a fee for processing services associated with the gas we gather on our Southern
Oklahoma system, which is part of our Natural Gas Services segment. In addition, in February 2010, a contract
was signed with DCP Midstream, LLC providing for adjustments to those fees based upon plant efficiencies
related to our portion of volumes from the Southern Oklahoma system being processed at DCP Midstream,
LLC’s plant through March 2022. We generally report fees associated with these activities in the consolidated
statements of operations as purchases of natural gas, propane, NGLs and condensate from affiliates. In addition,
as part of this arrangement, DCP Midstream, LLC pays us a fee for certain gathering services. We generally
report revenues associated with these activities in the consolidated statements of operations as transportation,
processing and other to affiliates.

124

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

that are periodically used for the benefit of Pelico. DCP Midstream, LLC is able to source natural gas upstream
of Pelico and deliver it to us and is able to take natural gas from the outlet of the Pelico system and market it
downstream of Pelico. We purchase natural gas from DCP Midstream, LLC upstream of Pelico and transport it
to Pelico under an interruptible transportation agreement with an affiliate. Our purchases from DCP Midstream,
LLC are at DCP Midstream, LLC’s actual acquisition cost plus any transportation service charges. Volumes
that exceed our on-system demand are sold to DCP Midstream, LLC at an index-based price, less contractually
agreed to marketing fees. Revenues associated with these activities are reported gross in our consolidated
statements of operations as sales of natural gas, propane, NGLs and condensate to affiliates.

In our Natural Gas Services segment, we sell NGLs processed at certain of our plants, and sell condensate
removed from the gas gathering systems that deliver to certain of our systems under contracts to a subsidiary of
DCP Midstream, LLC equal to that subsidiary’s net weighted-average sales price, adjusted for transportation,
processing and other charges from the tailgate of the respective asset.

As a result of a downstream outage, certain of our assets were required to curtail NGL production during

2012. DCP Midstream, LLC has reimbursed us for the impact of the curtailment and accordingly, we have
recorded $2.5 million to sales of natural gas, propane, NGLs and condensate to affiliates and $0.2 million to
transportation, processing and other to affiliates in the consolidated statements of operations for the year ended
December 31, 2012.

In conjunction with our acquisitions of our East Texas and Southeast Texas systems, which are part of our

Natural Gas Services segment, we entered into agreements with DCP Midstream, LLC whereby DCP
Midstream, LLC will reimburse us for certain expenditures on East Texas and Southeast Texas capital projects.
These reimbursements are for specific capital projects which have commenced within three years from the
respective acquisition dates. DCP Midstream, LLC made capital contributions to East Texas for capital projects
of $5.3 million, $18.3 million and $13.8 million for the years ended December 31, 2012, 2011 and 2010,
respectively. DCP Midstream, LLC made capital contributions to Southeast Texas for capital projects of $4.9
million for the year ended December 31, 2012.

During the year ended December 31, 2011, East Texas received $7.8 million in business interruption
recoveries related to the first quarter 2009 fire that was caused by a third party underground pipeline rupture
outside of our property, or the East Texas recovery settlement. We have allocated the recoveries based upon
relative ownership percentages at the time the losses were incurred, factoring in amounts previously reimbursed
to us by DCP Midstream, LLC. For the year ended December 31, 2011, we recorded $6.6 million to our
consolidated statement of operations in “sales of natural gas, propane, NGLs and condensate”, with $4.6 million
representing DCP Midstream, LLC’s portion in “net income attributable to noncontrolling interests.”

On September 16, 2010, we entered into an agreement with DCP Midstream, LLC to sell certain surplus
equipment at Collbran, part of our Natural Gas Services segment, with a net book value of $6.2 million for net
proceeds of $3.6 million. The surplus equipment is the result of a consolidation of operations at our Anderson
Gulch plant in the Piceance Basin. The net proceeds of $3.6 million were distributed 75% to us and 25% to the
noncontrolling interest in Collbran, based upon proportionate ownership, during the year ended December 31,
2010. The sale was completed when title to the surplus equipment passed to DCP Midstream, LLC in March
2011. We have recognized a distribution of $2.6 million for year ended December 31, 2011 to DCP Midstream,
LLC in our consolidated statements of changes in equity representing the difference between the net book value
and the proceeds received for the surplus equipment.

In our NGL Logistics segment, we also have a contractual arrangement with a subsidiary of DCP

Midstream, LLC that provides that DCP Midstream, LLC will pay us to transport NGLs over our Seabreeze and
Wilbreeze pipelines, pursuant to fee-based rates that will be applied to the volumes transported. DCP
Midstream, LLC is the sole shipper on these pipelines under the transportation agreements. We generally report
revenues associated with these activities in the consolidated statements of operations as transportation,
processing and other to affiliates.

125

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

With respect to our Wattenberg pipeline, effective January 1, 2011, we entered into a 10-year dedication

and transportation agreement with a subsidiary of DCP Midstream, LLC whereby certain NGL volumes
produced at several of DCP Midstream, LLC’s processing facilities are dedicated for transportation on the
Wattenberg pipeline. We collect fee-based transportation revenues under our tariff. We generally report
revenues associated with these activities in the consolidated statements of operations as transportation,
processing and other to affiliates.

We pay a fee to DCP Midstream, LLC to operate our DJ Basin NGL fractionators and receive fees for the

processing of DCP Midstream, LLC’s committed NGLs produced by them in Colorado at our DJ Basin NGL
fractionators under agreements that are effective through March 2018. We incurred fees of $0.6 million during
each of the years ended December 31, 2012 and 2011, which are included in operating and maintenance
expense in the consolidated statements of operations.

DCP Midstream, LLC has issued parental guarantees, totaling $25.0 million as of December 31, 2012, in
favor of certain counterparties to our commodity derivative instruments to mitigate a portion of our collateral
requirements with those counterparties. We pay DCP Midstream, LLC a fee of 0.5% per annum on these
outstanding guarantees.

Spectra Energy

We had propane supply agreements with Spectra Energy that expired in April 2012, which provided us

propane supply at our marine terminals, included in our Wholesale Propane Logistics segment, for up to
approximately 185 million gallons of propane annually.

ConocoPhillips and Phillips 66

Prior to May 2012, DCP Midstream, LLC and its subsidiaries and affiliates, collectively referred to as

DCP Midstream, LLC, was owned 50% by Spectra Energy Corp, or Spectra Energy, and 50% by
ConocoPhillips. In May 2012, ConocoPhillips separated its business into two stand-alone publicly traded
companies. As a result of this transaction, DCP Midstream, LLC is no longer owned 50% by ConocoPhillips.
ConocoPhillips’ 50% ownership interest in DCP Midstream, LLC has been transferred to the new downstream
company, Phillips 66.

We have multiple agreements with Phillips 66 and its affiliates, and anticipate continuing to sell to Phillips

66 and its affiliates in the ordinary course of business. Prior to ConocoPhillips’ separation in May 2012, these
agreements were with ConocoPhillips. We continue to have agreements with ConocoPhillips, including fee-
based and percent-of-proceeds gathering and processing arrangements, and gas purchase and gas sales
agreements; however, we do not consider ConocoPhillips to be a related party effective May 1, 2012.

126

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Summary of Transactions with Affiliates

The following table summarizes the transactions with affiliates:

2012

Year Ended December 31,
2011
(Millions)

2010

DCP Midstream, LLC:

Sales of natural gas, propane, NGLs and condensate . . . . . . . . . . .
Transportation, processing and other . . . . . . . . . . . . . . . . . . . . . . .
Purchases of natural gas, propane and NGLs . . . . . . . . . . . . . . . . .
Gains (losses) from commodity derivative activity, net . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$721.4
$ 35.5
$134.4
$ 52.6
$
0.6
$ 29.3
0.3
$

$1,058.7
$
26.0
$ 185.8
0.2
$
0.6
$
29.1
$
0.4
$

$881.2
$ 12.1
$183.9
$ (1.9)
$ —
$ 31.3
0.2
$

Spectra Energy:

Transportation, processing and other . . . . . . . . . . . . . . . . . . . . . . .
Purchases of natural gas, propane and NGLs (a) . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ConocoPhillips (b):

— $

$
$
0.1
$ 249.6
$113.1
$
0.1
$
$ — $

0.2
$ 82.1
— $ (0.3)
3.0
— $

Sales of natural gas, propane, NGLs and condensate . . . . . . . . . . .
Transportation, processing and other . . . . . . . . . . . . . . . . . . . . . . .
Purchases of natural gas, propane and NGLs . . . . . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . .
(Losses) gains from commodity derivative activity, net

Phillips 66 (b):

Sales of natural gas, propane, NGLs and condensate . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . . . . . . . . .

Unconsolidated affiliates:

Purchases of natural gas, propane and NGLs . . . . . . . . . . . . . . . . .

$
9.0
$
$
2.3
$
$
1.3
$
$
$
0.1
$ — $

$
$

0.5
0.2

2.4

$
$

$ 43.0
52.2
9.9
$
7.4
7.4
$
5.8
0.3
0.2
$
— $ (0.4)

— $ —
— $ —

6.0

4.8

(a)

(b)

Includes a $17.0 million payment received in December 2010 for reimbursement of damages we incurred
when an international propane supplier breached its contract with Spectra Energy.

In connection with the Phillips 66 separation, ConocoPhillips is not considered to be a related party for
periods after April 30, 2012 and Phillips 66 is considered a related party for periods starting May 1, 2012.

127

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

We had balances with affiliates as follows:

December 31,

2012

2011

(Millions)

DCP Midstream, LLC:

Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized gains on derivative instruments — current . . . . . . . . . . . . . . . . . . . .
Unrealized gains on derivative instruments — long term . . . . . . . . . . . . . . . . . .
Unrealized losses on derivative instruments — current
. . . . . . . . . . . . . . . . . . .
Unrealized losses on derivative instruments — long term . . . . . . . . . . . . . . . . .

$100.0
$ 86.1
$ 22.6
$ 33.1
$
0.6
$ 47.9
$ —
$ 64.4
$(10.5)
$ (0.6)
$ — $ (2.6)

Spectra Energy:

Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 0.1
0.1
$ — $ 21.4

ConocoPhillips (a):

$ — $
6.1
$ — $
0.4
2.5
$ — $
$ — $ (2.0)

Phillips 66 (a):
Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unconsolidated affiliates:

$ 0.1

$ —

Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 0.6

2.4

(a)

Inventories

Inventories were as follows:

Natural gas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
NGLs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31,
2012

December 31,
2011

(Millions)

$22.1
52.6

$74.7

$25.6
62.3

$87.9

We recognize lower of cost or market adjustments when the carrying value of our inventories exceeds their

estimated market value. These non-cash charges are a component of purchases of natural gas, propane and
NGLs in the consolidated statements of operations. We recognized $19.3 million and $6.4 million in lower of
cost or market adjustments during the year ended December 31, 2012 and 2011, respectively.

128

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

6. Property, Plant and Equipment

A summary of property, plant and equipment by classification is as follows:

Depreciable
Life

December 31,
2012

December 31,
2011

(Millions)

Gathering and transmission systems . . . . . . . . . . . . .
Processing, storage, and terminal facilities . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Construction work in progress . . . . . . . . . . . . . . . . .

Property, plant and equipment

. . . . . . . . . . . . . . .
Accumulated depreciation . . . . . . . . . . . . . . . . . . . . .

20 — 50 Years
35 — 60 Years
3 — 30 Years

$1,325.1
822.6
26.4
305.0

2,479.1
(751.7)

$1,211.9
742.8
23.1
218.3

2,196.1
(696.7)

Property, plant and equipment, net . . . . . . . . . . . .

$1,727.4

$1,499.4

Interest capitalized on construction projects in 2012, 2011 and 2010, was $7.2 million, $1.6 million and

$0.2 million, respectively.

We revised the depreciable lives for our gathering and transmission systems, processing, storage and

terminal facilities, and other assets effective April 1, 2012. The key contributing factors to the change in
depreciable lives is an increase in the estimated remaining economically recoverable reserves resulting from the
development of techniques that improve commodity production in the regions our assets serve. Advances in
extraction processes, along with better technology used to locate commodity reserves, is giving producers
greater access to unconventional commodities. Based on our property, plant and equipment as of April 1, 2012,
the new remaining depreciable lives resulted in an approximate $35.7 million reduction in depreciation expense
for the year ended December 31, 2012. This change in our estimated depreciable lives increased net income per
limited partner unit by $0.66 for the year ended December 31, 2012.

In connection with our evaluation of useful lives, we corrected the classification for certain assets within

the presentation of our major classes of property, plant and equipment as of December 31, 2011.

Depreciation expense was $55.0 million, $92.2 million and $83.2 million for the years ended

December 31, 2012, 2011 and 2010, respectively.

Asset Retirement Obligations — As of December 31, 2012 and 2011, we had asset retirement obligations

of $16.9 million and $12.4 million, respectively, included in other long-term liabilities in the consolidated
balance sheets. During the first quarter of 2012, we recorded a change in estimate to increase our asset
retirement obligations by approximately $4.3 million. The change in estimate was primarily attributable to a
reassessment of anticipated timing of settlements and of the original asset retirement obligation estimated
amounts. Accretion expense for the years ended December 31, 2012, 2011 and 2010 was $0.1 million, $0.7
million and $0.7 million, respectively.

We identified various assets as having an indeterminate life, for which there is no requirement to establish
a fair value for future retirement obligations associated with such assets. These assets include certain pipelines,
gathering systems and processing facilities. A liability for these asset retirement obligations will be recorded
only if and when a future retirement obligation with a determinable life is identified. These assets have an
indeterminate life because they are owned and will operate for an indeterminate future period when properly
maintained. Additionally, if the portion of an owned plant containing asbestos were to be modified or
dismantled, we would be legally required to remove the asbestos. We currently have no plans to take actions
that would require the removal of the asbestos in these assets. Accordingly, the fair value of the asset retirement
obligation related to this asbestos cannot be estimated and no obligation has been recorded.

129

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

7. Goodwill and Intangible Assets

The carrying amount of goodwill is as follows:

December 31,

2012

2011

(Millions)

Beginning of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$153.8
—

$151.2
2.6

End of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$153.8

The carrying value of goodwill as of December 31, 2012 and 2011 was $82.2 million for each of the years
for our Natural Gas Services segment, $34.7 million for each of the years for our NGL Logistics segment, and
$36.9 million for each of the years for our Wholesale Propane Logistics segment.

We performed our annual goodwill assessment at the reporting unit level, which is identified by assessing

whether the components of our operating segments constitute businesses for which discrete financial
information is available, whether segment management regularly reviews the operating results of those
components and whether the economic and regulatory characteristics are similar. As a result of our assessment,
we concluded that the entire amount of goodwill disclosed on the condensed consolidated balance sheet is
recoverable. We used a discounted cash flow analysis to perform the assessment. Key assumptions in the
analysis include the use of an appropriate discount rate, terminal year multiples, and estimated future cash flows
including an estimate of operating and general and administrative costs. In estimating cash flows, we
incorporate current market information, as well as historical and other factors, into our forecasted commodity
prices. If actual results are not consistent with our assumptions and estimates, or our assumptions and estimates
change due to new information, we may be exposed to goodwill impairment charges, which would be
recognized in the period in which the carrying value exceeds fair value.

Intangible assets consist of customer contracts, including commodity purchase, transportation and
processing contracts, and related relationships. The gross carrying amount and accumulated amortization of
these intangible assets are included in the accompanying consolidated balance sheets as intangible assets, net,
and are as follows:

December 31,

2012

2011

(Millions)

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross carrying amount
Accumulated amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$164.3
(27.4)

$164.3
(19.0)

Intangible assets, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$136.9

$145.3

For the years December 31, 2012, 2011 and 2010, we recorded amortization expense of $8.4 million,
$8.4 million and $4.9 million, respectively. As of December 31, 2012, the remaining amortization periods
ranged from approximately 9 years to 23 years, with a weighted-average remaining period of approximately
18 years.

130

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Estimated future amortization for these intangible assets is as follows:

Estimated Future Amortization
(Millions)

2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8.4
8.4
8.4
8.4
8.4
94.9

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$136.9

Investments in Unconsolidated Affiliates

The following table summarizes our investments in unconsolidated affiliates:

Carrying Value as of

Percentage
Ownership

December 31,
2012

December 31,
2011

(Millions)

Eagle Ford System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discovery Producer Services LLC . . . . . . . . . . . . . . . . . . .
Texas Express Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mont Belvieu Enterprise Fractionator . . . . . . . . . . . . . . . .
Mont Belvieu 1 Fractionator
. . . . . . . . . . . . . . . . . . . . . . .
CrossPoint Pipeline, LLC . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total investments in unconsolidated affiliates . . . . . . . .

33.33%
40%
10%
12.5%
20%
50%
50%

$255.2
222.9
40.8
18.5
14.3
6.2
0.1

$558.0

$ —
106.9
—
—
—
—
0.2

$107.1

There was a deficit between the carrying amount of the investment and the underlying equity of Discovery
of $30.2 million and $32.6 million at December 31, 2012 and 2011, respectively, which is associated with, and
is being accreted over, the life of the underlying long-lived assets of Discovery.

There was a deficit between the carrying amount of the investment and the underlying equity of Mont
Belvieu 1 of $5.5 million at December 31, 2012, which is associated with, and is being accreted over, the life of
the underlying long-lived assets of Mont Belvieu 1.

Earnings from investments in unconsolidated affiliates were as follows:

Eagle Ford System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discovery Producer Services LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mont Belvieu Enterprise Fractionator . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mont Belvieu 1 Fractionator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
CrossPoint Pipeline, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total earnings from unconsolidated affiliates . . . . . . . . . . . . . . . . . . . . .

131

Year Ended December 31,
2010
2011
2012
(Millions)

$ 2.8
14.6
5.3
6.0
0.2
—

$28.9

$ — $ —
23.0
22.7
—
—
—
—
—
—
0.8
—

$22.7

$23.8

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

(a) On July 27, 2010, we acquired an additional 5% interest in Black Lake from DCP Midstream, LLC in a
transaction among entities under common control, and on July 30, 2010, we acquired an additional 50%
interest in Black Lake from an affiliate of BP PLC, bringing our ownership interest in Black Lake to
100%. Prior to our acquisition of an additional 50% interest in Black Lake, we accounted for Black Lake
under the equity method of accounting. Subsequent to this transaction we account for Black Lake as a
consolidated subsidiary and accordingly, earnings from unconsolidated affiliates excludes the results of
Black Lake since July 30, 2010.

The following summarizes combined financial information of our investments in unconsolidated affiliates:

2012

Year Ended December 31,
2011
(Millions)

2010 (a)

Statements of operations:

Operating revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$394.4
$284.1
$110.0

$210.7
$159.9
$ 50.8

$211.6
$156.7
$ 52.7

(a) The combined financial information includes the results of Black Lake through July 30, 2010.

Balance sheet:

Current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 187.1
2,111.2
(185.8)
(51.6)
$2,060.9

$ 38.1
359.9
(20.4)
(28.5)
$349.1

December 31,

2012

2011

(Millions)

9. Fair Value Measurement

Determination of Fair Value

Below is a general description of our valuation methodologies for derivative financial assets and liabilities
which are measured at fair value. Fair values are generally based upon quoted market prices or prices obtained
through external sources, where available. If listed market prices or quotes are not available, we determine fair
value based upon a market quote, adjusted by other market-based or independently sourced market data, such as
historical commodity volatilities, crude oil future yield curves, and/or counterparty specific considerations.
These adjustments result in a fair value for each asset or liability under an “exit price” methodology, in line
with how we believe a marketplace participant would value that asset or liability. Fair values are adjusted to
reflect the credit risk inherent in the transaction as well as the potential impact of liquidating open positions in
an orderly manner over a reasonable time period under current conditions. These adjustments may include
amounts to reflect counterparty credit quality, the effect of our own creditworthiness, the time value of money
and/or the liquidity of the market.

• Counterparty credit valuation adjustments are necessary when the market price of an instrument is not

indicative of the fair value as a result of the credit quality of the counterparty. Generally, market quotes
assume that all counterparties have near zero, or low, default rates and have equal credit quality.
Therefore, an adjustment may be necessary to reflect the credit quality of a specific counterparty to
determine the fair value of the instrument. We record counterparty credit valuation adjustments on all
derivatives that are in a net asset position as of the measurement date in accordance with our established
counterparty credit policy, which takes into account any collateral margin that a counterparty may have
posted with us as well as any letters of credit that they have provided.

132

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

• Entity valuation adjustments are necessary to reflect the effect of our own credit quality on the fair value

of our net liability position with each counterparty. This adjustment takes into account any credit
enhancements, such as collateral margin we may have posted with a counterparty, as well as any letters
of credit that we have provided. The methodology to determine this adjustment is consistent with how
we evaluate counterparty credit risk, taking into account our own credit rating, current credit spreads, as
well as any change in such spreads since the last measurement date.

• Liquidity valuation adjustments are necessary when we are not able to observe a recent market price for
financial instruments that trade in less active markets for the fair value to reflect the cost of exiting the
position. Exchange traded contracts are valued at market value without making any additional valuation
adjustments and, therefore, no liquidity reserve is applied. For contracts other than exchange traded
instruments, we mark our positions to the midpoint of the bid/ask spread, and record a liquidity reserve
based upon our total net position. We believe that such practice results in the most reliable fair value
measurement as viewed by a market participant.

We manage our derivative instruments on a portfolio basis and the valuation adjustments described above
are calculated on this basis. We believe that the portfolio level approach represents the highest and best use for
these assets as there are benefits inherent in naturally offsetting positions within the portfolio at any given time,
and this approach is consistent with how a market participant would view and value the assets and liabilities.
Although we take a portfolio approach to managing these assets/liabilities, in order to reflect the fair value of
any one individual contract within the portfolio, we allocate all valuation adjustments down to the contract
level, to the extent deemed necessary, based upon either the notional contract volume, or the contract value,
whichever is more applicable.

The methods described above may produce a fair value calculation that may not be indicative of net
realizable value or reflective of future fair values. While we believe that our valuation methods are appropriate
and consistent with other market participants, we recognize that the use of different methodologies or
assumptions to determine the fair value of certain financial instruments could result in a different estimate of
fair value at the reporting date. We review our fair value policies on a regular basis taking into consideration
changes in the marketplace and, if necessary, will adjust our policies accordingly. See Note 11 Risk
Management and Hedging Activities.

Valuation Hierarchy

Our fair value measurements are grouped into a three-level valuation hierarchy. The valuation hierarchy is

based upon the transparency of inputs to the valuation of an asset or liability as of the measurement date. The
three levels are defined as follows.

• Level 1 — inputs are unadjusted quoted prices for identical assets or liabilities in active markets.

• Level 2 — inputs include quoted prices for similar assets and liabilities in active markets, and inputs

that are observable for the asset or liability, either directly or indirectly, for substantially the full term of
the financial instrument.

• Level 3 — inputs are unobservable and considered significant to the fair value measurement.

A financial instrument’s categorization within the hierarchy is based upon the input that requires the
highest degree of judgment in the determination of the instrument’s fair value. Following is a description of the
valuation methodologies used as well as the general classification of such instruments pursuant to the hierarchy.

Commodity Derivative Assets and Liabilities

We enter into a variety of derivative financial instruments, which may include over the counter, or OTC,

instruments, such as natural gas, crude oil or NGL contracts.

133

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Within our Natural Gas Services segment we typically use OTC derivative contracts in order to mitigate a
portion of our exposure to natural gas, NGL and condensate price changes. We also may enter into natural gas
derivatives to lock in margin around our storage and transportation assets. These instruments are generally
classified as Level 2. Depending upon market conditions and our strategy, we may enter into OTC derivative
positions with a significant time horizon to maturity, and market prices for these OTC derivatives may only be
readily observable for a portion of the duration of the instrument. In order to calculate the fair value of these
instruments, readily observable market information is utilized to the extent that it is available; however, in the
event that readily observable market data is not available, we may interpolate or extrapolate based upon
observable data. In instances where we utilize an interpolated or extrapolated value, and it is considered
significant to the valuation of the contract as a whole, we would classify the instrument within Level 3.

Within our Wholesale Propane Logistics segment, we may enter into a variety of financial instruments to
either secure sales or purchase prices, or capture a variety of market opportunities. Since financial instruments
for NGLs tend to be counterparty and location specific, we primarily use the OTC derivative instrument
markets, which are not as active and liquid as exchange traded instruments. Market quotes for such contracts
may only be available for short dated positions (up to six months), and an active market itself may not exist
beyond such time horizon. Contracts entered into with a relatively short time horizon for which prices are
readily observable in the OTC market are generally classified within Level 2. Contracts with a longer time
horizon, for which we internally generate a forward curve to value such instruments, are generally classified
within Level 3. The internally generated curve may utilize a variety of assumptions including, but not limited
to, historical and future expected relationship of NGL prices to crude oil prices, the knowledge of expected
supply sources coming on line, expected weather trends within certain regions of the United States, and the
future expected demand for NGLs.

Each instrument is assigned to a level within the hierarchy at the end of each financial quarter depending

upon the extent to which the valuation inputs are observable. Generally, an instrument will move toward a level
within the hierarchy that requires a lower degree of judgment as the time to maturity approaches, and as the
markets in which the asset trades will likely become more liquid and prices more readily available in the
market, thus reducing the need to rely upon our internally developed assumptions. However, the level of a
given instrument may change, in either direction, depending upon market conditions and the availability of
market observable data.

Interest Rate Derivative Assets and Liabilities

We use interest rate swap and forward-starting interest rate swap agreements as part of our overall capital
strategy. These instruments effectively exchange a portion of our existing floating rate debt for fixed-rate debt
and lock in rates on our anticipated future fixed-rate debt, respectively. Our swaps are generally priced based
upon a London Interbank Offered Rate, or LIBOR, instrument with similar duration, adjusted by the credit
spread between our company and the LIBOR instrument. Given that a portion of the swap value is derived from
the credit spread, which may be observed by comparing similar assets in the market, these instruments are
classified within Level 2. Default risk on either side of the swap transaction is also considered in the valuation.
We record counterparty credit and entity valuation adjustments in the valuation of our interest rate swaps;
however, these reserves are not considered to be a significant input to the overall valuation.

Nonfinancial Assets and Liabilities

We utilize fair value on a non-recurring basis to perform impairment tests as required on our property,

plant and equipment, goodwill and intangible assets. Assets and liabilities acquired in business combinations
are recorded at their fair value as of the date of acquisition. The inputs used to determine such fair value are
primarily based upon internally developed cash flow models and would generally be classified within Level 3,
in the event that we were required to measure and record such assets at fair value within our consolidated
financial statements. Additionally, we use fair value to determine the inception value of our asset retirement

134

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

obligations. The inputs used to determine such fair value are primarily based upon costs incurred historically
for similar work, as well as estimates from independent third parties for costs that would be incurred to restore
leased property to the contractually stipulated condition, and would generally be classified within Level 3.

We utilize fair value on a recurring basis to measure our contingent consideration that is a result of certain

acquisitions. The inputs used to determine such fair value are primarily based upon internally developed cash
flow models and are classified within Level 3.

The following table presents the financial instruments carried at fair value as of December 31, 2012 and

2011, by consolidated balance sheet caption and by valuation hierarchy, as described above:

December 31, 2012

December 31, 2011

Level 1 Level 2 Level 3

Total
Carrying
Value

Level 1 Level 2 Level 3

Total
Carrying
Value

(Millions)

Current assets (a):

Commodity derivatives . . . . . . . . . .

$— $ 9.4

$40.0

$ 49.4

$— $ 40.1

$ 1.1

$ 41.2

Long-term assets (b):

Commodity derivatives . . . . . . . . . .

$— $ 5.1

$64.7

$ 69.8

$— $ 5.4

$ 1.0

$ 6.4

Current liabilities (c):

Commodity derivatives . . . . . . . . . .
Interest rate derivatives . . . . . . . . . .

$— $(26.7) $ (0.2)
$(26.9)
$— $ (4.1) $ — $ (4.1)

$— $(43.1) $(0.7)
$(43.8)
$— $(16.1) $ — $(16.1)

Long-term liabilities (d):

Commodity derivatives . . . . . . . . . .
Interest rate derivatives . . . . . . . . . .

$ (5.7)
$— $ (5.5) $ (0.2)
$— $ (2.0) $ — $ (2.0)

$(27.8)
$— $(27.5) $(0.3)
$— $ (5.0) $ — $ (5.0)

(a)

(b)

(c)

(d)

Included in current unrealized gains on derivative instruments in our consolidated balance sheets.

Included in long-term unrealized gains on derivative instruments in our consolidated balance sheets.

Included in current unrealized losses on derivative instruments in our consolidated balance sheets.

Included in long-term unrealized losses on derivative instruments in our consolidated balance sheets.

Changes in Levels 1 and 2 Fair Value Measurements

We manage our overall risk at the portfolio level, and in the execution of our strategy, we may use a

combination of financial instruments, which may be classified within any level. Within our Natural Gas
Services segment we typically use OTC derivative contracts in order to mitigate a portion of our exposure to
natural gas, NGL and condensate price changes. We also may enter into natural gas derivatives to lock in
margin around our storage and transportation assets. These instruments are generally classified as Level 2. The
determination to classify a financial instrument within Level 1 or Level 2 is based upon the availability of
quoted prices for identical or similar assets and liabilities in active markets. Depending upon the information
readily observable in the market, and/or the use of identical or similar quoted prices, which are significant to the
overall valuation, the classification of any individual financial instrument may differ from one measurement
date to the next. To qualify as a transfer, the asset or liability must have existed in the previous reporting period
and moved into a different level during the current period. In the event that there is a movement between the
classification of an instrument as Level 1 or 2, the transfer between Level 1 and Level 2 would be reflected in a
table as Transfers in/out of Level 1/Level 2. During the year ended December 31, 2012, there were no transfers
between Level 1 and Level 2 of the fair value hierarchy.

Changes in Level 3 Fair Value Measurements

The tables below illustrate a rollforward of the amounts included in our consolidated balance sheets for
derivative financial instruments that we have classified within Level 3. The determination to classify a financial
instrument within Level 3 is based upon the significance of the unobservable factors used in determining the

135

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

overall fair value of the instrument. Since financial instruments classified as Level 3 typically include a
combination of observable components (that is, components that are actively quoted and can be validated to
external sources) and unobservable components, the gains and losses in the table below may include changes in
fair value due in part to observable market factors, or changes to our assumptions on the unobservable
components. Depending upon the information readily observable in the market, and/or the use of unobservable
inputs, which are significant to the overall valuation, the classification of any individual financial instrument
may differ from one measurement date to the next. The significant unobservable inputs used in determining fair
value include adjustments by other market based or independently sourced market data such as historical
commodity volatilities, crude oil future yield curves, and/or counterparty specific considerations. In the event
that there is a movement to/from the classification of an instrument as Level 3, we have reflected such items in
the table below within the “Transfers into/out of Level 3” caption.

We manage our overall risk at the portfolio level, and in the execution of our strategy, we may use a
combination of financial instruments, which may be classified within any level. Since Level 1 and Level 2 risk
management instruments are not included in the rollforward below, the gains or losses in the table do not reflect
the effect of our total risk management activities.

Commodity Derivative Instruments

Current
Assets

Long-Term
Assets

Current
Liabilities

Long-Term
Liabilities

(Millions)

Year ended December 31, 2012 (a):

Net realized and unrealized gains included in earnings (d) . . . . . . .
Transfers into Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers out of Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Beginning balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1.1
14.3
—
—
(2.3)
26.9
Ending balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $40.0

Net unrealized gains (losses) still held included in earnings (d) . . . $13.2

Year ended December 31, 2011 (b):
Beginning balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 0.3

Net realized and unrealized gains (losses) included in

$ 1.0
2.2
—
—
—
61.5
$64.7

$ 2.2

$(0.7)
—
—
—
0.5
—
$(0.2)

$(0.3)

$(0.3)
0.1
—
—
—
—
$(0.2)

$ 0.2

$ 0.3

$(0.1)

$(0.5)

earnings (d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers into Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers out of Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1.4
—
—
(0.6)
Ending balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1.1

0.8
—
(0.1)
—
$ 1.0

Net unrealized gains (losses) still held included in earnings (d) . . . $ 1.1

$ 0.7

(0.8)
—
—
0.2
$(0.7)

$(0.7)

0.2
—
—
—
$(0.3)

$ 0.1

Year ended December 31, 2010:

Beginning balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1.2

$ 0.7

$(1.6)

$(0.7)

Net realized and unrealized gains (losses) included in

earnings (d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers into Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers out of Level 3 (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases, Issuances and Settlements, net . . . . . . . . . . . . . . . . . . . .

2.1
—
(0.5)
(2.5)
Ending balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 0.3

0.8
—
—
(1.2)
$ 0.3

(0.3)
—
0.3
1.5
$(0.1)

0.2
—
—
—
$(0.5)

Net unrealized gains (losses) still held included in

earnings (d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 0.3

$ 0.1

$(0.1)

(a) There were no issuances and sales of derivatives for the year ended December 31, 2012.

136

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

(b) There were no purchases, issuances and sales of derivatives for the year ended December 31, 2011.

(d) Represents the amount of total gains or losses for the year, included in gains or losses from commodity

derivative activity, net, attributable to change in unrealized gains or losses relating to assets and liabilities
classified as Level 3

During years ended December 31, 2012, 2011 and 2010, we had no transfers into or out of Levels 1 and 2.
To qualify as a transfer, the asset or liability must have existed in the previous reporting period and moved into
a different level during the current period.

Quantitative Information and Fair Value Sensitivities Related to Level 3 Unobservable Inputs

We utilize the market approach to measure the fair value of our commodity contracts. The significant

unobservable inputs used in this approach to fair value are longer dated price quotes. Our sensitivity to these
longer dated forward curve prices are presented in the table below. Significant changes in any of those inputs in
isolation would result in significantly different fair value measurements, depending on our short or long
position in contracts.

Product Group

Fair Value
(Millions)

Forward
Curve Range

Assets
NGLs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Natural Gas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Liabilities
Natural Gas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$98.6
$ 6.1

$0.25-$2.13
$3.69-$4.48

Per gallon
Per MMBtu

$ (0.4)

$3.81-$4.27

Per MMBtu

Estimated Fair Value of Financial Instruments

Valuation of a contract’s fair value is validated by an internal group independent of the marketing group.
While common industry practices are used to develop valuation techniques, changes in pricing methodologies
or the underlying assumptions could result in significantly different fair values and income recognition. When
available, quoted market prices or prices obtained through external sources are used to determine a contract’s
fair value. For contracts with a delivery location or duration for which quoted market prices are not available,
fair value is determined based on pricing models developed primarily from historical and expected relationship
with quoted market prices.

Values are adjusted to reflect the credit risk inherent in the transaction as well as the potential impact of

The fair value of our interest rate swaps and commodity non-trading derivatives is based on prices
supported by quoted market prices and other external sources and prices based on models and other valuation
methods. The “prices supported by quoted market prices and other external sources” category includes our
interest rate swaps, our NGL and crude oil swaps, and our NYMEX positions in natural gas. In addition, this
category includes our forward positions in natural gas for which our forward price curves are obtained from a
third party pricing service and then validated through an internal process which includes the use of independent
broker quotes. This category also includes our forward positions in NGLs at points for which over-the-counter,
or OTC, broker quotes for similar assets or liabilities are available for the full term of the instrument. This
category also includes “strip” transactions whose pricing inputs are directly or indirectly observable from
external sources and then modeled to daily or monthly prices as appropriate. The “prices based on models and

137

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

other valuation methods” category includes the value of transactions for which inputs to the fair value of the
instrument are unobservable in the marketplace and are considered significant to the overall fair value of the
instrument. The fair value of these instruments may be based upon an internally developed price curve, which
was constructed as a result of the long dated nature of the transaction or the illiquidity of the market point.

We have determined fair value amounts using available market information and appropriate valuation
methodologies. However, considerable judgment is required in interpreting market data to develop the estimates
of fair value. Accordingly, the estimates presented herein are not necessarily indicative of the amounts that we
could realize in a current market exchange. The use of different market assumptions and/or estimation methods
may have a material effect on the estimated fair value amounts.

The fair value of accounts receivable and accounts payable are not materially different from their carrying

amounts because of the short-term nature of these instruments or the stated rates approximating market rates.
Derivative instruments are carried at fair value. Each of the carrying and fair values of outstanding balances
under our Credit Agreement are $525.0 million as of December 31, 2012, and $497.0 million as of
December 31, 2011. The carrying value of the 2.50% Senior Notes was $500.0 million as of December 31,
2012, which approximated fair value. The carrying and fair values of the 4.95% Senior Notes are $350.0
million and $373.9 million, respectively, as of December 31, 2012. The carrying and fair values of the 3.25%
Senior Notes are $250.0 million and $258.8 million, respectively, as of December 31, 2012. The carrying value
of the 3.25% Senior Notes as of December 31, 2011 was $250.0 million, which approximated fair value. We
determine the fair value of our Credit Agreement borrowings based upon the discounted present value of
expected future cash flows, taking into account the difference between the contractual borrowing spread and the
spread for similar credit facilities available in the marketplace. We determine the fair value of our fixed-rate
debt based on quotes obtained from bond dealers. We classify the fair values of our outstanding debt balances
within Level 2 of the valuation hierarchy.

10. Debt

Long-term debt was as follows:

December 31,
2012

December 31,
2011

(Millions)

Credit Agreement
Revolving credit facility, weighted-average variable interest rate of

1.47% and 1.69%, respectively, due November 10, 2016 (a) . . . . . . .

$ 525.0

$497.0

Debt Securities
Issued November 27, 2012, interest at 2.50% payable semi-annually,

due December 1, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Issued March 13, 2012, interest at 4.95% payable semi-annually, due

April 1, 2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Issued September 30, 2010, interest at 3.25% payable semi-annually,

due October 1, 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unamortized discount . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

500.0

350.0

250.0
(4.7)

—

250.0
(0.2)

Total long-term debt

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,620.3

$746.8

(a) $150.0 million has been swapped to a fixed rate obligation with effective fixed rates ranging from 2.94%
to 2.99%, for a net effective rate of 2.25% on the $525.0 million of outstanding debt under our revolving
credit facility as of December 31, 2012. $450.0 million was swapped to a fixed-rate obligation with
effective fixed rates ranging from 2.94% to 5.19%, for a net effective rate of 4.86% on the $497.0 million
of outstanding debt under our revolving credit facility as of December 31, 2011.

138

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Credit Agreement

We have a $1.0 billion revolving credit facility that matures November 10, 2016, or the Credit Agreement.

At December 31, 2012 and 2011, we had $1.0 million and $1.1 million, respectively, of letters of credit
issued and outstanding under the Credit Agreement and the Prior Credit Agreement. As of December 31, 2012,
the unused capacity under the Credit Agreement was $474.0 million, which was available for general working
capital purposes.

Our borrowing capacity is limited at December 31, 2012 by the Credit Agreement’s financial covenant

requirements. Except in the case of a default, amounts borrowed under our Credit Agreement will not mature
prior to the November 10, 2016 maturity date.

Under the Credit Agreement, indebtedness under the revolving credit facility bears interest at either:
(1) LIBOR, plus an applicable margin of 1.25% based on our current credit rating; or (2) (a) the base rate which
shall be the higher of Wells Fargo Bank N.A.’s prime rate, the Federal Funds rate plus 0.50% or the LIBOR
Market Index rate plus 1%, plus (b) an applicable margin of 0.25% based on our current credit rating. The
revolving credit facility incurs an annual facility fee of 0.25% based on our current credit rating. This fee is
paid on drawn and undrawn portions of the revolving credit facility.

The Credit Agreement requires us to maintain a leverage ratio (the ratio of our consolidated indebtedness
to our consolidated EBITDA, in each case as is defined by the Credit Agreement) of not more than 5.0 to 1.0,
and following the consummation of qualifying acquisitions, not more than 5.5 to 1.0, on a temporary basis for
three consecutive quarters, including the quarter in which such acquisition is consummated.

Debt Securities

On November 27, 2012, we issued $500.0 million of our 2.50% 5-year Senior Notes due December 1,
2017. We received net proceeds of $493.6 million, net of underwriters’ fees, related expenses and unamortized
discounts of $6.4 million. Interest on the notes will be paid semi-annually on June 1 and December 1 of each
year, commencing June 1, 2013. The notes will mature on December 1, 2017, unless redeemed prior to
maturity. The underwriters’ fees and related expenses are deferred in other long-term assets in our consolidated
balance sheets and will be amortized over the term of the notes.

On September 30, 2010, we issued $250.0 million of our 3.25% Senior Notes due October 1, 2015. We

The notes are senior unsecured obligations, ranking equally in right of payment with other unsecured
indebtedness, including indebtedness under our Credit Agreement. We are not required to make mandatory
redemption or sinking fund payments with respect to any of these notes, and they are redeemable at a premium
at our option.

139

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Term Loan Agreements

On November 2, 2012, we entered into a 2-year Term Loan Agreement and borrowed $343.5 million to

fund the cash portion of the acquisition of a 33.33% interest in the Eagle Ford system. On July 2, 2012, we
entered into a 2-year Term Loan Agreement and borrowed $140.0 million to fund the cash portion of the
acquisition of the Mont Belvieu fractionators. In November 2012, we repaid both the term loans with proceeds
from our 2.50% 5-year Senior Notes.

On January 3, 2012, we entered into a 2-year Term Loan Agreement and borrowed $135.0 million which

was used to fund the cash portion of the acquisition of the remaining 49.9% interest in East Texas. In March
2012, we repaid the term loan with proceeds from our 4.95% 10-year Senior Notes.

The future maturities of long-term debt in the year indicated are as follows:

2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Unamortized discount . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Debt
Maturities
(Millions)
—
$
—
250.0
525.0
850.0

1,625.0
(4.7)

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,620.3

11. Risk Management and Hedging Activities

Our day to day operations expose us to a variety of risks including but not limited to changes in the prices

of commodities that we buy or sell, changes in interest rates, and the creditworthiness of each of our
counterparties. We manage certain of these exposures with both physical and financial transactions. We have
established a comprehensive risk management policy, or Risk Management Policy, and a risk management
committee, or the Risk Management Committee, to monitor and manage market risks associated with
commodity prices and counterparty credit. The Risk Management Committee is responsible for the overall
management of credit risk and commodity price risk, including monitoring exposure limits. The following
briefly describes each of the risks that we manage.

Commodity Price Risk

Cash Flow Protection Activities — We are exposed to the impact of market fluctuations in the prices of

natural gas, NGLs and condensate as a result of our gathering, processing, sales and storage activities. For
gathering, processing and storage services, we may receive cash or commodities as payment for these services,
depending on the contract type. We enter into derivative financial instruments to mitigate a portion of the risk
of weakening natural gas, NGL and condensate prices associated with our gathering, processing and sales
activities, thereby stabilizing our cash flows. We have mitigated a portion of our expected commodity price risk
associated with our gathering, processing and sales activities through 2016 with commodity derivative
instruments. Our commodity derivative instruments used for our hedging program are a combination of direct
NGL product, crude oil, and natural gas hedges. Due to the limited liquidity and tenor of the NGL derivative
market, we have used crude oil swaps and costless collars to mitigate a portion of our commodity price
exposure to NGLs. Historically, prices of NGLs have generally been related to crude oil prices, however there
are periods of time when NGL pricing may be at a greater discount to crude oil, resulting in additional exposure
to NGL commodity prices. During 2012, the relationship of NGLs to crude oil has been lower than historical

140

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

relationships, however a significant amount of our NGL hedges from 2012 through 2015 are direct product
hedges. When our crude oil swaps become short-term in nature, we have periodically converted certain crude
oil derivatives to NGL derivatives by entering into offsetting crude oil swaps while adding NGL swaps. Our
crude oil and NGL transactions are primarily accomplished through the use of forward contracts that effectively
exchange our floating price risk for a fixed price. We also utilize crude oil costless collars that minimize our
floating price risk by establishing a fixed price floor and a fixed price ceiling. However, the type of instrument
that we use to mitigate a portion of our risk may vary depending upon our risk management objective. These
transactions are not designated as hedging instruments for accounting purposes and the change in fair value is
reflected within our consolidated statements of operations as a gain or a loss on commodity derivative activity.

Our Wholesale Propane Logistics segment is generally designed to establish stable margins by entering
into supply arrangements that specify prices based on established floating price indices and by entering into
sales agreements that provide for floating prices that are tied to our variable supply costs plus a margin. To the
extent possible, we match the pricing of our supply portfolio to our sales portfolio in order to lock in value and
reduce our overall commodity price risk. However, to the extent that we carry propane inventories or our sales
and supply arrangements are not aligned, we are exposed to market variables and commodity price risk. We
manage the commodity price risk of our supply portfolio and sales portfolio with both physical and financial
transactions, including fixed price sales. While the majority of our sales and purchases in this segment are
index-based, occasionally, we may enter into fixed price sales agreements in the event that a propane distributor
desires to purchase propane from us on a fixed price basis. In such cases, we may manage this risk with
derivatives that allow us to swap our fixed price risk to market index prices that are matched to our market
index supply costs. In addition, we may use financial derivatives to manage the value of our propane
inventories. These transactions are not designated as hedging instruments for accounting purposes and any
change in fair value is reflected in the current period within our consolidated statements of operations as a gain
or loss on commodity derivative activity.

Our portfolio of commodity derivative activity is primarily accounted for using the mark-to-market
method of accounting, whereby changes in fair value are recorded directly to the consolidated statements of
operations; however, depending upon our risk profile and objectives, in certain limited cases, we may execute
transactions that qualify for the hedge method of accounting.

Natural Gas Storage and Pipeline Asset Based Commodity Derivative Program — Our natural gas

A time spread transaction is executed by establishing a long gas position at one point in time and

141

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Commodity Cash Flow Hedges — On March 30, 2012, we acquired the remaining 66.67% interest in

Southeast Texas and commodity derivative hedge instruments (also referred to as the NGL Hedge) related to
the Southeast Texas storage business.

During 2011, Southeast Texas commenced an expansion project to build an additional storage cavern.
Upon completion of the expansion project, Southeast Texas will be required to purchase a significant amount of
base gas to bring the storage cavern to operation. To mitigate risk associated with the forecasted purchase of
natural gas in June, July and August 2013, Southeast Texas executed a series of derivative financial
instruments, which have been designated as cash flow hedges. These cash flow hedges were in a loss position of
$3.3 million as of December 31, 2012 and will fluctuate in value through the term of construction. Any
effective changes in fair value of these derivative instruments will be deferred in AOCI until the underlying
purchase of inventory occurs. While the cash paid or received upon settlement of these hedges will
economically offset the cash required to purchase the base gas, following completion of the additional storage
cavern, any deferred gain or loss at the time of the purchase will remain in AOCI until the cavern is emptied
and the base gas is sold.

In order for storage facilities to remain operational, a minimum level of base gas must be maintained in

each storage cavern, which is capitalized on our consolidated balance sheets as a component of property, plant
and equipment, net. To mitigate the risk associated with the forecasted re-purchase of base gas, in 2008 we
executed a series of derivative financial instruments, which were designated as cash flow hedges. The cash paid
upon settlement of these hedges economically offsets the cash paid to purchase the base gas. As a result, a
deferred loss of $2.7 million was recognized and will remain in AOCI until such time that our cavern is emptied
and the base gas is sold.

Interest Rate Risk

We mitigate a portion of our interest rate risk with interest rate swaps that reduce our exposure to market

rate fluctuations by converting variable interest rates on our existing debt to fixed interest rates. The interest
rate swap agreements convert the interest rate associated with the indebtedness outstanding under our revolving
credit facility to a fixed-rate obligation, thereby reducing the exposure to market rate fluctuations.

At December 31, 2011, we had interest rate swap agreements totaling $450.0 million, of which we had
designated $425.0 million as cash flow hedges and accounted for the remaining $25.0 million under the mark-
to-market method of accounting. In March 2012, we paid down a portion of the revolving credit facility and, as
a result, we discontinued cash flow hedge accounting on $225.0 million of our interest rate swap agreements.
$300.0 million of swap agreements settled in Q2 2012.

At December 31, 2012, we had interest rate swap agreements extending through June 2014 totaling
$150.0 million, which are designated as cash flow hedges. Based on our current operations, we believe our
interest rate swap agreements mitigate our interest rate risk associated with our variable-rate debt. At
December 31, 2012, $150.0 million of the agreements reprice prospectively approximately every 30 days.
Under the terms of the interest rate swap agreements, we pay fixed-rates ranging from 2.94% to 2.99%, and
receive interest payments based on the one-month LIBOR.

Effectiveness of our interest rate swap agreements designated as cash flow hedges is determined by

matching the principal balance and terms with that of the specified obligation. The effective portions of changes
in fair value are recognized in AOCI in the consolidated balance sheets and are reclassified into earnings as the
hedged transactions impact earnings. The effect that these swaps have on our consolidated financial statements,
as well as the effect that is expected over the upcoming 12 months is summarized in the charts below. However,
due to the volatility of the interest rate markets, the corresponding value in AOCI is subject to change prior to
its reclassification into earnings. Ineffective portions of changes in fair value are recognized in earnings.

142

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

On March 8, 2012, we settled $195.0 million of our forward-starting interest rate swap agreements for
$6.6 million. The remaining net deferred losses of $4.7 million in AOCI will be amortized into interest expense
associated with our long-term debt offering through 2022.

Contingent Credit Features

Each of the above risks is managed through the execution of individual contracts with a variety of
counterparties. Certain of our derivative contracts may contain credit-risk related contingent provisions that
may require us to take certain actions in certain circumstances.

We have International Swap Dealers Association, or ISDA, contracts which are standardized master legal
arrangements that establish key terms and conditions which govern certain derivative transactions. These ISDA
contracts contain standard credit-risk related contingent provisions. Some of the provisions we are subject to are
outlined below.

• If we were to have an effective event of default under our Credit Agreement that occurs and is

continuing, our ISDA counterparties may have the right to request early termination and net settlement
of any outstanding derivative liability positions.

• In the event that we or DCP Midstream, LLC were to be downgraded below investment grade by at least
one of the major credit rating agencies, certain of our ISDA counterparties have the right to reduce our
collateral threshold to zero, potentially requiring us to fully collateralize any commodity contracts in a
net liability position.

• Additionally, in some cases, our ISDA contracts contain cross-default provisions that could constitute a
credit-risk related contingent feature. These provisions apply if we default in making timely payments
under those agreements and the amount of the default is above certain predefined thresholds, which are
significantly high and are generally consistent with the terms of our Credit Agreement. As of
December 31, 2012, we are not a party to any agreements that would be subject to these provisions other
than our Credit Agreement.

Our commodity derivative contracts that are not governed by ISDA contracts do not have any credit-risk

related contingent features.

Depending upon the movement of commodity prices and interest rates, each of our individual contracts

with counterparties to our commodity derivative instruments or to our interest rate swap instruments are in
either a net asset or net liability position. As of December 31, 2012, we had $22.2 million of individual
commodity derivative contracts that contain credit-risk related contingent features that were in a net liability
position, and have not posted any cash collateral relative to such positions. If a credit-risk related event were to
occur and we were required to net settle our position with an individual counterparty, our ISDA contracts
permit us to net all outstanding contracts with that counterparty, whether in a net asset or net liability position,
as well as any cash collateral already posted. As of December 31, 2012 if a credit-risk related event were to
occur we may be required to post additional collateral. Additionally, although our commodity derivative
contracts that contain credit-risk related contingent features were in a net liability position as of December 31,
2012, if a credit-risk related event were to occur, the net liability position would be partially offset by contracts
in a net asset position reducing our net liability to $20.0 million.

As of December 31, 2012, we had $150.0 million of individual interest rate swap instruments that were in
a net liability position of $6.1 million and were subject to credit-risk related contingent features. If we were to
have a default of any of our covenants to our Credit Agreement, that occurs and is continuing, the
counterparties to our swap instruments have the right to request that we net settle the instrument in the form of
cash.

143

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Unconsolidated Affiliates

Discovery Producer Services LLC, one of our unconsolidated affiliates, entered into agreements with a
pipe vendor denominated in a foreign currency in connection with the expansion of the natural gas gathering
pipeline system in the deepwater Gulf of Mexico, the Keathley Canyon Connector. Discovery entered into
certain foreign currency derivative contracts to mitigate a portion of the foreign currency exchange risks which
were designated as cash flow hedges. As these hedges are owned by Discovery, an unconsolidated affiliate, we
include the impact to AOCI on our consolidated balance sheet.

Collateral

DCP Midstream, LLC had issued and outstanding parental guarantees totaling $25.0 million in favor of
certain counterparties to our commodity derivative instruments. These parental guarantees reduce the amount of
cash we may be required to post as collateral. As of December 31, 2012, we had no cash collateral posted with
counterparties to our commodity derivative instruments.

Summarized Derivative Information

The following summarizes the balance within AOCI relative to our commodity, interest rate and foreign

currency cash flow hedges:

December 31,
2012

December 31,
2011

(Millions)

Commodity cash flow hedges:

Net deferred losses in AOCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ (5.9)

$ (1.8)

Interest rate cash flow hedges:

Net deferred losses in AOCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Foreign currency cash flow hedges (a):

Net deferred gain in AOCI

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(9.5)

0.7

(19.4)

—

Total AOCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$(14.7)

$(21.2)

(a) Relates to Discovery, our unconsolidated affiliate.

144

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The fair value of our derivative instruments that are designated as hedging instruments and those that are
marked to market each period, as well as the location of each within our consolidated balance sheets, by major
category, is summarized as follows:

Balance Sheet Line Item

December 31,
2012

December 31,
2011

Balance Sheet Line Item

December 31,
2012

December 31,
2011

(Millions)

Derivative Assets Designated as Hedging Instruments:
Commodity derivatives:
Unrealized gains on derivative

instruments — current . . . . . . .

$ —

Unrealized gains on derivative

instruments — long-term . . . .

—

$ —

Interest rate derivatives:
Unrealized gains on derivative

instruments — current . . . . . . .

$ —

Unrealized gains on derivative

instruments — long-term . . . .

—

$ —

—

$ —

—

$ —

Derivative Assets Not Designated as Hedging Instruments:
Commodity derivatives:
Unrealized gains on derivative

instruments — current . . . . . . .

$ 49.4

Unrealized gains on derivative

instruments — long-term . . . .

69.8

$119.2

Interest rate derivatives:
Unrealized gains on derivative

instruments — current . . . . . . .

$ —

Unrealized gains on derivative

instruments — long-term . . . .

—

$ —

$41.2

6.4

$47.6

$ —

—

$ —

Derivative Liabilities Designated as Hedging Instruments:
Commodity derivatives:
Unrealized losses on derivative
. . . . .
Unrealized losses on derivative
instruments — long-term . . .

instruments — current

$ (3.3)

—

$ —

(2.6)

Interest rate derivatives:
Unrealized losses on derivative
. . . . .
Unrealized losses on derivative
instruments — long-term . . .

instruments — current

$ (3.3)

$ (2.6)

$ (4.1)

$(15.7)

(2.0)

(5.0)

$ (6.1)

$(20.7)

Derivative Liabilities Not Designated as Hedging Instruments:
Commodity derivatives:
Unrealized losses on derivative
. . . . .
Unrealized losses on derivative
instruments — long-term . . .

instruments — current

$(23.6)

$(43.8)

(25.2)

(5.7)

Interest rate derivatives:
Unrealized losses on derivative
. . . . .
Unrealized losses on derivative
instruments — long-term . . .

instruments — current

$(29.3)

$(69.0)

$ —

$ (0.4)

—

$ —

$ (0.4)

The following table summarizes the impact on our consolidated balance sheet and consolidated statements

of operations of our derivative instruments that are accounted for using the cash flow hedge method of
accounting for each of the years ended December 31, 2012 and 2011:

Gain (Loss)
Recognized in
AOCI on
Derivatives —
Effective Portion
2012

2011

Gain (Loss)
Reclassified
From AOCI to
Earnings —
Effective Portion
2012

2011

(Millions)

Gain (Loss) Recognized
in Income on
Derivatives —
Ineffective Portion
and Amount
Excluded From
Effectiveness Testing

2012

2011

(Millions)

Interest rate derivatives . . . . . . . . . . . . $(0.7) $(12.4) $(10.6) $(20.4)(a)
Commodity derivatives . . . . . . . . . . . $(0.5) $ (0.9) $ — $ (0.3)(b)
Foreign currency derivatives (e) . . . . . $ 0.7

$ — $ — $ —

$(2.1)
$(0.1)
$ — $ —

$(0.2)(a)(d)
$ —(c)

145

Deferred
Losses in
AOCI
Expected to be
Reclassified
into Earnings
Over the Next
12 Months
(Millions)
$(3.6)
$ —
$ —

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

(a)

(b)

Included in interest expense in our consolidated statements of operations.

Included in sales of natural gas, propane, NGLs and condensate in our consolidated statements of
operations.

(c) For the years ended December 31, 2012 and 2011, no derivative gains or losses were reclassified from
AOCI to current period earnings as a result of the discontinuance of cash flow hedges related to certain
forecasted transactions that are not probable of occurring. The ineffective portion is included in gains
(losses) from commodity derivative activity, net — affiliates in our consolidated statements of operations.

(d) For the year ended December 31, 2012, $0.6 million of derivative losses were reclassified from AOCI to
current period earnings as a result of the discontinuance of cash flow hedges related to certain forecasted
transactions that are not probable of occurring.

(e) Relates to Discovery, our unconsolidated affiliate.

Changes in value of derivative instruments, for which the hedge method of accounting has not been elected

from one period to the next, are recorded in the consolidated statements of operations. The following
summarizes these amounts and the location within the consolidated statements of operations that such amounts
are reflected:

Commodity Derivatives: Statements of Operations Line Item

Third party:

Realized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrealized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Gains from commodity derivative activity, net

. . . . . . . . . . . . . . . . . . . . . . . .

Affiliates:

Gains (losses) from commodity derivative activity, net — affiliates . . . . . . . .

Interest Rate Derivatives: Statements of Operations Line Item

Third party:

Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2011
2010
2012
(Millions)

$ 4.1
13.1

$17.2

$44.4
8.3

$52.7

$(36.4)
43.2

$ 15.9
(10.6)

$ 6.8

$ 5.3

$ 1.7
(0.8)

$ (1.2)
(1.1)

$ 0.9

$ (2.3)

Year Ended December 31,
2011
2010
2012
(Millions)

$(7.5)
7.4

$(0.1)

$(4.6)
5.2

$ 0.6

$(1.5)
3.1

$ 1.6

We do not have any derivative financial instruments that qualify as a hedge of a net investment.

146

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The following tables represent, by commodity type, our net long or short positions that are expected to
partially or entirely settle in each respective year. To the extent that we have long dated derivative positions that
span multiple calendar years, the contract will appear in more than one line item in the tables below.

Year of Expiration
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year of Expiration
2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31, 2012

Crude Oil Natural Gas

Net
(Short)
Position
(Bbls)

Net
(Short)
Position
(MMBtu)

Natural Gas
Liquids
Net
(Short)
Position
(Bbls)

Natural Gas
Basis Swaps
Net Long
(Short)
Position
(MMBtu)

(943,379) (8,887,980) (2,593,955) 9,690,000
(584,365) (4,712,880) (2,584,930) (1,350,000)
—
(401,865) (5,127,155) (2,491,250)
—
—
(183,000)

—

December 31, 2011

Crude Oil
Net
(Short)
Position
(Bbls)

Natural Gas
Net
(Short)
Long Position
(MMBtu)

Natural
Gas
Liquids
Net
(Short)
Position
(Bbls)

Natural Gas
Basis Swaps
Net
Long
Position
(MMBtu)

(695,792) (17,766,000) (478,236) 14,357,500
— 3,600,000
(941,323)
—
—
(547,500)
—
—
(365,000)
—
—
(183,000)

1,635,000
(365,000)
—
—

We periodically enter into interest rate swap agreements to mitigate a portion of our floating rate interest
exposure. As of December 31, 2012, we have swaps with a notional value of $70.0 million and $80.0 million,
which, in aggregate, exchange $150.0 million of our floating rate obligation to a fixed rate obligation through
June 2014.

12. Partnership Equity and Distributions

General — Our partnership agreement requires that, within 45 days after the end of each quarter, we
distribute all of our Available Cash, as defined below, to unitholders of record on the applicable record date, as
determined by our general partner.

In November 2012, we issued 1,912,663 common units to DCP Midstream, LLC as partial consideration

for our 33.33% interest in the Eagle Ford system.

In July 2012, we issued 1,536,098 common units to DCP Midstream, LLC as partial consideration for the

Mont Belvieu fractionators.

In July 2012, we closed a private placement of equity with a group of institutional investors in which we

sold 4,989,802 common units at a price of $35.55 per unit, and received proceeds of $173.8 million net of
offering costs.

In June 2012, we filed a universal shelf registration statement on Form S-3 with the SEC with an unlimited

In March 2012, we issued 5,148,500 common units at $47.42 per unit. We received proceeds of

$234.0 million, net of offering costs.

147

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

In March 2012, we issued 1,000,417 common units to DCP Midstream, LLC as partial consideration for

the remaining 66.67% interest in Southeast Texas.

In February 2012, we issued 30,701 common units under our 2005 Long-Term Incentive Plan, or 2005

LTIP, to employees as compensation for their service.

In January 2012, we issued 727,520 common units to DCP Midstream, LLC as partial consideration for the

remaining 49.9% interest in East Texas.

In August 2011, we entered into an equity distribution agreement with a financial institution, as sales
agent. The agreement provides for the offer and sale from time to time, through our sales agent, common units
having an aggregate offering amount of up to $150.0 million. As of December 31, 2012, approximately
$69.5 million aggregate offering price of our common units remains available for sale pursuant to this equity
distribution agreement. During the three months ended December 31, 2012, we issued 254,265 of our common
units pursuant to the equity distribution agreement, and received proceeds of $10.0 million, net of commissions
and offering costs of $0.7 million. During the year ended December 31, 2012, we issued 1,147,654 of our
common units pursuant to the equity distribution agreement, and received proceeds of $47.4 million, net of
commissions and offering costs of $1.6 million. During the year ended December 31, 2011, we issued 761,285
of our common units pursuant to this equity distribution agreement, and received proceeds of $30.2 million
from the issuance of these common units, net of commissions and offering costs of $1.2 million.

In March 2011, we issued 3,596,636 common units at $40.55 per unit. We received proceeds of

$139.7 million, net of offering costs.

In February 2011, we issued 8,399 common units, from our LTIP to employees as compensation for their

service during 2010, 2009 and 2008.

In November 2010, we issued 2,875,000 common units at $34.96 per unit. We received proceeds of

$96.2 million, net of offering costs.

In August 2010, we issued 2,990,000 common units at $32.57 per unit. We received proceeds of

$93.1 million, net of offering costs.

Definition of Available Cash — Available Cash, for any quarter, consists of all cash and cash equivalents

on hand at the end of that quarter:

• less the amount of cash reserves established by the general partner to:

• provide for the proper conduct of our business;

• comply with applicable law, any of our debt instruments or other agreements; and

• provide funds for distributions to the unitholders and to our general partner for any one or more of the

next four quarters;

• plus, if our general partner so determines, all or a portion of cash and cash equivalents on hand on the

date of determination of Available Cash for the quarter.

General Partner Interest and Incentive Distribution Rights — The general partner is entitled to a
percentage of all quarterly distributions equal to its general partner interest of approximately 1% and limited
partner interest of 1% as of December 31, 2012. The general partner has the right, but not the obligation, to
contribute a proportionate amount of capital to us to maintain its current general partner interest.

The incentive distribution rights held by the general partner entitle it to receive an increasing share of

Available Cash when pre-defined distribution targets are achieved. Currently, our distribution to our general
partner related to its incentive distribution rights is at the highest level. The general partner’s incentive
distribution rights were not reduced as a result of our common unit issuances, and will not be reduced if we

148

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

issue additional units in the future and the general partner does not contribute a proportionate amount of capital
to us to maintain its current general partner interest. Please read the Distributions of Available Cash after the
Subordination Period sections below for more details about the distribution targets and their impact on the
general partner’s incentive distribution rights.

Distributions of Available Cash after the Subordination Period — Our partnership agreement, after
adjustment for the general partner’s relative ownership level, requires that we make distributions of Available
Cash from operating surplus for any quarter after the subordination period, which ended in February 2009, in
the following manner:

• first, to all unitholders and the general partner, in accordance with their pro rata interest, until each

unitholder receives a total of $0.4025 per unit for that quarter;

• second, 13% to the general partner, plus the general partner’s pro rata interest, and the remainder to all

unitholders pro rata until each unitholder receives a total of $0.4375 per unit for that quarter;

• third, 23% to the general partner, plus the general partner’s pro rata interest, and the remainder to all
unitholders pro rata until each unitholder receives a total of $0.525 per unit for that quarter; and

• thereafter, 48% to the general partner, plus the general partner’s pro rata interest, and the remainder to

all unitholders.

The following table presents our cash distributions paid in 2012, 2011 and 2010:

Payment Date

November 14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
August 14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 15, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 14, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
November 14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
August 12, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 13, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 14, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
November 12, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
August 13, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 14, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 12, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Per Unit
Distribution

$0.6800
$0.6700
$0.6600
$0.6500
$0.6400
$0.6325
$0.6250
$0.6175
$0.6100
$0.6100
$0.6000
$0.6000

Total Cash
Distribution
(Millions)
$52.6
$49.4
$42.6
$36.7
$34.9
$34.0
$33.4
$30.0
$27.4
$25.3
$24.6
$24.6

13. Equity-Based Compensation

Total compensation cost for equity-based arrangements was as follows:

Performance Phantom Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Phantom Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restricted Phantom Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2010
2011
2012
(Millions)
$4.2
0.2
2.2

$1.2
0.2
1.4

$0.7
0.2
0.7

Total compensation cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1.6

$6.6

$2.8

On November 28, 2005, the board of directors of our General Partner adopted a Long-Term Incentive
Plan, or the 2005 LTIP, for employees, consultants and directors of our General Partner and its affiliates who

149

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

perform services for us. The 2005 LTIP provides for the grant of limited partner units, or LPUs, phantom units,
unit options and substitute awards, and, with respect to unit options and phantom units, the grant of dividend
equivalent rights, or DERs. Subject to adjustment for certain events, an aggregate of 850,000 LPUs may be
issued and delivered pursuant to awards under the 2005 LTIP. Awards that are canceled or forfeited, or are
withheld to satisfy the General Partner’s tax withholding obligations, are available for delivery pursuant to
other awards.

On February 15, 2012, the board of directors of our General Partner adopted a 2012 LTIP for employees,
consultants and directors of our General Partner and its affiliates who perform services for us. The 2012 LTIP
provides for the grant of phantom units and the grant of DERs. The phantom units consist of a notional unit
based on the value of common units or shares of the Partnership, Spectra Energy, ConocoPhillips and
Phillips 66.

The LTIPs were administered by the compensation committee of the General Partner’s board of directors
through 2012, and by the General Partner’s board of directors beginning in 2013. All awards are subject to cliff
vesting.

Prior to February 18, 2011, substantially all equity-based awards were accounted for as liability awards.

Effective February 18, 2011, the Modification Date, we have the intent and ability to settle certain awards
within our control in units and therefore modified the accounting for these awards. We classified them as equity
awards based on their re-measured fair value. The fair value was determined based on the closing price of our
common units on the Modification Date. Such modification resulted in a reclassification of $1.9 million from
share-based compensation liability to additional paid-in capital on the Modification Date. Compensation
expense on unvested equity awards as of the Modification Date is recognized ratably over each remaining
vesting period.

We account for other awards, which are subject to settlement in cash, as liability awards. Compensation
expense on these awards is recognized ratably over each vesting period, and will be re-measured each reporting
period for all awards outstanding until the units are vested. The fair value of all liability awards is determined
based on the closing price of our common units at each measurement date.

The reclassification of the affected awards did not impact our accounting for dividend equivalent rights as

these instruments will continue to be settled in cash and therefore retain their share-based compensation
liability classification.

Performance Phantom Units — We have awarded Performance Phantom Units, or PPUs, pursuant to the
LTIP to certain employees. PPUs generally vest in their entirety at the end of a three year performance period.
The number of PPUs that will ultimately vest range, in value up to 200% of the outstanding PPUs, depending
on the achievement of specified performance targets over three year performance periods. The final
performance payout is determined by the board of directors of our General Partner. The DERs are paid in cash
at the end of the performance period. Of the remaining PPUs outstanding at December 31, 2012, 3,633 units are
expected to vest on December 31, 2013 and 6,377 units are expected to vest on December 31, 2014.

150

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

At December 31, 2012, there was approximately $0.2 million of unrecognized compensation expense
related to the PPUs that is expected to be recognized over a weighted-average period of 2 years. The following
table presents information related to the PPUs:

Outstanding at January 1, 2010 . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding at December 31, 2010 . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding at December 31, 2011 . . . . . . . . . . . . . . . . . . .
Granted (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Units

67,140
16,630
(14,215)
(2,205)

67,350
10,580
(50,720)
—

27,210
11,740
(20,100)
(7,760)

Outstanding at December 31, 2012 . . . . . . . . . . . . . . . . . . .

11,090

Expected to vest (c) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10,010

Grant Date
Weighted-
Average Price
per Unit

Measurement
Date Price
per Unit

$15.18
$31.80
$33.44
$15.61

$15.42
$41.80
$10.05
$ —

$35.69
$39.31
$34.57
$38.97

$39.24

$41.24

(a)

Includes the impact of conversion of the underlying securities granted under the 2012 LTIP.

(b) The units vested at 121%.

performance estimate for units granted in 2012 is 100%, and for units granted in 2011 is 100%. The
estimated forfeiture rate for units granted in both 2012 and 2011 is 10%.

The estimate of PPUs that are expected to vest is based on highly subjective assumptions that could
potentially change over time, including the expected forfeiture rate and achievement of performance targets.
Therefore, the amount of unrecognized compensation expense noted above does not necessarily represent the
value that will ultimately be realized in our consolidated statements of operations.

The following table presents the fair value of units vested and the unit-based liabilities paid related to

PPUs, including the related DERs:

Fair value of units vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unit-based liabilities paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2011
2010
2012
(Millions)
$5.3
$ —

$ —
$0.8

$1.0
$4.5

Phantom Units — In conjunction with our initial public offering, in January 2006 our General Partner’s
board of directors awarded phantom LPUs, or Phantom Units, to key employees, and to directors who are not
officers or employees of affiliates of the General Partner.

As part of their director fees, we granted 4,000 Phantom Units during each of the years ended

December 31, 2012 and 2011, respectively, and 5,200 Phantom Units during the year ended December 31,
2010, to directors. All of these units vested in their respective grant years, and were settled in units.

The DERs are paid in cash quarterly in arrears.

151

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The following table presents information related to the Phantom Units:

Outstanding at January 1, 2010 . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding at December 31, 2010 . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding at December 31, 2011 . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Units

—
5,200
(5,200)

—
4,000
(4,000)

Outstanding at December 31, 2012 . . . . . . . . . . . . . . . . . . . .

—

Grant Date
Weighted-
Average Price
per Unit

Measurement
Date Price
per Unit

$ —
$24.05
$31.80

$ —
$41.80
$41.80

$ —
$48.03
$48.03

$ —

$—

The following table presents the fair value of units vested related to Phantom Units:

Fair value of units vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2011
2010
2012
(Millions)
$0.2

$0.2

Restricted Phantom Units — Our General Partner’s board of directors awarded restricted phantom LPUs,

or RPUs, to key employees under the LTIP. Of the remaining RPUs outstanding at December 31, 2012, 1,560
units are expected to vest on December 31, 2013 and 1,610 units are expected to vest on December 31, 2014.
The DERs are paid in cash quarterly in arrears.

At December 31, 2012, there was approximately $0.1 million of unrecognized compensation expense
related to the RPUs that is expected to be recognized over a weighted-average period of 2 years. The following
table presents information related to the RPUs:

Outstanding at December 31, 2011 . . . . . . . . . . . . . . . . . . .
Granted (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding at December 31, 2012 . . . . . . . . . . . . . . . . . . .

Expected to vest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

152

Units

67,140
16,630
(14,215)
(2,205)

67,350
10,580
(58,600)
—

19,330
11,740
(19,060)
(7,760)

4,250

3,170

Grant Date
Weighted-
Average Price
per Unit

Measurement
Date Price
per Unit

$15.18
$31.80
$33.44
$15.61

$15.42
$41.80
$12.97
$ —

$37.27
$39.31
$37.31
$43.27

$39.63

$39.76

$41.31

$41.34

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

(a)

Includes the impact of conversion of the underlying securities granted under the 2012 LTIP.

The following table presents the fair value of units vested and the unit-based liabilities paid for unit based

awards related to Restricted Phantom Units:

Fair value of units vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unit-based liabilities paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,
2011
2010
2012
(Millions)
$2.5
$0.6

$1.2
$2.4

$0.5
$ —

The estimate of RPUs that are expected to vest is based on highly subjective assumptions that could
potentially change over time, including the expected forfeiture rate, which was estimated at 30% for units
granted in 2012 and 20% for units granted in 2011. Therefore, the amount of unrecognized compensation
expense noted above does not necessarily represent the value that will ultimately be realized in our consolidated
statements of operations.

14. Income Taxes

We are structured as a master limited partnership with sufficient qualifying income, which is a pass-

through entity for federal income tax purposes. Accordingly, we had no federal income tax expense for the
years ended December 31, 2012 and 2010.

On December 30, 2010, we acquired all of the interests in Marysville Hydrocarbons Holdings, LLC, an
entity that owned a taxable C-Corporation consolidated return group. We estimated $35.0 million of deferred
tax liabilities resulting from built-in tax gains recognized in the transaction and recorded this as part of our
preliminary acquisition accounting as of December 31, 2010. On January 4, 2011, we merged two wholly-
owned subsidiaries of Marysville Hydrocarbons Holding, LLC and converted the combined entity’s
organizational structure from a corporation to a limited liability company. This conversion to a limited liability
company triggered the deferred tax liabilities resulting from built-in tax gains to become currently payable.
Accordingly, the estimated $35.0 million of deferred tax liabilities at December 31, 2010 became currently
payable on January 4, 2011. During 2011, we made federal and state tax payments of $29.3 million and
$0.3 million, respectively, related to our estimated $35.0 million tax liability that resulted from our acquisition
of Marysville. In 2011, the remaining $5.4 million estimated tax payable was reclassified to goodwill in our
final acquisition accounting for the Marysville business combination.

The State of Texas imposes a margin tax that is assessed at 1% of taxable margin apportioned to Texas.
For the years ended December 31, 2011 and 2010, the state of Michigan imposed a business tax of 0.8% on
gross receipts, and 4.95% of Michigan taxable income. The sum of the gross receipts and income tax was
subject to a tax surcharge of 21.99%. The Michigan business tax was repealed for the year ended December 31,
2012.

153

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Income tax expense consists of the following:

Year Ended December 31,
2010
2011
2012
(Millions)

Current:

Federal income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $(29.3)
(1.3)

(1.0)

$ —
(1.1)

Deferred:

Federal income tax benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State income tax (expense) benefit

—
—

29.3
0.8

—
(0.4)

Total income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$(1.0)

$ (0.5)

$(1.5)

We had net long-term deferred tax liabilities of $3.4 million as of December 31, 2012 and 2011, included
in other long-term liabilities on the consolidated balance sheets. These state deferred tax liabilities relate to our
East Texas operations, and are primarily associated with depreciation related to property plant and equipment.

Our effective tax rate differs from statutory rates, primarily due to being structured as a master limited
partnership, which is a pass-through entity for federal income tax purposes, while being treated as a taxable
entity in certain states

15. Net Income or Loss per Limited Partner Unit

Our net income or loss is allocated to the general partner and the limited partners, including the holders of

the subordinated units, through the date of subordinated conversion, in accordance with their respective
ownership percentages, after allocating Available Cash generated during the period in accordance with our
partnership agreement.

Securities that meet the definition of a participating security are required to be considered for inclusion in

the computation of basic earnings per unit using the two-class method. Under the two-class method, earnings
per unit is calculated as if all of the earnings for the period were distributed under the terms of the partnership
agreement, regardless of whether the general partner has discretion over the amount of distributions to be made
in any particular period, whether those earnings would actually be distributed during a particular period from an
economic or practical perspective, or whether the general partner has other legal or contractual limitations on its
ability to pay distributions that would prevent it from distributing all of the earnings for a particular period.

These required disclosures do not impact our overall net income or loss or other financial results; however,

in periods in which aggregate net income exceeds our Available Cash it will have the impact of reducing net
income per LPU.

Basic and diluted net income or loss per LPU is calculated by dividing net income or loss allocable to
limited partners, by the weighted-average number of outstanding LPUs during the year. Diluted net income or
loss per limited partner unit is computed based on the weighted average number of units plus the effect of
dilutive potential units outstanding during the period using the two-class method. Dilutive potential units
include outstanding Performance Units, Phantom Units and Restricted Units. The dilutive effect of unit-based
awards was 33,043 and 64,286 equivalent units during the years ended December 31, 2012 and 2011.

16. Commitments and Contingent Liabilities

Litigation

Prospect — During the fourth quarter of 2011, we received a claim for arbitration (the “Claim”) filed with

154

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

owned, directly or indirectly, our Marysville NGL storage facility (collectively, the “Respondents”). EE Group
is our indirect subsidiary which we acquired in connection with our acquisition of Marysville Hydrocarbons
Holdings, LLC (“Marysville”) on December 30, 2010 (the “Acquisition”). The Claim involves actions taken
and time periods prior to our ownership of EE Group and Marysville, and includes several causes of action
including claims of civil conspiracy, breach of fiduciary duty and fraud. We acquired a 90% interest in
Marysville from Dart Energy Corporation, a 5% interest in Marysville from Prospect Street Energy, LLC
and a 100% interest in EE Group, which owned the remaining 5% interest in Marysville. The Claimants seek,
from the Respondents collectively, alleged actual, punitive and treble damages and disgorgement of profits, as
well as fees and costs. The purchase agreements for the Acquisition contain indemnification and other
provisions that may provide some protection to us for any breach of the representations, warranties and
covenants made by the sellers in the Acquisition. In August 2012, we entered into a Settlement Agreement with
the Claimants in which the Claimants have agreed that if an award is issued to the Claimants in the arbitration,
the Claimants will not attempt to recover such an award from us. Notwithstanding that agreement, this matter is
subject to the uncertainties inherent in any litigation, and the ultimate outcome of this matter may not be known
for an extended period of time.

Other — We are not a party to any other significant legal proceedings, but are a party to various

administrative and regulatory proceedings and commercial disputes that have arisen in the ordinary course of
our business. Management currently believes that the ultimate resolution of the foregoing matters, taken as a
whole, and after consideration of amounts accrued, insurance coverage or other indemnification arrangements,
will not have a material adverse effect on our consolidated results of operations, financial position, or cash
flow.

Insurance — We renewed our insurance policies in May, June and July 2012 for the 2012-2013 insurance

year. We contract with third party and affiliate insurers for: (1) automobile liability insurance for all owned,
non-owned and hired vehicles; (2) general liability insurance; (3) excess liability insurance above the
established primary limits for general liability and automobile liability insurance; and (4) property insurance,
which covers replacement value of real and personal property and includes business interruption/extra expense.
These renewals have not resulted in any material change to the premiums we are contracted to pay in the 2012-
2013 insurance year compared with the 2011-2012 insurance year. We are jointly insured with DCP Midstream,
LLC for directors and officers insurance covering our directors and officers for acts related to our business
activities. All coverage is subject to certain limits and deductibles, the terms and conditions of which are
common for companies that are of similar size to us and with similar types of operations.

Our insurance on Discovery for the 2012-2013 insurance year includes general and excess liability,
onshore property damage, including named windstorm and business interruption, and offshore non-wind
property and business interruption insurance. The availability of offshore named windstorm property and
business interruption insurance has been significantly reduced over the past few years as a result of higher
industry-wide damage claims. Additionally, the named windstorm property and business interruption insurance
that is available comes at uneconomic premium levels, higher deductibles and lower coverage limits. As such,
Discovery has elected to not purchase offshore named windstorm property and business interruption insurance
coverage for the 2012-2013 insurance year.

155

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

including citizen suits, which can include the assessment of monetary penalties, the imposition of remedial
requirements, and the issuance of injunctions or restrictions on operation. Management believes that, based on
currently known information, compliance with these laws and regulations will not have a material adverse
effect on our consolidated results of operations, financial position or cash flows.

Indemnification — DCP Midstream, LLC has indemnified us for certain potential environmental claims,

losses and expenses associated with the operation of the assets of certain of our predecessors.

Other Commitments and Contingencies — We utilize assets under operating leases in several areas of
operation. Consolidated rental expense, including leases with no continuing commitment, totaled $12.9 million,
$13.1 million and $12.8 million for the years ended December 31, 2012, 2011 and 2010, respectively. Rental
expense for leases with escalation clauses is recognized on a straight line basis over the initial lease term.

Minimum rental payments under our various operating leases in the year indicated are as follows at

December 31, 2012:

2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(Millions)
$10.8
5.6
3.5
2.4
1.1
0.9

Total minimum rental payments . . . . . . . . . . . . . . . . . . . .

$24.3

17. Business Segments

Our operations are located in the United States and are organized into three reporting segments: Natural

Gas Services; NGL Logistics; and Wholesale Propane Logistics.

Natural Gas Services — Our Natural Gas Services segment provides services that include gathering,
compressing, treating, processing, transporting and storing natural gas. The segment consists of our Northern
Louisiana system, our Southern Oklahoma system, our Wyoming system, our Michigan system, our Southeast
Texas system, our East Texas system, our 75% interest in the Colorado system, our 40% interest in Discovery,
and our 33.33% interest in the Eagle Ford system.

NGL Logistics — Our NGL Logistics segment provides services that include transportation, storage and

fractionation of NGLs. The segment consists of the Seabreeze and Wilbreeze intrastate NGL pipelines, the
Wattenberg and Black Lake interstate NGL pipelines, our 10% interest in the Texas Express NGL pipeline, the
NGL storage facility in Michigan, the DJ Basin NGL fractionators in Colorado, our 12.5% interest in the Mont
Belvieu Enterprise fractionator, and our 20% interest in the Mont Belvieu 1 fractionator.

Wholesale Propane Logistics — Our Wholesale Propane Logistics segment provides services that include

the receipt of propane by pipeline, rail or ship to our terminals that deliver the product to distributors. The
segment consists of six owned rail terminals, one owned marine terminal, one leased marine terminal, one
pipeline terminal and access to several open-access pipeline terminals.

These segments are monitored separately by management for performance against our internal forecast and

are consistent with internal financial reporting. These segments have been identified based on the differing
products and services, regulatory environment and the expertise required for these operations. Gross margin is a
performance measure utilized by management to monitor the business of each segment.

156

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

The following tables set forth our segment information:

Year Ended December 31, 2012:

Natural Gas
Services

NGL
Logistics

Wholesale
Propane
Logistics

Other

Eliminations
(f)

Total

(Millions)

Total operating revenue . . . . . . . . . . . . . . . .

$1,242.7

$ 63.5

$414.7

$ —

$(0.2)

$1,720.7

Gross margin (a) . . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . .
Depreciation and amortization expense . . . .
General and administrative expense . . . . . . .
Earnings from unconsolidated affiliates . . . .
Other operating income . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . .
Income tax expense (b)

Net income (loss) . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling

$ 314.0
(92.4)
(54.7)
—
17.6
—
—
—

$ 63.5
(16.1)
(6.2)
—
11.3
0.5
—
—

$ 41.7
(14.7)
(2.5)

$ —
—
—
— (45.8)
—
—
—
—
— (42.2)
(1.0)
—

184.5

53.0

24.5

(89.0)

interests . . . . . . . . . . . . . . . . . . . . . . . . . . .

(5.0)

—

$ —
—
—
—
—
—
—
—

—

$ 419.2
(123.2)
(63.4)
(45.8)
28.9
0.5
(42.2)
(1.0)

173.0

(5.0)

Net income (loss) attributable to partners . .

$ 179.5

$ 53.0

$ 24.5

$(89.0)

$ —

$ 168.0

Net unrealized gains on derivative

instruments (c) . . . . . . . . . . . . . . . . . . . . .

19.8

$ — $

1.5

$ —

Capital expenditures . . . . . . . . . . . . . . . . . . .

$ 185.0

$ 11.8

3.6

$ —

Acquisitions net of cash acquired . . . . . . . . .

$ 657.6

$ 29.8

$ — $ —

Investments in unconsolidated affiliates . . .

$ 141.3

$ 42.7

$ — $ —

$ —

21.3

$ 200.4

$ 687.4

$ 184.0

157

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Year Ended December 31, 2011:

Natural Gas
Services

NGL
Logistics

Wholesale
Propane
Logistics

Other

Eliminations
(f)

Total

(Millions)

Total operating revenue . . . . . . . . . . . . . . . .

$1,670.4

$ 56.6

$633.6

$ —

$(2.2)

$2,358.4

Net income (loss) . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling

$ 322.3
(94.7)
(89.5)
—
22.7
—
—
—

$ 52.0
(15.9)
(8.2)
—
—
0.5
—
—

$ 51.1
(15.1)
(2.9)

$ —
—
—
— (48.3)
—
—
—
—
— (33.9)
(0.5)
—

160.8

28.4

33.1

(82.7)

interests . . . . . . . . . . . . . . . . . . . . . . . . . . .

(18.8)

—

$ —
—
—
—
—
—
—
—

—

$ 425.4
(125.7)
(100.6)
(48.3)
22.7
0.5
(33.9)
(0.5)

139.6

(18.8)

Net income (loss) attributable to partners . .

$ 142.0

$ 28.4

$ 33.1

$(82.7)

$ —

$ 120.8

Net unrealized gains on derivative

instruments (c) . . . . . . . . . . . . . . . . . . . . .

41.8

$ — $

Capital expenditures . . . . . . . . . . . . . . . . . . .

$ 151.8

$ 9.3

0.3

4.6

$ (2.2)

$ —

Acquisitions net of cash acquired . . . . . . . . .

$ 145.2

$ 29.6

$ — $ —

Investments in unconsolidated affiliates . . .

7.0

$ — $ — $ —

$ —

39.9

$ 165.7

$ 174.8

7.0

Year Ended December 31, 2010:

Natural Gas
Services

NGL
Logistics

Total operating revenue . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,617.6

$ 17.6

Gross margin (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . . . . . . . . . . . . . .
Depreciation and amortization expense . . . . . . . . . . . . . . .
General and administrative expense . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . . . . . . . .
Other operating income . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step acquisition – equity interest re-measurement gain . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense (b) . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling interests . . . . .

$ 283.5
(82.0)
(83.5)
—
23.0
2.0
—
—
—

143.0
(9.2)

$ 12.9
(3.7)
(2.6)
—
0.8
—
9.1
—
—

16.5
—

Wholesale
Propane
Logistics

(Millions)
$473.2

Other

Total

$ — $2,108.4

$ 28.9
(12.6)
(1.9)

$ — $ 325.3
(98.3)
(88.1)
(45.8)
23.8
5.0
9.1
(29.1)
(1.5)

—
(0.1)
— (45.8)
—
—
—
3.0
—
—
— (29.1)
(1.5)
—

17.4
—

(76.5)
—

100.4
(9.2)

Net income (loss) attributable to partners . . . . . . . . . . . . .

$ 133.8

$ 16.5

$ 17.4

$(76.5) $

91.2

Net unrealized gains on derivative instruments (c) . . . . . .

Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Acquisitions net of cash acquired . . . . . . . . . . . . . . . . . . .

Investments in unconsolidated affiliates . . . . . . . . . . . . . .

(8.8)

$ — $ (1.0)

$ 1.4

(8.4)

63.8

78.8

$ 11.5

0.6

$ — $

75.9

$135.5

$ 67.8

$ — $ 282.1

2.3

$ — $ — $ — $

2.3

158

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

2012

December 31,
2011
(Millions)

2010

Segment long-term assets:

Natural Gas Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
NGL Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale Propane Logistics (d) . . . . . . . . . . . . . . . . . . . . . . . . . .
Other (e) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total long-term assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2,133.9
339.7
105.0
84.3

2,662.9
309.1

$1,555.4
250.1
104.2
14.0

1,923.7
353.7

$1,469.3
221.7
101.7
4.1

1,796.8
350.4

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2,972.0

$2,277.4

$2,147.2

(a) Gross margin consists of total operating revenues, including commodity derivative activity, less purchases
of natural gas, propane, NGLs and condensate. Gross margin is viewed as a non-GAAP measure under the
rules of the SEC, but is included as a supplemental disclosure because it is a primary performance measure
used by management as it represents the results of product sales versus product purchases. As an indicator
of our operating performance, gross margin should not be considered an alternative to, or more meaningful
than, net income or cash flow as determined in accordance with GAAP. Our gross margin may not be
comparable to a similarly titled measure of another company because other entities may not calculate gross
margin in the same manner.

(b) For the years ended December 31, 2011 and 2010, income tax expense relates primarily to the Texas

margin tax and the Michigan business tax. The Michigan business tax was repealed in 2012; accordingly,
income tax expense for the year ended December 31, 2012 relates primarily to the Texas margin tax.

is included in segment gross margin, along with cash settlements for our derivative contracts.

(d) Our July 30, 2010 acquisition of an additional 50% interest in Black Lake from an affiliate of BP PLC

brought our ownership interest in Black Lake to 100%. Prior to our acquisition of an additional 50%
interest in Black Lake, we accounted for Black Lake under the equity method of accounting. Subsequent to
this transaction we account for Black Lake as a consolidated subsidiary.

(e) Other long-term assets not allocable to segments consist of restricted investments, unrealized gains on

derivative instruments, corporate leasehold improvements and other long-term assets.

(f) Represents intersegment revenues consisting of sales of NGLs by Marysville in our NGL Logistics

segment to our Wholesale Propane segment.

18. Supplemental Cash Flow Information

Year Ended December 31,
2010
2011
2012
(Millions)

Cash paid for interest and income taxes:

Cash paid for interest, net of amounts capitalized . . . . . . . . . . . . . . . . . .
Cash paid for income taxes, net of income tax refunds . . . . . . . . . . . . . .

$22.8
$ 0.7

$17.2
$29.9

$ 7.8
$ 0.9

Non-cash investing and financing activities:

Property, plant and equipment acquired with accounts payable . . . . . . .
Other non-cash additions of property, plant and equipment . . . . . . . . . .
Accounts payable related to equity issuance costs . . . . . . . . . . . . . . . . .
Acquisition related contingent consideration . . . . . . . . . . . . . . . . . . . . .
Non-cash contribution from noncontrolling interests . . . . . . . . . . . . . . .
Non-cash contribution from DCP Midstream, LLC . . . . . . . . . . . . . . . .
Non-cash change in parent advances . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 6.3
$14.2
$18.3
$12.1
$ 3.0
$ 5.8
$ 0.2
$ 0.2
$ (0.2)
$ — $ — $ 3.1
$ — $ — $ 0.5
$ — $ —
$ 0.3
$ —
$ — $ 4.4

159

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

19. Quarterly Financial Data (Unaudited)

Our consolidated results of operations by quarter for the years ended December 31, 2012 and 2011 were as

follows (millions, except per unit amounts):

2012

Total operating revenues . . . . . . . . . . . . . . .
Operating income . . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling

interests . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to partners . . . . . . .
Net income (loss) allocable to limited

First

Second

Third

Fourth

$525.6
$ 31.1
$ 24.0

$413.7
$ 89.4
$ 79.8

$330.9
1.4
$
1.9
$

$450.5
$ 65.4
$ 67.3

Year Ended
December 31,
2012

$1,720.7
$ 187.3
$ 173.0

$ (0.7)
$ 23.3

$ (0.7)
$ 79.1

$ (0.6)
1.3
$

$ (3.0)
$ 64.3

$
(5.0)
$ 168.0

partners . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 12.3

$ 68.9

$ (9.5)

$ 52.5

$ 124.2

Basic and diluted net income (loss) per

limited partner unit . . . . . . . . . . . . . . . . . .

$ 0.26

$ 1.33

$ (0.16)

$ 0.87

2.28

2011

interests . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to partners . . . . . . .
Net income (loss) allocable to limited

First

Second

Third

Fourth

$633.9
7.3
$
3.5
$

$575.6
$ 60.3
$ 57.4

$593.6
$ 70.2
$ 68.1

$555.3
$ 13.5
$ 10.6

Year Ended
December 31,
2011

$2,358.4
$ 151.3
$ 139.6

$ (3.5)
$ (9.7)
$ — $ 47.7

$
0.4
$ 68.5

$ (6.0)
4.6
$

$ (18.8)
$ 120.8

partners . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ (11.4)

$ 35.3

$ 59.5

$ (8.2)

Basic net (loss) income per limited partner

unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ (0.28)

$ 0.80

$ 1.35

$ (0.19)

75.2

1.73

160

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

20. Supplementary Information — Condensed Consolidating Financial Information

The following condensed consolidating financial information presents the results of operations, financial

position and cash flows of DCP Midstream Partners, LP, or parent guarantor, DCP Midstream Operating LP, or
subsidiary issuer, which is a 100% owned subsidiary, and non-guarantor subsidiaries, as well as the consolidating
adjustments necessary to present DCP Midstream Partners, LP’s results on a consolidated basis. In conjunction
with the universal shelf registration statements on Form S-3 filed with the SEC on May 26, 2010 and June 14,
2012, the parent guarantor has agreed to fully and unconditionally guarantee securities of the subsidiary issuer. For
the purpose of the following financial information, investments in subsidiaries are reflected in accordance with the
equity method of accounting. The financial information may not necessarily be indicative of results of operations,
cash flows, or financial position had the subsidiaries operated as independent entities.

Condensed Consolidating Balance Sheets
December 31, 2012
Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Subsidiary
Issuer

Parent
Guarantor

Consolidated

Current assets:

ASSETS

Cash and cash equivalents . . . . . . . . . . . .
Accounts receivable, net . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

— $
—
—
—

Total current assets . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . .
Goodwill and intangible assets, net
. . . . . . .
Advances receivable — consolidated

subsidiaries . . . . . . . . . . . . . . . . . . . . . . . .
Investments in consolidated subsidiaries . . .
Investments in unconsolidated affiliates . . . .
Other long-term assets . . . . . . . . . . . . . . . . .

—
—
—

873.2
174.8
—
—

3.4
—
—
—

3.4
—
—

1,424.2
370.6
—
10.6

(Millions)

0.9
181.3
74.7
51.8

308.7
1,727.4
290.7

—
—
558.0
76.2

(3.0)
—
—
—

(3.0)
—
—

(2,297.4)
(545.4)
—
—

1.3
181.3
74.7
51.8

309.1
1,727.4
290.7

—
—
558.0
86.8

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,048.0

$1,808.8

$2,961.0

$(2,845.8)

$2,972.0

LIABILITIES AND EQUITY

Accounts payable and other current

liabilities . . . . . . . . . . . . . . . . . . . . . . . . . .

0.2

11.8

$ 224.4

(3.0)

$ 233.4

Advances payable — consolidated

subsidiaries . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . .

—
—
— 1,620.3
1.9
—

Total liabilities . . . . . . . . . . . . . . . . .

0.2

1,634.0

2,297.4
—
33.2

2,555.0

(2,297.4)
—
—

(2,300.4)

—
1,620.3
35.1

1,888.8

Commitments and contingent liabilities
Equity:
Partners’ equity

Net equity . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive

loss . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,047.8

184.3

375.8

(545.4)

1,062.5

Total partners’ equity . . . . . . . . . . . . . . . . . .
Noncontrolling interests . . . . . . . . . . . . . . . .
Total equity . . . . . . . . . . . . . . . . . . . . . .

1,047.8
—
1,047.8

174.8
—
174.8

—

(9.5)

(5.2)

370.6
35.4
406.0

—

(14.7)

(545.4)
—
(545.4)

1,047.8
35.4
1,083.2

Total liabilities and equity . . . . . . . .

$1,048.0

$1,808.8

$2,961.0

$(2,845.8)

$2,972.0

161

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Balance Sheets
December 31, 2011 (a)
Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Subsidiary
Issuer

Parent
Guarantor

Consolidated

ASSETS

Current assets:

$ — $
—
—
—

Total current assets . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . .
Goodwill and intangible assets, net
. . . . . . .
Advances receivable — consolidated

—
—
—

370.7
515.2
—
—

3.6
—
—
—

3.6
—
—

597.2
679.3
—
5.6

(Millions)

6.4
214.8
87.9
43.4

352.5
1,499.4
299.1

—
—
107.1
12.5

(2.4)
—
—
—

(2.4)
—
—

(967.9)
(1,194.5)
—
—

7.6
214.8
87.9
43.4

353.7
1,499.4
299.1

—
—
107.1
18.1

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . .

$885.9

$1,285.7

$2,270.6

$(2,164.8)

$2,277.4

LIABILITIES AND EQUITY

Accounts payable and other current

liabilities . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $

18.7

$ 364.2

(2.4)

$ 380.5

Advances payable — consolidated

subsidiaries . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt . . . . . . . . . . . . . . . . . . . . . . .
Other long-term liabilities . . . . . . . . . . . . . . .

Total liabilities . . . . . . . . . . . . . . . . .

Commitments and contingent liabilities
Equity:
Partners’ equity

Predecessor equity . . . . . . . . . . . . . . . . . .
Net equity . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive

loss . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total partners’ equity . . . . . . . . . . . . . . . . . .
Noncontrolling interests . . . . . . . . . . . . . . . .

Total equity . . . . . . . . . . . . . . . . . . . . . .

—
—
—

—

—
885.9

—

885.9
—

885.9

—
746.8
5.0

770.5

—
534.6

(19.4)

515.2
—

515.2

967.9
—
46.8

1,378.9

(967.9)
—
—

(970.3)

—
746.8
51.8

1,179.1

257.4
423.7

(1.8)

679.3
212.4

891.7

—
(1,194.5)

—

(1,194.5)
—

257.4
649.7

(21.2)

885.9
212.4

(1,194.5)

1,098.3

Total liabilities and equity . . . . . . . .

$885.9

$1,285.7

$2,270.6

$(2,164.8)

$2,277.4

(a) The financial information as of December 31, 2011 includes the results of Southeast Texas, a transfer of
net assets between entities under common control that was accounted for as if the transfer occurred at the
beginning of the period, and prior years are retrospectively adjusted to furnish comparative information
similar to the pooling method.

162

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Operating revenues:

Sales of natural gas, propane, NGLs and

condensate . . . . . . . . . . . . . . . . . . . . . . .
Transportation, processing and other . . . .
Gains from commodity derivative

activity, net . . . . . . . . . . . . . . . . . . . . . .

Total operating revenues . . . . . . . . . . . .

Operating costs and expenses:

Purchases of natural gas, propane and

NGLs . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating and maintenance expense . . . . .
Depreciation and amortization expense . .
General and administrative expense . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . .

Total operating costs and expenses . . . .

Operating income . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . .
Interest expense, net
Earnings from unconsolidated affiliates . . . .
Earnings from consolidated subsidiaries . . .

Income before income taxes . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling
interests . . . . . . . . . . . . . . . . . . . . . . . . .

Condensed Consolidating Statements of Operations
Year Ended December 31, 2012

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Consolidated

(Millions)

$ — $ —
—

—

$1,465.9
185.0

$ —
—

$1,465.9
185.0

—

—
—
—
—
—

—

—
—
—
168.0

168.0
—

168.0

—

—
—
—
—
—

—

—
(41.9)
—
209.9

168.0
—

168.0

—

69.8

1,720.7

1,301.5
123.2
63.4
45.8
(0.5)

1,533.4

187.3
(0.3)
28.9
—

215.9
(1.0)

214.9

(5.0)

—

—
—
—
—
—

—

—
—
—
(377.9)

(377.9
—

(377.9)

69.8

1,720.7

1,301.5
123.2
63.4
45.8
(0.5)

1,533.4

187.3
(42.2)
28.9
—

174.0
(1.0)

173.0

—

(5.0)

Net income attributable to partners . . . . . . . .

$168.0

$ 209.9

$(377.9)

$ 168.0

163

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Statement of Comprehensive Income
Year Ended December 31, 2012

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments Consolidated

(Millions)

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$168.0

$214.9

$(377.9)

$173.0

Other comprehensive income:

Reclassification of cash flow hedge losses

into earnings . . . . . . . . . . . . . . . . . . . . . . .

Net unrealized (losses) gains on cash flow

hedges . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net unrealized (losses) gains on cash flow

hedges — predecessor operations . . . . . . .

Other comprehensive income from

consolidated subsidiaries . . . . . . . . . . . . .

Total other comprehensive income . . . . . .

Total comprehensive income . . . . . . . . . . . . . .
Total comprehensive income attributable to

—

10.1

10.6

(0.7)

—

0.2

10.1

—

0.8

(0.6)

—

0.2

—

(10.3)

10.6

0.1

(0.6)

—

10.1

178.1

215.1

(388.2)

183.1

noncontrolling interests . . . . . . . . . . . . . . .

—

(5.0)

—

(5.0)

Total comprehensive income attributable to

partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$178.1

$210.1

$(388.2)

$178.1

164

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Operating revenues:

Sales of natural gas, propane, NGLs and

condensate . . . . . . . . . . . . . . . . . . . . . . .
Transportation, processing and other . . . .
Gains from commodity derivative

activity, net . . . . . . . . . . . . . . . . . . . . . .

Total operating revenues . . . . . . . . . . . .

Operating costs and expenses:

Purchases of natural gas, propane and

Total operating costs and expenses . . . .

Income before income taxes . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income attributable to noncontrolling
interests . . . . . . . . . . . . . . . . . . . . . . . . .

Condensed Consolidating Statements of Operations
Year Ended December 31, 2011 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Consolidated

(Millions)

$ — $ —
—

—

$2,178.5
172.2

$ —
—

$2,178.5
172.2

—

—
—
—
—
—

—

—
—
—
120.8

120.8
—

120.8

—

—
—
—
—
—

—

—
(33.5)
—
154.3

120.8
—

120.8

—

7.7

2,358.4

1,933.0
125.7
100.6
48.3
(0.5)

2,207.1

151.3
(0.4)
22.7
—

173.6
(0.5)

173.1

(18.8)

—

—
—
—
—
—

—

—
—
—
(275.1)

(275.1)
—

(275.1)

7.7

2,358.4

1,933.0
125.7
100.6
48.3
(0.5)

2,207.1

151.3
(33.9)
22.7
—

140.1
(0.5)

139.6

—

(18.8)

Net income attributable to partners . . . . . . . .

$120.8

$ 154.3

$(275.1)

$ 120.8

165

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss):

Reclassification of cash flow hedges into

earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net unrealized losses on cash flow hedges . . .
Net unrealized losses on cash flow hedges —
predecessor operations . . . . . . . . . . . . . . . .

Other comprehensive income (loss) from

consolidated subsidiaries . . . . . . . . . . . . . .

Total other comprehensive income

(loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Condensed Consolidating Statements of Comprehensive Income
Year Ended December 31, 2011 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments Consolidated

$120.8

$173.1

$(275.1)

$139.6

(Millions)

—
—

—

5.6

20.4
(12.4)

—

(2.4)

5.6

0.3
(0.9)

(1.8)

—

(2.4)

170.7

—
—

—

(3.2)

(278.3)

20.7
(13.3)

(1.8)

—

5.6

145.2

Total comprehensive income . . . . . . . . . . . . . . .
Total comprehensive income attributable to

126.4

noncontrolling interests . . . . . . . . . . . . . . . .

—

(18.8)

—

(18.8)

Total comprehensive income attributable to

partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$126.4

$151.9

$(278.3)

$126.4

166

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Operating revenues:

Sales of natural gas, propane, NGLs and

condensate . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transportation, processing and other . . . . . . . . .
Gains from commodity derivative activity,

net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total operating revenues . . . . . . . . . . . . . . . .

Operating costs and expenses:

Purchases of natural gas, propane and NGLs . .
Operating and maintenance expense . . . . . . . . .
Depreciation and amortization expense . . . . . . .
General and administrative expense . . . . . . . . .
Step acquisition — equity interest re-

measurement gain . . . . . . . . . . . . . . . . . . . . .
Other income . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total operating costs and expenses . . . . . . . .

Operating (loss) income . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from unconsolidated affiliates . . . . . . . .
Earnings from consolidated subsidiaries . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income attributable to noncontrolling

Condensed Consolidating Statements of Operations
Year Ended December 31, 2010 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-
Guarantor
Subsidiaries

(Millions)

Consolidating
Adjustments Consolidated

$ — $ — $1,975.1
130.3
—

—

$ —
—

$1,975.1
130.3

—

—
—
—
—

—
—

—

—
—
—
91.2

91.2
—

91.2

—

—
—
—
0.2

—
—

0.2

(0.2)
(28.8)
—
120.2

91.2
—

91.2

—

3.0

2,108.4

1,783.1
98.3
88.1
45.6

(9.1)
(5.0)

2,001.0

107.4
(0.3)
23.8
—

130.9
(1.5)

129.4

—

—
—
—
—

—
—

—

—
—
—
(211.4)

(211.4)
—

(211.4)

3.0

2,108.4

1,783.1
98.3
88.1
45.8

(9.1)
(5.0)

2,001.2

107.2
(29.1)
23.8
—

101.9
(1.5)

100.4

(9.2)

—

(9.2)

interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Net income attributable to partners . . . . . . . . . . . .

$91.2

$ 91.2

$ 120.2

$(211.4)

91.2

167

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Statements of Comprehensive Income
Year Ended December 31, 2010 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-
Guarantor
Subsidiaries

(Millions)

Consolidating
Adjustments Consolidated

$91.2

$ 91.2

$129.4

$(211.4)

$100.4

—
—

4.2

95.4

22.4
(18.7)

0.5

4.2

95.4

—

0.5
—

—

0.5

—
—

(4.7)

22.9
(18.7)

—

4.2

129.9

(216.1)

104.6

(9.2)

—

(9.2)

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income:

Reclassification of cash flow hedges into

earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net unrealized losses on cash flow hedges . . . .

Other comprehensive income (loss) from

consolidated subsidiaries . . . . . . . . . . . . . . . . . .

Total other comprehensive income . . . . . . . .

Total comprehensive income . . . . . . . . . . . . . . . . .
Total comprehensive income attributable to

noncontrolling interests . . . . . . . . . . . . . . . . .

—

Total comprehensive income attributable to

partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$95.4

$ 95.4

$120.7

$(216.1)

$ 95.4

(a) The financial information as of December 31, 2010 includes the results of our 100% interest in Southeast

Texas and commodity derivative hedge instruments related to the Southeast Texas storage business. These
transfers of net assets between entities under common control were accounted for as if the transfers
occurred at the beginning of the period, and prior years were retrospectively adjusted to furnish
comparative information similar to the pooling method.

168

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Statements of Cash Flows
Year Ended December 31, 2012

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Consolidated

(Millions)

OPERATING ACTIVITIES

Net cash (used in) provided by operating

activities . . . . . . . . . . . . . . . . . . . . . . . .

$(273.9) $ (865.8)

$ 1,265.2

$(0.6)

124.9

—
—
—

—
—

—

—
—
—

—
—

—

(200.4)
(687.4)
(184.0)

1.0
0.3

(1,070.5)

2,664.8
—
— (1,791.5)
(7.7)
—

—
—
—

—

(192.8)

(11.5)

—
(6.2)

10.3

—

—
—

—

865.6

(0.2)

(200.2)

(5.5)

3.6

3.4

6.4

0.9

—
—
—

—
—

—

—
—
—

—

—
—

—

(0.6)

(2.4)

$(3.0)

(200.4)
(687.4)
(184.0)

1.0
0.3

(1,070.5)

2,664.8
(1,791.5)
(7.7)

455.2

(192.8)

(11.5)

(181.3)
(6.2)

10.3

939.3

(6.3)

7.6

1.3

INVESTING ACTIVITIES:
Capital expenditures . . . . . . . . . . . . . . . . . . .
Acquisitions, net of cash acquired . . . . . . . .
Investments in unconsolidated affiliates . . .
Return of investment from unconsolidated

affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sale of assets . . . . . . . . . . . . .

Net cash used in investing activities . . . .

FINANCING ACTIVITIES:
Proceeds from debt . . . . . . . . . . . . . . . . . . . .
Payments of debt
. . . . . . . . . . . . . . . . . . . . .
Payment of deferred financing costs . . . . . .
Proceeds from issuance of common units,

net of offering costs . . . . . . . . . . . . . . . . .

455.2

Excess purchase price over acquired
unconsolidated affiliates and NGL
Hedges . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net change in advances to predecessor from
DCP Midstream LLC . . . . . . . . . . . . . . . .

Distributions to common unitholders and

general partner . . . . . . . . . . . . . . . . . . . . .
Distributions to noncontrolling interests . . .
Contributions from DCP Midstream,

—

(181.3)
—

LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Net cash provided by (used in) financing

activities . . . . . . . . . . . . . . . . . . . . . . . .

273.9

Net change in cash and cash equivalents . . .
Cash and cash equivalents, beginning of

year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Cash and cash equivalents, end of year . . . .

$ — $

169

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Statements of Cash Flows
Year Ended December 31, 2011 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Consolidated

(Millions)

OPERATING ACTIVITIES

Net cash (used in) provided by operating

activities . . . . . . . . . . . . . . . . . . . . . . . .

$ (37.3) $

(92.7)

$ 391.7

$(0.9)

260.8

affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sale of assets . . . . . . . . . . . . .

Net cash used in investing activities . . . .

—
—
—

—
—

—

—
—
—

—
—

—

1,524.0
—
— (1,425.0)
(4.2)
—

net of offering costs . . . . . . . . . . . . . . . . .

169.7

Excess purchase price over acquired

unconsolidated affiliates . . . . . . . . . . . . . .
Net change in advances to predecessor from
DCP Midstream, LLC . . . . . . . . . . . . . . .

Distributions to common unitholders and

general partner . . . . . . . . . . . . . . . . . . . . .
Distributions to noncontrolling interests . . .
Contributions from noncontrolling

—

(132.4)
—

interests . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Net cash provided by (used in) financing

activities . . . . . . . . . . . . . . . . . . . . . . . .

37.3

Net change in cash and cash equivalents . . .
Cash and cash equivalents, beginning of

year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Cash and cash equivalents, end of year . . . .

$ — $

—

—
—

—

94.8

2.1

1.5

3.6

(165.7)
(174.8)
(7.0)

1.6
5.2

(340.7)

—
—
—

—

(35.7)

10.9

—
(44.8)

18.3

(51.3)

(0.3)

6.7

6.4

—
—
—

—
—

—

—
—
—

—

—
—

—

(0.9)

(1.5)

$(2.4)

(165.7)
(174.8)
(7.0)

1.6
5.2

(340.7)

1,524.0
(1,425.0)
(4.2)

169.7

(35.7)

10.9

(132.4)
(44.8)

18.3

80.8

0.9

6.7

7.6

(a) The financial information as of December 31, 2011 includes the results of our 100% interest in Southeast

170

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

Condensed Consolidating Statements of Cash Flows
Year Ended December 31, 2010 (a)

Parent
Guarantor

Subsidiary
Issuer

Non-Guarantor
Subsidiaries

Consolidating
Adjustments

Consolidated

(Millions)

OPERATING ACTIVITIES

Net cash (used in) provided by operating

activities . . . . . . . . . . . . . . . . . . . . . . . .

$ (87.4)

$ (42.9)

$ 293.4

$(0.7)

$ 162.4

INVESTING ACTIVITIES:
Capital expenditures . . . . . . . . . . . . . . . . . . .
Acquisitions, net of cash acquired . . . . . . . .
Investments in unconsolidated affiliates . . . .
Return of investment from unconsolidated

affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sale of assets . . . . . . . . . . . . .
Proceeds from sales of available-for-sale

securities . . . . . . . . . . . . . . . . . . . . . . . . . .

Net cash provided by (used in) investing

activities . . . . . . . . . . . . . . . . . . . . . . . .

FINANCING ACTIVITIES:
Proceeds from debt . . . . . . . . . . . . . . . . . . . .
Payments of debt . . . . . . . . . . . . . . . . . . . . . .
Payment of deferred financing costs . . . . . . .
Proceeds from issuance of common units,

net of offering costs . . . . . . . . . . . . . . . . .
Net change in advances to predecessor from
DCP Midstream, LLC . . . . . . . . . . . . . . . .

Distributions to common unitholders and

general partner

. . . . . . . . . . . . . . . . . . . . .
Distributions to noncontrolling interests . . . .
Contributions from noncontrolling

interests . . . . . . . . . . . . . . . . . . . . . . . . . . .

Contributions from DCP Midstream,

LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Purchase of additional interest in a

subsidiary . . . . . . . . . . . . . . . . . . . . . . . . .

—
—
—

—
—

—

—
—
—

189.3

—

(101.9)
—

—

—
—
—

—
—

10.1

(75.9)
(282.1)
(2.3)

1.2
3.5

—

10.1

(355.6)

868.2
(833.4)
(2.1)

—

—
—

—

—
—
—

—

82.3

—
(25.6)

13.8

0.6

(3.5)

Net cash provided by (used in) financing

activities . . . . . . . . . . . . . . . . . . . . . . . .

87.4

Net change in cash and cash equivalents . . .
Cash and cash equivalents, beginning of

year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Cash and cash equivalents, end of year

. . . .

$ — $

32.7

(0.1)

1.6

1.5

67.6

5.4

1.3

6.7

—
—
—

—
—

—

—
—
—

—

—
—

—

(0.7)

(0.8)

$(1.5)

(75.9)
(282.1)
(2.3)

1.2
3.5

10.1

(345.5)

868.2
(833.4)
(2.1)

189.3

82.3

(101.9)
(25.6)

13.8

0.6

(3.5)

187.7

4.6

2.1

6.7

(a) The financial information as of December 31, 2010 includes the results of our 100% interest in Southeast

171

DCP MIDSTREAM PARTNERS, LP

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years Ended December 31, 2012, 2011 and 2010 — (Continued)

21. Valuation and Qualifying Accounts and Reserves

Our valuation and qualifying accounts and reserves for the years ended December 31, 2012, 2011 and

2010 are as follows:

December 31, 2012

Allowance for doubtful accounts . . . . . . . . . . .
Environmental
. . . . . . . . . . . . . . . . . . . . . . . . .
Litigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31, 2011

Allowance for doubtful accounts . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . .
Environmental
Litigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

December 31, 2010

Balance at
Beginning of
Period

Charged to
Consolidated
Statements of
Operations

Charged to
Other
Accounts

(Millions)

Deductions/
Other

Balance at
End of
Period

$0.3
2.0
—
0.5

$2.8

$0.5
1.9
0.2
—

$2.6

$0.5
1.1
2.4
0.1

$4.1

$ —
0.1
—
—

$0.1

$ —
0.4
0.1
0.5

$1.0

$ —
1.0
0.3
—

$1.3

$ —
—
—
—

$ —

$ —
—
—
—

$ —

$ —
—
—
1.0

$1.0

$ —
(0.2)
—
(0.3)

$(0.5)

$(0.2)
(0.3)
(0.3)
—

$(0.8)

$ —
(0.2)
(2.5)
(1.1)

$(3.8)

$0.3
1.9
—
0.2

$2.4

$0.3
2.0
—
0.5

$2.8

$0.5
1.9
0.2
—

$2.6

(a) Principally consists of reserves against other long-term assets, which are included in other long-term

assets, and other contingency liabilities, which are included in other current liabilities, and the recognition
and re-measurement of the fair value of contingent consideration.

22. Subsequent Events

On January 28, 2013, we announced that the board of directors of DCP Midstream GP, LLC declared a

quarterly distribution of $0.69 per unit, which was paid on February 14, 2013, to unitholders of record on
February 7, 2013.

On February 27, 2013, we entered into an agreement with DCP Midstream, LLC to acquire an additional

46.67% interest in DCP SC Texas GP, or the Eagle Ford system, and a fixed price commodity derivative hedge
for a three-year period for aggregate consideration of $626.0 million, subject to customary working capital and
other purchase price adjustments. We will also contribute our proportionate share of the capital spent to date to
the Eagle Ford system for the construction of the Goliad plant, plus an incremental payment of $23.3 million.
DCP Midstream, LLC will also provide a twenty-seven month direct commodity price hedge for our additional
46.67% interest in the project. The transaction is expected to close in March 2013.

172

Item 9.

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

There were no changes in or disagreements with accountants on accounting and financial disclosures

during the year ended December 31, 2012.

Item 9A. Controls and Procedures

We maintain disclosure controls and procedures that are designed to ensure that information required to be

disclosed by us in the reports that we file or submit to the Securities and Exchange Commission under the
Securities Exchange Act of 1934, as amended, is recorded, processed, summarized and reported within the time
periods specified by the Commission’s rules and forms, and that information is accumulated and communicated
to the management of our general partner, including our general partner’s principal executive and principal
financial officers (whom we refer to as the Certifying Officers), as appropriate to allow timely decisions
regarding required disclosure. The management of our general partner evaluated, with the participation of the
Certifying Officers, the effectiveness of our disclosure controls and procedures as of December 31, 2012,
pursuant to Rule 13a-15(b) under the Exchange Act. Based upon that evaluation, the Certifying Officers
concluded that, as of December 31, 2012, our disclosure controls and procedures were effective at a reasonable
assurance level. There were no changes in internal control over financial reporting (as defined in Rule 13a-15(f)
under the Exchange Act) that occurred during the fourth quarter of 2012 that have materially affected, or are
reasonably likely to materially affect, our internal control over financial reporting.

Management’s Annual Report On Internal Control Over Financial Reporting

Our general partner is responsible for establishing and maintaining an adequate system of internal control

over financial reporting, as such term is defined in Exchange Act Rules 13a-15(f) and 15d-15(f). Our internal
control system was designed to provide reasonable assurance to our management and board of directors of our
general partner regarding the preparation and fair presentation of published financial statements.

All internal control systems, no matter how well designed, have inherent limitations. Therefore, internal

control over financial reporting may not prevent or detect misstatements. Projections of any evaluation of
effectiveness to future periods are subject to the risk that controls may become inadequate because of changes
in conditions, or that the degree of compliance with policies and procedures may deteriorate.

Our management, including our Chief Executive Officer and Chief Financial Officer, has conducted an
evaluation of the effectiveness of our internal control over financial reporting as of December 31, 2012 based
on the framework in “Internal Control — Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission.” Based on that evaluation, management concluded that our
internal control over financial reporting was effective as of December 31, 2012.

Deloitte & Touche, LLP, an independent registered public accounting firm, has issued their report,

included immediately following, regarding our internal control over financial reporting.

173

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Board of Directors of
DCP Midstream GP, LLC
Denver, Colorado

We have audited the internal control over financial reporting of DCP Midstream Partners, LP and
subsidiaries (the “Company”) as of December 31, 2012, based on criteria established in Internal Control —
Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission.
The Company’s management is responsible for maintaining effective internal control over financial reporting
and for its assessment of the effectiveness of internal control over financial reporting, included in the
accompanying Management’s Annual Report on Internal Control over Financial Reporting. Our responsibility
is to express an opinion on the Company’s internal control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight

Board (United States). Those standards require that we plan and perform the audit to obtain reasonable
assurance about whether effective internal control over financial reporting was maintained in all material
respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing
the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal
control based on the assessed risk, and performing such other procedures as we considered necessary in the
circumstances. We believe that our audit provides a reasonable basis for our opinion.

A company’s internal control over financial reporting is a process designed by, or under the supervision of,
the company’s principal executive and principal financial officers, or persons performing similar functions, and
effected by the company’s board of directors, management, and other personnel to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance
with generally accepted accounting principles, and that receipts and expenditures of the company are being made
only in accordance with authorizations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the
company’s assets that could have a material effect on the financial statements.

Because of the inherent limitations of internal control over financial reporting, including the possibility of

collusion or improper management override of controls, material misstatements due to error or fraud may not be
prevented or detected on a timely basis. Also, projections of any evaluation of the effectiveness of the internal
control over financial reporting to future periods are subject to the risk that the controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

In our opinion, the Company maintained, in all material respects, effective internal control over financial

reporting as of December 31, 2012, based on the criteria established in Internal Control — Integrated
Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission.

We have also audited, in accordance with the standards of the Public Company Accounting Oversight
Board (United States), the consolidated financial statements as of and for the year ended December 31, 2012 of
the Company and our report dated February 27, 2013 expressed an unqualified opinion on those consolidated
financial statements and includes explanatory paragraphs referring to (a) the preparation of the portion of the
DCP Midstream Partners, LP consolidated financial statements attributable to Discovery Producer Services,
LLC, (b) the retrospective adjustment for the acquisition by DCP Midstream Partners, LP of the 100%
ownership interest in DCP Southeast Texas Holdings, GP, of which 33.33% and 66.67% was acquired on
January 1, 2011 and March 30, 2012, respectively, from DCP Midstream, LLC, which was accounted for in a
manner similar to a pooling of interests, and (c) the preparation of the portion of the consolidated financial
statements attributable to DCP Southeast Texas Holdings, GP from the separate records maintained by DCP
Midstream, LLC.

/s/ Deloitte & Touche LLP
Denver, Colorado
February 27, 2013

174

Item 9B. Other Information

No information was required to be disclosed in a report on Form 8-K, but not so reported, for the quarter

ended December 31, 2012.

Item 10. Directors, Executive Officers and Corporate Governance

Management of DCP Midstream Partners, LP

PART III

We do not have directors or officers, which is commonly the case with publicly traded partnerships. Our

operations and activities are managed by our general partner, DCP Midstream GP, LP, which in turn is
managed by its general partner, DCP Midstream GP, LLC, which we refer to as our General Partner. Our
General Partner is wholly-owned by DCP Midstream, LLC. The officers and directors of our General Partner
are responsible for managing us. All of the directors of our General Partner are elected annually by DCP
Midstream, LLC and all of the officers of our General Partner serve at the discretion of the directors.
Unitholders are not entitled to participate, directly or indirectly, in our management or operations.

Board of Directors and Officers

The board of directors of our General Partner that oversees our operations currently has nine members,

four of whom are independent as defined under the independence standards established by the NYSE. The
NYSE does not require a listed limited partnership like us to have a majority of independent directors on its
general partner’s board of directors or to establish a compensation committee or a nominating committee.
However, the board of directors of our General Partner has established an audit committee consisting of four
independent members of the board, a special committee to address conflict situations and a compensation
committee. However, the compensation committee was discontinued starting in 2013 and compensation
decisions are now made by the board of directors with recommendations by the compensation committee of the
board of directors of DCP Midstream, LLC.

Our General Partner’s board of directors annually reviews the independence of directors and affirmatively

makes a determination that each director expected to be independent has no material relationship with our
General Partner, either directly or indirectly as a partner, unitholder or officer of an organization that has a
relationship with our General Partner.

The executive officers of our General Partner are responsible for establishing and executing strategic
business and operation plans and managing the day-to-day affairs of our business and devoting all of their time
to our business and affairs, except Mark A. Borer, the former CEO and President, who devoted more than 90%
of his time to our business and affairs. In August 2012, the board of directors of our General Partner appointed
William S. Waldheim as President and on January 1, 2013, appointed Wouter T. van Kempen as CEO. Mr. van
Kempen is also the President and CEO of DCP Midstream, LLC, the owner of the General Partner.
Mr. Waldheim will devote all of his time to our business and affairs. Mr. van Kempen is expected to spend less
than 10% of his time on our matters and we will reimburse DCP Midstream, LLC for the allocated portion of
his time that he spends on our matters in the Services Agreement, which we expect to be less than $100,000 in
2013. We also utilize employees of DCP Midstream, LLC to operate our business and provide us with general
and administrative services that are reimbursed to DCP Midstream, LLC under the Services Agreement.

We currently expect that after March 1, 2013, Mr. O’Connor will retire from DCP Midstream, LLC and

become a non-executive Chairman of the board of directors of our General Partner. In connection with that
change, Mr. O’Connor will be a party to an agreement with DCP Midstream, LLC pursuant to which DCP
Midstream, LLC will compensate Mr. O’Connor for his services to us and DCP Midstream, LLC in an amount
equal to $13,886 per month through the end of 2013, plus two bonus retention payments of $500,000 each for
his service as non-executive Chairman of the board of directors of our General Partner.

Meeting Attendance and Preparation

The board of directors met 10 times in 2012 and members of the board of directors attended at least 75%

of regular and special meetings and meetings of the committees on which they serve, either in person or

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telephonically, during 2012. In addition, directors are expected to be prepared for each meeting of the board by
reviewing materials distributed in advance.

Directors and Executive Officers

The following table shows information regarding the current directors and the executive officers of DCP

Midstream GP, LLC. Directors are elected for one-year terms.

Name

Age

Position with DCP Midstream GP, LLC

Thomas C. O’Connor . . . . . . . . . . . . . . . . . . . . . . . . .
Wouter T. van Kempen . . . . . . . . . . . . . . . . . . . . . . .
William S. Waldheim . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards . . . . . . . . . . . . . . . . . . . . . . . . . .
Paul F. Ferguson, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . .
R. Mark Fiedorek . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Greg G. Maxwell . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Frank A. McPherson . . . . . . . . . . . . . . . . . . . . . . . . .
Thomas C. Morris . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stephen R. Springer . . . . . . . . . . . . . . . . . . . . . . . . . .
Andy Viens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

President and Director
Senior Vice President and Chief Financial Officer

57 Chairman of the Board and Director
43 Chief Executive Officer
56
52
53 Vice President, General Counsel and Secretary
63 Director
50 Director
56 Director
79 Director
72 Director
66 Director
58 Director

Directors hold office for one year or until the earlier of their death, resignation, removal or disqualification

or until their successors have been elected and qualified. Officers serve at the discretion of the board of
directors. There are no family relationships among any of the directors or executive officers.

Thomas C. O’Connor was elected Chairman of the Board of DCP Midstream GP, LLC in September 2008,
and has been a director of DCP Midstream GP, LLC since December 2007. Mr. O’Connor has over 21 years of
experience in the natural gas industry with Duke Energy prior to joining DCP Midstream, LLC in November
2007 as Chairman of the Board, President and CEO. Mr. O’Connor resigned as President and CEO of DCP
Midstream, LLC in January 2013, but remains as Chairman of the Board. Mr. O’Connor joined Duke Energy in
1987 where he served in a variety of positions in the company’s natural gas and pipeline operations units. After
serving in a number of leadership positions with Duke Energy, he was named President and Chief Executive
Officer of Duke Energy Gas Transmission in 2002 and he was named Group Vice President of corporate
strategy at Duke Energy in 2005. In 2006, he became Group Executive and Chief Operating Officer of U.S.
Franchised Electric and Gas and later in 2006, was named Group Executive and President of Commercial
Businesses at Duke Energy. Mr. O’Connor has served on the board of directors of Tesoro Logistics, LP since
2011.

Wouter T. van Kempen was elected Chief Executive Officer of DCP Midstream GP, LLC on January 1,

2013. Mr. van Kempen is also the President and Chief Executive Officer for DCP Midstream, LLC, the owner
of our General Partner, since January 1, 2013. Mr. van Kempen was previously the President and Chief
Operating Officer of DCP Midstream, LLC from September 2012 until January 1, 2013. Prior to that time,
Mr. van Kempen was President, Gathering and Processing, of DCP Midstream from January 2012 to August
2012, President, Midcontinent & Permian Business Units, and Chief Development Officer from June 2011 to
December 2011 and President, Midcontinent, and Chief Development Officer from August 2010 to May 2011.
Prior to joining DCP Midstream in 2010, Mr. van Kempen was President of Duke Energy Generation Services
from September 2006 to July 2010 and Vice President of Mergers and Acquisitions from December 2005 to
September 2006. Mr. van Kempen joined Duke Energy in 2003 and served in a number of management
positions. Prior to Duke Energy, Mr. van Kempen was employed by General Electric, where he served in
increasing roles of responsibility becoming the staff executive for corporate mergers and acquisitions in 1999.
Mr. Van Kempen graduated from Erasmus University Rotterdam with a master’s degree in business economics.
He has extensive business and financial training from General Electric, Harvard Business School, Kellogg
Graduate School and IMD International Switzerland.

William S. Waldheim was elected President of DCP Midstream GP, LLC in September 2012 and was

elected as a director in January 2013. Prior to that time, Mr. Waldheim was President, NGL, of DCP

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Midstream, LLC and served in that position since 2011. Prior to that time, Mr. Waldheim was President of DCP
Midstream, LLC’s northern business unit since 2009 where he was responsible for executive management of
commercial and operations of the assets in the Midcontinent, Rocky Mountain, Michigan and Gulf Coast
regions as well as the downstream marketing of gas, NGLs and condensate. From 1999 to 2009, Mr. Waldheim
served in a variety of commercial and operational executive management positions at DCP Midstream. Prior to
joining DCP Midstream, Mr. Waldheim served in a number of executive management positions with Union
Pacific Fuels, Inc. Mr. Waldheim has over 30 years of experience in the energy industry and has previously
served on the boards of various energy industry groups including the National Propane Gas Association and the
Propane Education & Research Council. Mr. Waldheim currently serves on the board of directors of the
Colorado Oil & Gas Association and the Rocky Mountain Chapter of Junior Achievement.

Rose M. Robeson was elected Senior Vice President and CFO of DCP Midstream GP, LLC in May 2012.
Ms. Robeson was previously Group Vice President and Chief Financial Officer of DCP Midstream, LLC, from
February 2002 through May 2012. Prior to that time, she was Vice President, Treasurer of DCP Midstream,
LLC from 2000 to 2002. Prior to joining DCP Midstream, LLC, Ms. Robeson was with Kinder Morgan
(formerly KN Energy, Inc.) from 1996 to 2000, where she served as Vice President and Treasurer from 1998 to
2000. Prior that time, she served in a number of finance positions at Total Petroleum (North America) Ltd. from
1987 to 1996. She began her career as a certified public accountant with Ernst & Young. Ms. Robeson has over
30 years of experience in finance and over 25 years of experience in the energy industry.

Michael S. Richards was elected Vice President, General Counsel and Secretary of DCP Midstream GP,
LLC in September 2005. Mr. Richards was previously Assistant General Counsel and Assistant Secretary of
DCP Midstream, LLC since February 2000. He was previously Assistant General Counsel and Assistant
Secretary at KN Energy, Inc. from December 1997 until he joined DCP Midstream, LLC. Prior to that, he was
Senior Counsel and Risk Manager at Total Petroleum (North America) Ltd. from 1994 through 1997.
Mr. Richards was previously in private practice where he focused on securities and corporate finance.

Paul F. Ferguson, Jr. was elected as a director of DCP Midstream GP, LLC in November 2005.
Mr. Ferguson currently serves as Chairman of the Audit Committee of the board of directors. He served as
Senior Vice President and Treasurer of Duke Energy from June 1997 to June 1998, when he retired.
Mr. Ferguson served as Senior Vice President and Chief Financial Officer of PanEnergy Corp. from September
1995 to June 1997. He held various other financial positions with PanEnergy Corp. from 1989 to 1995 and
served as Treasurer of Texas Eastern Corporation from 1988 to 1989. Mr. Ferguson was a director of the
general partner of TEPPCO Partners, L.P. where he was a member of the compensation, audit and special
committees from October 2004 until his resignation in 2005.

R. Mark Fiedorek was elected as a director of DCP Midstream GP, LLC in May 2012. Mr. Fiedorek is
currently the President of Spectra Energy Transmission’s western Canadian operations, a position he has been
in since January 2013. Mr. Fiedorek joined Spectra Energy in 1988 and has served in a number of management
positions primarily in the supply, planning, operations and marketer services areas.

Greg G. Maxwell was elected as a director of DCP Midstream GP, LLC in May 2012. Mr. Maxwell is the
Executive Vice President and Chief Financial Officer for Phillips 66. Prior to being named to his current role,
Mr. Maxwell served as Senior Vice President, Chief Financial Officer and Controller for Chevron Phillips
Chemical Company, where he also previously served as Vice President and Controller from 2000. Prior to
joining Chevron Phillips Chemical Company, Mr. Maxwell was at Phillips Petroleum Company since 1978
where he served in a number of staff accounting and corporate development positions with increasing
responsibility.

Frank A. McPherson was elected as a director of DCP Midstream GP, LLC in December 2005.

Mr. McPherson retired as Chairman and Chief Executive Officer from Kerr McGee Corporation in 1997 after a
40-year career with the company. Mr. McPherson was Chairman and Chief Executive Officer of Kerr McGee
from 1983 to 1997. Prior to that, he served in various capacities in management of Kerr McGee.
Mr. McPherson joined Kerr McGee in 1957. Mr. McPherson served on the boards of Tri Continental
Corporation, Seligman Group of Mutual Funds, ConocoPhillips, Kimberly Clark Corporation, MAPCO Inc.,
Bank of Oklahoma, the Federal Reserve Bank of Kansas City and the American Petroleum Institute. He also
served on the boards of several non-profit organizations in Oklahoma.

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Thomas C. Morris was elected as a director of DCP Midstream GP, LLC in December 2005. Mr. Morris is

currently retired, having served 34 years with Phillips Petroleum Company. Mr. Morris served in various
capacities with Phillips, including Vice President and Treasurer and subsequently Senior Vice President and
Chief Financial Officer from 1994 until his retirement in 2001. Mr. Morris served as Vice Chairman of the
board of OK Mozart, is a former member of the executive board of the American Petroleum Institute finance
committee and a former member of the Business Development Council of Texas A&M University.

Stephen R. Springer was elected as a director of DCP Midstream GP, LLC in July 2007. Mr. Springer

currently serves as chairman of the Special Committee of the board of Directors which addresses conflict
situations. He began his career at Texas Gas Transmission Corporation, where he served in a variety of
executive management positions within gas acquisitions and gas marketing. After serving as President of
Transco Gas Marketing Company, he served as Vice President of Business Development at Williams Field
Services Company and then Senior Vice President and General Manager of Williams Midstream Division, the
position he held until his retirement in 2002. Mr. Springer has served on the board of directors of Atmos Energy
Corporation (NYSE: ATO) since 2005.

Andy Viens was elected as a director of DCP Midstream GP, LLC in July 2012. Mr. Viens is currently the

President of Global Marketing for Phillips 66. Prior to being named to his current role, Mr. Viens served as
President of Global Marketing for ConocoPhillips since 2010. Prior to that time, Mr. Viens served in a variety
of capacities at ConocoPhillips including as President, U.S. Marketing and General Manager, Commercial
Marine. Prior to joining ConocoPhillips, he was with Tosco where he served in various marketing roles.

Director Experience and Qualifications

Directors are appointed annually by DCP Midstream, LLC and hold office for one year or until the earlier

of their death, resignation, removal or disqualification and until their successors have been elected and
qualified. DCP Midstream, LLC evaluates and recommends candidates for membership on the board of
directors based on criteria established thereby. When evaluating director candidates, nominees and incumbent
directors, DCP Midstream, LLC has informed us that it considers, among other things, educational background,
knowledge of our business and industry, professional reputation, independence, and ability to represent the best
interests of our unitholders. DCP Midstream, LLC and the board of directors believe that the above-mentioned
attributes, along with the leadership skills and experience in the midstream natural gas industry, provide the
Partnership with a capable and knowledgeable board of directors.

Thomas C. O’Connor — We believe Mr. O’Connor is a suitable member of the board of directors as he

brings to the company over two decades of industry experience, and has significant management experience in
natural gas and pipeline transmission operations.

William S. Waldheim — We believe Mr. Waldheim is a suitable member of the board of directors because
of his extensive industry experience and his extensive knowledge and experience about our assets as President
of DCP Midstream GP, LLC and in his prior management experience with DCP Midstream, LLC.

Paul F. Ferguson, Jr. — We believe that Mr. Ferguson is a suitable member of the board of directors
because of his extensive industry experience. Mr. Ferguson has held various financial positions with PanEnergy
Corp., and the knowledge of industry accounting and financial practices he gained through such experience,
coupled with his accounting background and his CPA designation, make him valuable to the board of directors’
understanding of the Partnership’s financial data and its implications to the future strategic planning of the
Partnership. Mr. Ferguson also provides insight to the board of directors as to the Partnership’s financial
compliance and reporting obligations. Because Mr. Ferguson has served as a director since 2005, he brings to
the board of directors, valuable historical perspective of board and company operations.

R. Mark Fiedorek — We believe that Mr. Fiedorek is a suitable member of the board of directors because
of his extensive industry experience and executive management experience including his positions with Spectra
Energy in natural gas transmission, and in the supply, operations and marketing of natural gas.

Andy Viens — We believe that Mr. Viens is a suitable member of the board of directors because of his

extensive industry experience and executive management experience including his marketing positions at
Phillips 66 and ConocoPhillips.

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Greg G. Maxwell — We believe that Mr. Maxwell is a suitable member of the board of directors because

of his extensive industry experience and the knowledge of industry accounting and financial practices he has
gained as CFO for Phillips 66 and prior to that, as CFO and controller for Chevron Phillips Chemical Company.

Frank A. McPherson — We believe that Mr. McPherson is a suitable member of the board of directors
because of his extensive industry and executive management experience, spanning over a period of 50 years. In
addition, Mr. McPherson’s prior public company board experience provides the board of directors with
valuable insight into corporate governance and compliance matters. Because Mr. McPherson has served as a
director since 2005, he also brings to the board of directors, valuable historical perspective of board and
company operations.

Thomas C. Morris — We believe that Mr. Morris is a suitable member of the board of directors because of
the industry knowledge and experience gained during his 34 years of service with Phillips Petroleum Company.
In addition, Mr. Morris’ background in finance and accounting, coupled with his previous role as Chief
Financial Officer of Phillips Petroleum Company, are invaluable to the board of directors’ understanding of the
Partnership’s financial data and its implications to the future strategic planning of the Partnership. Because
Mr. Morris has served as a director since 2005, he also brings to the board of directors, valuable historical
perspective of board and company operations.

Stephen R. Springer — We believe that Mr. Springer is a suitable member of the board of directors
because of his extensive industry experience, including natural gas acquisitions, natural gas marketing, natural
gas gathering and processing, NGL transportation and business development. In addition, Mr. Springer’s prior
public company board experience provides the board of directors with valuable insight into public company
operations, corporate governance and compliance matters.

Section 16(a) Beneficial Ownership Reporting Compliance

Section 16(a) of the Securities Exchange Act of 1934 requires DCP Midstream GP, LLC’s directors and
executive officers, and persons who own more than 10% of any class of our equity securities, to file with the
Securities and Exchange Commission, or SEC, and the NYSE initial reports of ownership and reports of
changes in ownership of our common units and our other equity securities. Specific due dates for those reports
have been established, and we are required to report herein any failure to file reports by those due dates.
Directors, executive officers and greater than 10% unitholders are also required by SEC regulations to furnish
us with copies of all Section 16(a) reports they file. To our knowledge, based solely on a review of the copies of
reports and amendments thereto, furnished to us and written representations that no other reports were required
during the fiscal year ended December 31, 2012, all Section 16(a) filing requirements applicable to such
reporting persons were complied with except that William Waldheim, an executive officer, filed an amended
Form 3 on September 24, 2012 that included the late reporting of 1,098 Common Units that had been omitted
from his Form 3 filed on September 6, 2012.

Audit Committee

The board of directors of our General Partner has a standing audit committee. The audit committee is
composed of four non-management directors, Paul F. Ferguson, Jr. (chairman), Frank A. McPherson, Thomas
C. Morris and Stephen R. Springer, each of whom is able to understand fundamental financial statements and at
least one of whom has past experience in accounting or related financial management experience. The board
has determined that each member of the audit committee is independent under Section 303A.02 of the NYSE
listing standards and Section 10A(m)(3) of the Securities Exchange Act of 1934, as amended. In making the
independence determination, the board considered the requirements of the NYSE and our Code of Business
Ethics. Among other factors, the board considered current or previous employment with us, our auditors or their
affiliates by the director or his immediate family members, ownership of our voting securities, and other
material relationships with us. The audit committee has adopted a charter, which has been ratified and approved
by the board of directors.

With respect to material relationships, the following relationships are not considered to be material for
purposes of assessing independence: service as an officer, director, employee or trustee of, or greater than five
percent beneficial ownership in (a) a supplier to the Partnership if the annual sales to the Partnership are less

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than one percent of the sales of the supplier; (b) a lender to the Partnership if the total amount of the
Partnership’s indebtedness is less than one percent of the total consolidated assets of the lender; or (c) a
charitable organization if the total amount of the Partnership’s annual charitable contributions to the
organization are less than three percent of that organization’s annual charitable receipts.

Mr. Ferguson has been designated by the board as the audit committee’s financial expert meeting the

requirements promulgated by the SEC and set forth in Item 407(d) of Regulation S-K of the Securities
Exchange Act of 1934, as amended, based upon his education and employment experience as more fully
detailed in Mr. Ferguson’s biography set forth above.

Special Committee

The board of directors of our General Partner has a standing special committee, which is comprised of four

non-management directors, Stephen R. Springer (chairman), Paul F. Ferguson, Jr., Frank A. McPherson and
Thomas C. Morris. The special committee will review specific matters that the board believes may involve
conflicts of interest. The special committee will determine if the resolution of the conflict of interest is fair and
reasonable to us, or on grounds no less favorable to us than generally available from unrelated third parties. The
special committee meets at each quarterly meeting of the board of directors. The members of the special
committee may not be officers or employees of our General Partner or directors, officers or employees of its
affiliates. Each of the members of the special committee meet the independence and experience standards
established by the NYSE and the Securities Exchange Act of 1934, as amended. Any matters approved by the
special committee will be conclusively deemed to be fair and reasonable to us, approved by all of our partners,
and not a breach by our General Partner of any duties it may owe us or our unitholders.

Compensation Committee

The board of directors of our General Partner had a standing compensation committee through 2012. The
compensation committee was discontinued starting in 2013 and compensation decisions are now made by the
board of directors. The board of directors will now oversee compensation decisions for the officers of our
General Partner and administer the Long-Term Incentive Plan, selecting individuals to be granted equity-based
awards from among those eligible to participate.

Corporate Governance Guidelines and Code of Business Ethics

Our board of directors has adopted Corporate Governance Guidelines that outline the important policies

and practices regarding our governance.

We have adopted a Code of Business Ethics applicable to the persons serving as our directors, officers

(including without limitation, the chief executive officer, chief financial officer and principal accounting
officer) and employees, which includes the prompt disclosure to the SEC of a current report on Form 8-K of
any waiver of the code for executive officers or directors approved by the board of directors.

Copies of our Corporate Governance Guidelines, our Code of Business Ethics, our Audit Committee
Charter and our Compensation Committee Charter are available on our website at www.dcppartners.com.
Copies of these items are also available free of charge in print to any unitholder who sends a request to the
office of the Secretary of DCP Midstream Partners, LP at 370 17th Street, Suite 2500, Denver, Colorado 80202.

Meeting of Non-Management Directors and Communications with Directors

At each quarterly meeting of the special committee, the committee, which consists of all of our

independent directors, meets in an executive session without management participation or participation by non-
independent directors. The chairman of the special committee, Stephen R. Springer, presides over these
executive sessions. In addition, at each quarterly meeting of the board of directors, the non-management
members of the board meet in executive session. The chairman of the board of directors, Thomas C. O’Connor,
presides over these executive sessions.

Unitholders or interested parties may communicate with any and all members of our board, including our

non-management directors, or any committee of our board, by transmitting correspondence by mail or facsimile

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addressed to one or more directors by name or to the chairman of the board or any committee of the board at the
following address and fax number: Name of the Director(s), c/o Secretary, DCP Midstream Partners, LP, 370
17th Street, Suite 2500, Denver, Colorado 80202, fax number (303) 633-2921.

NYSE Annual Certification

On March 23, 2012, Mark A. Borer, our Chief Executive Officer at that time, certified to the NYSE, as
required by NYSE rules, that as of March 23, 2012, he was not aware of any violation by us of the NYSE’s
Corporate Governance Listing Standards.

Report of the Audit Committee

The audit committee oversees our financial reporting process on behalf of the board of directors.

Management has the primary responsibility for the financial statements and the reporting process including the
systems of internal controls. The audit committee operates under a written charter approved by the board of
directors. The charter, among other things, provides that the audit committee has authority to appoint, retain and
oversee the independent auditor. In this context, the audit committee:

• reviewed and discussed the audited financial statements in this annual report on Form 10-K with
management, including a discussion of the quality, not just the acceptability, of the accounting
principles, the reasonableness of significant judgments and the clarity of disclosures in the financial
statements;

• reviewed with Deloitte & Touche, LLP, our independent auditors, who are responsible for expressing an

opinion on the conformity of those audited financial statements with generally accepted accounting
principles, their judgments as to the quality and acceptability of our accounting principles and such
other matters as are required to be discussed with the audit committee under generally accepted auditing
standards;

• received the written disclosures and the letter required by standard No. 1 of the independence standards
board (independence discussions with audit committees) provided to the audit committee by Deloitte &
Touche, LLP;

• discussed with Deloitte & Touche, LLP its independence from management and us and considered the

compatibility of the provision of nonaudit service by the independent auditors with the auditors’
independence;

• discussed with Deloitte & Touche, LLP the matters required to be discussed by statement on auditing
standards No. 61 (AICPA, Professional Standards, Vol. 1, AU Section 380—Communications With
Audit Committees);

• discussed with our internal auditors and Deloitte & Touche, LLP the overall scope and plans for their
respective audits. The audit committee meets with the internal auditors and Deloitte & Touche, LLP,
with and without management present, to discuss the results of their examinations, their evaluations of
our internal controls and the overall quality of our financial reporting;

• based on the foregoing reviews and discussions, recommended to the board of directors that the audited
financial statements be included in the annual report on Form 10-K for the year ended December 31,
2012, for filing with the Securities and Exchange Commission; and

• approved the selection and appointment of Deloitte & Touche, LLP to serve as our independent

auditors.

This report has been furnished by the members of the audit committee of the board of directors:

Audit Committee

Paul F. Ferguson, Jr. (Chairman)
Frank A. McPherson
Thomas C. Morris
Stephen R. Springer

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The report of the audit committee in this report shall not be deemed incorporated by reference into any
other filing by DCP Midstream Partners, LP under the Securities Act of 1933, as amended, or the Securities
Exchange Act of 1934, except to the extent that we specifically incorporate this information by reference, and
shall not otherwise be deemed filed under such acts.

Item 11. Executive Compensation

Compensation Discussion and Analysis

General

As a publicly traded limited partnership, we do not have directors, officers or employees. Instead, our

operations are managed by our general partner, DCP Midstream GP, LP, which in turn is managed by its
general partner, DCP Midstream GP, LLC, which we refer to as our General Partner. Our General Partner is a
wholly-owned subsidiary of DCP Midstream, LLC.

For the year ended December 31, 2012, the named executive officers, or NEOs, for our General Partner

were Mark A. Borer, former Chief Executive Officer (Principal Executive Officer), William S. Waldheim,
President, Rose M. Robeson, Senior Vice President and Chief Financial Officer (Principal Financial Officer),
Angela A. Minas, former Vice President and Chief Financial Officer (former Principal Financial Officer),
Michael S. Richards, Vice President, General Counsel and Secretary. Effective January 1, 2013, Wouter T. van
Kempen was appointed as Chief Executive Officer (Principal Executive Officer) of our General Partner. All of
the General Partner’s employees are solely dedicated to our operations and management, except the Chief
Executive Officer, or CEO, who, as of January 1, 2013, devotes less than a majority of his time to our
operations and management.

The General Partner has not entered into employment agreements with any of the named executive
officers. The board of directors of our General Partner now establishes the compensation program for its
employees based on recommendations from the compensation committee of the DCP Midstream, LLC board of
directors. Our General Partner had a compensation committee through 2012, but that committee was
discontinued in January 2013. Unless otherwise specified, when we refer herein to the “compensation
committee,” we are referring to the compensation committee of our General Partner in respect of the
compensation process in 2012 and to the compensation committee of DCP Midstream, LLC for the
compensation process in 2013.

Compensation Decisions

For 2013, with the exception of compensation for our CEO, all compensation decisions concerning the

officers and employees dedicated to our operations and management will be made by the board of directors of
the General Partner upon recommendations from the compensation committee. The CEO’s compensation
decisions will be made by the compensation committee. The board of directors’ responsibilities on
compensation matters include the following:

• annually review the Partnership’s goals and objectives relevant to compensation of the President and

other NEOs;

• annually evaluate the NEO’s performance in light of the Partnership’s goals and objectives, and approve

the compensation levels for the NEOs;

• periodically evaluate the terms and administration of the Partnership’s short-term and long-term

incentive plans to assure that they are structured and administered in a manner consistent with the
Partnership’s goals and objectives;

• periodically evaluate incentive compensation and equity-related plans and consider amendments if

appropriate;

• retain and terminate any compensation consultant to be used to assist in the evaluation of director and

NEO compensation; and

• annually review the compensation of the non-employee directors.

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Compensation Philosophy

Our compensation program is structured to provide the following benefits:

•

attract, retain and reward talented executive officers and key management employees by providing
total compensation competitive with that of other executive officers and key management employees
employed by publicly traded limited partnerships of similar size or in similar lines of business;

motivate executive officers and key management employees to achieve strong financial and
operational performance;

emphasize performance-based compensation, balancing short-term and long-term results;

reward individual performance; and

encourage a long-term commitment to the Partnership by requiring target levels of unit ownership.

Methodology — Advisors and Peer Companies

The board of directors of our General Partner and the compensation committee review data from market

surveys provided by independent consultants to assess our competitive position with respect to base salary,
annual short-term incentives and long-term incentive compensation. With respect to NEO compensation, the
board of directors of our General Partner and the DCP Midstream, LLC compensation committee also considers
individual performance, levels of responsibility, skills and experience. In 2011, we engaged the services of
BDO USA, LLP, or BDO, a compensation consultant, to conduct a study to assist us in establishing overall
compensation packages for the NEOs for 2012. We consider BDO to be independent of the Partnership and
therefore, the work performed by BDO does not create a conflict of interest. The BDO study was based on
compensation as reported in the annual reports on Form 10-K for a group of peer companies with a similar tax
status, and the 2011 Towers Watson General Industry Executive Compensation Survey, or the Towers Watson
survey.

The study was comprised of the following peer companies:

Atlas Pipeline Partners, L.P.
Boardwalk Pipeline Partners, L.P.
Buckeye Partners, L.P.
Copano Energy, L.L.C.
Crosstex Energy, L.P.
Eagle Rock Energy Partners, L.P.
El Paso Pipeline Partners, L.P.
Enbridge Energy Partners, L.P.
Enterprise Products Partners L.P.
Genesis Energy, L.P.
Inergy, L.P.
Kinder Morgan Energy Partners, L.P.

Magellan Midstream Partners, L.P.
MarkWest Energy Partners, L.P.
NuStar Energy L.P.
ONEOK Partners, L.P.
Penn Virginia Resource Partners, L.P.
Plains All American Pipeline, L.P.
Regency Energy Partners, L.P.
Spectra Energy Partners, L.P.
Sunoco Logistics Partners, L.P.
Targa Resources Partners, L.P.
Western Gas Partners, L.P.
Williams Partners, L.P.

Studies such as this generally include only the most highly compensated officers of each company, which

correlates with our General Partner’s NEOs. The results of this study, as well as other factors such as our
targeted performance objectives, served as a benchmark for establishing our total direct compensation
packages. In order to assess the competitiveness of the total direct compensation packages for our General
Partner’s NEOs, we used the median amount for peer positions from the BDO study and the data point that
represents the 50th percentile of the market in the Towers Watson survey.

183

Components of Compensation

The total annual direct compensation program for executives of the General Partner consists of three
components: (1) base salary; (2) an annual short-term cash incentive, or STI, which is based on a percentage of
annual base salary; and (3) the present value of an equity-based grant under our long-term incentive plan, or
LTIP, which is based on a percentage of annual base salary. Under our compensation structure, the allocation
between base salary, STI and LTIP varies depending upon job title and responsibility levels. In 2012, this
allocation for targeted compensation of our General Partner’s NEOs was as follows:

Base
Salary

Targeted
STI Level

Targeted
LTIP Level

Mark A. Borer, former CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
William S. Waldheim, President . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson, Senior Vice President and Chief Financial

Officer, or CFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Angela A. Minas, former Vice President and CFO . . . . . . . . . . . .
Michael S. Richards, Vice President, General Counsel and

34%
35%

40%
44%

Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

44%

21%
21%

20%
20%

20%

45%
44%

40%
36%

36%

In allocating compensation among these components, we believe a significant portion of the compensation

of the executive officers should be performance-based since these individuals have a greater opportunity to
influence our performance. In making this allocation, we have relied in part on the BDO study of the companies
named above. Each component of compensation is further described below.

Base Salary — Base salaries for executives are determined based upon job responsibilities, level of
experience, individual performance, and comparisons to the salaries of executives in similar positions obtained
from the BDO study. The goal of the base salary component is to compensate executives at a level that
approximates the median salaries of individuals in comparable positions at comparably sized companies in our
industry.

The base salaries for executives are generally reevaluated annually as part of our performance review
process, or when there is a change in the level of job responsibility. The board of directors of our General
Partner annually considers and approves a merit increase in base salary based upon the results of this
performance review process. Merit increases are based on review of performance in certain categories,
including: business values, safety, health and environment, leadership, operational results, project results,
attitude, ability and knowledge. The board of directors of our General Partner approved increases in NEO base
salaries for 2012 ranging from 3.0% to 6.2%. The base salaries paid to our NEOs are set forth in the “Summary
Compensation” table below.

Annual Short-Term Cash Incentive — Under the STI, annual cash incentives are provided to executives to
promote the achievement of our performance objectives. Target incentive opportunities for executives under the
STI are established as a percentage of base salary. Incentive amounts are intended to provide total cash
compensation at the market median for executive officers in comparable positions when target performance is
achieved, below the market median when performance is less than target and above the market median when
performance exceeds target. The BDO study was used to determine the competitiveness of the incentive
opportunity for comparable positions. STI payments are generally paid in cash in March of each year for the
prior fiscal year’s performance.

In 2012, the STI objectives for each NEO were initially designed and proposed by each NEO, working

with the Chairman of the General Partner’s board of directors, in the case of the CEO and President, and with
the President in the case of the other NEOs, with objectives that are both Partnership-oriented and individually-
oriented. These objectives are intended to promote the achievement of performance objectives of the
Partnership. Historically, the Partnership objectives account for 75% of the award and the personal objectives
account for 25% of the award. Personal objectives focus on specific objectives to be targeted by each NEO for
that particular calendar year. The NEOs are involved in developing these objectives because they best
understand the immediate objectives required for the Partnership’s success. Nevertheless, all proposed
objectives are first reviewed and revised by the Chairman of the board of directors for the CEO and by the CEO
for the other NEOs. The CEO’s objectives are subsequently reviewed and approved by the compensation

184

committee and ultimately by the General Partner’s board of directors. In 2012, the STI objectives approved by
the General Partner’s compensation committee and board of directors were divided as follows: (1) Partnership
objectives accounted for 80% of the STI and (2) personal objectives accounted for 20% of the STI. All STI
objectives are subject to change each year. The target STI opportunities for 2012 as a percentage of base salary
were as follows:

2012 Targeted
STI
Opportunity

Mark A. Borer, former CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
William S. Waldheim, President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson, Senior Vice President and CFO . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Angela A. Minas, former Vice President and CFO . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards, Vice President, General Counsel and Secretary . . . . . . . . . . . . . .

60%
60%
50%
45%
45%

For 2012, there were five stated Partnership objectives under the STI which accounted for 80% of the total

STI. The stated Partnership objectives for each NEO are described below and were weighted as indicated for
each NEOs.

2012 Target STI Payment Opportunity for Partnership Objectives

STI Partnership Objectives

Mr. Borer Mr. Waldheim (a) Ms. Robeson (b) Ms. Minas Mr. Richards

1) Distributable Cash Flow in 2012 Budget . . .
2) Distribution Growth . . . . . . . . . . . . . . . . . . .
3) Total Shareholder Return vs. Peers . . . . . . .
4) Recordable Injury Rate (RIR)
. . . . . . . . . . .
5) Title V Environmental Deviations . . . . . . . .

Percentage of Total STI . . . . . . . . . . . . . . . . . .

30%
20%
15%
10%
5%

80%

—
—
—
—
—

—

30%
20%
15%
10%
5%

80%

30%
20%
15%
10%
5%

80%

30%
20%
15%
10%
5%

80%

(a) Mr. Waldheim was appointed as the General Partner’s President effective September 1, 2012, however, he

did not participate in the Partnership’s STI program for the duration of 2012.

(b) Ms. Robeson participated in the Partnership’s STI program pro rata for 2012 based on the portion of the

year she worked for the Partnership beginning with her appointment effective May 11, 2012.

1. Distributable Cash Flow in 2012 Budget. The achievement of our budget for distributable cash flow

excluding capitalized interest, non-cash mark-to-market impacts and any one-time transactions costs. We
define distributable cash flow as net cash provided by or used in operating activities, less maintenance
capital expenditures, net of reimbursable projects, plus or minus adjustments for non-cash mark-to-market
of derivative instruments, proceeds from divestiture of assets, net income attributable to noncontrolling
interest net of depreciation and income tax, net changes in operating assets and liabilities, and other
adjustments to reconcile net cash provided by or used in operating activities. As a publicly traded limited
partnership, our performance is generally judged on our ability to pay cash distributions to our unitholders.
We use distributable cash flow because we believe it permits management to focus on the long-term
sustainability and development of our assets. For this Partnership objective, the target level of performance
will be distributable cash flow in the 2012 budget of $186.9 million; the maximum level of performance
will be distributable cash flow in the 2012 budget of $216.9 million; and the minimum level of
performance will be distributable cash flow in the 2012 budget of $156.9 million.

2. Distribution Growth. Complete transactions, projects, acquisitions and other initiatives which result in 6%

or more year-over-year distribution growth comparing distributions paid in November 2012 versus
November 2011. There will be a subjective evaluation made by the General Partner’s board of directors
between the minimum and maximum levels of performance taking into account the amount of distribution
growth and the overall operating and economic environment.

185

Total Shareholder Return vs. Peer Group. Maintain a competitive total shareholder return compared to the
following peer group of publicly held midstream natural gas master limited partnerships:

Atlas Pipeline Partners, L.P.
Copano Energy, L.L.C.
Crestwood Midstream Partners, L.P.
Crosstex Energy, L.P.
Enbridge Energy Partners, L.P.
Energy Transfer Partners, L.P.
Enterprise Products Partners L.P.
Inergy, L.P.

MarkWest Energy Partners, L.P.
ONEOK Partners, L.P.
PVR Partners, L.P.
Regency Energy Partners, L.P.
Targa Resources Partners, L.P.
Western Gas Partners, L.P.
Williams Partners, L.P.

Final results will be based upon these companies average stock exchange closing prices for the last 20
trading days of 2012 compared to the last 20 trading days of 2011. We believe that using total shareholder
return, or TSR, as a performance measure provides incentive for the continued growth of our operating
footprint and distributions to unitholders. For this Partnership objective, if our TSR ranking among the
companies listed in our peer group is below the 25th percentile, 0% — 50% of the STI will be awarded. If
the TSR ranking among the companies listed in our peer group is greater than the 25th percentile but less
than or equal to the 50th percentile, 50% — 100% of the STI will be awarded. If the TSR ranking among
the companies listed in our peer group is greater than the 50th percentile but less than or equal to the 75th
percentile, 100% — 175% of the STI will be awarded. If the TSR ranking among the companies listed in
our peer group is greater than the 75th percentile, 175% — 200% of the STI will be awarded. The final
payout within a performance quartile will be determined by the board of directors of our General Partner.
Total shareholder return will be based on data obtained from Bloomberg and assumes that any dividends
or distributions are reinvested.

Recordable Injury Rate (RIR). A safety objective covering both our assets and the assets of DCP
Midstream, LLC, the owner of our General Partner and the operator of our assets. For this objective,
the target level of performance during the year will be an RIR of 0.59, the maximum level of
performance will be an RIR of 0.30 and a minimum level of performance will be an RIR of 0.90.

Title V Environmental Deviations. An environmental objective of non-routine air emissions, natural
gas vented or flared, covering both our assets and the assets of DCP Midstream, LLC, the owner of
our General Partner and operator of our assets. For this objective, we have established certain levels
of emissions at the assets of DCP Midstream, LLC and the Partnership that comprise the minimum,
target and maximum level of performance for this objective.

The payout on these Partnership objectives range from 0% if the minimum level of performance is not
achieved, 50% if the minimum level of performance is achieved, 100% if the target level of performance is
achieved and 200% if the maximum level of performance is achieved. When the performance level falls
between these percentages, payout will be determined by straight-line interpolation.

The level of performance achieved in 2012 for each of the Partnership objectives was as follows:

STI Partnership Objectives

Level of
Performance Achieved

1) Distributable Cash Flow . . . . . . . . . . . . . . . . . . .
2) Distribution Growth . . . . . . . . . . . . . . . . . . . . . .
3) Total Shareholder Return vs. Peers . . . . . . . . . .
4) Recordable Injury Rate (RIR)
. . . . . . . . . . . . . .
5) Title V Environmental Deviations . . . . . . . . . . .

Below Minimum
Between Target and Maximum
Between Minimum and Target
Between Target and Maximum
Between Target and Maximum

186

For 2012 the NEO’s personal objectives under the STI accounted for 20% of the total STI. The personal

objectives were approved by the compensation committee and the board of directors of the General Partner for
the CEO, and by the CEO for the other NEOs. There was overlap of the personal objectives between the NEOs.
Each of the personal objectives for the NEOs and the weighting of each personal objective are described below:

2012 Target STI Payment Opportunity for Personal Objectives

STI Personal Objectives

Mr. Borer Mr. Waldheim (a) Ms. Robeson (b) Ms. Minas Mr. Richards

1) Financial Positioning . . . . . . . . . . . . . . .
2) Enterprise Growth . . . . . . . . . . . . . . . . . .
3) Enterprise Development . . . . . . . . . . . . .
4) Safety & Environmental Leadership . . .
5) Sarbanes-Oxley/Internal Controls . . . . .
6) Organizational Development
. . . . . . . . .
7) Regulatory Compliance . . . . . . . . . . . . .

Percentage of Total STI . . . . . . . . . . . . .

5.0%
5.0%
5.0%
5.0%
—
—
—

20%

—
—
—
—
—
—
—

—

5.0%
5.0%
—
—
5.0%
5.0%
—

20%

5.0%
5.0%
—
—
5.0%
5.0%
—

20%

6.67%
6.67%
—
—
—
—
6.67%

20%

(a) Mr. Waldheim was appointed as the General Partner’s President effective September 1, 2012, however, he

did not participate in the Partnership’s STI program for the duration of 2012.

(b) Ms. Robeson participated in the Partnership’s STI program pro rata for 2012 based on the portion of the

year she worked for the Partnership beginning with her appointment effective May 11, 2012.

1) Financial Positioning. Effectively manage and adjust financial strategies and tactics to balance growth and
continued near-term challenges in the fundamentals / economic environment. Focus on cash generation,
capital formation to support growth and working capital needs, maintaining S&P and Fitch investment
grade ratings, financing cost optimization, working capital and risk management.

2) Enterprise Growth. Continue to execute on the 5-year enterprise growth plan.

3) Enterprise Development. Analyze and develop the DCP Enterprise growth strategies and/or material

business and corporate development opportunities including organic growth projects, entry into new basins
and business consolidation opportunities. Analyze and develop opportunities which maximize value for all
owners.

Safety & Environmental Leadership. Continue to drive the safety and environmental performance culture
at the DCP enterprise to an industry leading position.

Sarbanes-Oxley/Internal Controls. Maintain strong internal controls and accounting accuracy.

6) Organizational Development. Continue to improve upon Finance organization service model with a focus
on leadership, initiative, accountability, quality of work, timeliness, collaboration, transparency, and
teamwork.

7) Regulatory Compliance. Maintain compliance with SEC disclosure rules and maintain all corporate

governance practices to meet regulatory disclosure and filing requirements and complete implementation
of XBRL compliance with detail tagging.

The payout on the individual personal objectives ranged from 0% if the minimum level of performance is
not achieved, 50% if the minimum level of performance is achieved, 100% if the target level of performance is
achieved and 200% if the maximum level of performance is achieved. When the performance level falls
between these percentages, payout will be determined by straight-line interpolation.

Early in 2013, management prepared a report on the achievement of the Partnership objectives and the

personal objectives. These results were reviewed and approved by the General Partner’s board of directors in
February 2013, including a calculation of the percentage achievement of each objective for purposes of the STI
program. The total payout for the executive officers under the STI for fiscal year 2012 including both
Partnership objectives and personal objectives ranged from 72.3% to 74.9% of target, with the former CEO at
73.3% of target.

187

Long-Term Incentive Plan — The long-term incentive compensation program has the objective of
providing a focus on long-term value creation and enhancing executive retention. Under our LTIP, we issued
phantom limited partner units to each NEO, with half issued under our 2005 Long Term Incentive Plan and half
issued under our 2012 Long Term Incentive Plan. Half of such phantom units are performance phantom units,
or PPUs, and half are restricted phantom units, or RPUs. The PPUs will vest based upon the level of
achievement of certain performance objectives over a three-year performance period, or the Performance
Period. The RPUs will automatically vest if the executive officer remains employed at the end of a three-year
vesting period, or the Vesting Period. We believe this program promotes retention of the executive officers, and
focuses the executive officers on the goal of long-term value creation.

For 2012, the PPUs had the following two performance measures: (1) total shareholder return, or TSR,

over the Performance Period relative to a peer group of 15 other similar publicly held master limited
partnerships that we believe we compete with in the capital markets, and (2) EBITDA return on capital
employed, or EBITDA ROCE, over the performance period. Half of the PPUs will be measured against the
TSR performance objective and half of the PPUs will be measured against the EBITDA ROCE performance
measure. These performance measures were initially designed and proposed by the executive officers and
presented to the Chairman of the General Partner’s board of directors. These objectives were then considered
and approved by the compensation committee and ultimately by the board of directors of the General Partner.
The General Partner’s board of directors believes utilizing TSR as a performance measure provides incentive
for the continued growth of our operating footprint and distributions to unitholders. We believe these
performance measures provide management with appropriate incentives for our disciplined and steady growth.

For the TSR performance measure, the companies included in the peer group that will be compared against

the Partnership were the following:

Atlas Pipeline Partners, L.P.
Copano Energy, L.L.C.
Crestwood Midstream Partners, L.P.
Crosstex Energy, L.P.
Enbridge Energy Partners, L.P.
Energy Transfer Partners L.P.
Enterprise Products Partners L.P.
Inergy, L.P.

MarkWest Energy Partners, L.P.
ONEOK Partners, L.P.
PVR Partners, L.P.
Regency Energy Partners L.P.
Targa Resources Partners L.P.
Western Gas Partners, L.P.
Williams Partners L.P.

If our TSR ranking among the companies listed above over the Performance Period is below the 25th
percentile, 0% — 50% of the performance units will vest. If the TSR ranking over the Performance Period is
greater than the 25th percentile but less than or equal to the 50th percentile, 50% — 100% of the performance
units will vest. If the TSR ranking over the Performance Period is greater than the 50th percentile but less than
or equal to the 75th percentile, 100% — 175% of the performance units will vest. If the TSR ranking over the
Performance Period is greater than the 75th percentile, 175% — 200% of the performance units will vest. Final
vesting within a performance quartile will be determined by the General Partner’s board of directors. TSR is
computed by using data obtained from Bloomberg for the peer group and will incorporate the average closing
prices of the twenty trading days ending on December 31, 2011 and December 31, 2014.

If one of these peer companies is not publicly traded at the end of the Performance Period it will remain a

member of the peer group for purposes of ranking the peer group total shareholder return but it will go to the
bottom of the peer group ranking. If there is a combination of any of the peer group companies during the
Performance Period, the performance of the surviving entity will be used. No new companies will be added to
the peer group during the Performance Period (including a non-peer company) that may acquire a member of
the peer group.

For the ROCE performance measure, EBITDA will be our adjusted EBITDA as reported in our financial

statements. Capital employed will be determined each year during the annual budget process as approved by
our General Partner’s board of directors and excludes the impact of unbudgeted transactions. The EBITDA
ROCE targets are reset each year and will be based on the average of the three one-year periods running from
2012 through 2014. For this objective, the target level of performance during the performance period will be
EBITDA ROCE of 15.5%, the maximum level of performance will be EBITDA ROCE of 18.6% and the
minimum level of performance will be EBITDA ROCE of 12.4%.

188

These PPU and RPU awards were granted at the first regular meeting of the General Partner’s board of
directors during the first quarter of 2012. The number of awards granted to our executive officers is set forth in
the “Grants of Plan-Based Awards” table below. Award recipients also received the right to receive dividend
equivalent rights, or DERs, on the number of units earned during the Vesting Period. The DERs on the PPUs
will be paid in cash at the end of the Performance Period and the DERs on the RPUs will be paid quarterly in
cash during the Vesting Period. The amount paid on the DERs will equal the quarterly distributions actually
paid on the underlying securities during the Performance Period and the Vesting Period on the number of PPUs
earned or RPUs granted.

Our practice is to determine the dollar amount of long-term incentive compensation that we want to
provide, and to then grant a number of PPUs and RPUs that have a fair market value equal to that amount on
the date of grant, which is based on the average closing prices of the underlying securities on the NYSE for the
20 days prior to the date of grant or the date of grant. Target long-term incentive opportunities for executives
under the plan are established as a percentage of base salary, using the BDO study data for individuals in
comparable positions.

The target 2012 long-term incentive opportunities, expressed as a percentage of base salary were as

follows:

Mark A. Borer, former CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
William S. Waldheim, President (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson, Senior Vice President and CFO (a) . . . . . . . . . . . . . . . . . . . . . . . . . . .
Angela A. Minas, former Vice President and CFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards, Vice President, General Counsel and Secretary . . . . . . . . . . . . . . .

Targeted
LTI
Opportunity

130%
—
—
80%
80%

(a) The President and Senior Vice President and CFO did not participate in the Partnership’s LTIP for the

duration of 2012.

In the event that any person other than DCP Midstream, LLC and/or an affiliate thereof becomes the
beneficial owner of more than 50% of the combined voting power of the General Partner’s equity interests prior
to the completion of the Performance Period, the PPUs, RPUs and related DERs will (i) be replaced with
equivalent units of the new enterprise if there is no change in the recipient’s job status for twelve months or
(ii) fully vest if the recipient is severed or if the recipient’s job is lower in status within twelve months of the
change in control.

In the event an award recipient’s employment is terminated after the first anniversary of the grant date for
reasons of death, disability, early or normal retirement, or if the recipient is terminated by the General Partner
for reasons other than cause, the recipient’s (i) performance units will contingently vest on a pro rata basis for
time worked over the Performance Period and final performance, measured at the end of the Performance
Period, will determine the payout and (ii) time vested units will become fully vested and payable. Termination
of employment for any other reason will result in the forfeiture of any unvested units.

Other Compensation — In addition, executives are eligible to participate in other compensation programs,

which include but are not limited to:

Company Matching and Retirement Contributions to Defined Contribution Plans — Executives may elect

to participate in the DCP Midstream, LP 401(k) and Retirement Plan. Under the plan, executives may elect to
defer up to 75% of their eligible compensation, or up to the limits specified by the Internal Revenue Service.
We match the first 6% of eligible compensation contributed by the executive to the plan. In addition, we make
retirement contributions ranging from 4% to 7% of the eligible compensation of qualifying participants to the
plan, based on years of service, up to the limits specified by the Internal Revenue Service. We have no defined
benefit plans.

Miscellaneous Compensation — Executive officers are eligible to participate in a nonqualified deferred
compensation program. Executive officers are allowed to defer up to 75% of their base salary, up to 90% of
their STI and up to 100% of their LTIP or other compensation. Executive officers elect either to receive

189

amounts contributed during specific plan years as a lump sum at a specific date, subject to Internal Revenue
Service rules, as an annuity (up to five years) at a specific date, subject to Internal Revenue Service rules, or in
a lump sum or annual annuity (over three to ten years) at termination.

Executive officers and other eligible employees may participate in a nonqualified, defined contribution

retirement plan. Benefits earned under this plan are attributable to compensation in excess of the annual
compensation limits under section 401(k) of the Internal Revenue Code. Under this plan, we make a
contribution of up to 13% of eligible compensation, as defined by the plan, to the nonqualified deferred
compensation program.

In addition, we provide employees, including the executive officers, with a variety of health and welfare

benefit programs. The health and welfare programs are intended to protect employees against catastrophic loss
and promote well-being. These programs include medical, pharmacy, dental, life insurance, and accidental
death and disability. We also provide all employees with a monthly parking pass or a pass to be used on
available public transportation systems.

We are a partnership and not a corporation for U.S. federal income tax purposes, and therefore, are not

subject to the executive compensation tax deductible limitations of Internal Revenue Code §162(m).
Accordingly, none of the compensation paid to named executive officers is subject to the limitation.

Other

Unit Ownership Guidelines — To underscore the importance of linking executive and unitholder interests,

the board of directors of our General Partner has adopted unit ownership guidelines for executive officers and
key employees who are eligible to receive long-term incentive awards. To that extent, the board has established
target equity ownership obligations for the various levels of executives, which have a five-year build term from
the date the executive officer commences employment. Ownership is reported annually to the General Partner’s
board of directors. As of December 31, 2012, all of the executive officers have satisfied the unit ownership
guidelines. As of December 31, 2012, the unit ownership guidelines for the executive officers were as follows:

William S. Waldheim, President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson, Senior Vice President and CFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards, Vice President, General Counsel and Secretary . . . . . . . . . . . . . . . .

Number of
Units

28,000
10,000
10,000

Board of Directors Report

The board of directors of the General Partner has reviewed and discussed with management the

“Compensation Discussion and Analysis” presented above. Members of management with whom the board of
directors had discussions are the former CEO and President of the General Partner and the Chief Corporate
Officer of DCP Midstream, LLC. In addition, the board of directors engaged the services of BDO USA, LLP, a
compensation consultant, to conduct a study to assist us in establishing overall compensation packages for the
executives. Based on this review and discussion, we recommended that the “Compensation Discussion and
Analysis” referred to above be included in this annual report on Form 10-K for the year ended December 31,
2012.

Board of Directors

Thomas C. O’Connor (Chairman)
Paul F. Ferguson, Jr.
R. Mark Fiedorek
Gregory G. Maxwell
Frank A. McPherson
Thomas C. Morris
Stephen R. Springer
Andy Viens
William S. Waldheim

190

Executive Compensation

The following table discloses the compensation of the General Partner’s principal executive officers,

principal financial officer and named executive officers, or collectively, the “executive officers”:

Name and Principal Position

Mark A. Borer . . . . . . . . . . . . . . . . . .

President and Chief
Executive Officer

William S. Waldheim (a) . . . . . . . . . .

President

Year

2012
2011
2010
2012

Salary

$409,231
$396,619
$382,760
$118,461

LTIP
Awards
(d)

Non-Equity
Incentive Plan
Compensation

All Other
Compensation
(e)

$535,234
$519,992
$501,168
$

$179,918
$304,247
$227,943
— $ 66,421

$644,397
$336,846
$294,400
$ 16,543

Total

$1,768,780
$1,557,704
$1,406,271
$ 201,425

Rose M. Robeson (b) . . . . . . . . . . . . .

2012

$180,336

— $ 65,169

$ 21,736

$ 267,241

Senior Vice President and
Chief Financial Officer

Angela A. Minas (c) . . . . . . . . . . . . .

Vice President and
Chief Financial Officer

Michael S. Richards . . . . . . . . . . . . .

Vice President, General
Counsel and Secretary

2012
2011
2010
2012
2011
2010

$ 98,154
$249,992
$241,558
$213,074
$201,515
$194,144

— $

$
$201,476
$194,616
$171,869
$163,020
$156,456

—
$143,124
$115,200
$ 79,039
$116,220
$ 90,317

$ 49,143
$115,788
$ 91,557
$187,639
$108,672
$ 94,476

$ 147,297
$ 710,380
$ 642,931
$ 651,621
$ 589,427
$ 535,393

(a) Mr. Waldheim’s employment with the General Partner commenced on September 1, 2012. The

compensation amounts represent the General Partner’s pro rata share of Mr. Waldheim’s salary, which was
paid by DCPM Midstream, LLC, and participation in the DCP Midstream, LLC’s STI program.

(b) Ms. Robeson’s employment with the General Partner commenced on May 11, 2012.

(d) The amounts in this column reflect the grant date fair value of LTIP awards in accordance with the

provisions of the FASB Accounting Standards Codification 718 “Compensation—Stock Compensation”,
or ASC 718. PPU awards are subject to performance conditions. For PPUs granted in 2012, 2011 and 2010
the performance conditions are between 0% if the minimum level of performance is not achieved to 200%
if the maximum level of performance is achieved. The maximum value of the PPUs, based on the grant
date fair value, for Mark A. Borer was $535,234, $519,992 and $501,168 for units granted during 2012,
2011 and 2010, respectively. The maximum value of the PPUs, based on the grant date fair value, for
Angela A. Minas was $201,476 and $194,616 for units granted during 2011 and 2010, respectively. The
maximum value of the PPUs, based on the grant date fair value, for Michael S. Richards was $171,869,
$163,020 and $156,456 for units granted during 2012, 2011 and 2010, respectively.

(e)

Includes DERs, company retirement and nonqualified deferred compensation program contributions by the
Partnership, the value of life insurance premiums paid by the Partnership on behalf of an executive and
other deminimus compensation.

Mark A. Borer, President and CEO

The LTIP awards are comprised of PPUs and RPUs pursuant to the LTIP. Under the 2012, 2011 and 2010 STI,
Mr. Borer’s target opportunity was 60% of his annual base salary, with the possibility of earning from 0% to 120% of
his annual base salary in 2012, 2011 and 2010, depending on the level of performance in each of the STI objectives.

“All Other Compensation” includes the following:

2012

2011

2010

Company retirement contributions to defined contribution plans . . . $ 32,500 $ 31,850 $ 31,850
Nonqualified deferred compensation program contributions . . . . . . $492,922 $104,432 $ 87,592
DERs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $115,009 $196,731 $171,263
3,695
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Life insurance premiums (a)

3,833 $

3,966 $

(a) Paid by the Partnership on behalf of Mr. Borer.

191

William S. Waldheim, President

Under DCP Midstream, LLC’s 2012 STI, Mr. Waldheim’s target opportunity was 60% of his annual base

salary, with the possibility of earning from 0% to 120% of his annual base salary in 2012, depending on the
level of performance in each of the STI objectives.

“All Other Compensation” includes the following:

Company retirement contributions to defined contribution plans . . . . . . . . . . . . . . . . . . . . .
Nonqualified deferred compensation program contributions . . . . . . . . . . . . . . . . . . . . . . . .
Life insurance premiums (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2012
$ —
$15,400
$ 1,143

(a) Paid by the Partnership on behalf of Mr. Waldheim.

Rose M. Robeson, Senior Vice President and CFO

Under the 2012 STI, Ms. Robeson’s target opportunity was 50% of her annual base salary, with the
possibility of earning from 0% to 100% of her annual base salary, depending on the level of performance in
each of the STI objectives.

“All Other Compensation” includes the following:

2012
$ 2,604
$18,163
969
$

(a) Paid by the Partnership on behalf of Ms. Robeson.

Angela A. Minas, Vice President and CFO

The LTIP awards are comprised of PPUs and RPUs pursuant to the LTIP. Under the 2012, 2011 and 2010
STI, Ms. Minas’ target opportunity was 45% of her annual base salary, with the possibility of earning from 0%
to 90% of her annual base salary, depending on the level of performance in each of the STI objectives.

“All Other Compensation” includes the following:

2012

2011

2010

Company retirement contributions to defined contribution plans . . . . . . $11,247 $24,500 $24,500
Nonqualified deferred compensation program contributions . . . . . . . . . $ — $14,736 $ 1,965
DERs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $15,578 $75,742 $64,312
Life insurance premiums (a)
780
Vacation payout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $22,000 $ — $ —

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

318 $

810 $

(a) Paid by the Partnership on behalf of Ms. Minas.

Michael S. Richards, Vice President, General Counsel and Secretary

The LTIP awards are comprised of PPUs and RPUs pursuant to the LTIP. Under the 2012, 2011 and 2010

STI, Mr. Richards’ target opportunity was 45% of his annual base salary, with the possibility of earning from
0% to 90% of his annual base salary in 2012, 2011 and 2010, depending on the level of performance in each of
the STI objectives.

“All Other Compensation” includes the following:

2012

2011

2010

Company retirement contributions to defined contribution plans . . . . . $ 27,500 $26,950 $26,950
Nonqualified deferred compensation program contributions . . . . . . . . $122,933 $19,317 $13,156
DERs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 36,168 $61,431 $53,434
936
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Life insurance premiums (a)

1,038 $

974 $

(a) Paid by the Partnership on behalf of Mr. Richards.

192

Grants of Plan-Based Awards

Following are the grants of plan-based awards during the year ended December 31, 2012 for the General

Partner’s executive officers:

PPUs . . . . . . . . . . . . . .
RPUs . . . . . . . . . . . . . .

Grant
Name
Date
Mark A. Borer . . . . . . . . . NA
(b)
(c)
William S. Waldheim . . . NA
(b)
(c)
Rose M. Robeson . . . . . . NA
(b)
(c)
Angela A. Minas . . . . . . . NA
(b)
(c)
Michael S. Richards . . . . NA
(b)
(c)

PPUs . . . . . . . . . . . . . .
RPUs . . . . . . . . . . . . . .

Estimated Future Payouts under
Equity Incentive Plan Awards
Target
(#)

Maximum
(#)

Threshold
(#)

— $
— $
— $
— $
— $

Estimated Future Payouts under
Non-Equity Incentive Plan Awards (a)
Maximum
Target
Threshold
($)
($)
($)
—
—
$491,078
$245,539
$—
— 7,150
—
$
$—
7,150
— 7,150
$
$—
—
—
—
$
$—
—
—
—
$
$—
—
—
—
$
$—
—
—
$180,336
$ 90,168
$—
—
—
—
$
$—
—
—
—
$
$—
—
—
—
$
$—
—
—
—
$
$—
—
—
—
$
$—
—
$191,767
$ 95,883
$—
—
— 2,300
—
$
$—
2,300
— 2,300
$
$—

— $
— $
— $
— $
— $

— $
— $

14,300
7,150

— $

Grant Date
Fair Value
of LTIP
Awards ($)
—
$267,617
$267,617
—
— $
—
— $
—
— $
—
— $
—
— $
—
— $
— $
—
— $104,372
— $104,372
—
— $
$ 85,935
$ 85,935

4,600
2,300

(a) Amounts shown represent amounts under the STI. If minimum levels of performance are not met, then the

payout for one or more of the components of the STI may be zero.

(b) The number of units shown represents units awarded under the LTIP. If minimum levels of performance

are not met, then the payout may be zero.

Vesting Period provided the individual is still employed by the Partnership.

The PPUs awarded on February 15, 2012 will vest in their entirety on December 31, 2014 if the specified
performance conditions are satisfied and the RPUs awarded on February 15, 2012 will vest in their entirety on
December 31, 2014 if the executive is still employed by the Partnership.

Outstanding Equity Awards at Fiscal Year-End

Following are the outstanding equity awards for the General Partner’s executive officers as of

December 31, 2012:

Name
Mark A. Borer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Angela A. Minas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding LTIP Awards

Equity Incentive
Plan Awards:
Unearned Units
That Have Not
Vested (a)
13,680
—
12,750

Equity Incentive
Plan Awards:
Market Value of
Unearned Units
That Have Not
Vested (b)
$563,582
—
$
$526,742

(a) PPUs awarded 2/15/2012 and 3/1/2011; units vest in their entirety over a range of 0% to 200% on

12/31/2014 and 12/31/2013, respectively, if the specified performance conditions are satisfied. RPUs
awarded 2/15/2012 and 3/1/2011, vest in their entirety on 12/31/2014 and 12/31/2013, respectively. To
determine the number of unearned units and the market value, the calculation of the number of PPU’s
granted on 2/15/2012 and 3/1/2011, that are expected to vest, is based on assumed performance of 200%,
as the previous fiscal year performance has exceeded target performance.

(b) Value calculated based on the closing price at December 31, 2012 of our common units at $41.75, the
closing price of Spectra Energy’s common units at $27.38, and Phillips 66’s common units at $53.10.

193

Option Exercises and Units Vested

Following are the units vested for the General Partner’s executive officers for the year ended

December 31, 2012:

Name

Stock Awards

Number of
Units Acquired
on Vesting

Value
Realized on Vesting

Mark A. Borer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Angela A. Minas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7,880
—
2,460

$365,553
$
—
$114,119

Nonqualified Deferred Compensation

Following is the nonqualified deferred compensation for the General Partner’s executive officers for the

year ended December 31, 2012:

Name

Executive
Contributions
in Last Fiscal
Year (a)

Registrant
Contributions
in Last Fiscal
Year (b)

Aggregate
Earnings in
Last Fiscal
Year (c)

Aggregate
Withdrawal/
Distributions

Aggregate
Balance at
December 31,
2012

Mark A. Borer . . . . . . . . .
William S. Waldheim . . . .
Rose M. Robeson . . . . . . .
Angela A. Minas . . . . . . .
Michael S. Richards . . . . .

$290,582
$ 23,692
$ 45,084
$128,811
$ 59,080

$85,932
$ —
$ —
$19,237
$14,800

$77,752
377
$
$
956
$ 6,145
$ 6,193

$
$
$
$(381,882)
$

— $1,626,620
24,069
— $
46,040
— $
—
$
— $ 157,791

(a) These amounts are included in the “Summary Compensation” table for the year 2012 with the exception of

$128,811 for Ms. Minas and $5,811for Mr. Richards, which were included in the “Summary
Compensation” table for the year 2011 as they related to deferrals of 2011 STI, and $290,582 for
Mr. Borer, which was included in the “Summary Compensation” table for the year 2009 as it related to
deferrals of 2009 RPU.

(b) These amounts are included in the “Summary Compensation” table for the year 2011.

funds or to the average rating of the BBB bond index at the election of the participant.

Potential Payments upon Termination or Change in Control

The General Partner has not entered into any employment agreements with any of the executive officers.

There are no formal severance plans in place for any employees in the event of termination of employment, or a
change in control of the Partnership. As noted above, the PPU’s, RPUs and the related dividend equivalent
rights, or DER’s, will become payable to executive officers under certain circumstance related to termination or
change in control. When employees terminate employment with the Partnership, they are entitled to a cash
payment for the amount of unused vacation hours at the date of their termination.

194

The following table presents PPU’s, RPU’s and DERs payable as of December 31, 2012 under certain

circumstances, following termination, or a change in control:

Triggering Event

Mark A. Borer

PPUs

RPUs

DERs

Total

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Change of Control (a)
Termination (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$847,554
$544,745

$847,554
$561,963

$104,181
$ 93,766

$1,799,289
$1,200,474

Angela A. Minas

Change of Control (a)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Termination (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$
$

— $
— $

—
—

Michael S. Richards

Change of Control (a)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Termination (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$267,600
$170,303

$267,600
$175,763

$ 29,171
$ 29,300

$ 564,371
$ 375,366

(a)

(b)

In the event that the recipient is severed or if the recipient’s job is lower in status within twelve months of
the change of control.

In the event of termination for reasons of death, disability, early or normal retirement, or if the recipient is
terminated by the General Partner for reasons other than cause, at least one year after the grant date.

Compensation of Directors

General — Effective February 15, 2012, the board of directors of the General Partner approved a
compensation package for directors who are not officers or employees of affiliates of the General Partner, or
Non-Employee Directors. Members of the board who are also officers or employees of affiliates of the General
Partner do not receive additional compensation for serving on the board. The board approved the payment to
each Non-Employee Director of an annual compensation package containing the following: (1) a $40,000
retainer; (2) a board meeting fee of $1,250 for each board meeting attended; (3) a telephonic board and
committee meeting fee of $500 for each telephonic meeting attended, except a telephonic audit committee fee
of $1,500 for each telephonic audit committee attended; and (4) an annual grant of Phantom Units that
approximate $50,000 of value, awarded pursuant to the LTIP, that have a six month vesting period. The
directors also receive DERs, based on the number of units awarded, which are paid in cash on a quarterly basis.
The Phantom Units will be paid in units upon vesting.

The compensation committee reviews data from market surveys provided by BDO to assess the corporate
position with respect the director compensation, The BDO study was based on compensation as reported in the
annual reports on Form 10-K for a group of peer companies with a similar tax status, and the Towers Watson
database.

The directors will also be reimbursed for out-of-pocket expenses associated with their membership on the
board of directors. Each director will be fully indemnified by us for his actions associated with being a director
to the fullest extent permitted under Delaware law.

Committees — The chairman of the audit committee of the board will receive an annual retainer of
$20,000 and the members of the audit committee will receive $1,500 for each audit committee meeting
attended; telephonic or in-person. The chairman of the special committee of the board will likewise receive an
annual retainer of $20,000 and the members of the special committee will receive $1,250 for each special
committee meeting attended. The Non-Employee Director members of the compensation committee will
receive $1,250 for each compensation committee meeting attended, however, the compensation committee was
discontinued starting in 2013. Finally, the Non-Employee Director members of the pricing committee will
receive $1,000 for each pricing committee meeting attended.

195

Following is the compensation of the General Partner’s Non-Employee Directors for the year ended

December 31, 2012:

Name

Paul F. Ferguson, Jr. . . . . . . . . . . . . . . . . . . . . . . . . .
Frank A. McPherson . . . . . . . . . . . . . . . . . . . . . . . . .
Thomas C. Morris . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . .
Stephen R. Springer

Fees Earned
or Paid in
Cash

$104,000
$ 85,750
$ 84,500
$104,000

LTIP
Awards
(a)

$48,030
$48,030
$48,030
$48,030

DERs

$1,330
$1,330
$1,330
$1,330

Total

$153,360
$135,110
$133,860
$153,360

The amounts in this column reflect the grant date fair value of LTIP awards in accordance with the
provisions of ASC 718.

Mr. Ferguson is the audit committee chair and a member of the special committee.

Mr. McPherson is a member of the audit committee, the compensation committee and the special

committee.

Mr. Morris is a member of the audit committee and the special committee.

Mr. Springer is the special committee chair and a member of the audit committee.

Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Unitholder

Matters

The following table sets forth the beneficial ownership of our units and the related transactions held by:

• each person who beneficially owns 5% or more of our outstanding units as of February 22, 2013;

• all of the directors of DCP Midstream GP, LLC;

• each Named Executive Officer of DCP Midstream GP, LLC; and

• all directors and executive officers of DCP Midstream GP, LLC as a group.

Percentage of total common units beneficially owned is based on 61,346,058 common units outstanding.

Name of Beneficial Owner (a)
DCP LP Holdings, LLC (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . .
Kayne Anderson Capital Advisors, L.P (c)
Piper Jaffray Companies (d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tortoise Capital Advisors L.L.C. (e) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wouter T. van Kempen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
William S. Waldheim . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rose M. Robeson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michael S. Richards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Paul F. Ferguson, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
R. Mark Fiedorek . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Greg G. Maxwell
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Frank A. McPherson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thomas C. Morris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thomas C. O’Connor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stephen R. Springer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Andy Viens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
All directors and executive officers as a group (12 persons) . . . . . . . . . . .

Common
Units
Beneficially
Owned
16,034,899
5,954,955
4,344,219
4,274,209
2,540
21,800
12,001
19,427
13,634
—
—
22,966
27,967
14,500
8,800
—
143,635

Percentage
of Common
Units
Beneficially
Owned
26.1%
9.7%
7.1%
7.0%
*
*
*
*
*
*
*
*
*
*
*
*
*

*Less than 1%.

(a) Unless otherwise indicated, the address for all beneficial owners in this table is 370 17th Street,

Suite 2500, Denver, Colorado 80202.

196

(b) DCP Midstream, LLC is the managing member of DCP LP Holdings, LLC and may, therefore, be deemed

to indirectly beneficially own the units held by DCP LP Holdings, LLC. DCP Midstream, LLC disclaims
beneficial ownership of all of the units owned by DCP LP Holdings, LP except to the extent of its
pecuniary interest therein. The address of DCP LP Holdings, LLC and DCP Midstream, LLC is 370 17th
Street, Suite 2500, Denver, Colorado 80202.

Advisors, L.P. is 1800 Avenue of the Stars, Third Floor, Los Angeles, California 90067.

(d) As set forth in a Schedule 13G filed on February 15, 2013. The address of Piper Jaffray Companies is 800

Nicollet Mall Suite 800, Minneapolis, Minnesota 55402.

(e) As set forth in a Schedule 13G/A filed on February 12, 2013. The address of Tortoise Capital Advisors

L.L.C. is 11550 Ash Street, Suite 300, Leawood, Kansas 66211.

Equity Compensation Plan Information

The following table summarizes information about our equity compensation plan as of December 31,

2012.

Equity compensation plans approved by unitholders . . . .
Equity compensation plans not approved by

unitholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of
securities to be
issued upon
exercise of
outstanding
options, warrants
and rights (1)
(a)
—

Weighted-
average
exercise price
of outstanding
options,
warrants and
rights
(b)
$—

—

Number of securities
remaining available for
future issuance under
equity compensation
plans (excluding
securities reflected in
column (a))
(c)

—

813,061

(1) The long-term incentive plan currently permits the grant of awards covering an aggregate of 850,000 units.
For more information on our long-term incentive plan, which did not require approval by our limited
partners, refer to Item 11. “Executive Compensation—Components of Compensation.”

Item 13. Certain Relationships and Related Transactions, and Director Independence

Distributions and Payments to our General Partner and its Affiliates

The following table summarizes the distributions and payments to be made by us to our General Partner
and its affiliates in connection with our formation, ongoing operation, and liquidation. These distributions and
payments are determined by and among affiliated entities and, consequently, are not the result of arm’s-length
negations.

Operational Stage:

Distributions of Available Cash to our
General Partner and its affiliates . . . . . We will generally make cash distributions to the unitholders and to

our General Partner, in accordance with their pro rata interest. In
addition, if distributions exceed the minimum quarterly distribution
and other higher target levels, our General Partner will be entitled to
increasing percentages of the distributions, up to 48% of the
distributions above the highest target level. Currently, our
distribution to our general partner related to its incentive distribution
rights is at the highest level.

197

Payments to our General Partner and
its affiliates . . . . . . . . . . . . . . . . . . . . . We expect to reimburse DCP Midstream, LLC and its affiliates

$28.1 million per year starting in 2013. Previously, we reimbursed
DCP Midstream, LLC and its affiliates $17.6 million per year. In
conjunction with our acquisition of the remaining 66.67% interest in
Southeast Texas, we increased the annual fee we pay to DCP
Midstream, LLC under the agreement by $10.3 million, prorated for
the remainder of the 2012 calendar year. In July 2012, in
conjunction with our acquisition of the minority ownership interests
in the Mont Belvieu fractionators, we increased the annual fee we
pay to DCP Midstream, LLC by $0.2 million, prorated for the
remainder of the 2012 calendar year. For further information
regarding the reimbursement, please. Please see the “Omnibus
Agreement” section below. We also reimburse DCP Midstream,
LLC and its affiliates for general and administrative expenses in
connection with the Eagle Ford system. Please see the “Other
Agreements and Transactions with DCP Midstream, LLC” section
below.

If our General Partner withdraws or is removed, its general partner
interest and its incentive distribution rights will either be sold to the
new general partner for cash or converted into common units, in
each case for an amount equal to the fair market value of those
interests.

Upon our liquidation, the partners, including our General Partner,
will be entitled to receive liquidating distributions according to their
respective capital account balances.

Withdrawal or removal of our General
Partner . . . . . . . . . . . . . . . . . . . . . . . . .

Liquidation Stage:

Liquidation . . . . . . . . . . . . . . . . . . . . .

Omnibus Agreement

The employees supporting our operations are employees of DCP Midstream, LLC. We have entered into

an omnibus agreement, as amended, or the Omnibus Agreement, with DCP Midstream, LLC. Under the
Omnibus Agreement, we are required to reimburse DCP Midstream, LLC for salaries of operating personnel
and employee benefits as well as capital expenditures, maintenance and repair costs, taxes and other direct costs
incurred by DCP Midstream, LLC on our behalf. We also pay DCP Midstream, LLC an annual fee for
centralized corporate functions performed by DCP Midstream, LLC on our behalf, including legal, accounting,
cash management, insurance administration and claims processing, risk management, health, safety and
environmental, information technology, human resources, credit, payroll, taxes and engineering.

• DCP Midstream, LLC’s obligation to indemnify us for certain liabilities and our obligation to indemnify

DCP Midstream, LLC for certain liabilities;

198

Our General Partner and its affiliates will also receive payments from us pursuant to the contractual

arrangements described below under the caption “Contracts with Affiliates.”

Any or all of the provisions of the Omnibus Agreement, other than the indemnification provisions
described below, will be terminable by DCP Midstream, LLC at its option if our general partner is removed
without cause and units held by our general partner and its affiliates are not voted in favor of that removal. The
Omnibus Agreement will also terminate in the event of a change of control of us, our general partner (DCP
Midstream GP, LP) or our General Partner (DCP Midstream GP, LLC).

On February 14, 2013, we entered into a Services Agreement with DCP Midstream, LLC, which replaces

the Omnibus Agreement, whereby DCP Midstream, LLC will continue to provide us with the general and
administrative services previously provided under the Omnibus Agreement. The annual amounts payable in
future years to DCP Midstream, LLC under the Services Agreement will be consistent with the fee structure
previously payable under the Omnibus Agreement. Pursuant to the Services Agreement, we will reimburse DCP
Midstream, LLC for expenses and expenditures incurred or payments made on our behalf.

Competition

None of DCP Midstream, LLC or any of its affiliates, including Spectra Energy and Phillips 66, is
restricted, under either our partnership agreement or the Omnibus Agreement, from competing with us. DCP
Midstream, LLC and any of its affiliates, including Spectra Energy and Phillips 66, may acquire, construct or
dispose of additional midstream energy or other assets in the future without any obligation to offer us the
opportunity to purchase or construct those assets.

Contracts with Affiliates

We charge transportation fees, sell a portion of our residue gas and NGLs to, and purchase natural gas and

NGLs from, DCP Midstream, LLC, Phillips 66, and their respective affiliates. Management anticipates
continuing to purchase and sell these commodities to DCP Midstream, LLC, Phillips 66 and their respective
affiliates in the ordinary course of business.

Natural Gas Gathering and Processing Arrangements

We sell NGLs processed at certain of our plants, and sell condensate removed from the gas gathering
systems that deliver to certain of our systems under contracts to a subsidiary of DCP Midstream, LLC equal to
that subsidiary’s net weighted-average sales price, adjusted for transportation, processing and other charges
from the tailgate of the respective asset.

Please read Item 1. “Business — Natural Gas Services Segment — Customers and Contracts” and Note 5
of the Notes to Consolidated Financial Statements in Item 8. “Financial Statements and Supplementary Data.”

Merchant Arrangements

Under our merchant arrangements, we use a subsidiary of DCP Midstream, LLC (DCP Midstream

Marketing, LP) as our agent to purchase natural gas from third parties at pipeline interconnect points, as well as
residue gas from certain of our processing plants, and then resell the aggregated natural gas primarily to third
parties. DCP Midstream, LLC owns certain assets and is party to certain contractual relationships around our
Pelico system, included in our Northern Louisiana system, that are periodically used for the benefit of Pelico.
DCP Midstream, LLC is able to source natural gas upstream of Pelico and deliver it to us and is able to take
natural gas from the outlet of the Pelico system and market it downstream of Pelico. We purchase natural gas
from DCP Midstream, LLC upstream of Pelico and transport it to Pelico under a firm transportation agreement

199

with an affiliate. Our purchases from DCP Midstream, LLC are at DCP Midstream LLC’s actual acquisition
cost plus any transportation service charges. Volumes that exceed our on-system demand are sold to DCP
Midstream, LLC at an index-based price, less contractually agreed to marketing fees. Please read Note 5 of the
Notes to Consolidated Financial Statements in Item 8. “Financial Statements and Supplementary Data.”

Propane Supply Arrangements

We had a propane supply agreement with Spectra Energy that expired on April 30, 2012, which provided

us with an annual propane supply of up to approximately 185 million gallons at our marine terminals, which are
included in our Wholesale Propane Logistics segment.

In December 2010, Spectra Energy’s international propane supplier breached its contract with Spectra

Energy by failing to make certain scheduled propane deliveries that were to be delivered to us under our
propane supply contracts with Spectra Energy. We were able to secure spot shipments on the open market at a
price higher than our contract price to cover these missing deliveries. In December 2010, Spectra Energy made
a $17.0 million payment to us to reimburse us for the damages we incurred for our open market purchases.

Transportation Arrangements

We also have a contractual arrangement with a subsidiary of DCP Midstream, LLC that provides that DCP

Midstream, LLC will pay us to transport NGLs over our Seabreeze and Wilbreeze pipelines, pursuant to fee-
based rates that will be applied to the volumes transported. DCP Midstream, LLC is the sole shipper on these
pipelines under the transportation agreements.

In conjunction with our acquisition of the Wattenberg pipeline, which is part of our NGL Logistics
segment, we signed a transportation agreement with DCP Midstream, LLC pursuant to fee-based rates that will
be applied to the volumes transported. The agreement was effective through December 31, 2010. Effective
January 1, 2011, we entered into a 10-year dedication and transportation agreement with a subsidiary of DCP
Midstream, LLC whereby certain NGL volumes produced at several of DCP Midstream, LLC’s processing
facilities are dedicated for transportation on the Wattenberg pipeline. We collect fee-based transportation
revenues under our tariff.

DCP Midstream, LLC historically is also the largest shipper on the Black Lake pipeline, primarily due to
the NGLs delivered to it from certain of our processing plants. Please read Note 4 of the Notes to Consolidated
Financial Statements in Item 8. “Financial Statements and Supplementary Data.”

Derivative Arrangements

We have entered into commodity contracts whereby we receive a fixed price and we pay a floating price.

DCP Midstream, LLC has issued parental guarantees in favor of certain counterparties to our commodity
derivative instruments to mitigate a portion of our collateral requirements with those counterparties. We pay
DCP Midstream, LLC interest of 0.5% per annum on these outstanding guarantees. We have also entered into a
short term NGL swap contracts with DCP Midstream, LLC whereby we receive a fixed price for NGLs and we
pay a floating price. For more information regarding our derivative activities and credit support provided by
DCP Midstream, LLC, please read “Management’s Discussion and Analysis of Financial Condition and Results
of Operations — Quantitative and Qualitative Disclosures about Market Risk — Commodity Price Risk —
Commodity Cash Flow Protection Activities” and “Management’s Discussion and Analysis of Financial
Condition and Results of Operations — Liquidity and Capital Resources.”

Other Agreements and Transactions with DCP Midstream, LLC

DCP Midstream, LLC was a significant customer during the years ended December 31, 2012, 2011 and

200

We have a contractual arrangement with DCP Midstream, LLC, through March 2022, in which we pay

DCP Midstream, LLC owns certain assets and is party to certain contractual relationships around our
Pelico system, included in our Northern Louisiana system, which is part of our Natural Gas Services segment,
that are periodically used for the benefit of Pelico. DCP Midstream, LLC is able to source natural gas upstream
of Pelico and deliver it to us and is able to take natural gas from the outlet of the Pelico system and market it
downstream of Pelico. We purchase natural gas from DCP Midstream, LLC upstream of Pelico and transport it
to Pelico under an interruptible transportation agreement with an affiliate. Our purchases from DCP Midstream,
LLC are at DCP Midstream, LLC’s actual acquisition cost plus any transportation service charges. Volumes
that exceed our on-system demand are sold to DCP Midstream, LLC at an index-based price, less contractually
agreed to marketing fees. Revenues associated with these activities are reported gross in our consolidated
statements of operations as sales of natural gas, propane, NGLs and condensate to affiliates.

As a result of a downstream outage, certain of our assets were required to curtail NGL production during

In conjunction with our acquisitions of our East Texas and Southeast Texas systems, which are part of our

201

2011. We have recognized a distribution of $2.6 million for year ended December 31, 2011 to DCP Midstream,
LLC in our consolidated statements of changes in equity representing the difference between the net book value
and the proceeds received for the surplus equipment.

In our NGL Logistics segment, we also have a contractual arrangement with a subsidiary of DCP

With respect to our Wattenberg pipeline, effective January 1, 2011, we entered into a 10-year dedication

We pay a fee to DCP Midstream, LLC to operate our DJ Basin NGL fractionators and receive fees for the

Review, Approval or Ratification of Transactions with Related Persons

Our partnership agreement contains specific provisions that address potential conflicts of interest between the

owner of our general partner and its affiliates, including DCP Midstream, LLC on one hand, and us and our
subsidiaries, on the other hand. Whenever such a conflict of interest arises, our general partner will resolve the
conflict. Our general partner may, but is not required to, seek the approval of such resolution from the special
committee of the board of directors of our general partner, which is comprised of independent directors and acts as
our conflicts committee. The partnership agreement provides that our general partner will not be in breach of its
obligations under the partnership agreement or its duties to us or to our unitholders if the resolution of the conflict is:

• approved by the conflicts committee;

• approved by the vote of a majority of the outstanding common units, excluding any common units

owned by our general partner or any of its affiliates;

• on terms no less favorable to us than those generally being provided to or available from unrelated third

parties; or

• fair and reasonable to us, taking into account the totality of the relationships between the parties
involved, including other transactions that may be particularly favorable or advantageous to us.

If our general partner does not seek approval from the special committee and the board of directors of our

general partner determines that the resolution or course of action taken with respect to the conflict of interest
satisfies either of the standards set forth in the third and fourth bullet points above, then it will be presumed
that, in making its decision, the board of directors acted in good faith, and in any proceeding brought by or on
behalf of any limited partner or the Partnership, the person bringing or prosecuting such proceeding will have
the burden of overcoming such presumption. Unless the resolution of a conflict is specifically provided for in
our partnership agreement, our general partner or the conflicts committee may consider any factors it
determines in good faith to consider when resolving a conflict. When our partnership agreement requires
someone to act in good faith, it requires that person to reasonably believe that he is acting in the best interests of
the Partnership, unless the context otherwise requires.

202

In addition, our code of business ethics requires that all employees, including employees of affiliates of

DCP Midstream, LLC who perform services for us and our general partner, avoid or disclose any activity that
may interfere, or have the appearance of interfering, with their responsibilities to us.

Director Independence

Please see Item 10. “Directors, Executive Officers and Corporate Governance” for information about the

independence of our general partner’s board of directors and its committees, which information is incorporated
herein by reference in its entirety.

Item 14. Principal Accountant Fees and Services

The following table presents fees for professional services rendered by Deloitte & Touche LLP, or

Deloitte, our principal accountant, for the audit of our financial statements, and the fees billed for other services
rendered by Deloitte:

Type of Fees

Audit Fees (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,

2012

$2.0

(Millions)

2011

$1.8

(a) Audit Fees are fees billed by Deloitte for professional services for the audit of our consolidated financial
statements included in our annual report on Form 10-K and review of financial statements included in our
quarterly reports on Form 10-Q, services that are normally provided by Deloitte in connection with
statutory and regulatory filings or engagements or any other service performed by Deloitte to comply with
generally accepted auditing standards and include comfort and consent letters in connection with Securities
and Exchange Commission filings and financing transactions.

For the last two fiscal years, Deloitte has not billed us for assurance and related services, unless such
services were reasonably related to the performance of the audit or review of our financial statements, and are
included in the table above. Deloitte has not provided any services to us over the last two fiscal years related to
tax compliance, tax services and tax planning.

Audit Committee Pre-Approval Policy

The audit committee pre-approves all audit and permissible non-audit services provided by the

independent auditors on a case-by-case basis. These services may include audit services, audit-related services,
tax services and other services. The audit committee does not delegate its responsibilities to pre-approve
services performed by the independent auditor to management or to an individual member of the audit
committee. The audit committee has, however, pre-approved audit related services that do not impair the
independence of the independent auditors for up to $50,000 per engagement, and up to an aggregate of
$200,000 annually, provided the audit committee is notified of such audit-related services in a timely manner.
The audit committee may, however, from time to time delegate its authority to any audit committee member,
who will report on the independent auditor services that were approved at the next audit committee meeting.

203

Item 15. Exhibits and Financial Statement Schedules

PART IV

(a) Consolidated Financial Statements and Financial Statement Schedules included in this Item 15:

Consolidated Financial Statements of Discovery Producer Services LLC

Other schedules are omitted because they are not required or because the required information is
included in the Consolidated Financial Statements or Notes.

(b) Exhibits

(a) Financial Statements

204

Discovery Producer Services LLC

Consolidated Financial Statements

For the Years Ended December 31, 2012, 2011 and 2010

205

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Management Committee of
Discovery Producer Services LLC

We have audited the accompanying consolidated balance sheets of Discovery Producer Services LLC as of

December 31, 2012 and 2011, and the related consolidated statements of comprehensive income, members‘
capital, and cash flows for each of the three years in the period ended December 31, 2012. These financial
statements are the responsibility of the Company‘s management. Our responsibility is to express an opinion on
these financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight

Board (United States). Those standards require that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free of material misstatement. We were not engaged to
perform an audit of the Company’s internal control over financial reporting. Our audits included consideration
of internal control over financial reporting as a basis for designing audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company‘s internal
control over financial reporting. Accordingly, we express no such opinion. An audit also includes examining,
on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the
accounting principles used and significant estimates made by management, and evaluating the overall financial
statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the financial statements referred to above present fairly, in all material respects, the
consolidated financial position of Discovery Producer Services LLC at December 31, 2012 and 2011, and the
consolidated results of its operations and its cash flows for each of the three years in the period ended
December 31, 2012, in conformity with U.S. generally accepted accounting principles.

/s/ Ernst & Young LLP

Tulsa, Oklahoma
February 27, 2013

206

DISCOVERY PRODUCER SERVICES LLC

CONSOLIDATED BALANCE SHEETS

December 31,

2012

2011

(In thousands)

Current assets:

ASSETS

Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trade accounts receivable:

Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant, and equipment, net
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other noncurrent assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 43,222

$ 17,457

13,009
3,476
3,028
2,372

65,107
646,599
74

14,497
2,434
2,708
833

37,929
359,566
156

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$711,780

$397,651

LIABILITIES AND MEMBERS’ CAPITAL

Current liabilities:

Accounts payable:

Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asset retirement obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Members’ capital

2,332
32,779
334
694

36,139
43,144
632,497

1,793
17,875
408
277

20,353
28,518
348,780

Total liabilities and members’ capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$711,780

$397,651

See accompanying notes to consolidated financial statements.

207

DISCOVERY PRODUCER SERVICES LLC

CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

2012

Years Ended December 31,
2011
(In thousands)

2010

Revenues:

Product sales:

Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Third-party . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$125,578
63

$171,802
50

$157,785
58

Transportation services:

Gathering and processing services:

Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Third-party . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Costs and expenses:

Product cost and shrink replacement:

57
13,712

311
16,098
13,247

124
14,110

341
17,397
6,723

322
21,743

285
19,717
7,496

169,066

210,547

207,406

8,526
72,168

12,594
87,999

Operating and maintenance expenses:

Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Third-party . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation, amortization and accretion . . . . . . . . . . . . . . . . . . . . . . . . . .
Taxes other than income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General and administrative expenses — affiliate . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other (income) expense, net

7,757
19,645
22,653
3,050
6,348
(1,280)

7,644
21,258
21,211
2,986
6,080
(21)

27,995
64,330

7,309
24,474
20,544
3,016
6,087
2,229

Total costs and expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

138,867

159,751

155,984

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest income (expense) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign exchange gain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30,199
(34)
62

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30,227

50,796
12
—

50,808

51,422
4
—

51,426

Other comprehensive income:

Net unrealized gain from derivative instruments . . . . . . . . . . . . . . . . . . . . .

1,697

—

Comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 31,924

$ 50,808

$ 51,426

See accompanying notes to consolidated financial statements.

208

DISCOVERY PRODUCER SERVICES LLC

CONSOLIDATED STATEMENT OF MEMBERS’ CAPITAL

Balance at December 31, 2009 . . . . . . . . . . . . . . . . . . . .
Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Williams
Field Services
Group,
LLC

$218,596
3,480
(44,076)
30,856

DCP Assets
Holding,
LP

$145,727
2,320
(29,384)
20,570

Balance at December 31, 2010 . . . . . . . . . . . . . . . . . . . .

208,856

139,233

Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10,310
(40,380)
30,485

6,873
(26,920)
20,323

Balance at December 31, 2011 . . . . . . . . . . . . . . . . . . . .

209,271

139,509

Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income . . . . . . . . . . . . . . . . . . . . . .

173,394
(22,318)
18,136
—

115,596
(14,879)
12,091
—

Accumulated
Other
Comprehensive
Income

$ —
—
—
—

—

—
—
—

—

—
—
—
1,697

Total

$364,323
5,800
(73,460)
51,426

348,089

17,183
(67,300)
50,808

$348,780

288,990
(37,197)
30,227
1,697

Balance at December 31, 2012 . . . . . . . . . . . . . . . . . . . .

$378,483

$252,317

$1,697

$632,497

See accompanying notes to consolidated financial statements.

209

DISCOVERY PRODUCER SERVICES LLC

CONSOLIDATED STATEMENTS OF CASH FLOWS

2012

Years Ended December 31,
2011
(In thousands)

2010

OPERATING ACTIVITIES:

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Adjustments to reconcile to cash provided by operations:

$ 30,227

$ 50,808

$ 51,426

Depreciation, amortization and accretion . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . .
Net loss (gain) on disposal of equipment

22,653
259

21,211
(18)

20,544
3

Cash provided (used) by changes in assets and liabilities:

Trade accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Insurance receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INVESTING ACTIVITIES:

446
—
(320)
81
1,851
(74)
417

1,979
2,234
61
51
(2,242)
(276)
(103)

2,154
2,413
(285)
301
1,372
(417)
(942)

55,540

73,705

76,569

Property, plant, and equipment—capital expenditures* . . . . . . . . . . . . . . .
Acquisition of other noncurrent assets . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(281,568)
—

(16,396)
35

(8,474)
(279)

Net cash used by investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
FINANCING ACTIVITIES:

(281,568)

(16,361)

(8,753)

Distributions to members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(37,197)
288,990

(67,300)
17,183

(73,460)
5,800

Net cash provided (used) by financing activities . . . . . . . . . . . . . . . . . . . . . . .

251,793

(50,117)

(67,660)

Increase in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents at beginning of period . . . . . . . . . . . . . . . . . . . . . .

25,765
17,457

7,227
10,230

156
10,074

Cash and cash equivalents at end of period . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 43,222

$ 17,457

$ 10,230

*Increase to property, plant, and equipment

. . . . . . . . . . . . . . . . . . . . . . . . . .
Changes in related accounts payable and accrued liabilities . . . . . . . . . . . .

(295,166)
13,598

(21,536)
5,140

(9,556)
1,082

Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$(281,568) $(16,396) $ (8,474)

See accompanying notes to consolidated financial statements.

210

DISCOVERY PRODUCER SERVICES LLC

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

Note 1. Organization and Description of Business

Unless the context clearly indicates otherwise, references in this report to “we”, “our”, “us” or similar

language refer to Discovery Producer Services LLC and its wholly owned subsidiary, Discovery Gas
Transmission LLC (DGT). We are a Delaware limited liability company formed on June 24, 1996 for the
purpose of constructing and operating a cryogenic natural gas processing plant near Larose, Louisiana and a
natural gas liquids fractionator near Paradis, Louisiana. DGT is a Delaware limited liability company formed on
June 24, 1996 for the purpose of constructing and operating a natural gas pipeline from offshore deep water in
the Gulf of Mexico to our gas processing plant in Larose, Louisiana. We have since connected several laterals
to the DGT pipeline to expand our presence in the Gulf. A new lateral, the Keathley Canyon Connector, is
currently being constructed and is anticipated to be completed in 2014.

We are owned 60% by Williams Field Services Group, LLC (a wholly owned subsidiary of Williams

Partners L.P. (WPZ)) and 40% by DCP Assets Holding, LP (a wholly owned subsidiary of DCP Midstream
Partners, LP (DCP)). Williams Field Services Group, LLC is our operator. Herein, The Williams Companies,
Inc. who controls WPZ through its general partner interest and its subsidiaries, including WPZ and Williams
Field Services Group, LLC, are collectively referred to as “Williams.”

We evaluated our disclosure of subsequent events through the date, February 27, 2013, that our financial

statements were issued.

Note 2. Summary of Significant Accounting Policies

Basis of Presentation. The consolidated financial statements have been prepared based upon accounting

principles generally accepted in the United States and include the accounts of the parent and our wholly owned
subsidiary, DGT. Intercompany accounts and transactions have been eliminated.

Reclassifications. Certain prior year amounts have been reclassified to conform to the current year

presentation. We have reclassified Paradis fuel cost purchased from Williams from affiliate operating and
maintenance expense to affiliate product cost and shrink replacement. These amounts aggregated $3.8 million
and $4.6 million in 2011 and 2010, respectively, and had no effect on total costs and expenses or net income.

Use of Estimates. The preparation of consolidated financial statements in conformity with accounting
principles generally accepted in the United States requires management to make estimates and assumptions that
affect the amounts reported in the consolidated financial statements and accompanying notes. Actual results
could differ from those estimates.

Significant Estimates and assumptions include:

• Asset retirement obligations

• Depreciable asset lives

Cash and Cash Equivalents. The cash and cash equivalent balance is primarily invested in funds with
high-quality, short-term securities and instruments that are issued or guaranteed by the U.S. government. These
securities have maturities of three months or less when acquired.

Trade Accounts Receivable. Trade accounts receivable are carried on a gross basis, with no discounting,
less an allowance for doubtful accounts. We do not recognize an allowance for doubtful accounts at the time the
revenue that generates the accounts receivable is recognized. We estimate the allowance for doubtful accounts
based on existing economic conditions, the financial condition of the customers, and the amount and age of past
due accounts. Receivables are considered past due if full payment is not received by the contractual due date.
Past due accounts are generally written off against the allowance for doubtful accounts only after all collection
attempts have been exhausted. There was no allowance for doubtful accounts at December 31, 2012 and 2011.

Prepaid Insurance. Prepaid insurance represents the unamortized balance of insurance premiums. These

payments are amortized on a straight-line basis over the policy term.

211

Gas Imbalances. In the course of providing transportation services to customers, we may receive different

quantities of gas from shippers than the quantities delivered on behalf of those shippers. This results in gas
transportation imbalance receivables and payables which are recovered or repaid in cash, based on market-
based prices, or through the receipt or delivery of gas in the future. Imbalance receivables are valued based on
the lower of the current market prices or weighted average cost of natural gas in the system. Imbalance payables
are valued at current market prices. Settlement of imbalances requires agreement between the pipelines and
shippers as to allocations of volumes to specific transportation contracts and the timing of delivery of gas based
on operational conditions. Pursuant to a settlement with our shippers issued by the Federal Energy Regulatory
Commission (FERC) on February 5, 2008, if a cash-out refund is due and payable to a shipper during any year
pursuant to a Transporter’s FERC Gas Tariff, the shipper will be deemed to have immediately assigned its right
to the refund amount to us.

Property, Plant and Equipment. Property, plant and equipment is recorded at cost. We base the carrying

value of these assets on estimates, assumptions and judgments relative to capitalized costs, useful lives and
salvage values. The natural gas and natural gas liquids maintained in the pipeline facilities necessary for their
operation (line fill) are included in property, plant and equipment. Depreciation of property, plant and
equipment is provided on a straight-line basis over the estimated useful lives of 25 to 35 years. Expenditures for
maintenance and repairs are expensed as incurred. Expenditures that extend the useful lives of the assets or
increase their functionality are capitalized. The cost of property, plant and equipment sold or retired and the
related accumulated depreciation is removed from the accounts in the period of sale or disposition. Gains and
losses on the disposal of property, plant and equipment are recorded in operating income.

We record an asset and a liability equal to the present value of each expected future asset retirement

obligation (ARO). The ARO asset increases the carrying value of the underlying physical asset and is
depreciated with the underlying physical asset. We measure changes in the liability due to passage of time by
applying an interest method of allocation. This amount is recognized as an increase in the carrying amount of
the liability and as corresponding accretion expense included in operating income.

Revenue Recognition. Revenue for sales of products is recognized in the period of delivery, and revenues

from the gathering, transportation and processing of gas are recognized in the period the service is provided
based on contractual terms and the related natural gas and liquid volumes. DGT is subject to FERC regulations,
and accordingly, certain revenues collected may be subject to possible refunds upon final orders in pending
cases. DGT records rate refund liabilities considering its and other third parties’ regulatory proceedings, advice
of counsel, estimated total exposure as discounted and risk weighted, and collection and other risks. There was
no rate refund liabilities accrued at December 31, 2012 or 2011.

Impairment of Long-Lived Assets. We evaluate long-lived assets for impairment when events or changes in

circumstances indicate that, in our management’s judgment, the carrying value of such assets may not be
recoverable. When such a determination has been made, we compare our management’s estimate of
undiscounted future cash flows attributable to the assets to the carrying value of the assets to determine whether
the carrying value is recoverable. If the carrying value is not recoverable, we determine the amount of the
impairment recognized in the financial statements by estimating the fair value of the assets and recording a loss
for the amount that the carrying value exceeds the estimated fair value.

Income Taxes. For federal tax purposes, we have elected to be treated as a partnership with each member
being separately taxed on its ratable share of our taxable income. This election, to be treated as a pass-through
entity, also applies to our wholly owned subsidiary, DGT. Therefore, no income taxes or deferred income taxes
are reflected in the consolidated financial statements.

Foreign Currency Transactions. Transactions denominated in currencies other than the functional

currency are recorded based on exchange rates at the time such transactions arise. Subsequent changes in
exchange rates result in transaction gains or losses which are reflected in net income.

Derivative Instruments and Hedging Activities. We utilize derivatives to manage our currency exposure on
construction contracts requiring payment in Euros. These instruments consist entirely of forward contracts. We
report the fair value of derivatives in other current assets on the balance sheet. The current classification was
based on the timing of expected future cash flows of individual trades. These derivatives have been designated

212

in hedging relationships. For a derivative to qualify for designation in a hedging relationship, it must meet
specific criteria and we must maintain appropriate documentation. We establish hedging relationships pursuant
to risk management policies. We evaluate the hedging relationships at the inception of the hedge and on an
ongoing basis to determine whether the hedging relationship is, and is expected to remain, highly effective in
achieving offsetting changes in cash flows attributable to the underlying risk being hedged. We also regularly
assess whether the hedged forecasted transaction is probable of occurring. If a derivative ceases to be or is no
longer expected to be highly effective, or if we believe the likelihood of occurrence of the hedged forecasted
transaction is no longer probable, hedge accounting would be discontinued prospectively, and future changes in
the fair value of the derivative would be recognized currently in other income or expenses. For these cash flow
hedges, the effective portion of the change in the fair value of the derivative is reported in AOCI and
reclassified into earnings in the period in which the hedged item affects earnings. Any ineffective portion of the
derivative`s change in fair value is recognized currently in other income or expenses. The change in likelihood
of a forecasted transaction is a judgmental decision that includes qualitative assessments made by management.

Note 3. Related Party Transactions

We have various business transactions with our members and subsidiaries and affiliates of our members.

Revenues include the following:

• sales to Williams of natural gas liquids (NGLs) to which we take title and excess natural gas at current

market prices for the products and

• processing and sales of NGLs and transportation of natural gas and condensate for DCP’s affiliates,

Texas Eastern Corporation and Phillips 66.

The following table summarizes these related-party revenues during 2012, 2011 and 2010.

Williams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Texas Eastern Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Phillips 66 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2012

2010

Years Ended December 31,
2011
(In thousands)
$172,143
—
124

$158,070
—
322

$125,797
124
25

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$125,946

$172,267

$158,392

Product cost and shrink replacement— affiliate includes natural gas purchases from Williams for fuel and

shrink requirements made at market rates at the time of purchase.

We have no employees. Pipeline and plant operations are performed under operation and maintenance
agreements with Williams. Most costs for materials, services and other charges are third-party charges and are
invoiced directly to us. Operating and maintenance expenses— affiliate includes the following:

• direct payroll and employee benefit costs incurred on our behalf by Williams, and

• transportation expense under a 10-year transportation agreement for pipeline capacity through 2015

from Texas Eastern Transmission, LP (an affiliate of DCP)

General and administrative expenses — affiliate includes a monthly operation and management fee paid to

Williams to cover the cost of accounting services, computer systems and management services provided to us.

We also pay Williams a project management fee to cover the cost of managing capital projects. This fee is

determined on a project by project basis and is capitalized as part of the construction costs. A summary of the
payroll costs and project fees charged to us by Williams and capitalized are as follows:

Capitalized labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capitalized project fee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Years Ended December 31,
2011
2012
(In thousands)
$ 834
566

$2,201
5,572

$295
288

2010

$7,773

$1,400

$583

213

Note 4. Property, Plant, and Equipment

Property, plant, and equipment consisted of the following at December 31, 2012 and 2011:

Years Ended
December 31,

2012

2011

(In thousands)

Estimated
Depreciable
Lives

Property, plant, and equipment:

Transportation lines . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plant and other equipment . . . . . . . . . . . . . . . . . . . . . . .
Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Land and land rights . . . . . . . . . . . . . . . . . . . . . . . . . . .
Construction work in progress . . . . . . . . . . . . . . . . . . .

Total property, plant, and equipment
. . . . . . . . . . . . . . . .
Less accumulated depreciation . . . . . . . . . . . . . . . . . . . . .

$327,480
320,801
6,018
7,927
296,088

958,314
311,715

$327,497
295,760
5,483
7,910
14,937

651,587
292,021

Net property, plant, and equipment . . . . . . . . . . . . . . . . . .

$646,599

$359,566

25 — 35 years
25 — 35 years
25 — 35 years
0 — 35 years

In 2012, construction work in progress increased due to the construction of a new lateral called the

Keathley Canyon Connector.

Our asset retirement obligations relate primarily to our offshore platform and pipelines and our onshore
processing and fractionation facilities. At the end of the useful life of each respective asset, we are legally or
contractually obligated to dismantle the offshore platform, properly abandon the offshore pipelines, remove the
onshore facilities and related surface equipment and restore the surface of the property.

A rollforward of our asset retirement obligation for 2012 and 2011 is presented below.

Years Ended
December 31,

2012

2011

(In thousands)

Balance at January 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accretion expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Estimate revisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Liabilities incurred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$28,518
2,437
12,189
—

$25,575
2,144
799
—

Balance at December 31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$43,144

$28,518

Note 5. Commitments

During 2011, we began the Keathley Canyon Connector project. This is an expansion of our pipeline into
the Gulf of Mexico for purposes of gathering production from the Keathley Canyon, Walker Ridge and Green
Canyon areas. Commitments for pipeline construction and installation of the Keathley Canyon Connector were
approximately $262.1 million as of December 31, 2012.

We lease the land on which the Paradis fractionator and the Larose processing plant are located. The term

for each lease expires in 2017 with renewal options for an additional 30 years.

2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(In thousands)
$118
118
118
118
118
—

$590

214

We also have a ten-year agreement for pipeline capacity from Texas Eastern Transmission, LP that expires

in June 2015 and includes renewal options and options to increase capacity which would also increase rentals.
The future minimum annual commitment under this non-cancelable arrangement as of December 31, 2012 is
payable as follows:

(In thousands)
$1,150
1,150
575
—
—
—

$2,875

Total rent and lease expense for 2012, 2011, and 2010, including a cancelable platform space lease and

miscellaneous month-to-month leases, was $1.9 million, $1.7 million, and $1.8 million, respectively.

Note 6. Financial Instruments, Derivative Instruments, Concentrations of Credit Risk and Major
Customers

Fair Value of Financial Instruments

Fair value is defined as the price which would be received to sell an asset or paid to transfer a liability in
an orderly transaction between market participants at the measurement date. Assets and liabilities recorded or
disclosed at fair value are categorized based upon the level of judgment associated with the inputs used to
measure their fair values. These categories include (in descending order of priority): Level 1, defined as
observable inputs such as quoted prices in active markets; Level 2, defined as inputs other than quoted prices in
active markets that are either directly or indirectly observable; and Level 3, defined as unobservable inputs in
which little or no market data exists, therefore requiring an entity to develop its own assumptions. The
following table presented the fair value of our financial instruments:

Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . .
Foreign exchange derivatives designated in hedging

2012

2011

Carrying
Amount

Fair
Value

Carrying
Amount

Fair
Value

(In thousands)

$43,222

$17,457

relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 1,620

—

Fair Value Methods

We used the following methods and assumptions to estimate the fair value of financial instruments:

Cash and cash equivalents. The carrying amounts reported in the Consolidated Balance Sheets

approximate fair value due to the short-term maturity of these instruments.

Foreign exchange derivatives. The foreign exchange derivatives consist of over-the-counter forward
contracts. These contracts are valued using an income approach including present value technique and are
considered Level 2 measurements. Significant inputs into our Level 2 valuation include broker quotes
corroborated by other market data.

No transfers between Level 1, Level 2, and Level 3 of the fair value hierarchy were made during 2012.

Derivative Instruments

Derivative contracts for the purchase of 47,509,898 Euros through December 2013 remained outstanding
as of December 31, 2012. During 2012, we recognized gains on these derivative instruments of $1.7 million in
AOCI which, along with any subsequent changes in the fair value of these instruments, will be reclassified into
earnings in the same period in which the hedged transactions affect earnings. There were no gains or losses

215

recognized in income as a result of ineffectiveness, following the discontinuance of any cash flow hedges or as
a result of excluding amounts from the assessment of hedge effectiveness. Based on recorded values at
December 31, 2012, no gains or losses will be reclassified into earnings within the next year.

Concentrations of Credit Risk

Our cash equivalents balance is primarily invested in funds with high-quality, short-term securities and

instruments that are issued or guaranteed by the U.S. government.

At December 31, 2012, substantially our entire customer accounts receivable result from product sales to and

gas transmission services provided for our largest three customers. This concentration of customers may impact
our overall credit risk either positively or negatively, in that these entities may be similarly affected by industry-
wide changes in economic or other conditions. As a general policy, collateral is not required for receivables, but
customers’ financial condition and credit worthiness are evaluated regularly. Our credit policy and the relatively
short duration of receivables mitigate the risk of uncollected receivables. We incurred credit losses on receivables
during 2012 of $8,168. We did not incur any credit losses on receivables during 2011 and 2010.

As of December 31, 2012 we entered into forward contracts for the purchase of 47,509,898 Euros to
reduce our foreign currency risk associated with Euro-denominated payments under the Keathley Canyon
Connector construction contract.

Major Customers

Williams accounted for $125.8 million (74%), $172.1 million (82%), and $158.1 million

(76%) respectively, of our total revenues in 2012, 2011 and 2010. These revenues were for the sale of NGLs
received as compensation under processing contracts with third-party producers.

Note 7. Rate and Regulatory Matters

Rate and Regulatory Matters. Annually, DGT files a request with the FERC for a fuel lost-and-
unaccounted-for gas (FL&U) percentage to be allocated to shippers for the upcoming fiscal year beginning
July 1. On May 31, 2012, DGT filed to decrease the FL&U percentage from 0.35% to zero percent (0%)
effective for the twelve months commencing July 1, 2012. By Order dated June 27, 2012 the filing was
approved. During 2012, $0.7 million of FL&U was retained from the shippers compared to $1.2 million in
2011. The actual system gain for 2012 was $1.1 million compared to a system loss of $24,000 in 2011. These
amounts were both recognized in operating income.

On November 15, 2012, DGT filed with the FERC its annual Hurricane Mitigation and Reliability

Enhancement (HMRE) surcharge adjustment. The filing proposed to increase the HMRE surcharge from $0.0040
per Dt to $0.0092 per Dt, effective January 1, 2013. The FERC approved the filing on December 21, 2012.

Environmental Matters. We are subject to extensive federal, state, and local environmental laws and
regulations which affect our operations related to the construction and operation of our facilities. Appropriate
governmental authorities may enforce these laws and regulations with a variety of civil and criminal
enforcement measures, including monetary penalties, assessment and remediation requirements and injunctions
as to future compliance. We have not been notified and are not currently aware of any material noncompliance
under the various environmental laws and regulations.

Other. We are party to various other claims, legal actions and complaints arising in the ordinary course of

business. We estimate that, for all matters for which we are able to reasonably estimate a range of loss, our
aggregate reasonably possible losses beyond amounts accrued for all of our contingent liabilities are immaterial
to our expected future annual results of operations, liquidity, and financial position. These calculations have
been made without consideration of any potential recovery from third parties. There are no significant matters
for which we are unable to reasonably estimate a range of possible loss.

Note 8. Subsequent Events

On February 1, 2013, we requested capital contributions from our partners of $7.9 million for the Keathley

Canyon project.

216

(b) Exhibits

A list of exhibits required by Item 601 of Regulation S-K to be filed as part of this report:

Exhibit
Number

1.1*

2.1*

2.2*

2.3*

2.4*

2.5*

2.6*

2.7*

2.8*

2.9*

2.10*

2.11*

2.12*

Description

Equity Distribution Agreement, dated August 17, 2011, among DCP Midstream Partners, LP, DCP
Midstream GP, LP, DCP Midstream GP, LLC, and Citigroup Global Markets Inc (filed as
Exhibit 1.1 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on August 18, 2011).
Contribution Agreement, dated October 9, 2006, between DCP LP Holdings, LP and DCP
Midstream Partners, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on October 13, 2006).
Purchase and Sale Agreement, dated March 7, 2007, between Anadarko Gathering Company,
Anadarko Energy Services Company and DCP Midstream Partners, LP (attached as Exhibit 99.1 to
DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the
SEC on May 14, 2007).
Contribution and Sale Agreement, dated May 21, 2007, between Gas Supply Resources Holdings,
Inc., DCP Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit 10.1 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
May 25, 2007).
Contribution Agreement, dated May 23, 2007, among DCP LP Holdings, LP, DCP Midstream,
LLC, DCP Midstream GP, LP and DCP Midstream Partners, LP (attached as Exhibit 10.1 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
May 25, 2007).
Contribution Agreement dated February 24, 2009, among DCP LP Holdings, LLC, DCP Midstream
GP, LP DCP Midstream, LLC, and DCP Midstream Partners, LP (attached as Exhibit 10.16 to DCP
Midstream Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the SEC on
March 5, 2009).
Purchase and Sale Agreement by and Among DCP Midstream, LLC and DCP Midstream Partners,
LP dated as of November 4, 2010 (attached as Exhibit 2.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on November 8, 2010).
Contribution Agreement between DCP Southeast Texas, LLC and DCP Partners SE Texas LLC
dated as of November 4, 2010 (attached as Exhibit 2.2 to DCP Midstream Partners, LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on November 8, 2010).
Contribution Agreement, dated November 4, 2011, among DCP LP Holdings, LLC, DCP
Midstream GP, LP, DCP Midstream, LLC and DCP Midstream Partners, LP. (attached as
Exhibit 10.7 to DCP Midstream, LLC’s Schedule 13D (File No. 005-81287) dated as of
January 13, 2012).
Contribution Agreement, dated February 27, 2012, among DCP LP Holdings, LLC, DCP Midstream,
LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on March 1, 2012).
First Amendment to Contribution Agreement, dated March 30, 2012, among DCP LP Holdings,
LLC, DCP Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
April 4, 2012).
Contribution Agreement among DCP LP Holdings, LLC, DCP Midstream, LLC and DCP
Midstream Partners, LP dated June 25, 2012 (attached as Exhibit 2.1 to DCP Midstream Partners,
LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on June 29, 2012).
Contribution Agreement, dated November 2, 2012, among DCP LP Holdings, LLC, DCP
Midstream GP, LP, DCP Midstream, LLC, and DCP Midstream Partners, LP (attached as
Exhibit 2.1 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on November 7, 2012).

217

Exhibit
Number

2.13*

3.1*

3.2*

3.3*

3.4*

3.5*

3.6*

3.7*

4.1*

4.2*

4.3*

4.4*

4.5*

4.6*

Description

Contribution Agreement dated February 27, 2013 among DCP LP Holdings, LLC, DCP Midstream,
LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on February 27, 2013).
First Amended and Restated Agreement of Limited Partnership of DCP Midstream GP, LP
(attached as Exhibit 3.4 to DCP Midstream Partners, LP’s Amendment No. 2 to Registration
Statement on Form S-1 (File No. 333-128378) filed with the SEC on November 18, 2005).
Amended and Restated Limited Liability Company Agreement of DCP Midstream GP, LLC
(attached as Exhibit 3.6 to DCP Midstream Partners, LP’s Amendment No. 2 to Registration
Statement on Form S-1 (File No. 333-128378) filed with the SEC on November 18, 2005).
Second Amended and Restated Agreement of Limited Partnership of DCP Midstream Partners, LP
(attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No.
001-32678) filed with the SEC on November 7, 2006).
Amendment No. 1 to Amended and Restated Limited Liability Company Agreement of DCP
Midstream GP, LLC (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Annual Report on
Form 10-K (File No. 001-32678) filed with the SEC on March 5, 2009).
Amendment No. 1 to the Second Amended and Restated Agreement of Limited Partnership of DCP
Midstream Partners, LP (attached as Exhibit 4.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on April 14, 2008).
Amendment No. 2 to the Second Amended and Restated Agreement of Limited Partnership of DCP
Midstream Partners, LP (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on April 7, 2009).
Amendment No. 2 to Amended and Restated Limited Liability Company Agreement of DCP
Midstream GP, LLC (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report on
Form 8-K (File No. 001-32678) filed with the SEC on February 21, 2013).
Indenture dated as of September 30, 2010 for the issuance of debt securities between DCP
Midstream Operating, LP, as issuer, any Guarantors party thereto and The Bank of New York
Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on September 30, 2010).
First Supplemental Indenture dated as of September 30, 2010 to Indenture dated as of
September 30, 2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners,
LP, as Guarantor, and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as
Exhibit 4.2 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on September 30, 2010).
Second Supplemental Indenture dated as of March 13, 2012 to Indenture dated as of September 30,
2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as guarantor,
and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.2 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
March 13, 2012).
Third Supplemental Indenture dated as of June 14, 2012 to Indenture dated as of September 30,
2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as guarantor,
and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.2 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
June 14, 2012).
Fourth Supplemental Indenture dated as of November 27, 2012 to Indenture dated as of
September 30, 2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners,
LP, as guarantor, and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as
Exhibit 4.3 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on November 27, 2012).
Registration Rights Agreement by and among DCP Midstream Partners, LP and the purchasers
named therein dated July 2, 2012 (attached as Exhibit 4.1 to DCP Midstream Partners LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on July 9, 2012).

218

Exhibit
Number

10.1*

10.2*+

10.3*+

10.4*+

10.5*+

10.6*

10.7*

10.8*

10.9*

10.10*

10.11*

10.12*

Description

Omnibus Agreement, dated December 7, 2005, among Duke Energy Field Services, LLC, DCP
Midstream GP, LLC, DCP Midstream Partners, LP and DCP Midstream Operating, LP (attached as
Exhibit 10.4 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on December 12, 2005).

DCP Midstream Partners, LP Long-Term Incentive Plan (attached as Exhibit 10.2 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
December 12, 2005).

Form of Phantom Unit and DERs Grant for Directors under the DCP Midstream Partners, LP
Long-Term Incentive Plan (attached as Exhibit 4.3 to DCP Midstream Partners, LP’s Registration
Statement on Form S-8 (File No. 001-32678) filed with the SEC on April 20, 2007).

Form of Performance Phantom Unit Grant Agreement and DERs Grant for Officers/Employees
under the DCP Midstream Partners, LP Long-Term Incentive Plan (attached as Exhibit 10.1 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
February 24, 2011).

Form of Restricted Phantom Unit Grant Agreement under the DCP Midstream Partners, LP Long-
Term Incentive Plan (attached as Exhibit 10.5 to DCP Midstream Partners, LP’s Annual Report on
Form 10-K (File No. 001-32678) filed with the SEC on March 1, 2011).

Contribution, Conveyance and Assumption Agreement, dated December 7, 2005, among DCP
Midstream Partners, LP, DCP Midstream Operating LP, DCP Midstream GP, LLC, DCP
Midstream GP, LP, Duke Energy Field Services, LLC, DEFS Holding 1, LLC, DEFS Holding,
LLC, DCP Assets Holdings, LP, DCP Assets Holdings, GP, LLC, Duke Energy Guadalupe Pipeline
Holdings, Inc., Duke Energy NGL Services, LP, DCP LP Holdings, LP and DCP Black Lake
Holdings, LLC (attached as Exhibit 10.3 to DCP Midstream Partners, LP’s Current Report on
Form 8-K (File No. 001-32678) filed with the SEC on December 12, 2005).

First Amendment to Omnibus Agreement, dated April 1, 2006, among Duke Energy Field Services,
LLC, DCP Midstream GP, LLC, DCP Midstream Partners, LP and DCP Midstream Operating, LP
(attached as Exhibit 10.6 to DCP Midstream Partners, LP’s Quarterly Report on Form 10-Q (File
No. 001-32678) filed with the SEC on August 11, 2006).

Second Amendment to Omnibus Agreement, dated November 1, 2006, among Duke Energy Field
Services, LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP
and DCP Midstream Operating, LP (attached as Exhibit 10.2 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on November 7, 2006).

Third Amendment to Omnibus Agreement, dated May 9, 2007, among DCP Midstream, LLC (f/k/a
Duke Energy Field Services, LLC), DCP Midstream GP, LLC, DCP Midstream Partners, LP, DCP
Midstream GP, LP, and DCP Midstream Operating, LP (attached as Exhibit 99.3 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
May 14, 2007).

Amended and Restated Credit Agreement, dated June 21, 2007, among DCP Midstream Operating,
LP, DCP Midstream Partners, LP and Wachovia Bank, National Association as Administrative
Agent (attached as Exhibit 10.1 to DCP Midstream Partners LP’s Current Report on Form 10-Q
(File No. 001-32678) filed with the SEC on November 9, 2010).

Fourth Amendment to Omnibus Agreement, dated July 1, 2007, by and among DCP Midstream,
LLC f/k/a/ Duke Energy Field Services, LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP,
DCP Midstream Partners, LP, and DCP Midstream Operating, LP (attached as Exhibit 10.2 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
July 2, 2007).

Amended and Restated Limited Liability Company Agreement of DCP East Texas Holdings, LLC,
dated July 1, 2007, between DCP Midstream, LLC and DCP Assets Holding, LP (attached as
Exhibit 10.3 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on July 2, 2007

219

Exhibit
Number

Description

10.13*

10.14*

10.16*

10.15*

Fifth Amendment to Omnibus Agreement dated August 7, 2007, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Quarterly
Report on Form 10-Q (File No. 001-32678) filed with the SEC on August 9, 2007).
Sixth Amendment to Omnibus Agreement, dated August 29, 2007, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LLC, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on September 5, 2007).
Second Amended and Restated Limited Liability Company Agreement of DCP East Texas
Holdings, LLC, dated April 1, 2009 between DCP Midstream, LLC and DCP Assets Holding, LP
(attached as Exhibit 10.2 to DCP Midstream Partners, LP’s Current Report on Form 8-K
(File No. 001-32678) filed with the SEC on April 7, 2009
Tenth Amendment to Omnibus Agreement, dated December 3, 2009, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LLC, and DCP
Midstream Operating, LP (attached as Exhibit 10.25 to DCP Midstream Partners, LP’s Annual
Report on Form 10-K (File No. 001-32678) filed with the SEC on March 11, 2010).
10.17*++ Amended and Restated General Partnership Agreement of DCP Southeast Texas Holdings, GP,
dated as of January 1, 2011, by and among DCP Southeast Texas, LLC, Gas Supply Resources
Holdings, Inc. and DCP Partners SE Texas LLC, (attached as Exhibit 10.1 to DCP Midstream
Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on January 6,
2011).
Twelfth Amendment to Omnibus Agreement, dated January 1, 2011, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.19 to DCP Midstream Partners, LP’s Annual
Report on Form 10-K (File No. 001-32678) filed with the SEC on March 1, 2011).
10.19*++ Propane Sales Contract between Spectra Energy Propane LLC and Gas Supply Resources LLC

10.18*

effective May 1, 2008 (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Periodic Report
(File No. 001-32678) on Form 10-Q filed August 8, 2008.

10.21*

10.20*++ Amendment dated June 15, 2010 to Propane Sales Contract between Spectra Energy Propane LLC
and Gas Supply Resources LLC effective May 1, 2008 (attached as Exhibit 10.2 to DCP Midstream
Partners, LP’s Periodic Report (File No. 001-32678) on Form 10-Q filed August 9, 2010.
First Amendment to Amended and Restated General Partnership Agreement of DCP Southeast
Texas, LLC, Gas Supply Resources Holdings, Inc. and DCP Partners SE Texas, LLC (attached as
Exhibit 10.22 DCP Midstream, LP’s Form 10-K (File No. 001-32678) filed with the SEC on
March 1, 2011).
Thirteenth Amendment to Omnibus Agreement, dated January 3, 2012, among DCP Midstream,
LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on January 6, 2012).
Term Loan Agreement, dated January 3, 2012, among DCP Midstream Operating, LP, DCP
Midstream Partners, LP and Wells Fargo, National Association as Administrative Agent (attached
as Exhibit 10.2 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on January 6, 2012).

10.23*

10.22*

10.24*++ Gas Processing Contract between DCP Midstream, LP and DCP Midstream Partners, LP dated as of

10.25*

August 1, 2011 (attached as Exhibit 10.4 to DCP Midstream Partners LP’s Quarterly Report on
Form 10-Q (File No. 001-32678) filed with the SEC on November 9, 2011).
Credit Agreement, dated November 10, 2011, among DCP Midstream Operating, LP, DCP
Midstream Partners, LP and Wells Fargo, National Association as Administrative Agent (attached
as Exhibit 10.1 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on November 14, 2011).

220

Exhibit
Number

Description

10.26*+ DCP Midstream Partners, LP 2012 Long-Term Incentive Plan (attached as Exhibit 10.26 to DCP

Midstream Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the SEC on
February 29, 2012).

10.27*+

10.28*+

10.29*+

10.30*

10.31*

10.32*

10.33*

10.34*

10.35*

10.36*

10.37*

10.38*

Form of Phantom Unit and DERs Grant for Directors under the DCP Midstream Partners, LP 2012
Long-Term Incentive Plan (attached as Exhibit 10.27 to DCP Midstream Partners, LP’s Annual
Report on Form 10-K (File No. 001-32678) filed with the SEC on February 29, 2012).

Form of Performance Phantom Unit Grant Agreement and DERs Grant for Officers/Employees
under the DCP Midstream Partners, LP 2012 Long-Term Incentive Plan (attached as Exhibit 10.28
to DCP Midstream Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the
SEC on February 29, 2012).

Form of Restricted Phantom Unit Grant Agreement and DERs Grant under the DCP Midstream
Partners, LP 2012 Long-Term Incentive Plan (attached as Exhibit 10.29 to DCP Midstream
Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the SEC on
February 29, 2012).

Fourteenth Amendment to Omnibus Agreement, dated March 30, 2012, among DCP Midstream,
LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on April 5, 2012).

Fifteenth Amendment to the Omnibus Agreement by and among DCP Midstream, LLC, DCP
Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP and DCP Midstream
Operating, LP dated July 2, 2012 (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on July 9, 2012).

Term Loan Agreement by and among DCP Midstream Operating, LP, DCP Midstream Partners, LP
and SunTrust Bank as Administrative Agent dated July 2, 2012 (attached as Exhibit 10.2 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
July 9, 2012).

First Amendment to Term Loan Agreement, dated November 1, 2012, among DCP Midstream
Partners, LP, DCP Midstream Operating, LP, SunTrust Bank, as administrative agent, and the
lenders named therein (attached as Exhibit 10.2 to DCP Midstream Partners LP’s Current Report on
Form 8-K (File No. 001-32678) filed with the SEC on November 7, 2012).

Common Unit Purchase Agreement by and among DCP Midstream Partners, LP and the purchasers
named therein dated June 25, 2012 (attached as Exhibit 10.1 to DCP Midstream Partners LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on June 29, 2012).

Term Loan Agreement by and among DCP Midstream Operating, LP, DCP Midstream Partners, LP
and SunTrust Bank as Administrative Agent dated November 1, 2012 (attached as Exhibit 10.3 to
DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the
SEC on November 7, 2012).

Amended and Restated General Partnership Agreement of DCP SC Texas GP, dated November 2,
2012, by and among DCP LP Holdings, LLC, DCP SC Texas Holdings LLC, and DCP South
Central Texas Holdings LLC (attached as Exhibit 10.1 to DCP Midstream Partners LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on November 7, 2012).

Services Agreement, dated as of February 14, 2013, among DCP Midstream Partners, LP and DCP
Midstream, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current Report on
Form 8-K (File No. 001-32678) filed with the SEC on February 21, 2013).

Employee Secondment Agreement, dated as of February 14, 2013, among DCP Midstream
Partners, LP and DCP Midstream, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on February 21, 2013).

12.1

Ratio of Earnings to Fixed Charges.

221

Exhibit
Number

21.1

23.1

23.2

31.1

31.2

32.1

32.2

101

List of Subsidiaries of DCP Midstream Partners, LP.

Description

Consent of Deloitte & Touche LLP on Consolidated Financial Statements of DCP Midstream
Partners, LP and the effectiveness of DCP Midstream Partners, LP’s internal control over financial
reporting.

Consent of Ernst & Young LLP on Consolidated Financial Statements of Discovery Producer
Services LLC.

Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of
2002.

Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.

Certification of Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to
Section 906 of the Sarbanes-Oxley Act of 2002.

Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to
Section 906 of the Sarbanes-Oxley Act of 2002.

Financial statements from the Annual Report on Form 10-K of DCP Midstream Partners, LP for the
annual period ended December 31, 2012, formatted in XBRL: (i) the Consolidated Balance Sheets,
(ii) the Consolidated Statements of Operations, (iii) the Consolidated Statements of Comprehensive
Income, (iv) the Consolidated Statements of Cash Flows, (v) the Consolidated Statements of
Changes in Equity, and (vi) the Notes to the Consolidated Financial Statements.

Each such exhibit has heretofore been filed with the SEC as part of the filing indicated and is incorporated
herein by reference.

Denotes management contract or compensatory plan or arrangement.

++ Confidential treatment has been requested with respect to portions of the exhibit. Such portions have been

redacted and filed separately with the SEC.

222

Pursuant to the requirements of the Section 13 or 15(d) of the Securities Exchange Act of 1934, the
Registrant has duly caused this Report to be signed on its behalf by the undersigned, thereunto duly authorized,
in the City of Denver, State of Colorado, on February 27, 2013.

SIGNATURES

DCP Midstream Partners, LP

By: DCP Midstream GP, LP
its General Partner

By: DCP Midstream GP, LLC
its General Partner

By:

/s/ Wouter T. van Kempen

Name: Wouter T. van Kempen
Title: Chief Executive Officer

223

POWER OF ATTORNEY

KNOW ALL PERSONS BY THESE PRESENTS that each person whose signature appears below
constitutes and appoints each of Wouter T. van Kempen and Rose M. Robeson as his/her true and lawful
attorney-in-fact and agent, with full power of substitution and resubstitution, for him or in his name, place, and
stead, in any and all capacities, to sign any and all amendments (including post-effective amendments) to this
annual report, and to file the same, with all exhibits thereto, and other documents in connection therewith, with
the Securities and Exchange Commission, granting unto said attorney-in-fact and agent full power and authority
to do and perform each and every act and thing requisite and necessary to be done in connection therewith, as
fully to all intents and purposes as he might or could do in person, hereby ratifying and confirming all that said
attorney-in-fact and agent or their or his substitute or substitutes, may lawfully do or cause to be done by virtue
hereof.

Pursuant to the requirements of the Securities Exchange Act of 1934, this Report has been signed below by

the following persons on behalf of the Registrant and in the capacities and on the dates indicated.

Signature

Title

Date

/s/ Wouter T. van Kempen

Wouter T. van Kempen

/s/ William S. Waldheim

William S. Waldheim

/s/ Rose M. Robeson

Rose M. Robeson

/s/ Gary D. Watkins

Gary D. Watkins

Chief Executive Officer
(Principal Executive Officer)

February 27, 2013

President and Director

February 27, 2013

Senior Vice President and Chief Financial
Officer (Principal Financial Officer)

February 27, 2013

Chief Accounting Officer
(Principal Accounting Officer)

February 27, 2013

/s/ Thomas C. O’Connor

Chairman of the Board and Director

February 27, 2013

Thomas C. O’Connor

/s/ Paul F. Ferguson, Jr.

Paul F. Ferguson, Jr.

/s/ R. Mark Fiedorek

R. Mark Fiedorek

/s/ Greg G. Maxwell

Greg G. Maxwell

/s/ Frank A. McPherson

Frank A. McPherson

/s/ Thomas C. Morris

Thomas C. Morris

/s/ Stephen R. Springer

Stephen R. Springer

/s/ Andy Viens

Andy Viens

Director

February 27, 2013

Director

February 27, 2013

Director

February 27, 2013

Director

February 27, 2013

Director

February 27, 2013

Director

February 27, 2013

Director

February 27, 2013

224

Exhibit
Number

1.1*

2.1*

2.2*

2.3*

2.4*

2.5*

2.6*

2.7*

2.8*

2.9*

2.10*

2.11*

2.12*

EXHIBIT INDEX

Description

Contribution Agreement, dated October 9, 2006, between DCP LP Holdings, LP and DCP
Midstream Partners, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on October 13, 2006).

Purchase and Sale Agreement, dated March 7, 2007, between Anadarko Gathering Company,
Anadarko Energy Services Company and DCP Midstream Partners, LP (attached as Exhibit 99.1 to
DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the
SEC on May 14, 2007).

Contribution and Sale Agreement, dated May 21, 2007, between Gas Supply Resources Holdings,
Inc., DCP Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit 10.1 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
May 25, 2007).

Contribution Agreement, dated May 23, 2007, among DCP LP Holdings, LP, DCP Midstream,
LLC, DCP Midstream GP, LP and DCP Midstream Partners, LP (attached as Exhibit 10.1 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
May 25, 2007).

Contribution Agreement dated February 24, 2009, among DCP LP Holdings, LLC, DCP Midstream
GP, LP DCP Midstream, LLC, and DCP Midstream Partners, LP (attached as Exhibit 10.16 to
DCP Midstream Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the
SEC on March 5, 2009).

Purchase and Sale Agreement by and Among DCP Midstream, LLC and DCP Midstream Partners,
LP dated as of November 4, 2010 (attached as Exhibit 2.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on November 8, 2010).

Contribution Agreement between DCP Southeast Texas, LLC and DCP Partners SE Texas LLC
dated as of November 4, 2010 (attached as Exhibit 2.2 to DCP Midstream Partners, LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on November 8, 2010).

Contribution Agreement, dated November 4, 2011, among DCP LP Holdings, LLC, DCP
Midstream GP, LP, DCP Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit
10.7 to DCP Midstream, LLC’s Schedule 13D (File No. 005-81287) dated as of January 13, 2012).

Contribution Agreement, dated February 27, 2012, among DCP LP Holdings, LLC, DCP
Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP Midstream
Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on March 1,
2012).

First Amendment to Contribution Agreement, dated March 30, 2012, among DCP LP Holdings, LLC,
DCP Midstream, LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP Midstream
Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on April 4,
2012).

Contribution Agreement among DCP LP Holdings, LLC, DCP Midstream, LLC and DCP
Midstream Partners, LP dated June 25, 2012 (attached as Exhibit 2.1 to DCP Midstream Partners,
LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on June 29, 2012).

Contribution Agreement, dated November 2, 2012, among DCP LP Holdings, LLC, DCP
Midstream GP, LP, DCP Midstream, LLC, and DCP Midstream Partners, LP (attached as Exhibit
2.1 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with
the SEC on November 7, 2012).

225

Exhibit
Number

2.13*

3.1*

3.2*

3.3*

3.4*

3.5*

3.6*

3.7*

4.1*

4.2*

4.3*

4.4*

4.5*

Description

Contribution Agreement dated February 27, 2013 among DCP LP Holding, LLC, DCP Midstream,
LLC and DCP Midstream Partners, LP (attached as Exhibit 2.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on February 27, 2013).

First Amended and Restated Agreement of Limited Partnership of DCP Midstream GP, LP
(attached as Exhibit 3.4 to DCP Midstream Partners, LP’s Amendment No. 2 to Registration
Statement on Form S-1 (File No. 333-128378) filed with the SEC on November 18, 2005).

Amended and Restated Limited Liability Company Agreement of DCP Midstream GP, LLC
(attached as Exhibit 3.6 to DCP Midstream Partners, LP’s Amendment No. 2 to Registration
Statement on Form S-1 (File No. 333-128378) filed with the SEC on November 18, 2005).

Second Amended and Restated Agreement of Limited Partnership of DCP Midstream Partners, LP
(attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report on Form 8-K
(File No. 001-32678) filed with the SEC on November 7, 2006).

Amendment No. 1 to Amended and Restated Limited Liability Company Agreement of DCP
Midstream GP, LLC (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Annual Report on
Form 10-K (File No. 001-32678) filed with the SEC on March 5, 2009).

Amendment No. 1 to the Second Amended and Restated Agreement of Limited Partnership of DCP
Midstream Partners, LP (attached as Exhibit 4.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on April 14, 2008).

Amendment No. 2 to the Second Amended and Restated Agreement of Limited Partnership of DCP
Midstream Partners, LP (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report
on Form 8-K (File No. 001-32678) filed with the SEC on April 7, 2009).

Amendment No. 2 to Amended and Restated Limited Liability Company Agreement of DCP
Midstream GP, LLC (attached as Exhibit 3.1 to DCP Midstream Partners, LP’s Current Report on
Form 8-K (File No. 001-32678) filed with the SEC on February 21, 2013).

Indenture dated as of September 30, 2010 for the issuance of debt securities between DCP
Midstream Operating, LP, as issuer, any Guarantors party thereto and The Bank of New York
Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.1 to DCP Midstream Partners, LP’s
Current Report on Form 8-K (File No. 001-32678) filed with the SEC on September 30, 2010).

First Supplemental Indenture dated as of September 30, 2010 to Indenture dated as of September
30, 2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as
guarantor, and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as Exhibit
4.2 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with
the SEC on September 30, 2010).

Second Supplemental Indenture dated as of March 13, 2012 to Indenture dated as of September 30,
2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as guarantor,
and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.2 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
March 13, 2012).

Third Supplemental Indenture dated as of June 14, 2012 to Indenture dated as of September 30,
2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as guarantor,
and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as Exhibit 4.2 to DCP
Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
June 14, 2012).

Fourth Supplemental Indenture dated as of November 27, 2012 to Indenture dated as of September
30, 2010 between DCP Midstream Operating, LP, as issuer, DCP Midstream Partners, LP, as
guarantor, and the Bank of New York Mellon Trust Company, N.A., as trustee (attached as
Exhibit 4.3 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on November 27, 2012).

226

Exhibit
Number

4.6*

10.1*

10.2*+

10.3*+

10.4*+

10.5*+

10.6*

10.7*

10.8*

10.9*

10.10*

10.11*

Description

Registration Rights Agreement by and among DCP Midstream Partners, LP and the purchasers
named therein dated July 2, 2012 (attached as Exhibit 4.1 to DCP Midstream Partners LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on July 9, 2012).

Form of Phantom Unit and DERs Grant for Directors under the DCP Midstream Partners, LP Long-
Term Incentive Plan (attached as Exhibit 4.3 to DCP Midstream Partners, LP’s Registration
Statement on Form S-8 (File No. 001-32678) filed with the SEC on April 20, 2007).

Contribution, Conveyance and Assumption Agreement, dated December 7, 2005, among DCP
Midstream Partners, LP, DCP Midstream Operating LP, DCP Midstream GP, LLC, DCP
Midstream GP, LP, Duke Energy Field Services, LLC, DEFS Holding 1, LLC, DEFS Holding,
LLC, DCP Assets Holdings, LP, DCP Assets Holdings, GP, LLC, Duke Energy Guadalupe Pipeline
Holdings, Inc., Duke Energy NGL Services, LP, DCP LP Holdings, LP and DCP Black Lake
Holdings, LLC (attached as Exhibit 10.3 to DCP Midstream Partners, LP’s Current Report on Form
8-K (File No. 001-32678) filed with the SEC on December 12, 2005).

First Amendment to Omnibus Agreement, dated April 1, 2006, among Duke Energy Field Services,
LLC, DCP Midstream GP, LLC, DCP Midstream Partners, LP and DCP Midstream Operating, LP
(attached as Exhibit 10.6 to DCP Midstream Partners, LP’s Quarterly Report on Form 10-Q
(File No. 001-32678) filed with the SEC on August 11, 2006).

Third Amendment to Omnibus Agreement, dated May 9, 2007, among DCP Midstream, LLC (f/k/a
Duke Energy Field Services, LLC), DCP Midstream GP, LLC, DCP Midstream Partners, LP, DCP
Midstream GP, LP, and DCP Midstream Operating, LP (attached as Exhibit 99.3 to DCP Midstream
Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on May 14,
2007).

Fourth Amendment to Omnibus Agreement, dated July 1, 2007, by and among DCP Midstream, LLC
f/k/a/ Duke Energy Field Services, LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP
Midstream Partners, LP, and DCP Midstream Operating, LP (attached as Exhibit 10.2 to DCP
Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on
July 2, 2007).

227

Exhibit
Number

10.12*

10.13*

10.14*

10.15*

10.16*

Description

Sixth Amendment to Omnibus Agreement, dated August 29, 2007, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LLC, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on September 5, 2007).

Second Amended and Restated Limited Liability Company Agreement of DCP East Texas
Holdings, LLC, dated April 1, 2009 between DCP Midstream, LLC and DCP Assets Holding, LP
(attached as Exhibit 10.2 to DCP Midstream Partners, LP’s Current Report on Form 8-K (File No.
001-32678) filed with the SEC on April 7, 2009).

Tenth Amendment to Omnibus Agreement, dated December 3, 2009, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LLC, and DCP
Midstream Operating, LP (attached as Exhibit 10.25 to DCP Midstream Partners, LP’s Annual
Report on Form 10-K (File No. 001-32678) filed with the SEC on March 11, 2010).

10.17*++ Amended and Restated General Partnership Agreement of DCP Southeast Texas Holdings, GP,
dated as of January 1, 2011, by and among DCP Southeast Texas, LLC, Gas Supply Resources
Holdings, Inc. and DCP Partners SE Texas LLC (attached as Exhibit 10.1 to DCP Midstream
Partners, LP’s Current Report on Form 8-K (File No. 001-32678) filed with the SEC on January 6,
2011).

10.18*

Twelfth Amendment to Omnibus Agreement, dated January 1, 2011, among DCP Midstream, LLC,
DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.19 to DCP Midstream Partners, LP’s Annual
Report on Form 10-K (File No. 001-32678) filed with the SEC on March 1, 2011).

10.19*++ Propane Sales Contract between Spectra Energy Propane LLC and Gas Supply Resources LLC

effective May 1, 2008 (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Periodic Report
(File No. 001-32678) on Form 10-Q filed August 8, 2008.

10.21*

10.22*

10.23*

First Amendment to Amended and Restated General Partnership Agreement of DCP Southeast
Texas, LLC, Gas Supply Resources Holdings, Inc. and DCP Partners SE Texas, LLC (attached as
Exhibit 10.22 DCP Midstream, LP’s Form 10-K (File No. 001-32678) filed with the SEC on
March 1, 2011).

Thirteenth Amendment to Omnibus Agreement, dated January 3, 2012, among DCP Midstream,
LLC, DCP Midstream GP, LLC, DCP Midstream GP, LP, DCP Midstream Partners, LP, and DCP
Midstream Operating, LP (attached as Exhibit 10.1 to DCP Midstream Partners, LP’s Current
Report on Form 8-K (File No. 001-32678) filed with the SEC on January 6, 2012).

Term Loan Agreement, dated January 3, 2012, among DCP Midstream Operating, LP, DCP
Midstream Partners, LP and Wells Fargo, National Association as Administrative Agent (attached
as Exhibit 10.2 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on January 6, 2012).

228

Exhibit
Number

Description

10.24*++ Gas Processing Contract between DCP Midstream, LP and DCP Midstream Partners, LP dated as of

August 1, 2011 (attached as Exhibit 10.4 to DCP Midstream Partners LP’s Quarterly Report on
Form 10-Q (File No. 001-32678) filed with the SEC on November 9, 2011).

10.25*

Credit Agreement, dated November 10, 2011, among DCP Midstream Operating, LP, DCP
Midstream Partners, LP and Wells Fargo, National Association as Administrative Agent (attached
as Exhibit 10.1 to DCP Midstream Partners LP’s Current Report on Form 8-K (File No. 001-32678)
filed with the SEC on November 14, 2011).

10.26*+ DCP Midstream Partners, LP 2012 Long-Term Incentive Plan (attached as Exhibit 10.26 to DCP

Midstream Partners, LP’s Annual Report on Form 10-K (File No. 001-32678) filed with the SEC on
February 29, 2012).

10.27*+

10.28*+

10.29*+

10.30*

10.31*

10.32*

10.33*

10.34*

10.35*

10.36*

229