Table of Contents UNITED STATESSECURITIES AND EXCHANGE COMMISSIONWashington, DC 20549 FORM 10-K (Mark One) xANNUAL REPORT PURSUANT TO SECTION 13 or 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended September 30, 2014OR ¨TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number: 001-14129 STAR GAS PARTNERS, L.P.(Exact name of registrant as specified in its charter) Delaware 06-1437793(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.)9 West Broad Street, Stamford, Connecticut 06902(Address of principal executive office) (Zip Code)(203) 328-7310(Registrant’s telephone number, including area code)Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registeredCommon Units New York Stock ExchangeSecurities 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. Yes ¨ No xIndicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x¨ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of1934 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 filingrequirements for the past 90 days. Yes x No ¨Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data Filerequired 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 shorterperiod that the registrant was required to submit and post such files). Yes x 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, tothe 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 tothis 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 definitions of “large accelerated filer,” and “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Act (check one).Large accelerated filer ¨ Accelerated filer x Non-accelerated filer ¨ Smaller reporting company ¨Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ¨ No xThe aggregate market value of the registrant’s common units held by non-affiliates on March 31, 2014 was approximately $255,051,000. As ofNovember 30, 2014, the registrant had 57,282,752 common units outstanding.Documents Incorporated by Reference: None Table of ContentsSTAR GAS PARTNERS, L.P.2014 FORM 10-K ANNUAL REPORTTABLE OF CONTENTS Page PART I Item 1. Business 3 Item 1A. Risk Factors 12 Item 1B. Unresolved Staff Comments 23 Item 2. Properties 23 Item 3. Legal Proceedings—Litigation 23 Item 4. Mine Safety Disclosures 23 PART II Item 5. Market for the Registrant’s Units and Related Matters 23 Item 6. Selected Historical Financial and Operating Data 26 Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations 28 Item 7A. Quantitative and Qualitative Disclosures about Market Risk 46 Item 8. Financial Statements and Supplementary Data 47 Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure 47 Item 9A. Controls and Procedures 47 Item 9B. Other Information 48 PART III Item 10. Directors, Executive Officers and Corporate Governance 49 Item 11. Executive Compensation 53 Item 12. Security Ownership of Certain Beneficial Owners and Management 63 Item 13. Certain Relationships and Related Transactions 64 Item 14. Principal Accounting Fees and Services 65 PART IV Item 15. Exhibits and Financial Statement Schedules 66 2 Table of ContentsPART IStatement Regarding Forward-Looking DisclosureThis Annual Report on Form 10-K includes “forward-looking statements” which represent our expectations or beliefs concerning future events thatinvolve risks and uncertainties, including those associated with the effect of weather conditions on our financial performance, the price and supply of theproducts that we sell, the consumption patterns of our customers, our ability to obtain satisfactory gross profit margins, our ability to obtain new customersand retain existing customers, our ability to make strategic acquisitions, the impact of litigation, our ability to contract for our current and future supplyneeds, natural gas conversions, future union relations and the outcome of current and future union negotiations, the impact of current and futuregovernmental regulations, including environmental, health, and safety regulations, the ability to attract and retain employees, customer credit worthiness,counterparty credit worthiness, marketing plans, general economic conditions and new technology. All statements other than statements of historical factsincluded in this Report including, without limitation, the statements under “Management’s Discussion and Analysis of Financial Condition and Results ofOperations” and elsewhere herein, are forward-looking statements. Without limiting the foregoing, the words “believe,” “anticipate,” “plan,” “expect,”“seek,” “estimate,” and similar expressions are intended to identify forward-looking statements. Although we believe that the expectations reflected in suchforward-looking statements are reasonable, we can give no assurance that such expectations will prove to be correct and actual results may differ materiallyfrom those projected as a result of certain risks and uncertainties. These risks and uncertainties include, but are not limited to, those set forth in this Reportunder the heading “Risk Factors” and “Business Strategy.” Important factors that could cause actual results to differ materially from our expectations(“Cautionary Statements”) are disclosed in this Report. All subsequent written and oral forward-looking statements attributable to the Partnership or personsacting on its behalf are expressly qualified in their entirety by the Cautionary Statements. Unless otherwise required by law, we undertake no obligation toupdate or revise any forward-looking statements, whether as a result of new information, future events or otherwise after the date of this Report. ITEM 1.BUSINESSStructureStar Gas Partners, L.P. (“Star Gas Partners,” the “Partnership,” “we,” “us,” or “our”) is a home heating oil and propane distributor and services providerwith one reportable operating segment that principally provides services to residential and commercial customers to heat homes and buildings. Star GasPartners is a Delaware limited partnership, which at November 30, 2014, had outstanding 57.3 million common partner units (NYSE: “SGU”) representing a99.43% limited partner interest in Star Gas Partners, and 0.3 million general partner units, representing a 0.57% general partner interest in Star Gas Partners.Our general partner is Kestrel Heat, LLC, a Delaware limited liability company (“Kestrel Heat” or the “general partner”).The following chart depicts the ownership of the partnership as of November 30, 2014: 3 Table of ContentsThe Partnership is organized as follows: • Our general partner is Kestrel Heat, LLC, a Delaware limited liability company (“Kestrel Heat” or the “general partner”). The Board of Directors ofKestrel Heat is appointed by its sole member, Kestrel Energy Partners, LLC, a Delaware limited liability company (“Kestrel”). • Our operations are conducted through Petro Holdings, Inc., a Minnesota corporation that is a wholly owned subsidiary of Star Acquisitions, Inc., andits subsidiaries. • Star Gas Finance Company is our 100% owned subsidiary. Star Gas Finance Company serves as the co-issuer, jointly and severally with us, of our$125.0 million principal amount of 8.875% Senior Notes, which are due in December 2017, that we sometimes refer to in this Report as the notes orthe senior notes. We are dependent on distributions, including inter-company dividends and interest payments, from our subsidiaries to service ourdebt obligations. The distributions from our subsidiaries are not guaranteed and are subject to certain loan restrictions. Star Gas Finance Companyhas nominal assets and conducts no business operations. (See Note 11 of the Notes to the Consolidated Financial Statements—Long-Term Debt andBank Facility Borrowings)We file annual, quarterly, current and other reports and information with the Securities and Exchange Commission, or SEC. These filings can be viewedand downloaded from the Internet at the SEC’s website at www.sec.gov. In addition, these SEC filings are available at no cost as soon as reasonablypracticable after the filing thereof on our website at www.star-gas.com/sec.cfm. These reports are also available to be read and copied at the SEC’s publicreference room located at Judiciary Plaza, 100 F Street, N.E., Washington, D.C. 20549. The public may obtain information on the operation of the publicreference room by calling the SEC at 1-800-SEC-0330. You may also obtain copies of these filings and other information at the offices of the New York StockExchange located at 11 Wall Street, New York, New York 10005. Please note that any Internet addresses provided in this Annual Report on Form 10-K are forinformational purposes only and are not intended to be hyperlinks. Accordingly, no information found and/or provided at such Internet addresses is intendedor deemed to be incorporated by reference herein.Partnership StructureThe following chart summarizes our partnership structure as of September 30, 2014. Other than Star Gas Partners, L.P. all other entities in this structureare taxable as corporations for Federal and state income tax purposes. 4 Table of ContentsBusiness OverviewWe are a home heating oil and propane distributor and service provider that principally serves residential and commercial customers in the Northeastand Mid-Atlantic regions to heat their homes and buildings. As of September 30, 2014, we sold home heating oil and propane to approximately 444,000 fullservice residential and commercial customers. We believe we are the largest retail distributor of home heating oil in the United States, based upon salesvolume with a market share in excess of 5.5%. We also sell home heating oil, gasoline and diesel fuel to approximately 68,000 customers on a delivery onlybasis. We install, maintain, and repair heating and air conditioning equipment and to a lesser extent provide these services outside our customer base. Inaddition, we provide ancillary home services, including home security and plumbing, to approximately 22,000 customers, many who are also existing homeheating oil and propane customers. During fiscal 2014, total sales were comprised approximately 74% from sales of home heating oil and propane; 12% fromthe installation and repair of heating and air conditioning equipment and ancillary services; and 14% from the sale of other petroleum products. We providehome heating equipment repair service 24 hours a day, seven days a week, 52 weeks a year. These services are an integral part of our business, and areintended to maximize customer satisfaction and loyalty.We conduct our business through an operating subsidiary, Petro Holdings, Inc., utilizing over 30 local brand names such as Petro Home Services,Burke Heat, Atlas Glen-mor, and Griffith Energy Services, Inc. to name a few.We also offer several pricing alternatives to our residential home heating oil customers, including a variable price (market based) option and a price-protected option, the latter of which either sets the maximum price or a fixed price that a customer will pay. Users choose which plan they feel best suits themincreasing customer satisfaction. Approximately 96% of our full service residential and commercial home heating oil customers automatically receivedeliveries based on prevailing weather conditions. In addition, we offer a “smart pay” budget payment plan in which homeowners’ estimated annual billingsare paid for in a series of equal monthly installments. We use derivative instruments as needed to mitigate our exposure to market risk associated with ourprice-protected offerings and the storing of our physical home heating oil inventory. Given our size, we are able to realize benefits of scale and provideconsistent, strong customer service. 5 Table of ContentsCurrently, we have heating oil and/or propane customers in the following states, regions and counties: MaineYork New HampshireHillsboroughMerrimackRockinghamStrafford VermontBennington MassachusettsBarnstableBristolEssexHampdenMiddlesexNorfolkPlymouthSuffolkWorcester Rhode IslandBristolKentNewportProvidenceWashington ConnecticutFairfieldHartfordLitchfieldMiddlesexNew HavenNew LondonTollandWindham New YorkAlbanyBronxColumbiaDutchessFultonGreeneKingsMontgomeryNassauNew YorkOrangePutnamQueensRensselaerRichmondRocklandSaratogaSchenectadySchoharieSuffolkSullivanUlsterWarrenWashingtonWestchester DelawareKentNew CastleSussex Washington, D.C.District of Columbia New JerseyAtlanticBergenBurlingtonCamdenCumberlandEssexGloucesterHudsonHunterdonMercerMiddlesexMonmouthMorrisOceanPassaicSalemSomersetSussexUnionWarren PennsylvaniaAdamsBerksBucksChesterCumberlandDauphinDelawareFranklinFultonLancasterLebanonLehighMonroeMontgomeryNorthamptonPerryPhiladelphiaSchuylkillYork MarylandAnne ArundelBaltimoreCalvertCarolineCarrollCecilCharlesDorchesterFrederickHarfordHowardKentMontgomeryPrince George’sQueen AnneSt. Mary’sTalbotWashington VirginiaArlingtonClarkeFairfaxFrederickFauquierLoudounPrince WilliamStaffordWarren West VirginiaBerkeleyJeffersonMorgan North CarolinaUnion South CarolinaBambergCalhounChesterDorchesterFairfieldKershawLexingtonOrangeburg 6 Table of ContentsIndustry CharacteristicsHome heating oil is primarily used as a source of fuel to heat residences and businesses in the Northeast and Mid-Atlantic regions. According to theU.S. Department of Energy—Energy Information Administration, 2009 Residential Energy Consumption Survey (the latest survey published), these regionsaccount for 83% (5.7 million of 6.9 million) of the households in the United States where heating oil is the main space-heating fuel and 28% (5.7 million of20.8 million) of the homes in these regions use home heating oil as their main space-heating fuel. In recent years, as the price of home heating oil increased,customers have tended to increase their conservation efforts, which has decreased their consumption of home heating oil.The retail home heating oil industry is mature, with total market demand expected to decline in the foreseeable future due in part to conversions tonatural gas. Our customer losses to natural gas conversions for fiscal years 2014, 2013, 2012, 2011 and 2010 were 2.2%, 2.4%, 2.0%, 1.5% and 1.1%respectively. Therefore, our ability to maintain our business or grow within the industry is dependent on the acquisition of other retail distributors as well asthe success of our marketing programs. Conversions to natural gas have increased and we believe this may continue as natural gas has become significantlyless expensive than home heating oil on an equivalent BTU basis. In addition, the states of New York, Connecticut and Pennsylvania are seeking toencourage homeowners to expand the use of natural gas as a heating fuel through legislation and regulatory efforts.Propane is a by-product of natural gas processing and petroleum refining. Propane use falls into three broad categories: residential and commercialapplications; industrial applications; and agricultural uses. In the residential and commercial markets, propane is used primarily for space heating, waterheating, clothes drying and cooking. Industrial customers use propane generally as a motor fuel to power over-the-road vehicles, forklifts and stationaryengines, to fire furnaces, as a cutting gas and in other process applications. In the agricultural market, propane is primarily used for tobacco curing, cropdrying, poultry breeding and weed control.It is common practice in our business to price products to customers based on a per gallon margin over wholesale costs. As a result, we believedistributors such as ourselves generally seek to maintain their per gallon margins by passing wholesale price increases through to customers, thus insulatingtheir margins from the volatility in wholesale prices. However, distributors may be unable or unwilling to pass the entire product cost increases through tocustomers. In these cases, significant decreases in per gallon margins may result. The timing of cost pass-throughs can also significantly affect margins. Theretail home heating oil industry is highly fragmented, characterized by a large number of relatively small, independently owned and operated localdistributors. Some dealers provide full service, as we do, and others offer delivery only on a cash-on-delivery basis, which we also do to a significantly lesserextent. The industry is complex and costly due to regulations, working capital requirements and the cost to hedge for price-protected customers.Business StrategyOur business strategy is to increase Adjusted EBITDA and cash flow by effectively managing operations while growing and retaining our customerbase as a retail distributor of home heating oil and propane and provider of ancillary products and services. The key elements of this strategy include thefollowing:Pursue select acquisitions. Our senior management team has developed expertise in identifying acquisition opportunities and integrating acquiredcustomers into our operations. We continue to focus on acquiring profitable companies within and outside our current footprint.While we still actively pursue home heating oil only companies, we have found that modestly sized dual fuel (home heating oil and propane)companies are a niche for us and can help us grow our propane business more rapidly.The focus for our acquisitions is both within our current footprint, where we can leverage our existing operating structure to reduce costs, as well asoutside of such areas if the target company is of adequate size to sustain profitability as a stand-alone operation. We have used this strategy to expand intoseveral states over the past five years.Deliver superior customer service. We are dedicated to providing the best customer service in our industry to maximize customer satisfaction andretention. To engage our employees and enhance their ability to provide superior customer service and reduce gross customer losses, our employees areencouraged to go through customer service training, supplemented by ongoing monitoring and guidance from management.Additionally, we have established a technical training committee to ensure that our field personnel are properly educated on the latest technologywhile operating in a safe and efficient manner. 7 Table of ContentsDiversification of product and service offerings. In addition to expanding our propane operations, we continue to focus on expanding our suite ofrationally related products and services in an effort to increase revenue and Adjusted EBITDA while improving retention of our existing home heating oiland propane customers. These offerings include, but are not limited to, the sales, service and installation of heating and air conditioning equipment,plumbing services, home security systems and standby home generators. In addition, we also repair and install natural gas heating systems. We placesignificant emphasis on growing a solid, credit-worthy customer base with a focus on recurring revenue in the form of annual service agreements.Realizing we have historically been known primarily as a home heating oil provider, we are in the process of repositioning our larger brands to reflect abroader range of products and services and position us as a leading provider of such services within the markets where we operate.The addition of these products and services gives us the ability to leverage our existing organizational structure and improve our sales penetration withcurrent and potential customers, allowing us to retain our customers.Geographic expansionWe utilize census-based demographic data as well as local field expertise to target areas contiguous to our geographic footprint for organic expansionin a strategic manner. We then operate in such areas using existing logistical resources and personnel, adding staff if required as the business demands.We grow the business in a strategic fashion utilizing advertising and marketing initiatives to expand our presence while building an effectivemarketing database of prospects and customers.SeasonalityOur fiscal year ends on September 30. All references to quarters and years respectively in this document are to fiscal quarters and years unless otherwisenoted. The seasonal nature of our business results in the sale of approximately 30% of our volume of home heating oil and propane in the first fiscal quarterand 50% of our volume in the second fiscal quarter of each fiscal year, the peak heating season. As a result, we generally realize net income in our first andsecond fiscal quarters and net losses during our third and fourth fiscal quarters and we expect that the negative impact of seasonality on our third and fourthfiscal quarter operating results will continue. In addition, sales volume typically fluctuates from year to year in response to variations in weather, wholesaleenergy prices and other factors.CompetitionMost of our operating locations compete with numerous distributors, primarily on the basis of price, reliability of service and response to customerneeds. Each such location operates in its own competitive environment.We compete with distributors offering a broad range of services and prices, from full-service distributors, such as ourselves, to those offering deliveryonly. As do many companies in our business, we provide home heating and propane equipment repair service on a 24-hour-a-day, seven-day-a-week, 52weeks a year basis. We believe that this level of service tends to help build customer loyalty. In some instances homeowners have formed buyingcooperatives that seek a lower price than individual customers are otherwise able to obtain. Our business competes for retail customers with suppliers ofalternative energy products, principally natural gas, propane (in the case of our home heating oil operations) and electricity.Customer AttritionWe measure net customer attrition for our full service residential and commercial home heating oil and propane customers. Since fiscal 2011, we haveincluded propane customers in this calculation as several of our acquisitions have included propane operations. Net customer attrition is the differencebetween gross customer losses and customers added through marketing efforts. Customers added through acquisitions are not included in the calculation ofgross customer gains. However, additional customers that are obtained through marketing efforts at newly acquired businesses are included in thesecalculations. Customer attrition percentage calculations include customers added through acquisitions in the denominators of the calculations on a weightedaverage basis. Gross customer losses are the result of a number of factors, including price competition, move outs, credit losses and conversions to natural gas.(See Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations – Customer Attrition.) 8 Table of ContentsCustomers and PricingOur full service home heating oil customer base is comprised of 95% residential customers and 5% commercial customers. Our residential customerreceives on average 160 gallons per delivery and our commercial accounts receive on average 320 gallons per delivery. Typically, we make four to sixdeliveries per customer per year. Currently, 96% of our full service residential and commercial home heating oil customers have their deliveries scheduledautomatically and 4% of our home heating oil customer base call from time to time to schedule a delivery. Automatic deliveries are scheduled based on eachcustomer’s historical consumption pattern and prevailing weather conditions. Our practice is to bill customers promptly after delivery. We also offer abalanced payment plan in which a customer’s estimated annual billings are paid for in a series of equal monthly payments. Approximately 37% of ourresidential home heating oil customers have selected this billing option.We offer several pricing alternatives to our residential home heating oil customers. Our variable pricing program allows the price to float with the homeheating oil market and other factors. In addition, we offer price protected programs, which establish either a ceiling or a fixed price per gallon that thecustomer would pay over a defined period. The following chart depicts the percentage of the pricing plans selected by our residential home heating oilcustomers as of the end of the fiscal year. September 30, 2014 2013 2012 2011 2010 Variable 53.5% 53.1% 54.7% 54.9% 55.8% Ceiling 40.8% 42.3% 40.5% 41.5% 41.8% Fixed 5.7% 4.6% 4.8% 3.6% 2.4% 100.0% 100.0% 100.0% 100.0% 100.0% Sales to residential customers ordinarily generate higher per gallon margins than sales to commercial customers. Due to greater price sensitivity andhedging costs of residential price-protected customers, the per gallon margins realized from price protected customers generally are less than from variablepriced residential customers.DerivativesWe use derivative instruments in order to mitigate our exposure to market risk associated with the purchase of home heating oil for our price-protectedcustomers, physical inventory on hand, inventory in transit and priced purchase commitments. Currently, the Partnership’s derivative instruments are with thefollowing counterparties: Bank of America, N.A., Bank of Montreal, Cargill, Inc., Citibank, N.A., JPMorgan Chase Bank, N.A., Key Bank, N.A., RegionsFinancial Corporation, Societe Generale, and Wells Fargo Bank, N.A.The Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) 815-10-05, Derivatives and Hedging, requires thatderivative instruments be recorded at fair value and included in the consolidated balance sheet as assets or liabilities. To the extent derivative instrumentsdesignated as cash flow hedges are effective, as defined under this guidance, changes in fair value are recognized in other comprehensive income until theforecasted hedged item is recognized in earnings. We have elected not to designate our derivative instruments as hedging instruments under this guidance,and as a result, the changes in fair value of the derivative instruments during the holding period are recognized in our statement of operations. Therefore, weexperience volatility in earnings as outstanding derivative instruments are marked to market and non-cash gains and losses are recorded prior to the sale ofthe commodity to the customer. The volatility in any given period related to unrealized non-cash gains or losses on derivative instruments can be significantto our overall results. However, we ultimately expect those gains and losses to be offset by the cost of product when purchased. Depending on the risk beinghedged, realized gains and losses are recorded in cost of product, cost of installations and services, or delivery and branch expenses. 9 Table of ContentsSuppliers and Supply ArrangementsWe purchase our product for delivery in either barge, pipeline, in place or truckload quantities, and as of September 30, 2014 had contracts withapproximately 100 third-party terminals for the right to temporarily store petroleum products at their facilities. Home heating oil and propane purchases aremade under supply contracts or on the spot market. We have entered into market price based contracts for approximately 87% of our expected retail homeheating oil and propane requirements for the fiscal 2015 heating season. We also have market price based contracts for approximately 28% of our expecteddiesel and gasoline requirements for fiscal 2015.During fiscal 2014, Global Companies LLC and NIC Holding Corp. provided approximately 17% and 11%, respectively, of our petroleum productpurchases. No other single supplier provided more than 10% of our product supply during fiscal 2014. For fiscal 2015, we generally have supply contracts forsimilar quantities with Global Companies LLC and NIC Holding Corp. Supply contracts typically have terms of 6 to 12 months. All of the supply contractsprovide for minimum quantities and in most cases do not establish in advance the price of home heating oil or propane. This price is based upon a publishedmarket index price at the time of delivery or pricing date plus an agreed upon differential. We believe that our policy of contracting for the majority of ouranticipated supply needs with diverse and reliable sources will enable us to obtain sufficient product should unforeseen shortages develop in worldwidesupplies.Home Heating Oil Price VolatilityIn recent years, the wholesale price of home heating oil has been extremely volatile, resulting in increased consumer sensitivity to heating costs andincreased gross customer attrition. Like any other market commodity, the price of home heating oil is generally impacted by many factors, includingeconomic and geopolitical forces. The price of home heating oil is closely linked to the price refiners pay for crude oil, which is the principal cost componentof home heating oil. The volatility in the wholesale cost of home heating oil, as measured by the New York Mercantile Exchange (“NYMEX”) price pergallon for the fiscal years ended September 30, 2010 through 2014, on a quarterly basis, is illustrated by the following chart: Fiscal 2014 (1) (2) Fiscal 2013 (1) Fiscal 2012 Fiscal 2011 Fiscal 2010 Low High Low High Low High Low High Low High Quarter Ended December 31 $2.84 $3.12 $2.90 $3.26 $2.72 $3.17 $2.19 $2.54 $1.78 $2.12 March 31 2.89 3.28 2.86 3.24 2.99 3.32 2.49 3.09 1.89 2.20 June 30 2.85 3.05 2.74 3.09 2.53 3.25 2.75 3.32 1.87 2.35 September 30 2.65 2.98 2.87 3.21 2.68 3.24 2.77 3.13 1.92 2.24 (1)Beginning April 1, 2013, the NYMEX contract specifications were changed from high sulfur home heating oil to ultra low sulfur diesel.(2)As of November 30, 2014, the price per gallon for ultra low sulfur diesel was $2.23.AcquisitionsPart of our business strategy is to pursue select acquisitions. During fiscal 2014, including the acquisition of Griffith Energy Services, Inc. (“Griffith”),the Partnership acquired three heating oil dealers with approximately 51,000 home heating oil and propane accounts for an aggregate purchase price ofapproximately $98.5 million. Of this total, $97.7 million pertained to the purchase price of Griffith, which was allocated $52.6 million to intangible assets,$17.3 million to fixed assets and $27.8 million to working capital (net of $4.2 million of cash acquired). The $0.8 million gross purchase price of our othertwo fiscal year 2014 acquisitions were allocated $1.1 million to intangible assets, $0.3 million to fixed assets and reduced by $0.6 million for working capitalcredits. Each acquired company’s operating results are included in the Partnership’s consolidated financial statements starting on its acquisition date.Customer lists, other intangibles and trade names are amortized on a straight-line basis over seven to twenty years.During fiscal 2013, the Partnership acquired two heating oil dealers with approximately 2,000 home heating oil and propane accounts for an aggregatepurchase price of approximately $1.4 million. The gross purchase price was allocated $1.3 million to intangible assets, $0.2 million to fixed assets andreduced by $0.1 million for working capital credits.During fiscal 2012, the Partnership acquired seven heating oil and propane dealers with approximately 41,000 home heating oil and propane accountsfor an aggregate purchase price of approximately $39.2 million. The gross purchase price was allocated $32.4 million to intangible assets, $8.0 million tofixed assets and reduced by $1.2 million for working capital credits. 10 Table of ContentsEmployeesAs of September 30, 2014, we had 2,958 employees, of whom 823 were office, clerical and customer service personnel; 888 were equipmenttechnicians; 479 were fuel delivery drivers and mechanics; 451 were management and 317 were employed in sales. Of these employees 1,182 are representedby 49 different collective bargaining agreements with local chapters of labor unions. Some of these unions have union administered pension plans that havesignificant unfunded liabilities, a portion of which could be assessed to us should we withdraw from these plans. The Partnership does not expect to withdrawfrom these plans. Depending on the demands of the 2015 heating season, we anticipate that we will augment our current staffing levels from the 457employees on leave (309 of whom are represented by collective bargaining agreements with labor unions indicated earlier). We are currently involved inunion negotiations with two local bargaining units which cover 19 employees. There currently are four collective bargaining agreements that are expired,covering approximately 27 employees, and 10 more collective bargaining agreements which come up for renewal in fiscal 2015, covering approximately 205employees. We believe that our relations with both our union and non-union employees are generally satisfactory.Government RegulationsWe are subject to various federal, state and local environmental, health and safety laws and regulations. Generally, these laws impose limitations on thedischarge or emission of pollutants and establish standards for the handling of solid and hazardous wastes. These laws include the Resource Conservationand Recovery Act, the Comprehensive Environmental Response, Compensation and Liability Act (“CERCLA”), the Clean Air Act, the Occupational Safetyand Health Act, the Emergency Planning and Community Right to Know Act, the Clean Water Act and comparable state statutes. CERCLA, also known asthe “Superfund” law, imposes joint and several liabilities without regard to fault or the legality of the original conduct on certain classes of persons that areconsidered to have contributed to the release or threatened release of a hazardous substance into the environment. Products stored and/or delivered by us andcertain automotive waste products generated by our fleet are hazardous substances within the meaning of CERCLA or otherwise subject to investigation andcleanup under other environmental laws and regulations. While we are currently not involved with any material CERCLA claims, and we have implementedprograms and policies designed to address potential liabilities and costs under applicable environmental laws and regulations, failure to comply with suchlaws and regulations could result in civil or criminal penalties in cases of non-compliance or impose liability for remediation costs.We have incurred and continue to incur costs to address soil and groundwater contamination at some of our locations, including legacy contaminationat properties that we have acquired. A number of our properties are currently undergoing remediation, in some instances funded by prior owners or operatorscontractually obligated to do so. To date, no material issues have arisen with respect to such prior owners or operators addressing such remediation, althoughthere is no assurance that this will continue to be the case. In addition, we have been subject to proceedings by regulatory authorities for alleged violations ofenvironmental and safety laws and regulations. We do not expect any of these liabilities or proceedings of which we are aware to result in material costs to, ordisruptions of, our business or operations.In addition, transportation of our products by truck are subject to regulations promulgated under the Federal Motor Carrier Safety Act. Theseregulations cover the transportation of hazardous materials and are administered by the United States Department of Transportation or similar state agencies.We conduct ongoing training programs to help ensure that our operations are in compliance with applicable safety regulations. We maintain various permitsthat are necessary to operate some of our facilities, some of which may be material to our operations. 11 Table of ContentsITEM 1A.RISK FACTORSYou should consider carefully the risk factors discussed below, as well as all other information, as an investment in the Partnership involves a highdegree of risk. We are subject to certain risks and hazards due to the nature of the business activities we conduct. The risks discussed below, any of whichcould materially and adversely affect our business, financial condition, cash flows, and results of operations, could result in a partial or total loss of yourinvestment, and are not the only risks we face. We may experience additional risks and uncertainties not currently known to us or, as a result ofdevelopments occurring in the future, conditions that we currently deem to be immaterial may also materially and adversely affect our business, financialcondition, cash flows and results of operations.Our operating results will be adversely affected if we continue to experience significant net attrition in our home heating oil and propane customer base.The following table depicts our gross customer gains, gross customer losses and net customer attrition from fiscal year 2010 to fiscal year 2014. Netcustomer attrition is the difference between gross customer losses and customers added through marketing efforts. Customers added through acquisitions arenot included in the calculation of gross customer gains. However, additional customers that are obtained through marketing efforts at newly acquiredbusinesses are included in these calculations. Customer attrition percentage calculations include customers added through acquisitions in the denominatorsof the calculations on a weighted average basis. Starting October 1, 2010, we have included propane customers in this calculation as several of ouracquisitions since such date have included propane operations. Fiscal Year Ended September 30, 2014 2013 2012 2011 2010 (a) Gross customer gains 16.0% 14.8% 13.4% 13.2% 11.6% Gross customer losses 16.9% 18.1% 18.3% 16.7% 16.6% Net attrition (0.9%) (3.3%) (4.9%) (3.5%) (5.0%) (a)Prior to fiscal 2011, we measured only home heating oil net customer attrition.The gain of a new customer does not fully compensate for the loss of an existing customer because of the expenses incurred during the first year toacquire a new customer. Customer losses are the result of various factors, including but not limited to: • price competition; • customer relocations and home sales/foreclosures; • conversions to natural gas; and • credit worthiness.The continuing volatility in the energy markets has intensified price competition and added to our difficulty in reducing net customer attrition.If we are not able to reduce the current level of net customer attrition or if such level should increase, it will have a material adverse effect on ourbusiness, operating results and cash available for distributions to unitholders. For additional information about customer attrition, see Item 7 “Management’sDiscussion and Analysis of Financial Condition and Results of Operations – Customer Attrition.” 12 Table of ContentsBecause of the highly competitive nature of our business, we may not be able to retain existing customers or acquire new customers, which would havean adverse impact on our business, operating results and financial condition.Our business is subject to substantial competition. Most of our operating locations compete with numerous distributors, primarily on the basis of price,reliability of service and responsiveness to customer service needs. Each operating location operates in its own competitive environment.We compete with distributors offering a broad range of services and prices, from full-service distributors, such as ourselves, to those offering deliveryonly. As do many companies in our business, we provide home heating equipment repair service on a 24-hour-a-day, seven-day-a-week, 52 weeks a yearbasis. We believe that this tends to build customer loyalty. In some instances homeowners have formed buying cooperatives that seek to purchase homeheating oil from distributors at a price lower than individual customers are otherwise able to obtain. We also compete for retail customers with suppliers ofalternative energy products, principally natural gas, propane (in the case of our home heating oil operations) and electricity. If we are unable to competeeffectively, we may lose existing customers and/or fail to acquire new customers, which would have a material adverse effect on our business, operatingresults and financial condition.The following table depicts our customer losses to natural gas conversions from fiscal year 2010 to fiscal year 2014. Conversions to natural gas haveincreased and we believe this may continue as natural gas has become significantly less expensive than home heating oil on an equivalent BTU basis. Inaddition, the states of New York, Connecticut and Pennsylvania are seeking to encourage homeowners to expand the use of natural gas as a heating fuelthrough legislation and regulatory efforts. Fiscal Year Ended September 30, 2014 2013 2012 2011 2010 Customer losses to natural gas conversion (2.2)% (2.4)% (2.0)% (1.5)% (1.1)% In addition to our direct customer losses to natural gas competition, any conversion to natural gas by a heating oil or propane consumer in ourgeographic footprint reduces the pool of available customers from which we can gain new customers, and could have a material adverse effect on ourbusiness, operating results and financial condition.Energy efficiency and new technology may reduce the demand for our products and adversely affect our operating results.Increased conservation and technological advances, including installation of improved insulation and the development of more efficient furnaces andother heating devices, have adversely affected the demand for our products by retail customers. Future conservation measures or technological advances inheating, conservation, energy generation or other devices might reduce demand and adversely affect our operating results.If we do not make acquisitions on economically acceptable terms, our future growth will be limited.Our industry is not a growth industry because new housing generally uses natural gas when it is available, and competition has also increased fromalternative energy sources. Accordingly, future growth will depend on our ability to make acquisitions on economically acceptable terms. We cannot assurethat we will be able to identify attractive acquisition candidates in our sector in the future or that we will be able to acquire businesses on economicallyacceptable terms. Factors that may adversely affect our operating and financial results may limit our access to capital and adversely affect our ability to makeacquisitions. Under the terms of our amended and restated revolving credit facility that we sometimes refer to in this Report as the revolving credit facility,we are restricted from making any individual acquisition in excess of $25.0 million without the lenders’ approval. In addition, to make an acquisition, we arerequired to have Availability (as defined in the revolving credit facility) of at least $40.0 million, on a historical pro forma and forward-looking basis. Thiscovenant restriction may limit our ability to make acquisitions. Any acquisition may involve potential risks to us and ultimately to our unitholders,including: • an increase in our indebtedness; • an increase in our working capital requirements; • an inability to integrate the operations of the acquired business; • an inability to successfully expand our operations into new territories; • the diversion of management’s attention from other business concerns; • an excess of customer loss or loss of key employees from the acquired business; and • the assumption of additional liabilities including environmental liabilities.In addition, acquisitions may be dilutive to earnings and distributions to unitholders, and any additional debt incurred to finance acquisitions may,among other things, affect our ability to make distributions to our unitholders.High product prices can lead to customer conservation and attrition, resulting in reduced demand for our products.Prices for our products are subject to volatile fluctuations in response to changes in supply and other market conditions. During periods of highproduct costs our prices generally increase. High prices can lead to customer conservation and attrition, resulting in reduced demand for our products. 13 Table of ContentsA significant portion of our home heating oil volume is sold to price-protected customers (ceiling and fixed) and our gross margins could be adverselyaffected if we are not able to effectively hedge against fluctuations in the volume and cost of product sold to these customers.A significant portion of our home heating oil volume is sold to individual customers under an arrangement pre-establishing the ceiling sales price or afixed price of home heating oil over a fixed period. When the customer makes a purchase commitment for the next period we currently purchase optioncontracts, swaps and futures contracts for a substantial majority of the heating oil that we expect to sell to these price-protected customers. The amount ofhome heating oil volume that we hedge per price-protected customer is based upon the estimated fuel consumption per average customer, per month. If theactual usage exceeds the amount of the hedged volume on a monthly basis, we could be required to obtain additional volume at unfavorable margins. Inaddition, should actual usage in any month be less than the hedged volume, (including, for example, as a result of early terminations by fixed pricecustomers) our hedging losses could be greater. Currently, we have elected not to designate our derivative instruments as hedging instruments under FASBASC 815-10-05 Derivatives and Hedging, and the change in fair value of the derivative instruments is recognized in our statement of operations. Therefore,we experience volatility in earnings as these currently outstanding derivative contracts are marked to market and non-cash gains or losses are recorded in thestatement of operations.Our risk management policies cannot eliminate all commodity risk, basis risk, or the impact of adverse market conditions which can adversely affectour financial condition, results of operations and cash available for distribution to our unitholders. In addition, any noncompliance with our riskmanagement policies could result in significant financial losses.While our hedging policies are designed to minimize commodity risk, some degree of exposure to unforeseen fluctuations in market conditionsremains. For example, we change our hedged position daily in response to movements in our inventory. Any difference between the estimated future salesfrom inventory and actual sales will create a mismatch between the amount of inventory and the hedges against that inventory, and thus change thecommodity risk position that we are trying to maintain. Also, significant increases in the costs of the products we sell can materially increase our costs tocarry inventory. We use our credit facility as our primary source of financing to carry inventory and may be limited on the amounts we can borrow to carryinventory. Basis risk describes the inherent market price risk created when a commodity of certain grade or location is purchased, sold or exchanged ascompared to a purchase, sale or exchange of a like commodity at a different time or place. Transportation costs and timing differentials are components ofbasis risk. For example, we use the NYMEX to hedge our commodity risk with respect to pricing of energy products traded on the NYMEX. Physicaldeliveries under NYMEX contracts are made in New York Harbor. To the extent we take deliveries in other ports, such as Boston Harbor, we may have basisrisk. In a backward market (when prices for future deliveries are lower than current prices), basis risk is created with respect to timing. In these instances,physical inventory generally loses value as basis declines over time. Basis risk cannot be entirely eliminated, and basis exposure, particularly in backward orother adverse market conditions, can adversely affect our financial condition, results of operations and cash available for distribution to our unitholders.We monitor processes and procedures to prevent unauthorized trading and to maintain substantial balance between purchases and sales or futuredelivery obligations. We can provide no assurance, however, that these steps will detect and/or prevent all violations of such risk management policies andprocedures, particularly if deception or other intentional misconduct is involved.Since weather conditions may adversely affect the demand for home heating oil and propane, our business, operating results and financial condition arevulnerable to warm winters.Weather conditions in the Northeast and Mid-Atlantic regions in which we operate have a significant impact on the demand for home heating oil andpropane because our customers depend on this product principally for space heating purposes. As a result, weather conditions may materially adverselyimpact our business, operating results and financial condition. During the peak-heating season of October through March, sales of home heating oil andpropane historically have represented approximately 80% of our annual oil volume. Actual weather conditions can vary substantially from year to year orfrom month to month, significantly affecting our financial performance. Warmer than normal temperatures in one or more regions in which we operate cansignificantly decrease the total volume we sell and the gross profit realized and, consequently, our results of operations. In fiscal years 2012 and 2002temperatures were significantly warmer than normal for the areas in which we sell our products, which adversely affected the amount of net income, EBITDAand Adjusted EBITDA that we generated during these periods.To partially mitigate the adverse effect of warm weather on cash flows, we have used weather hedge contracts for a number of years. In general, suchweather hedge contracts provide that we are entitled to receive a specific payment per heating degree-day shortfall, when the total number of heating degree-days in the hedge period is less than approximately 92.5% of the ten year average (the “Payment Threshold”). The hedge generally covers the period fromNovember 1, through March 31, of a fiscal year taken as a whole, and has a maximum payout amount. Temperatures in fiscal year 2012, taken as a whole metthe Payment Threshold, and the heating degree-day shortfall during this period resulted in our receiving the full $12.5 million payout, which was recorded asa reduction of expenses in the line item delivery and branch expenses in the statements of operations.For fiscal years 2015, 2016 and 2017 we have a weather hedge contract with subsidiaries of Swiss Re under which we are entitled to receive a paymentof $35,000 per heating degree-day shortfall, when the total number of heating degree-days in the hedge period is less than approximately 92.5% of the tenyear average, the Payment Threshold. The hedge covers the period from November 1, through March 31, taken as a whole, for each respective fiscal year, andhas a maximum payout of $12.5 million for each respective fiscal year. However, there can be no assurance that such weather hedge contract would fully orsubstantially offset the adverse effects of warmer weather on our business and operating results during such period. 14 Table of ContentsThe increased costs of employer-sponsored health insurance premiums and incremental costs due to the Affordable Healthcare Act could materiallyand adversely affect the Company’s financial condition, results of operations, cash flows and ability to hire and retain employees.In March 2010, the United States federal government enacted comprehensive health care reform legislation, which, among other things, includesguaranteed coverage requirements, eliminates pre-existing condition exclusions and annual and lifetime maximum limits, restricts the extent to whichpolicies can be rescinded, and imposes new fees on health insurers, self-insured companies, and health care benefits. The legislation imposes implementationeffective dates that began in 2010 and extend through 2020 with many of the changes requiring additional guidance and regulations from federal agencies.Possible adverse effects could include increased costs, exposure to expanded liability, and requirements for us to revise the ways in which healthcare andother benefits are provided to employees. Such future higher costs could have a material adverse effect on our financial condition, results of operations, andcash flows. Attempts to pass all the increased costs through to our customers could result in higher attrition. Mitigating those costs through reducing benefitsto employees could impair our ability to hire and/or retain employees, as other potential employers may be able to either absorb the higher costs or be able topass more of the increase through to their customers than we may be able to.Our obligation to fund multi-employer pension plans to which we contribute may have an adverse impact on us.We participate in a number of trustee-managed multi-employer pension plans for employees covered under collective bargaining agreements. Severalfactors could cause us to make significantly higher future contributions to these plans, including unfavorable investment performance, insolvency ofparticipating employers, changes in demographics and increased benefits to participants. Some of these unions have union administered pension plans thathave significant unfunded liabilities, a portion of which could be assessed to us should we withdraw from these plans, there be a mass withdrawal from theseplans, or the plans become insolvent or otherwise terminate. While we currently have no intention of withdrawing from a plan and unfunded pensionobligations have not significantly affected our operations in the past, there can be no assurance that we will not be required to make material cashcontributions to one or more of these plans to satisfy certain underfunded benefit obligations in the future. Any termination of a multi-employer plan, or masswithdrawal or insolvency of contributing employers, could require us to contribute an amount under a plan of rehabilitation or surcharge assessment thatwould have a material adverse impact on our consolidated financial condition, results of operations and cash flows.We rely on the continued solvency of our derivatives, insurance and weather hedge counterparties.If counterparties to the derivative instruments that we use to hedge the cost of home heating oil sold to price-protected customers, physical inventoryand our vehicle fuel costs were to fail, our liquidity, operating results and financial condition could be materially adversely impacted, as we would beobligated to fulfill our operational requirement of purchasing, storing and selling home heating oil and vehicle fuel, while losing the mitigating benefits ofeconomic hedges with a failed counterparty. If one of our insurance carriers were to fail, our liquidity, results of operations and financial condition could bematerially adversely impacted, as we would have to fund any catastrophic loss. If our weather hedge counterparty were to fail, we would lose the protection ofour weather hedge contract. Currently, we have outstanding derivative instruments with the following counterparties: Bank of America, N.A., Bank ofMontreal, Cargill, Inc., Citibank, N.A., JPMorgan Chase Bank, N.A., Key Bank, N.A., Regions Financial Corporation, Societe Generale, and Wells FargoBank, N.A. Our primary insurance carriers are American International Group and Federated Mutual Insurance Company, and our weather hedge counterpartiesare subsidiaries of Swiss Re.Our operating results are subject to seasonal fluctuations.Our operating results are subject to seasonal fluctuations since the demand for home heating oil and propane is greater during the first and second fiscalquarter of our fiscal year, which is the peak heating season. The seasonal nature of our business has resulted on average in the last five years in the sale ofapproximately 30% of our volume of home heating oil and propane in the first fiscal quarter and 50% of our volume in the second fiscal quarter of each fiscalyear. As a result, we generally realize net income in our first and second fiscal quarters and net losses during our third and fourth fiscal quarters and we expectthat the negative impact of seasonality on our third and fourth fiscal quarter operating results will continue. Thus any material reduction in the profitabilityof the first and second quarters for any reason, including warmer than normal weather, generally cannot be made up by any significant profitabilityimprovements in the results of the third and fourth quarters. 15 Table of ContentsOur substantial debt and other financial obligations could impair our financial condition and our ability to fulfill our debt obligations.At September 30, 2014, we had outstanding $125.0 million of senior notes due 2017 (the “notes”), zero borrowed under our revolving credit facility,which expires in January 2019 (if the Partnership has met the conditions of the facility termination date as defined in the agreement), $52.8 million of lettersof credit issued, $14.9 million of hedge positions secured, and availability of $149.6 million under such revolving credit facility. During the last three fiscalyears we have utilized as much as $253.8 million of our revolving credit facility in borrowings, letters of credit and hedging reserve. Our substantialindebtedness and other financial obligations could: • impair our ability to obtain additional financing in the future for working capital, capital expenditures, acquisitions, unit repurchases or generalpartnership purposes; • have a material adverse effect on us if we fail to comply with financial and affirmative and restrictive covenants in our debt agreements and an eventof default occurs that is not cured or waived; • require us to dedicate a substantial portion of our cash flow for interest payments on our indebtedness and other financial obligations, therebyreducing the availability of our cash flow to fund working capital and capital expenditures; • limit our flexibility in planning for, or reacting to, changes in our business and the industry in which we operate; and • place us at a competitive disadvantage compared to our competitors that have proportionally less debt.If we are unable to meet our debt service obligations and other financial obligations, we could be forced to restructure or refinance our indebtednessand other financial transactions, seek additional equity capital or sell our assets. We might then be unable to obtain such financing or capital or sell our assetson satisfactory terms, if at all.Increases in wholesale product costs may have adverse effects on our business, financial condition and results of operations.Increases in wholesale product costs may have adverse effects on our business, financial condition and results of operations, including the following: • customer conservation or attrition due to customers converting to lower cost heating products or suppliers; • reduced liquidity as a result of higher receivables, and/or inventory balances as we must fund a portion of any increase in receivables, inventory andhedging costs from our own resources, thereby tying up funds that would otherwise be available for other purposes; • higher bad debt expense and credit card processing costs as a result of higher selling prices; • higher interest expense as a result of increased working capital borrowing to finance higher receivables and/or inventory balances; and • higher vehicle fuel costs.The volatility in wholesale energy costs may adversely affect our liquidity.Our business requires a significant amount of working capital to finance accounts receivable and inventory during the heating season. Under ourrevolving credit facility, we may borrow up to $300 million, which increases to $450 million during the peak winter months from December through April ofeach fiscal year. We are obligated to meet certain financial covenants under the revolving credit facility, including the requirement to maintain at all timeseither excess availability (borrowing base less amounts borrowed and letters of credit issued) of 12.5% of the revolving credit commitment then in effect or afixed charge coverage ratio (as defined in the revolving credit facility agreement) of not less than 1.1.If increases in wholesale product costs cause our working capital requirements to exceed the amounts available under our revolving credit facility orshould we fail to maintain the required availability or fixed charge coverage ratio, we would not have sufficient working capital to operate our business,which could have a material adverse effect on our financial condition and results of operations.We purchase synthetic call options and forward swaps with members of our lending group to manage market risk associated with our commitments toour customers, our physical inventory and fuel we use for our vehicles. These institutions have not required an initial cash margin deposit or any mark tomarket maintenance margin for these derivatives. Any mark to market exposure is reserved against our borrowing base and can thus reduce the amountavailable to us under our revolving credit facility. The highest mark to market reserve against our borrowing base for these derivative instruments with ourlending group was $14.9 million, $13.8 million, and $16.1 million, during fiscal years 2014, 2013, and 2012, respectively.We also purchase call options to hedge the price of the products to be sold to our price-protected customers which usually require us to pay an upfrontcash payment. This reduces our liquidity, as we must pay for the option before any sales are made to the customer. We also purchase synthetic call optionswhich require us to pay for these options as they expire. 16 Table of ContentsFor certain of our supply contracts, we are required to establish the purchase price in advance of receiving the physical product. This occurs at the endof the month and is usually 20 days prior to receipt of the product. We use futures contracts or swaps to “short” the purchase commitment such that thecommitment floats with the market. As a result, any upward movement in the market for home heating oil would reduce our liquidity, as we would be requiredto post additional cash collateral for a futures contract or our availability to borrow under our bank facility would be reduced in the case of a swap.At December 31, 2014, we expect to have approximately 40 million gallons of purchase commitments and physical inventory shorted with a futurescontract or swap. If the wholesale price of heating oil increased $1.00 per gallon, our near term liquidity in December would be reduced by $40 million.At September 30, 2014, we had approximately 142,000 customers, or 37% of our residential customer base, on the balanced payment plan. Volatility inwholesale prices could reduce our liquidity if we failed to recalculate the balanced payments on a timely basis or if customers resist higher balancedpayments. These customers could possibly owe us more in the future than we had budgeted. Generally, customer credit balances are at their low point afterthe end of the heating season and at their peak prior to the beginning of the heating season.Sudden and sharp oil price increases that cannot be passed on to customers may adversely affect our operating results.Our industry is a “margin-based” business in which gross profit depends on the excess of sales prices per gallon over supply costs per gallon.Consequently, our profitability is sensitive to changes in the wholesale product cost caused by changes in supply or other market conditions. These factorsare beyond our control and thus, when there are sudden and sharp increases in the wholesale cost of home heating oil, we may not be able to pass on theseincreases to customers through increased retail sales prices. In an effort to retain existing accounts and attract new customers we may offer discounts, whichwill impact the net per gallon gross margin realized.Significant declines in the wholesale price of home heating oil may cause price-protected customers to renegotiate or terminate their arrangementswhich may adversely impact our gross profit and operating results.When the wholesale price of home heating oil declines significantly after a customer enters into a price protection arrangement, some customersattempt to renegotiate their arrangement in order to enter into a lower cost pricing plan with us or terminate their arrangement and switch to a competitor. As aresult of significant decreases in the price of home heating oil following the summer of 2008, many price-protected customers attempted to renegotiate theiragreements with us in fiscal 2009. It is our policy to bill a termination fee when customers terminate their arrangement with us. We believe thatapproximately 10,000 customers terminated their relationship with us as a result of being billed the termination fee in fiscal 2009.Current economic conditions could adversely affect our results of operations and financial condition.Uncertainty about current economic conditions poses a risk as our customers may reduce or postpone spending in response to tighter credit, negativefinancial news and/or declines in income or asset values, which could have a material negative effect on the demand for our equipment and services andcould lead to increased conservation, as we have seen certain of our customers seek lower cost providers. Any increase in existing customers or potential newcustomers seeking lower cost providers and/or increase in our rejection rate of potential accounts because of credit considerations could increase our overallrate of net customer attrition. In addition, we could experience an increase in bad debts from financially distressed customers, which would have a negativeeffect on our liquidity, results of operations and financial condition.We are subject to operating and litigation risks that could adversely affect our operating results whether or not covered by insurance.Our operations are subject to all operating hazards and risks normally incidental to handling, storing, transporting and otherwise providing customerswith our products. As a result, we may be a defendant in legal proceedings and litigation arising in the ordinary course of business.We maintain insurance policies with insurers in amounts and with coverage and deductibles that we believe are reasonable. However, there can be noassurance that this insurance will be adequate to protect us from all material expenses related to potential future claims for remediation costs and personal andproperty damage or that these levels of insurance will be available in the future at economical prices. 17 Table of ContentsOur operations are subject to operational hazards and our insurance reserves may not be adequate to cover actual losses.In providing services to our customers, our operations are subject to operational hazards such as natural disasters, adverse weather, accidents, fires,explosions, hazardous materials releases, mechanical failures and other events beyond our control. If any of these events were to occur, we could incursubstantial losses because of personal injury or loss of life, severe damage to and destruction of property and equipment, and pollution or otherenvironmental damage resulting in curtailment or suspension of our related operations.As we self-insure workers’ compensation, automobile and general liability claims up to pre-established limits, we establish reserves based uponexpectations as to what our ultimate liability will be for claims based on our historical developmental factors. We evaluate on an annual basis the potentialfor changes in loss estimates with the support of qualified actuaries. As of September 30, 2014, we had approximately $57.3 million of net insurance reservesand had issued $48.4 million in letters of credit for current and future claims. The ultimate settlement of these claims could differ materially from theassumptions used to calculate the reserves, which could have a material effect on our results of operations.Our results of operations and financial condition may be adversely affected by governmental regulation and associated environmental and regulatorycosts.Our business is subject to a wide range of federal and state laws and regulations related to environmental and other matters. Such laws and regulationshave become increasingly stringent over time. We may experience increased costs due to stricter pollution control requirements or liabilities resulting fromnoncompliance with operating or other regulatory permits. New regulations might adversely impact operations, including those relating to undergroundstorage and transportation of the products that we sell. In addition, there are environmental risks inherently associated with home heating oil operations, suchas the risks of accidental releases or spills. We have incurred and continue to incur costs to remediate soil and groundwater contamination at some of ourlocations. We cannot be sure that we have identified all such contamination, that we know the full extent of our obligations with respect to contamination ofwhich we are aware, or that we will not become responsible for additional contamination not yet discovered. It is possible that material costs and liabilitieswill be incurred, including those relating to claims for damages to property and persons.In addition, our financial condition, results of operations and ability to pay distributions to our unitholders may be negatively impacted by significantchanges in federal and state tax law. For example, an increase in federal and state income tax rates will reduce the amount of cash to pay distributions.There is increasing attention in the United States and worldwide concerning the issue of climate change and the effect of emissions of greenhouse gases(“GHG”), in particular from the combustion of fossil fuels. Federal, regional and state regulatory authorities in many jurisdictions have begun taking steps toregulate GHG emissions. In June 2014, the United States Environmental Protection Agency (“EPA”) issued its “Clean Power Plan” for regulation of GHGemissions. Under the Clean Power Plan, the EPA will set state-specific goals for GHG emissions reductions, leaving the states with flexibility to determinehow to achieve such goals. While it is too early to predict how the states where we operate or from which we obtain our products will elect to control GHGemissions, it is likely that any regulatory program that caps emissions or imposes a carbon tax will increase costs for us and our customers, which could leadto increased conservation or customers seeking lower cost alternatives. However, we cannot yet estimate the compliance costs or business impact of potentialnational, regional or state greenhouse gas emissions reduction legislation, regulations or initiatives, since many such programs and proposals are still indevelopment.Our operations would be adversely affected if service at our third-party terminals or on the common carrier pipelines used is interrupted.The products that we sell are transported in either barge, pipeline or in truckload quantities to third-party terminals where we have contracts totemporarily store our products. Any significant interruption in the service of these third-party terminals or on the common carrier pipelines used wouldadversely affect our ability to obtain product.The products that we sell are transported in either barge, pipeline or in truckload quantities to third-party terminals where we have contracts totemporarily store our products. Any significant interruption in the service of these third-party terminals or on the common carrier pipelines used wouldadversely affect our ability to obtain product. 18 Table of ContentsThe risk of global terrorism and political unrest may adversely affect the economy and the price and availability of the products that we sell and have amaterial adverse effect on our business, financial condition and results of operations.Terrorist attacks and political unrest may adversely impact the price and availability of the products that we sell, our results of operations, our ability toraise capital and our future growth. The impact that the foregoing may have on our industry in general, and on our business in particular, is not known at thistime. An act of terror could result in disruptions of crude oil supplies, markets and facilities, and the source of the products that we sell could be direct orindirect targets. Terrorist activity may also hinder our ability to transport our products if our normal means of transportation become damaged as a result of anattack. Instability in the financial markets as a result of terrorism could also affect our ability to raise capital. Terrorist activity could likely lead to increasedvolatility in the prices of our products.The impact of hurricanes and other natural disasters could cause disruptions in supply and could also reduce the demand for the products that we sell,which would have a material adverse effect on our business, financial condition and results of operations.Hurricanes and other natural disasters may cause disruptions in the supply chains for the products that we sell. Disruptions in supply could have amaterial adverse effect on our business, financial condition and results of operations, causing an increase in wholesale prices and a decrease in supply.Hurricanes and other natural disasters could also cause disruptions in the power grid, which could prevent our customers from operating their home heatingoil systems, thereby reducing our sales. For example, on October 29, 2012, storm Sandy made landfall in our service area, resulting in widespread poweroutages that affected a number of our customers. Deliveries of home heating oil and propane were less than expected for certain of our customers who werewithout power for several weeks subsequent to storm Sandy.Our operations depend on the use of information technology (“IT”) systems that could be the target of cyber-attack.Our systems and networks, as well as those of our customers, vendors, banks, and counterparties, may become the target of cyber-attacks or informationsecurity breaches, which in turn could result in the unauthorized release and misuse of confidential or proprietary information as well as disrupt ouroperations or damage our facilities or those of third parties, which could have a material adverse effect on our revenues and increase our operating and capitalcosts, which could reduce the amount of cash otherwise available for distribution. We may be required to incur additional costs to modify or enhance oursystems or in order to try to prevent or remediate any such attacks.Conflicts of interest have arisen and could arise in the future.Conflicts of interest have arisen and could arise in the future as a result of relationships between the general partner and its affiliates, on the one hand,and us or any of our limited partners and noteholders, on the other hand. As a result of these conflicts the general partner may favor its own interests and thoseof its affiliates over the interests of the unitholders and noteholders. The nature of these conflicts is ongoing and includes the following considerations: • The general partner’s affiliates are not prohibited from engaging in other business or activities, including direct competition with us. • The general partner determines the amount and timing of asset purchases and sales, capital expenditures, borrowings and reserves, each of which canimpact the amount of cash, if any, available for distribution to unitholders, and available to pay principal and interest on debt and the amount ofincentive distributions payable in respect of the general partner units. • The general partner controls the enforcement of obligations owed to us by the general partner. • The general partner decides whether to retain separate counsel or others to perform services for us. • In some instances the general partner may borrow funds in order to permit the payment of distributions to unitholders. • The general partner may limit its liability and reduce its fiduciary duties, while also restricting the remedies available to unitholders for actions thatmight, without limitations, constitute breaches of fiduciary duty. • Unitholders are deemed to have consented to some actions and conflicts of interest that might otherwise be deemed a breach of fiduciary or otherduties under applicable state law. • The general partner is allowed to take into account the interests of parties in addition to the Partnership in resolving conflicts of interest, therebylimiting its fiduciary duty to the unitholders. • The general partner determines whether to issue additional units or other of our securities. • The general partner determines which costs are reimbursable by us. • The general partner is not restricted from causing us to pay the general partner or its affiliates for any services rendered on terms that are fair andreasonable to us or entering into additional contractual arrangements with any of these entities on our behalf. 19 Table of ContentsWe identified a material weakness in our internal control over financial reporting at our last assessment date.In connection with our assessment of the effectiveness of internal control over financial reporting at our last assessment date, September 30, 2013, weidentified certain deficiencies related to the recognition and measurement of certain state sales and petroleum tax assessments and the ineffective operation ofcertain account reconciliation controls. These control deficiencies did not result in a material misstatement to our consolidated financial statements.However, they could have resulted in a material misstatement to our annual or interim consolidated financial statements that would not be prevented ordetected, and therefore constituted a material weakness in our internal control related to financial reporting.Management of the Company implemented several processes to remediate the material weakness in the Company’s internal control over financialreporting and the ineffectiveness of its disclosure controls and procedures including: • Appointment of an experienced zone controller to replace the prior zone controller of the accounting region in which the material weaknessoccurred. • Additional controls surrounding the collection, recording and remittance of non-income related taxes. • Reinforcement of management’s certification process to emphasize senior manager’s accountability for, and commitment to maintaining an ethicalenvironment. • Code of Conduct and Ethics trainings with all accounting and financial reporting personnel.We have determined as of September 30, 2014 that the remediation controls discussed above were effectively designed and demonstrated effectiveoperation for a sufficient period of time to enable us to conclude that the material weakness has been remediated.For further detail regarding these deficiencies and our remediation efforts to address the material weakness, see Item 9 A. Controls and Procedures.A substantial portion of our workforce is unionized, and we may face labor actions that could disrupt our operations or lead to higher labor costs andadversely affect our business.As of September 30, 2014, approximately 40% of our employees were covered under 49 different collective bargaining agreements. As a result, we areusually involved in union negotiations with several local bargaining units at any given time. There can be no assurance that we will be able to negotiate theterms of any expired or expiring agreement on terms satisfactory to us. Although we consider our relations with our employees to be generally satisfactory, wemay experience strikes, work stoppages or slowdowns in the future. If our unionized workers were to engage in a strike, work stoppage or other slowdown, wecould experience a significant disruption of our operations, which could have a material adverse effect on our business, results of operations and financialcondition. Moreover, our non-union employees may become subject to labor organizing efforts. If any of our current non-union facilities were to unionize,we could incur increased risk of work stoppages and potentially higher labor costs.Cash distributions (if any) are not guaranteed and may fluctuate with performance and reserve requirements.Distributions of available cash by us to unitholders will depend on the amount of cash generated, and distributions may fluctuate based on ourperformance. The actual amount of cash that is available will depend upon numerous factors, including: • profitability of operations, • required principal and interest payments on debt or debt prepayments, • debt covenants, including minimum availability requirements, • margin account requirements, • cost of acquisitions, • issuance of debt and equity securities, • fluctuations in working capital, • capital expenditures, • units repurchased, • adjustments in reserves, • prevailing economic conditions, • financial, business and other factors, • increased pension funding requirements, • the amount of our net operating loss carry forwards (as subject to any Section 382 limitation and utilization), and • the amount of cash taxes we have to pay in Federal, State and local corporate income and franchise taxes. 20 Table of ContentsOur operations are conducted through Petro Holdings, Inc. (a Minnesota corporation that is our indirect wholly owned subsidiary) and its subsidiaries,all of which are corporations subject to federal and state income taxes filed on a calendar year basis. As of January 1, 2014, our federal Net Operating Losscarryforwards (“NOLs”) were $8.3 million. The Federal NOLs, which expire between 2018 and 2024, are generally available to offset any future taxableincome but are subject to annual limitations of between $1.0 million and $2.2 million.Our revolving credit facility and the indenture for our notes, both impose certain restrictions on our ability to pay distributions to unitholders. Themost restrictive covenant is found in the revolving credit facility. In order to make any distributions to unitholders, we must maintain availability of 15.0% ofthe facility size and a fixed charge coverage ratio of not less than 1.15, which is based on Adjusted EBITDA. (See Note 11 of the Notes to the ConsolidatedFinancial Statements—Long-Term Debt and Bank Facility Borrowings)Unitholders have in the past and may in the future have to report income for Federal income tax purposes on their investment in us without receivingany cash distributions from us.Star Gas Partners is a master limited partnership. Currently, our main asset and source of income is our 100% ownership interest in Star Acquisitions,Inc. (“Star Acquisitions”), which is the parent company of Petro Holdings, Inc. Our unitholders do not receive any of the tax benefits normally associated withowning units in a publicly traded partnership, as any cash coming from Star Acquisitions to us will generally have been taxed first at a corporate level andthen may also be taxable to our unitholders as dividends, reported via annual Forms K-1. We expect that an investor will be allocated taxable income (mostlydividend income from Star Acquisitions, interest income and possibly cancellation of indebtedness income) regardless of whether a cash distribution hasbeen paid. Our unitholders are required to report for Federal income tax purposes their allocable share of our income, gains, losses, deductions and credits,regardless of whether we make cash distributions. For example, our unitholders had $12.2 million in dividend income reported on their 2013 K-1’s related todividends received by us that we used to repurchase units.We are a holding company and have no material operations or assets. Accordingly, we are dependent on distributions from our subsidiaries to serviceour debt obligations. These distributions are not guaranteed and may be restricted. In addition, the notes are non-recourse to our subsidiaries.We are a holding company for our direct and indirect subsidiaries. We have no material operations and only limited assets. Accordingly, we aredependent on cash distributions from our subsidiaries to service our debt obligations. Noteholders will not receive payments required by the notes unless oursubsidiaries are able to make distributions to us after they first comply with the restrictions on distributions under the terms of their own borrowingarrangements and reserve any necessary amounts to meet their own financial obligations.Additionally, our obligations under the notes are non-recourse to our subsidiaries. Therefore, if we should fail to pay interest or principal on the notesor breach any of our other obligations under the notes or the indenture, noteholders would not be able to obtain any such payments or obtain any otherremedy from our subsidiaries, which are not liable for any of our obligations under the indenture or the notes.We are not required to accumulate cash for the purpose of meeting our future obligations to our noteholders, which may limit the cash available toservice our notes.Subject to the limitations on restricted payments that are contained in the revolving credit facility and in the indenture governing the notes, we are notrequired to accumulate cash for the purpose of meeting our future obligations to our noteholders. As a result, we do not expect to accumulate significantamounts of cash and anticipate that we will be required to refinance the notes prior to their maturity. Our ability to refinance the notes will depend upon ourfuture results of operation and financial condition as well as developments in the capital markets. Our general partner will determine the future use of our cashresources and has broad discretion in determining such uses and in establishing reserves for such uses, which may include but are not limited to: • complying with the terms of any of our agreements or obligations; • providing for distributions of cash to our unitholders in accordance with the requirements of our Partnership Agreement; • providing for future capital expenditures and other payments deemed by our general partner to be necessary or advisable, including to makeacquisitions; and • repurchasing common units.Depending on the timing and amount of our use of cash, this could significantly reduce the cash available to us in subsequent periods to makepayments on the notes. 21 Table of ContentsThe $125.0 million of senior notes due 2017 (“notes”) are structurally subordinated to all indebtedness and other liabilities of our subsidiaries.The notes are structurally subordinated to all existing and future claims of creditors of our subsidiaries, including the lenders under our revolvingcredit facility, their trade creditors and all of their possible future creditors. This is because these creditors will have priority as to the assets of our subsidiariesover our claims as a direct or indirect equity holder in our subsidiaries and, thereby, indirect priority over noteholder claims. As a result, upon anydistribution to these creditors in a bankruptcy, liquidation or reorganization or similar proceeding relating to us or our property, these creditors will beentitled to be paid in full before any payment may be made with respect to the notes. Thereafter, the holders of the notes will participate with our tradecreditors and all other holders of our senior indebtedness in the assets remaining, if any. In any of these cases, we may have insufficient funds to pay all of ourcreditors and noteholders may therefore receive less, ratably, than creditors of our subsidiaries. As of September 30, 2014, the notes ranked structurally juniorto $280.6 million of indebtedness and other liabilities of our subsidiaries.Restrictive covenants in the agreements governing our indebtedness and other financial obligations of our subsidiaries may reduce our operatingflexibility.The indenture governing our notes and the revolving credit facility agreement contain various covenants that limit our ability and the ability ofspecified subsidiaries of ours to, among other things: • incur additional indebtedness; • make distributions to our unitholders; • purchase or redeem our outstanding equity interests or subordinated debt; • make specified investments; • create liens; • sell assets; • engage in specified transactions with affiliates; • restrict the ability of our subsidiaries to make specified payments, loans, guarantees and transfers of assets or interests in assets; • engage in sale-leaseback transactions; • effect a merger or consolidation with or into other companies or a sale of all or substantially all of our properties or assets; and • engage in other lines of business.These restrictions could limit our ability to obtain future financings, make needed capital expenditures, withstand a future downturn in our business orthe economy in general, conduct operations or otherwise take advantage of business opportunities that may arise. The agreements also require us to maintainspecified financial ratios and satisfy other financial conditions. Our ability to meet those financial ratios and conditions can be affected by events beyondtheir control, such as weather conditions and general economic conditions. Accordingly, we may be unable to meet those ratios and conditions.Any breach of any of these covenants or failure to meet any of these ratios or conditions could result in a default under the terms of the relevantindebtedness or other financial obligations, which could cause such indebtedness or other financial obligations, and by reason of cross-default provisions,the notes, to become immediately due and payable. If we were unable to repay those amounts, the lenders could initiate a bankruptcy proceeding orliquidation proceeding or proceed against the collateral, if any. If the lenders of our indebtedness or other financial obligations accelerate the repayment ofborrowings or other amounts owed, we may not have sufficient assets to repay our indebtedness or other financial obligations, including the notes.We may be unable to repurchase the notes upon a change of control and it may be difficult to determine if a change of control has occurred.Upon the occurrence of “change of control” as defined in the indenture for the notes, we or a third party will be required to make a change of controloffer to repurchase the notes at 101% of their principal amount, plus accrued and unpaid interest. The terms of our other indebtedness limit our ability torepurchase the notes in those circumstances. Any of our future debt agreements may contain similar restrictions and provisions. Accordingly, we may beunable to satisfy our obligations to purchase the notes unless we are able to refinance or obtain waivers under our other indebtedness. We may not have thefinancial resources to purchase the notes, particularly if a change of control event triggers a similar repurchase requirement for, or results in the accelerationof, other indebtedness. Our failure to make or consummate a change of control repurchase offer or pay the change of control purchase price when due willgive the trustee and the holders of the notes certain default rights as set forth in the indenture. 22 Table of ContentsOur obligations under the revolving credit facility (as of September 30, 2014, no amount was outstanding under the revolving credit facility, $52.8million of letters of credit were issued, $14.9 million were used to secure hedge positions and we had availability of $149.6 million) are subject to change ofcontrol provisions at least as restrictive as the change of control provisions under the notes. Accordingly, any event which would be a “change of control”under the senior notes would also be a “change of control” under such other indebtedness. We are not restricted from entering into a transaction that wouldtrigger the change of control provisions. If these change of control provisions are triggered, some of the outstanding debt may become due. It is possible thatwe would not have sufficient funds at the time of any change of control to make the required debt payments or that restrictions in other debt instrumentswould not permit those payments. In some instances, lenders would have the right to foreclose on our assets if debt payments were not made upon a change ofcontrol.A lowering or withdrawal of the ratings assigned to our debt securities by rating agencies may increase our future borrowing costs and reduce ouraccess to capital.Our debt currently has a non-investment grade rating, and any rating assigned could be lowered or withdrawn entirely by a rating agency if, in thatrating agency’s judgment, future circumstances relating to the basis of the rating, such as adverse changes, so warrant. Consequently, real or anticipatedchanges in our credit ratings will generally affect the market value of the notes. Credit ratings are not recommendations to purchase, hold or sell the notes.Additionally, credit ratings may not reflect the potential effect of risks relating to the structure or marketing of the notes. Any downgrade by eitherStandard & Poor’s or Moody’s Investors Service would increase the interest rate on our revolving credit facility, decrease earnings and may result in higherborrowing costs.Any future lowering of our ratings likely would make it more difficult or more expensive for us to obtain additional debt financing. If any credit ratinginitially assigned to the notes is subsequently lowered or withdrawn for any reason, noteholders may not be able to resell their notes without a substantialdiscount. ITEM 1B.UNRESOLVED STAFF COMMENTSNot applicable. ITEM 2.PROPERTIESWe provide services to our customers in the United States from fifteen states and the District of Columbia, ranging from Maine to South Carolina from41 principal operating locations and 74 depots, 35 of which are owned and 80 of which are leased. As of September 30, 2014, we had a fleet of 1,154 truckand transport vehicles, the majority of which were owned and 1,194 service vans, the majority of which were leased. We lease our corporate headquarters inStamford, Connecticut. Our obligations under our revolving credit facility are secured by liens and mortgages on substantially all of the Partnership’s andsubsidiaries’ real and personal property. ITEM 3.LEGAL PROCEEDINGS—LITIGATIONWe are involved from time to time in litigation incidental to the conduct of our business, but we are not currently a party to any material lawsuit orproceeding. ITEM 4.MINE SAFETY DISCLOSURESNot applicable.PART II ITEM 5.MARKET FOR REGISTRANT’S UNITS AND RELATED MATTERSThe common units, representing limited partner interests in the Partnership, are listed and traded on the New York Stock Exchange, Inc. (“NYSE”)under the symbol “SGU”. 23 Table of ContentsThe following tables set forth the range of the daily high and low sales prices per common unit and the cash distributions declared on each unit for theperiods indicated. SGU – Common Unit Price Range Distributions Declared High Low per Unit FiscalYear2014 FiscalYear2013 FiscalYear2014 FiscalYear2013 FiscalYear2014 FiscalYear2013 Quarter Ended December 31, $5.65 $4.36 $4.86 $3.92 $0.0825 $0.0775 March 31, $5.99 $4.96 $5.26 $4.13 $0.0825 $0.0775 June 30, $7.24 $5.02 $5.85 $4.44 $0.0875 $0.0825 September 30, $6.60 $5.35 $5.35 $4.63 $0.0875 $0.0825 As of November 30, 2014, there were approximately 315 holders of record of common units.There is no established public trading market for the Partnership’s 0.3 million general partner units.Partnership Distribution ProvisionsWe are required to make distributions in an amount equal to our Available Cash, as defined in our Partnership Agreement, no more than 45 days afterthe end of each fiscal quarter, to holders of record on the applicable record dates. Available Cash, as defined in our Partnership Agreement, generally meansall cash on hand at the end of the relevant fiscal quarter less the amount of cash reserves established by the Board of Directors of our general partner in itsreasonable discretion for future cash requirements. These reserves are established for the proper conduct of our business, including the payment of debtprincipal and interest, for minimum quarterly distributions during the next four quarters and to comply with applicable laws and the terms of any debtagreements or other agreement to which we are subject. The Board of Directors of our general partner reviews the level of Available Cash each quarter basedupon information provided by management.According to the terms of our Partnership Agreement, minimum quarterly distributions on the common units accrue at the rate of $0.0675 per quarter($0.27 on an annual basis). The information concerning restrictions on distributions required by Item 5 of this report is incorporated by reference to Note 3.Quarterly Distribution of Available Cash, of the Partnership’s consolidated financial statements.The revolving credit facility and the indenture for the notes both impose certain restrictions on our ability to pay distributions to unitholders. The mostrestrictive covenant is found in the Partnership’s revolving credit facility. In order to pay any distributions to unitholders or repurchase Common Units, thePartnership must maintain Availability (as defined in the second amended and restated credit facility agreement) of $45 million, 15.0% of the facility size of$300 million (assuming the non-seasonal aggregate commitment is outstanding), on a historical pro forma and forward-looking basis, and a fixed chargecoverage ratio of not less than 1.15 measured as of the date of repurchase. (See Note 11 of the Notes to the Consolidated Financial Statements—Long-TermDebt and Bank Facility Borrowings).On October 30, 2014, we declared a quarterly distribution of $0.0875 per unit, or $0.35 per unit on an annualized basis, on all Common Units withrespect to the fourth quarter of fiscal 2014, payable on November 14, 2014, to holders of record on November 10, 2014. In accordance with our PartnershipAgreement, the amount of distributions in excess of the minimum quarterly distribution of $0.0675, are distributed 90% to Common Unit holders and 10% tothe General Partner unit holders (until certain distribution levels are met), subject to the management incentive compensation plan. As a result, $5.0 millionwas paid to the Common Unit holders, $0.1 million to the General Partner unit holders (including $0.06 million of incentive distribution as provided for inour Partnership Agreement) and $0.06 million to management pursuant to the management incentive compensation plan which provides for certain membersof management to receive incentive distributions that would otherwise be payable to the General Partner.Common Unit Repurchase Plans and RetirementFrom July 21, 2009 (the start of the Plan I Common Units repurchase program) to November 30, 2014 (the current Plan III Common Units repurchaseprogram in effect) the Partnership has repurchased and retired 18.5 million Common Units at an aggregate purchase price of $83.9 million or an average priceof $4.54 per unit.In fiscal 2010, the Partnership concluded its Plan I Common Units repurchase program and retired all 7.5 million Common Units authorized forrepurchase at an average price paid of $4.04 per unit. 24 Table of ContentsIn fiscal 2012, the Partnership concluded its Plan II Common Units repurchase program and retired all 7.25 million Common Units authorized forrepurchase at an average price paid of $4.94 per unit.In July 2012, the Board of Directors (the “Board”) of the general partner of the Partnership authorized the repurchase of up to 3.0 million of thePartnership’s Common Units (“Plan III”). In July 2013, the Board authorized the repurchase of an additional 1.9 million Common Units under Plan III. Theauthorized Common Unit repurchases may be made from time-to-time in the open market, in privately negotiated transactions or in such other mannerdeemed appropriate by management. There is no guarantee of the exact number of units that will be purchased under the program and the Partnership maydiscontinue purchases at any time. The program does not have a time limit. The Board may also approve additional purchases of units from time to time inprivate transactions. The Partnership’s repurchase activities take into account SEC safe harbor rules and guidance for issuer repurchases. All of the CommonUnits purchased in the repurchase program will be retired.(in thousands, except per unit amounts) Period Total Number of UnitsPurchased (a) Average PricePaid per Unit (b) Maximum Number of Unitsthat May Yet Be Purchased Plan III — Number of units authorized 4,894 Private transaction — Number of units authorized (c) 1,150 6,044 Plan III — Fiscal year 2012 total 22 $4.26 6,022 Plan III — Fiscal year 2013 total (c) 3,284 $4.63 2,738 Plan III — First quarter fiscal year 2014 total (d) 250 $5.20 2,488 Plan III — Second quarter fiscal year 2014 total — $— 2,488 Plan III — Third quarter fiscal year 2014 total — $— 2,488 Plan III — July 2014 — $— 2,488 Plan III — August 2014 9 $5.76 2,479 Plan III — September 2014 54 $5.78 2,425 Plan III — Fourth quarter fiscal year 2014 total 63 $5.77 2,425 Plan III — Fiscal year 2014 total 313 $5.32 2,425 Plan III — October 2014 122 $5.64 2,303 Plan III — November 2014 — $— 2,303 (a)Units were repurchased as part of a publicly announced program, except as noted in a private transaction.(b)Amounts include repurchase costs.(c)Fiscal year 2013 common unit repurchases include 1.15 million common units acquired in a private transaction.(d)First quarter fiscal year 2014 common unit repurchases were acquired in a private transaction. 25 Table of ContentsITEM 6.SELECTED HISTORICAL FINANCIAL AND OPERATING DATAThe selected financial data as of September 30, 2014 and 2013, and for the years ended September 30, 2014, 2013 and 2012 is derived from thefinancial statements of the Partnership included elsewhere in this Report. The selected financial data as of September 30, 2012, 2011 and 2010 and for theyears ended September 30, 2011 and 2010 is derived from financial statements of the Partnership not included in this Report. See Item 7. Management’sDiscussion and Analysis of Financial Condition and Results of Operations. Fiscal Years Ending September 30, (in thousands, except per unit data) 2014 2013 2012 2011 2010 Statement of Operations Data: Sales $1,961,724 $1,741,796 $1,497,588 $1,591,310 $1,212,776 Costs and expenses: Cost of sales 1,555,300 1,388,668 1,199,811 1,237,341 904,047 (Increase) decrease in the fair value of derivative instruments 6,566 6,775 (8,549) 2,567 (5,622) Delivery and branch expenses 282,646 250,210 217,376 250,762 218,625 Depreciation and amortization expenses 21,635 17,303 16,395 17,884 15,745 General and administrative expenses 22,592 18,356 18,689 20,709 21,397 Finance charge income (6,870) (5,521) (4,393) (4,814) (3,442) Operating income 79,855 66,005 58,259 66,861 62,026 Interest expense, net 16,854 14,433 14,060 15,654 14,262 Amortization of debt issuance costs 1,602 1,745 1,634 2,440 2,680 Loss on redemption of debt — — — 1,700 1,132 Income before income taxes 61,399 49,827 42,565 47,067 43,952 Income tax expense 25,315 19,921 16,576 22,723 15,632 Net income $36,084 $29,906 $25,989 $24,344 $28,320 Weighted average number of limited partner units: Basic and diluted 57,476 59,409 61,931 66,822 70,019 Fiscal Years Ended September 30, (in thousands, except per unit data) 2014 2013 2012 2011 2010 Per Unit Data: Basic and diluted net income per unit (a) $0.57 $0.47 $0.40 $0.35 $0.38 Cash distribution declared per common unit $0.340 $0.320 $0.310 $0.305 $0.285 Balance Sheet Data (end of period): Current assets $296,465 $305,880 $301,519 $303,775 $251,051 Total assets $685,107 $632,504 $639,347 $630,487 $586,696 Long-term debt $124,572 $124,460 $124,357 $124,263 $82,770 Partners’ Capital $273,245 $259,281 $260,145 $272,633 $279,911 Summary Cash Flow Data: Net cash provided by operating activities $95,155 $18,492 $105,828 $39,402 $44,429 Net cash used in investing activities $(107,318) $(6,960) $(44,517) $(15,928) $(73,956) Net cash provided by (used in) financing activities $(23,895) $(34,566) $(40,009) $2,253 $(104,571) Other Data: Earnings from continuing operations before net interest expense, incometaxes, depreciation and amortization (EBITDA) (b) $101,490 $83,308 $74,654 $83,045 $76,639 Adjusted EBITDA (b) $108,056 $90,083 $66,105 $87,312 $72,149 Retail home heating oil and propane gallons sold 360,972 324,797 277,204 355,569 310,323 Temperatures (warmer) colder than normal (c) 4.9% (4.1)% (21.7)% (0.4)% (7.9)% (a)Net income per unit is computed in accordance with FASB ASC 260-10-45-60 Earnings per Share, Master Limited Partnerships (EITF 03-06). See Note17. Earnings Per Limited Partner Units, of the condensed consolidated financial statements. 26 Table of Contents(b)EBITDA (Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization) and Adjusted EBITDA(Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization, (increase) decrease in the fair value ofderivatives, gain or loss on debt redemption, goodwill impairment, and other non-cash and non-operating charges) are non-GAAP financial measuresthat are used as supplemental financial measures by management and external users of our financial statements, such as investors, commercial banksand research analysts, to assess: • our compliance with certain financial covenants included in our debt agreements; • our financial performance without regard to financing methods, capital structure, income taxes or historical cost basis; • our ability to generate cash sufficient to pay interest on our indebtedness and to make distributions to our partners; • our operating performance and return on invested capital as compared to those of other companies in the retail distribution of refined petroleumproducts business, without regard to financing methods and capital structure; and • the viability of acquisitions and capital expenditure projects and the overall rates of return of alternative investment opportunities.The method of calculating Adjusted EBITDA may not be consistent with that of other companies and each of EBITDA and Adjusted EBITDA has itslimitations as an analytical tool, should not be considered in isolation and should be viewed in conjunction with measurements that are computed inaccordance with GAAP. Some of the limitations of EBITDA and Adjusted EBITDA are: • EBITDA and Adjusted EBITDA do not reflect our cash used for capital expenditures; • Although depreciation and amortization are non-cash charges, the assets being depreciated or amortized often will have to be replaced and EBITDAand Adjusted EBITDA do not reflect the cash requirements for such replacements; • EBITDA and Adjusted EBITDA do not reflect changes in, or cash requirements for, our working capital requirements; • EBITDA and Adjusted EBITDA do not reflect the cash necessary to make payments of interest or principal on our indebtedness; and • EBITDA and Adjusted EBITDA do not reflect the cash required to pay taxes.EBITDA and Adjusted EBITDA are calculated for the fiscal years ended September 30 as follows: (in thousands) 2014 2013 2012 2011 2010 Net income $36,084 $29,906 $25,989 $24,344 $28,320 Plus: Income tax expense (benefit) 25,315 19,921 16,576 22,723 15,632 Amortization of debt issuance cost 1,602 1,745 1,634 2,440 2,680 Interest expense, net 16,854 14,433 14,060 15,654 14,262 Depreciation and amortization 21,635 17,303 16,395 17,884 15,745 EBITDA from continuing operations 101,490 83,308 74,654 83,045 76,639 (Increase)/decrease in the fair value of derivative instruments 6,566 6,775 (8,549) 2,567 (5,622) (Gain) loss on redemption of debt — — — 1,700 1,132 Adjusted EBITDA 108,056 90,083 66,105 87,312 72,149 Add/(subtract) Income tax (expense) benefit (25,315) (19,921) (16,576) (22,723) (15,632) Interest expense, net (16,854) (14,433) (14,060) (15,654) (14,262) Provision for losses on accounts receivable 7,514 6,481 6,017 10,388 5,279 (Increase) decrease in accounts receivables 12,771 (14,074) 5,804 (31,593) (4,570) (Increase) decrease in inventories 14,057 (20,664) 34,335 (13,189) (2,012) Increase (decrease) in customer credit balances (2,433) (15,878) 11,952 (1,776) (9,250) Change in deferred taxes 658 1,676 12,913 15,831 13,331 Change in other operating assets and liabilities (3,299) 5,222 (662) 10,806 (604) Net cash provided by operating activities $95,155 $18,492 $105,828 $39,402 $44,429 Net cash used in investing activities $(107,318) $(6,960) $(44,517) $(15,928) $(73,956) Net cash provided by (used in) financing activities $(23,895) $(34,566) $(40,009) $2,253 $(104,571) (c)Temperatures (warmer) colder than normal are for those locations where the Partnership had existing operations, which we sometimes refer to as the“base business” (i.e. excluding acquisitions), temperatures (measured on a degree day basis) as reported by the National Oceanic and AtmosphericAdministration (“NOAA”). 27 Table of ContentsITEM 7.MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONSStatement Regarding Forward-Looking DisclosureThis Annual Report on Form 10-K includes “forward-looking statements” which represent our expectations or beliefs concerning future events thatinvolve risks and uncertainties, including those associated with the effect of weather conditions on our financial performance, the price and supply of theproducts that we sell, the consumption patterns of our customers, our ability to obtain satisfactory gross profit margins, our ability to obtain new customersand retain existing customers, our ability to make strategic acquisitions, the impact of litigation, our ability to contract for our current and future supplyneeds, natural gas conversions, future union relations and the outcome of current and future union negotiations, the impact of current and futuregovernmental regulations, including environmental, health, and safety regulations, the ability to attract and retain employees, customer credit worthiness,counterparty credit worthiness, marketing plans, general economic conditions and new technology. All statements other than statements of historical factsincluded in this Report including, without limitation, the statements under “Management’s Discussion and Analysis of Financial Condition and Results ofOperations” and elsewhere herein, are forward-looking statements. Without limiting the foregoing, the words “believe,” “anticipate,” “plan,” “expect,”“seek,” “estimate,” and similar expressions are intended to identify forward-looking statements. Although we believe that the expectations reflected in suchforward-looking statements are reasonable, we can give no assurance that such expectations will prove to be correct and actual results may differ materiallyfrom those projected as a result of certain risks and uncertainties. These risks and uncertainties include, but are not limited to, those set forth in this Reportunder the headings “Risk Factors” and “Business Strategy.” Important factors that could cause actual results to differ materially from our expectations(“Cautionary Statements”) are disclosed in this Report. All subsequent written and oral forward-looking statements attributable to the Partnership or personsacting on its behalf are expressly qualified in their entirety by the Cautionary Statements. Unless otherwise required by law, we undertake no obligation toupdate or revise any forward-looking statements, whether as a result of new information, future events or otherwise after the date of this Report.SeasonalityThe following matters should be considered in analyzing our financial results. Our fiscal year ends on September 30. All references to quarters andyears respectively in this document are to the fiscal quarters and years unless otherwise noted. The seasonal nature of our business has resulted, on averageduring the last five years, in the sale of approximately 30% of our volume of home heating oil and propane in the first fiscal quarter and 50% of our volumein the second fiscal quarter, the peak heating season. We generally realize net income in both of these quarters and net losses during the quarters ending Juneand September. In addition, sales volume typically fluctuates from year to year in response to variations in weather, wholesale energy prices and other factors.Degree DayA “degree day” is an industry measurement of temperature designed to evaluate energy demand and consumption. Degree days are based on how farthe average daily temperature departs from 65°F. Each degree of temperature above 65°F is counted as one cooling degree day, and each degree oftemperature below 65°F is counted as one heating degree day. Degree days are accumulated each day over the course of a year and can be compared to amonthly or a long-term (multi-year) average to see if a month or a year was warmer or cooler than usual. Degree days are officially observed by the NationalWeather Service.Every ten years, the National Oceanic and Atmospheric Administration (“NOAA”) computes and publishes average meteorological quantities,including the average temperature for the last 30 years by geographical location, and the corresponding degree days. The latest and most widely used datacovers the years from 1981 to 2010. Our calculations of normal weather are based on these published 30 year averages for heating degree days, weighted byvolume for the locations where we have existing operations. 28 Table of ContentsHome Heating Oil Price VolatilityIn recent years, the wholesale price of home heating oil has been volatile, resulting in increased consumer price sensitivity to heating costs andincreased gross customer losses. As a commodity, the price of home heating oil is generally impacted by many factors, including economic and geopoliticalforces. The price of home heating oil is closely linked to the price refiners pay for crude oil, which is the principal cost component of home heating oil. Thevolatility in the wholesale cost of home heating oil, as measured by the New York Mercantile Exchange (“NYMEX”) price per gallon for the fiscal yearsending September 30, 2010, through 2014, on a quarterly basis, is illustrated in the following chart: Fiscal 2014 Fiscal 2013 Fiscal 2012 Fiscal 2011 Fiscal 2010 Quarter Ended Low High Low High Low High Low High Low High December 31 $2.84 $3.12 $2.90 $3.26 $2.72 $3.17 $2.19 $2.54 $1.78 $2.12 March 31 2.89 3.28 2.86 3.24 2.99 3.32 2.49 3.09 1.89 2.20 June 30 2.85 3.05 2.74 3.09 2.53 3.25 2.75 3.32 1.87 2.35 September 30 2.65 2.98 2.87 3.21 2.68 3.24 2.77 3.13 1.92 2.24 (1)Beginning April 1, 2013, the NYMEX contract specifications were changed from high sulfur home heating oil to ultra low sulfur diesel.(2)As of November 30, 2014, the NYMEX price per gallon for ultra low sulfur diesel was $2.23.Impact on Liquidity of Wholesale Product Cost VolatilityOur liquidity is adversely impacted in times of increasing wholesale product costs, as we must use more cash to fund our hedging requirements and aportion of the increased levels of accounts receivable and inventory. Our liquidity is also adversely impacted at times by sudden and sharp decreases inwholesale product costs due to the increased margin requirements for futures contracts and collateral requirements for options and swaps that we use tomanage market risks.Impact of Warm Weather on Operating Results; Weather Hedge Contract—Fiscal Year 2012Weather conditions have a significant impact on the demand for home heating oil and propane because customers depend on these productsprincipally for heating purposes. Actual weather conditions can vary substantially from year to year, significantly affecting our financial performance. Topartially mitigate the adverse effect of warm weather on our cash flows, we have used weather hedging contracts for a number of years. For fiscal 2012, weentered into a weather hedge contract under which we were entitled to receive a payment of $35,000 per heating degree-day shortfall, when the total numberof heating degree-days in the hedge period is less than approximately 92.5% of the ten year average (the “Payment Threshold”). The hedge covered theperiod from November 1, 2011 through March 31, 2012, taken as a whole. Due to the abnormally warm weather conditions that fiscal year, the hedge resultedin a maximum payout of $12.5 million. The benefit was recorded in the three months ended March 31, 2012, as a reduction in delivery and branch expenses.Weather Hedge Contract—Fiscal Years 2013, 2014, 2015, 2016 and 2017In July 2012, the Partnership entered into a weather hedge contract for the fiscal years 2013, 2014 and 2015, with Swiss Re Financial ProductsCorporation, under which Star is entitled to receive a payment of $35,000 per heating degree-day shortfall if the total number of heating degree-days in thehedge period is less than approximately 92.5% of the ten year average. The hedge covers the period from November 1 through March 31, taken as a whole,for each respective fiscal year and has a maximum payout of $12.5 million for each fiscal year. The Partnership did not record any benefit under its weatherhedge contract in either fiscal 2013 or fiscal 2014.In October 2014, the Partnership entered into a weather hedge contract for fiscal years 2016 and 2017 with Swiss Re Corporate Solutions GlobalMarkets Inc. under the same terms described above.Per Gallon Gross Profit MarginsWe believe home heating oil and propane margins should be evaluated on a cents per gallon basis, before the effects of increases or decreases in the fairvalue of derivative instruments (as we believe that realized per gallon margins should not include the impact of non-cash changes in the market value ofhedges before the settlement of the underlying transaction).A significant portion of our home heating oil volume is sold to individual customers under an arrangement pre-establishing a ceiling price or fixedprice for home heating oil over a fixed period of time, generally twelve months (“price-protected” customers). When these price-protected customers agree topurchase home heating oil from us for the next heating season, we purchase option contracts, swaps and futures contracts for a substantial majority of theheating oil that we expect to sell to these customers. The amount of home heating oil volume that we hedge per price-protected customer is based upon theestimated fuel consumption per average customer per month. In the event that the actual usage exceeds the amount of the hedged volume on a monthly basis,we may be required to obtain additional volume at unfavorable costs. In addition, should actual usage in any month be less than the hedged volume, ourhedging losses could be greater, thus reducing expected margins. 29(1), (2)(1) Table of ContentsDerivativesFASB ASC 815-10-05 Derivatives and Hedging requires that derivative instruments be recorded at fair value and included in the consolidated balancesheet as assets or liabilities. To the extent derivative instruments designated as cash flow hedges are effective, as defined under this guidance, changes in fairvalue are recognized in other comprehensive income until the forecasted hedged item is recognized in earnings. We have elected not to designate ourderivative instruments as hedging instruments under this guidance, and, as a result, the changes in fair value of the derivative instruments are recognized inour statement of operations. Therefore, we experience volatility in earnings as outstanding derivative instruments are marked to market and non-cash gainsand losses are recorded prior to the sale of the commodity to the customer. The volatility in any given period related to unrealized non-cash gains or losses onderivative instruments can be significant to our overall results. However, we ultimately expect those gains and losses to be offset by the cost of product whenpurchased.Griffith AcquisitionOn March 4, 2014, the Partnership completed the acquisition of Griffith Energy Services, Inc. (“Griffith”) of Columbia, Maryland, from Central HudsonEnterprises Corporation. The Partnership purchased 100% of the stock of Griffith for $97.7 million, consisting of $69.9 million paid for the long term assetsand $27.8 million paid for estimated working capital (net of $4.2 million of cash acquired). There was no long-term debt assumed in the acquisition. TheGriffith acquisition added scale to the Partnership and leveraged our existing fixed cost base, providing access to approximately 50,000 residential andcommercial accounts across the Mid-Atlantic region. For Griffith’s fiscal year ended December 31, 2013, Griffith sold 78.4 million gallons of petroleumproducts comprised of 29.0 million gallons of home heating oil, 0.9 million gallons of propane and 48.5 million gallons of motor fuel.Storm SandyOn October 29, 2012, the storm known as “Sandy” made landfall in our service area, resulting in widespread power outages for a number of ourcustomers. In addition, certain third-party terminals where we purchase and store liquid product were closed for a short period of time due to damagesustained from the storm or by the loss of power. During the period subsequent to the storm, our operations and systems functioned without any meaningfuldisruptions.Deliveries of home heating oil and propane were less than expected for certain of our customers who were without power for several weeks subsequentto Sandy. However, since our operations were able to provide uninterrupted service to current and new customers, sales of diesel fuel increased during theweeks after the storm, as did our service and installation sales, along with the related costs to provide these services.Income TaxesNet Operating Loss Carry ForwardsThe Partnership and its corporate subsidiaries file Federal and State income tax returns on a calendar year. As of January 1, 2014, our Federal NetOperating Loss carry forwards (“NOLs”) were $8.3 million, subject to annual limitations of between $1.0 million and $2.2 million on the amount of suchlosses that can be used.Book Versus Tax DeductionsThe amount of cash flow that we generate in any given year depends upon a variety of factors including the amount of cash income taxes that ourcorporate subsidiaries are required to pay. The amount of depreciation and amortization that we deduct for book (i.e., financial reporting) purposes will differfrom the amount that our subsidiaries can deduct for tax purposes. The table below compares the estimated depreciation and amortization for book purposesto the amount that our subsidiaries expect to deduct for tax purposes based on currently owned assets. Our subsidiaries file their tax returns based on acalendar year. The amounts below are based on our September 30 fiscal year. 30 Table of ContentsEstimated Depreciation and Amortization Expense (in thousands)Fiscal Year Book Tax 2014 $23,242 $34,605 2015 25,759 33,697 2016 22,930 27,273 2017 20,161 18,981 2018 17,274 15,107 2019 15,140 11,924 Non-Deductible Partnership ExpensesThe Partnership incurs certain expenses at the Partnership level that are not deductible for Federal or state income tax purposes by our corporatesubsidiaries. As a result, our effective tax rate could differ from the statutory rate that would be applicable if such expenses were deductible.Customer AttritionWe measure net customer attrition on an ongoing basis for our full service residential and commercial home heating oil and propane customers. Netcustomer attrition is the difference between gross customer losses and customers added through marketing efforts. Customers added through acquisitions arenot included in the calculation of gross customer gains. However, additional customers that are obtained through marketing efforts or lost at newly acquiredbusinesses are included in these calculations. Customer attrition percentage calculations include customers added through acquisitions in the denominatorsof the calculations on a weighted average basis. Gross customer losses are the result of a number of factors, including price competition, move-outs, creditlosses and conversion to natural gas. When a customer moves out of an existing home, we count the “move out” as a loss and, if we are successful in signingup the new homeowner, the “move in” is treated as a gain.Gross customer gains and gross customer losses Fiscal Year Ended 2014 2013 2012 Net Net Net Gross Customer Gains / Gross Customer Gains / Gross Customer Gains / Gains Losses (Attrition) Gains Losses (Attrition) Gains Losses (Attrition) First Quarter 25,700 22,700 3,000 26,100 24,400 1,700 25,700 26,600 (900) Second Quarter 16,800 16,700 100 13,900 19,300 (5,400) 11,500 19,700 (8,200) Third Quarter 8,100 14,100 (6,000) 7,100 13,600 (6,500) 7,000 13,700 (6,700) Fourth Quarter 17,500 18,700 (1,200) 14,400 18,000 (3,600) 13,000 18,200 (5,200) Total 68,100 72,200 (4,100) 61,500 75,300 (13,800) 57,200 78,200 (21,000) Net customer gains (attrition) as a percentage of the home heating oil and propane customer base Fiscal Year Ended 2014 2013 2012 Net Net Net Gross Customer Gains / Gross Customer Gains / Gross Customer Gains / Gains Losses (Attrition) Gains Losses (Attrition) Gains Losses (Attrition) First Quarter 6.1% 5.3% 0.8% 6.3% 5.9% 0.4% 6.2% 6.4% (0.2%) Second Quarter 3.9% 3.9% 0.0% 3.3% 4.6% (1.3%) 2.7% 4.7% (2.0%) Third Quarter 1.9% 3.3% (1.4%) 1.7% 3.3% (1.6%) 1.5% 3.1% (1.6%) Fourth Quarter 4.1% 4.4% (0.3%) 3.5% 4.3% (0.8%) 3.0% 4.1% (1.1%) Total 16.0% 16.9% (0.9%) 14.8% 18.1% (3.3%) 13.4% 18.3% (4.9%) During fiscal 2014, the Partnership lost 4,100 accounts (net), or 0.9%, of our home heating oil and propane customer base, compared to the loss of13,800 accounts (net), or 3.3% of our home heating oil and propane customer base during fiscal 2013. The improvement of 9,700 accounts was due to anincrease in gross customer gains of 6,600 and lower gross customer losses of 3,100. The increase in gains can be attributed to an increase in referrals as well asmarketing and advertising related activity. The decrease in losses was mainly due to fewer price related losses. 31 Table of ContentsFiscal 2014 was a very challenging year for the Partnership as operations were adversely impacted by extreme weather conditions. The Partnership’sability to respond to these conditions enabled it to attract new accounts and retain its existing customer base. The Partnership cannot predict whether theseaccounts will remain with the Partnership for future heating seasons.During fiscal 2013, the Partnership lost 13,800 accounts (net), or 3.3%, of our home heating oil and propane customer base, compared to the loss of21,000 accounts (net), or 4.9% of our home heating oil and propane customer base during fiscal 2012. The improvement of 7,200 accounts from fiscal 2012was due to an increase in gross customer gains of 4,300 and lower gross customer losses of 2,900. The increase in gains can be attributed to an increase inreferrals as well as marketing and advertising related activity. The decrease in losses was mainly due to fewer credit cancellations and price-related losses.During fiscal 2014, we lost 2.2% of our home heating oil accounts to natural gas conversions versus losses of 2.4% for fiscal 2013, and 2.0% for fiscal2012. Conversions to natural gas may continue as natural gas has become significantly less expensive than home heating oil on an equivalent BTU basis. Inaddition, the states of New York, Connecticut and Pennsylvania are seeking to encourage homeowners to expand the use of natural gas as a heating fuelthrough legislation and regulatory efforts.Correction of Immaterial ErrorsAs reported in our June 30, 2014 Form 10-Q, during fiscal year 2014 we recorded adjustments that reduce net income by $2.2 million ($3.7 million,excluding the related income tax benefit) to correct certain errors related to periods from 2002 through September 30, 2013. The correction of these errorsreduced Adjusted EBITDA by $2.0 million in fiscal 2014. The errors include understatements of expenses for state sales and petroleum taxes and the relatedinterest and penalties, and overstatements of installations and services sales. The errors were the result of certain control deficiencies that we identified duringthe third quarter of fiscal 2014.These errors did not, individually or in the aggregate, result in a material misstatement of our previously issued consolidated financial statements forany period through September 30, 2013. The correction of these errors in fiscal year 2014 had no material effect on our results for the full year endingSeptember 30, 2014. See Item 9A of this Report for additional information concerning these deficiencies.Consolidated Results of OperationsThe following is a discussion of the consolidated results of operations of the Partnership and its subsidiaries, and should be read in conjunction withthe historical financial and operating data and Notes thereto included elsewhere in this Annual Report. 32 Table of ContentsFiscal Year Ended September 30, 2014Compared to the Fiscal Year Ended September 30, 2013VolumeFor fiscal 2014, retail volume of home heating oil and propane sold increased by 36.2 million gallons, or 11.1%, to 361.0 million gallons, compared to324.8 million gallons for fiscal 2013. For those locations where the Partnership had existing operations during both periods, which are sometimes referred toas the “base business” (i.e., excluding acquisitions), temperatures (measured on a heating degree day basis) for fiscal 2014, were 9.2% colder than fiscal 2013,and 4.9% colder than normal, as reported by the National Oceanic and Atmospheric Administration (“NOAA”). For the twelve months ended September 30,2014, net customer attrition for the base business was 1.0%. In addition, aside from the impact of colder weather, deliveries of home heating oil and propanewere greater in fiscal 2014 than fiscal 2013, due to the impact of the storm known as Sandy on deliveries in fiscal 2013. Certain of our customers werewithout power for several weeks subsequent to Sandy, which reduced their consumption during that period. The home heating oil and propane volumeimpact due to Sandy is included in the chart below under the heading “Other.” For various reasons, including the price per gallon of home heating oil andpropane, we believe that our customers are adopting conservation measures to use less of such products. The impact of any such conservation, along withany period-to-period differences in delivery scheduling, the timing of accounts added or lost during the fiscal years, equipment efficiency and other volumevariances not otherwise described, are also included in the chart under the heading “Other.” An analysis of the change in the retail volume of home heatingoil and propane sold, which is based on management’s estimates, other mathematical calculations and certain assumptions, is as follows: (in millions of gallons) Heating Oiland Propane Volume—Fiscal 2013 324.8 Acquisitions 9.6 Impact of colder temperatures 26.9 Net customer attrition (6.1) Other 5.8 Change 36.2 Volume—Fiscal 2014 361.0 The following chart sets forth the percentage by volume of total home heating oil sold to residential variable-price customers, residential price-protected customers and commercial/industrial/other customers for fiscal 2014, compared to fiscal 2013: Fiscal Year Customers 2014 2013 Residential Variable 39.8% 41.6% Residential Price-Protected 45.9% 44.3% Commercial/Industrial 14.3% 14.1% Total 100.0% 100.0% The Partnership has experienced a shift away from variable pricing plans to price-protected plans as customers are seeking surety of price, which mayimpact our per gallon margins in the future.Volume of other petroleum products sold increased by 26.7 million gallons, or 45.2%, to 85.9 million gallons for fiscal 2014, compared to 59.2 milliongallons for fiscal 2013, largely due to the additional volume provided by the Griffith acquisition of 29.7 million gallons, partially offset by a decline in thebase business of 3.0 million gallons. In the prior year’s comparable period, the Partnership experienced an increase in motor fuel demand as a result of Sandy.Product SalesFor fiscal 2014, product sales rose $0.2 billion, or 14.2%, to $1.7 billion, compared to $1.5 billion for fiscal 2013, as an increase in total volume ofproduct sold of 16.4% was reduced by declines in the average selling prices for home heating oil, propane and other petroleum products. Selling prices werelower due to decline in the cost per gallon of home heating oil and propane and other petroleum products. 33 Table of ContentsInstallations and Services SalesFor fiscal 2014, installations and services sales increased $4.2 million, or 1.9%, to $227.2 million, compared to $223.0 million for fiscal 2013, as theadditional revenue from acquisitions of $12.9 million was reduced by a decrease in revenue from the base business of $8.7 million. In the prior year,installation and service billings were favorably impacted by Sandy-related demand.Cost of ProductFor fiscal 2014, cost of product increased $0.1 billion, or 13.2%, to $1.3 billion, compared to $1.2 billion for fiscal 2013, as an increase in total volumeof 16.4% was reduced by a decline in the per gallon cost of home heating oil and propane and other petroleum products.Gross Profit—ProductThe table below calculates the Partnership’s per gallon margins and reconciles product gross profit for home heating oil and propane and otherpetroleum products. We believe the change in home heating oil and propane margins should be evaluated before the effects of increases or decreases in thefair value of derivative instruments, as we believe that realized per gallon margins should not include the impact of non-cash changes in the market value ofhedges before the settlement of the underlying transaction. On that basis, home heating oil and propane margins for fiscal 2014, increased by $0.0468 pergallon, or 4.9%, to $1.0004 per gallon, from $0.9536 per gallon during fiscal 2013. The expansion of the Partnership’s margins during fiscal 2014 was inexcess of historical averages by $0.0325 per gallon as the Partnership was able to take advantage of certain market conditions which enabled such expansion.In addition, numerous snow storms, which drove an increase in operating and service costs, necessitated an increase in selling prices to defray additionaloperating costs. Going forward, the Partnership cannot predict whether the per gallon margins achieved during fiscal 2014, are sustainable. Product sales andcost of product include home heating oil, propane, other petroleum products and liquidated damages billings. Twelve Months Ended September 30, 2014 September 30, 2013 Amount(in millions) PerGallon Amount(in millions) PerGallon Home Heating Oil and Propane Volume 361.0 324.8 Sales $1,452.5 $4.0241 $1,315.9 $4.0515 Cost $1,091.4 $3.0237 $1,006.2 $3.0979 Gross Profit $361.1 $1.0004 $309.7 $0.9536 Amount(inmillions) PerGallon Amount(inmillions) PerGallon Other Petroleum Products Volume 85.9 59.2 Sales $281.9 $3.2812 $202.8 $3.4274 Cost $258.0 $3.0027 $185.8 $3.1400 Gross Profit $23.9 $0.2785 $17.0 $0.2875 Amount(in millions) Amount(inmillions) Total Product Sales $1,734.4 $1,518.7 Cost $1,349.4 $1,192.0 Gross Profit $385.0 $326.7 For fiscal 2014, total product gross profit increased by $58.3 million to $385.0 million, compared to $326.7 million for fiscal 2013, due to an increasein home heating oil and propane volume sold ($34.5 million), the impact of higher home heating oil and propane margins ($16.9 million) and the additionalgross profit from other petroleum products ($6.9 million). The increase in gross profit from other petroleum products was largely due to the additional salesvolume provided by the Griffith acquisition, partially reduced by a decline in volume from the base business. In the prior year’s comparable period, thePartnership experienced an increase in motor fuel demand as a result of Sandy. 34 Table of ContentsCost of Installations and ServicesFor fiscal 2014, cost of installations and services increased by $9.2 million, or 4.7%, to $205.8 million, compared to $196.6 million for fiscal 2013(which included Sandy-related costs), as a $10.7 million increase related to acquisitions was slightly offset by a $1.5 million reduction in costs associatedwith our base business versus fiscal 2013. Service costs in the base business would have been lower in 2014 except for the additional expenses associatedwith 9.2% colder temperatures, the Partnership’s continued expansion of its propane operations ($1.2 million) and certain costs related to the Partnership’sexpansion of its service and installation business.Installation costs for fiscal 2014 decreased by $1.2 million, or 1.6%, to $70.4 million, compared to $71.6 million for fiscal 2013 (which includedSandy-related costs), as a decline in costs associated with the base business of $5.0 million was largely offset by an increase from acquisitions of $3.8 million.Installation costs as a percentage of installation sales for fiscal 2014, and fiscal 2013, were 85.3% and 84.1%, respectively. Service expenses increased by$10.4 million to $135.5 million for fiscal 2014, or 93.6% of service sales, versus $125.1 million, or 90.7% of service sales, for fiscal 2013. This percentageincrease was largely due to the additional expenses associated with 9.2% colder temperatures and the additional costs associated with the Partnership’spropane initiative.We achieved a combined profit from service and installation of $21.4 million for fiscal 2014, or $5.0 million less than a combined profit of $26.4million for fiscal 2013. While acquisitions provided $2.2 million of gross profit from service and installation activities, the Partnership saw a decline in grossprofit from the base business of $7.2 million due largely to lower service and installation work versus the prior year (which benefited from Sandy), an increasein service costs resulting from colder temperatures and $1.2 million of additional costs associated with the Partnership’s propane initiative.Management views the service and installation department on a combined basis because many overhead functions and direct expenses such as servicetechnician time cannot be separated or precisely allocated to either service or installation billings.(Increase) / Decrease in the Fair Value of Derivative InstrumentsDuring fiscal 2014, the change in the fair value of derivative instruments resulted in a $6.6 million charge due to the expiration of certain hedgedpositions (a $5.6 million credit) and a decrease in the market value for unexpired hedges (a $12.2 million charge).During fiscal 2013, the change in the fair value of derivative instruments resulted in a $6.8 million charge due to the expiration of certain hedgedpositions (a $1.1 million charge) and a decrease in the market value for unexpired hedges (a $5.7 million charge).Delivery and Branch ExpensesFor fiscal 2014, delivery and branch expense increased $32.4 million, or 13.0%, to $282.6 million, compared to $250.2 million for fiscal 2013, largelydue to the 16.4% increase in total volume sold and higher sales and marketing expense of $2.9 million related to improved net customer attrition and certaincosts related to the Partnership’s expansion of other services. In addition, during fiscal 2014 the Partnership recorded a $1.7 million charge to correctunderstatements of certain sales and petroleum taxes and related penalties that, while previously contested, all pertained to years prior to fiscal 2014 andshould have been recorded in prior periods, including $1.0 million related to fiscal years 2002 through 2010.On a cents per gallon basis, delivery and branch expenses for fiscal 2014, decreased $0.0221, or 3.3%, to $0.6514, compared to $0.6733 for fiscal 2013,as certain fixed operating expenses were spread over a larger volume base in the current period.Depreciation and AmortizationFor fiscal 2014, depreciation and amortization expenses increased by $4.3 million, or 25.0%, to $21.6 million, compared to $17.3 million for fiscal2013 primarily due to the Griffith acquisition.General and Administrative ExpensesFor fiscal 2014, general and administrative expenses increased $4.2 million, or 23.1%, to $22.6 million, from $18.4 million for fiscal 2013, primarilydue to an increase in profit sharing expense of $1.5 million, an increase in legal and professional fees of $1.1 million, higher acquisition-related expenses of$0.9 million largely due to the Griffith acquisition and a $0.4 million increase in pension expense related to the Partnership’s frozen pension plan.The Partnership accrues approximately 6.0% of Adjusted EBITDA as defined in its profit sharing plan for distribution to its employees, and thisamount is payable when the Partnership achieves Adjusted EBITDA of at least 70% of the amount budgeted. The dollar amount of the profit sharing pool issubject to increases and decreases in line with increases and decreases in Adjusted EBITDA. 35 Table of ContentsFinance Charge IncomeFor fiscal 2014, finance charge income increased $1.3 million to $6.8 million, compared to $5.5 million for fiscal 2013, due to the Griffith acquisitionand a change in the Partnership’s policy in fiscal 2013 towards charging and collecting interest for past due balances.Interest Expense, NetFor fiscal 2014, net interest expense increased $2.4 million, or 16.8%, to $16.9 million compared to the $14.4 million for fiscal 2013. Net interestexpense rose by $1.0 million as an increase in average working capital borrowings of $46.7 million was reduced by a 1.2% decline in short-term borrowingrates from 3.8% to 2.7%. In addition, the Partnership recorded a $1.2 million interest charge to correct understatements arising from certain sales andpetroleum tax audits that were previously contested.Amortization of Debt Issuance CostsFor fiscal 2014, amortization of debt issuance costs decreased by $0.1 million to $1.6 million, compared to $1.7 million for fiscal 2013.Income Tax ExpenseFor fiscal 2014, income tax expense increased by $5.4 million to $25.3 million from $19.9 million for fiscal 2013, due to the increase in pretax incomeof $11.6 million. The effective tax rate was 41.2% for fiscal 2014 compared to 40.0% for fiscal 2013 due to the non-recurrence of certain one-time taxbenefits recorded in fiscal 2013.Net IncomeFor fiscal 2014, net income increased $6.2 million to $36.1 million, from $29.9 million for fiscal 2013, as the increase in pretax income of $11.6million was greater than the increase in income tax expense of $5.4 million.Adjusted EBITDAFor fiscal 2014, Adjusted EBITDA increased by $18.0 million, or 20.0%, to $108.1 million from $90.1 million for fiscal 2013 as the impact of 9.2%colder temperatures, higher home heating oil and propane per gallon margins, and $2.3 million in Adjusted EBITDA generated by acquisitions, more thanoffset the favorable impact in fiscal 2013 from Sandy on motor fuel sales and service and installation revenue. Adjusted EBITDA during fiscal 2014 wasreduced by $4.1 million due to $1.2 million of higher service and installation costs attributable to propane growth, $0.9 million of acquisition related legaland professional expenses, and adjustments to service and installation sales and delivery and branch expenses of $2.0 million, of which $1.7 million was tocorrect understatements of certain sales and petroleum taxes and related penalties that, while previously contested, all pertained to years prior to fiscal 2014and should have been recorded in prior periods.EBITDA and Adjusted EBITDA should not be considered as an alternative to net income (as an indicator of operating performance) or as an alternativeto cash flow (as a measure of liquidity or ability to service debt obligations), but provides additional information for evaluating our ability to paydistributions 36 Table of ContentsEBITDA and Adjusted EBITDA are calculated as follows: Twelve Months Ended September 30, (in thousands) 2014 2013 Net income $36,084 $29,906 Plus: Income tax expense 25,315 19,921 Amortization of debt issuance cost 1,602 1,745 Interest expense, net 16,854 14,433 Depreciation and amortization 21,635 17,303 EBITDA 101,490 83,308 (Increase) / decrease in the fair value of derivative instruments 6,566 6,775 Adjusted EBITDA 108,056 90,083 Add / (subtract) Income tax expense (25,315) (19,921) Interest expense, net (16,854) (14,433) Provision for losses on accounts receivable 7,514 6,481 (Increase) decrease in accounts receivables 12,771 (14,074) (Increase) decrease in inventories 14,057 (20,664) Decrease in customer credit balances (2,433) (15,878) Change in deferred taxes 658 1,676 Change in other operating assets and liabilities (3,299) 5,222 Net cash provided by operating activities $95,155 $18,492 Net cash used in investing activities $(107,318) $(6,960) Net cash used in financing activities $(23,895) $(34,566) (a)EBITDA (Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization) and Adjusted EBITDA(Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization, (increase) decrease in the fair value ofderivatives, gain or loss on debt redemption, goodwill impairment, and other non-cash and non-operating charges) are non-GAAP financial measuresthat are used as supplemental financial measures by management and external users of our financial statements, such as investors, commercial banksand research analysts, to assess: • our compliance with certain financial covenants included in our debt agreements; • our financial performance without regard to financing methods, capital structure, income taxes or historical cost basis; • our ability to generate cash sufficient to pay interest on our indebtedness and to make distributions to our partners; • our operating performance and return on invested capital compared to those of other companies in the retail distribution of refined petroleumproducts, without regard to financing methods and capital structure; and • the viability of acquisitions and capital expenditure projects and the overall rates of return of alternative investment opportunities.The method of calculating Adjusted EBITDA may not be consistent with that of other companies and each of EBITDA and Adjusted EBITDA has itslimitations as an analytical tool, should not be considered in isolation and should be viewed in conjunction with measurements that are computed inaccordance with GAAP. Some of the limitations of EBITDA and Adjusted EBITDA are: • EBITDA and Adjusted EBITDA do not reflect our cash used for capital expenditures. • Although depreciation and amortization are non-cash charges, the assets being depreciated or amortized often will have to be replaced andEBITDA and Adjusted EBITDA do not reflect the cash requirements for such replacements; • EBITDA and Adjusted EBITDA do not reflect changes in, or cash requirements for, our working capital requirements; • EBITDA and Adjusted EBITDA do not reflect the cash necessary to make payments of interest or principal on our indebtedness; and • EBITDA and Adjusted EBITDA do not reflect the cash required to pay taxes. • Consolidated Financial Statements—Summary of Significant Accounting Policies Reclassification, operating income, EBITDA and AdjustedEBITDA have been revised but net income has not changed. • As a result of the reclassification of finance charge income, as described in Note 2 of the Consolidated Financial Statements—Summary ofSignificant Accounting Policies Reclassification, operating income, EBITDA and Adjusted EBITDA have been revised but net income has notchanged. 37(a)(a) Table of ContentsFiscal Year Ended September 30, 2013Compared to the Fiscal Year Ended September 30, 2012VolumeFor fiscal 2013, retail volume of home heating oil and propane sold increased by 47.6 million gallons, or 17.2%, to 324.8 million gallons, compared to277.2 million gallons for fiscal 2012. For those locations where the Partnership had existing operations during both periods, which are sometimes referred toas the “base business” (i.e., excluding acquisitions), temperatures (measured on a heating degree day basis) for fiscal 2013, were 22.3% colder than fiscal2012, but 4.1% warmer than normal, as reported by NOAA. For the twelve months ended September 30, 2013, net customer attrition for the base business was3.3%. Due to various reasons including the significant increase in the price per gallon of home heating oil and propane over the last several years, we believethat our customers are adopting conservation measures to use less product. The impact of conservation, along with any period-to-period differences indelivery scheduling, the timing of accounts added or lost during the fiscal years, equipment efficiency and other volume variances not otherwise described,are included in the chart below under the heading “Other.” In addition, on October 29, 2012, the storm known as Sandy made landfall in our service area,resulting in widespread power outages that affected a number of our customers. Deliveries of home heating oil and propane were less than expected for certainof our customers who were without power for several weeks subsequent to this storm. The home heating oil and propane volume loss due to Sandy is also inthe chart below under the heading “Other.” An analysis of the change in the retail volume of home heating oil and propane, which is based on management’sestimates, sampling and other mathematical calculations and certain assumptions, is as follows: (in millions of gallons) Heating Oiland Propane Volume—Fiscal 2012 277.2 Acquisitions 13.4 Impact of colder temperatures 54.3 Net customer attrition (10.1) Other (10.0) Change 47.6 Volume—Fiscal 2013 324.8 The following chart sets forth the percentage by volume of total home heating oil sold to residential variable-price customers, residential price-protected customers and commercial/industrial/other customers for fiscal 2013, compared to fiscal 2012: Fiscal Year Customers 2013 2012 Residential Variable 41.6% 42.5% Residential Price-Protected 44.3% 44.3% Commercial/Industrial 14.1% 13.2% Total 100.0% 100.0% Volume of other petroleum products sold increased by 6.0 million gallons, or 11.3%, to 59.2 million gallons for fiscal 2013, compared to 53.2 milliongallons for fiscal 2012, largely due to an increase in motor fuel demand as a result of Sandy (including to power generators) and higher home heating oilwholesale sales.Product SalesFor fiscal 2013, product sales increased $0.2 billion, or 17.2%, to $1.5 billion, compared to $1.3 billion for fiscal 2012, primarily due to an increase intotal volume of 16.2%.Installations and Services SalesFor fiscal 2013, installations and services sales increased $20.8 million, or 10.3%, to $223.0 million, compared to $202.2 million for fiscal 2012, dueto additional revenue from acquisitions of $5.6 million and an increase in the base business of $15.2 million largely attributable to Sandy-related service andinstallation billings and the additional billings associated with 22.3% colder temperatures. 38 Table of ContentsCost of ProductFor fiscal 2013, cost of product increased $0.2 billion, or 16.4%, to $1.2 billion, compared to $1.0 billion for fiscal 2012, largely due to an increase intotal volume of 16.2%.Gross Profit—ProductThe table below calculates the Partnership’s per gallon margins and reconciles product gross profit for home heating oil and propane and otherpetroleum products. We believe the change in home heating oil and propane margins should be evaluated before the effects of increases or decreases in thefair value of derivative instruments, as we believe that realized per gallon margins should not include the impact of non-cash changes in the market value ofhedges before the settlement of the underlying transaction. On that basis, home heating oil and propane margins for fiscal 2013, increased by $0.0234 pergallon, or 2.5%, to $0.9536 per gallon, from $0.9302 per gallon during fiscal 2012. Product sales and cost of product include home heating oil, propane,other petroleum products and liquidated damages billings. Twelve Months Ended September 30, 2013 September 30, 2012 Amount(in millions) PerGallon Amount(in millions) PerGallon Home Heating Oil and Propane Volume 324.8 277.2 Sales $1,315.9 $4.0515 $1,115.6 $4.0246 Cost $1,006.2 $3.0979 $857.8 $3.0944 Gross Profit $309.7 $0.9536 $257.9 $0.9302 Amount(inmillions) PerGallon Amount(in millions) PerGallon Other Petroleum Products Volume 59.2 53.2 Sales $202.8 $3.4274 $179.8 $3.3822 Cost $185.8 $3.1400 $166.3 $3.1285 Gross Profit $17.0 $0.2875 $13.5 $0.2537 Amount(inmillions) Amount(in millions) Total Product Sales $1,518.7 $1,295.4 Cost $1,192.0 $1,024.1 Gross Profit $326.7 $271.3 For fiscal 2013, total product gross profit increased by $55.4 million to $326.7 million, compared to $271.3 million for fiscal 2012, due to an increasein home heating oil and propane sales volume ($44.3 million), the impact of higher home heating oil and propane margins ($7.6 million) and the additionalgross profit from other petroleum products ($3.5 million).Cost of Installations and ServicesFor fiscal 2013, cost of installations and services increased by $20.9 million, or 11.9%, to $196.6 million, compared to $175.7 million for fiscal 2012,due to a $4.8 million increase related to acquisitions and a $16.1 million increase largely tied to the impact of Sandy on our base business and the additionalservice costs associated with 22.3% colder temperatures.Installation costs for fiscal 2013, increased by $10.8 million, or 17.8%, to $71.6 million, compared to $60.8 million in installation costs for fiscal 2012.Installation costs as a percentage of installation sales for fiscal 2013, and fiscal 2012, were 84.1% and 84.6%, respectively. Service expenses increased to$125.1 million for fiscal 2013, or 90.7%, of service sales, versus $115.0 million, or 88.2% of service sales, for fiscal 2012. We achieved a combined profitfrom service and installation of $26.4 million for fiscal 2013, compared to a combined profit of $26.5 million for fiscal 2012. Management views the serviceand installation department on a combined basis because many overhead functions and direct expenses such as service technician time cannot be separatedor precisely allocated to either service or installation billings. 39 Table of Contents(Increase) / Decrease in the Fair Value of Derivative InstrumentsDuring fiscal 2013, the change in the fair value of derivative instruments resulted in a $6.8 million charge due to the expiration of certain hedgedpositions (a $1.1 million charge) and a decrease in the market value for unexpired hedges (a $5.7 million charge).During fiscal 2012, the change in the fair value of derivative instruments resulted in an $8.5 million credit due to the expiration of certain hedgedpositions (a $7.4 million credit) and an increase in the market value for unexpired hedges (a $1.1 million credit).Delivery and Branch ExpensesFor fiscal 2013, delivery and branch expense increased $32.8 million, or 15.1%, to $250.2 million, compared to $217.4 million for fiscal 2012, due toan increase in the base business expenses of $13.0 million largely due to the additional volume sold, the additional expense from acquisitions of $7.2 millionand the absence of a weather hedge benefit of $12.5 million. During fiscal 2012, the Partnership recorded a benefit of $12.5 million under its warm weatherhedge which reduced delivery and branch expenses with no similar benefit recorded in fiscal 2013.On a cents per gallon basis (excluding the credit recorded under the Partnership’s weather hedge contract during fiscal 2012), delivery and branchexpenses for fiscal 2013, decreased $0.0395, or 5.5%, to $0.6733 compared to $0.7128 per gallon for fiscal 2012, as certain fixed operating expenses werespread over a larger volume base in fiscal 2013.Depreciation and AmortizationFor fiscal 2013, depreciation and amortization expenses increased by $0.9 million, or 5.5%, to $17.3 million, compared to $16.4 million for fiscal2012.Depreciation expense remained the same as an increase of $1.2 million from fiscal 2012 and fiscal 2013 acquisitions was offset by a decrease of $1.2million related to fleet and equipment assets which became fully depreciated in fiscal 2012 and fiscal 2013. Amortization expense increased by $0.9 million,due to fiscal 2012 and fiscal 2013 customer lists acquired.General and Administrative ExpensesFor fiscal 2013, general and administrative expenses decreased $0.3 million, or 1.8%, to $18.4 million, from $18.7 million for fiscal 2012, as lowerlegal and professional, acquisition and other expenses of $2.2 million were offset by an increase in profit sharing expense of $1.9 million.The Partnership accrues approximately 6.0% of Adjusted EBITDA as defined in its profit sharing plan for distribution to its employees, and thisamount is payable when the Partnership achieves Adjusted EBITDA of at least 70% of the amount budgeted. The dollar amount of the profit sharing pool issubject to increases and decreases in line with increases and decreases in Adjusted EBITDA.Finance Charge IncomeFor fiscal 2013, finance charge income increased $1.1 million to $5.5 million, compared to $4.4 million for fiscal 2012. In late fiscal 2012, thePartnership shortened the time period before billing finance charges which drove this increase.Interest Expense, NetFor fiscal 2013, net interest expense increased $0.3 million, or 2.7%, to $14.4 million compared to $14.1 million for fiscal 2012 largely due to anincrease in average working capital borrowings of $5.9 million.Amortization of Debt Issuance CostsFor fiscal 2013, amortization of debt issuance costs increased by $0.1 million to $1.7 million, compared to $1.6 million for fiscal 2012.Income Tax ExpenseFor fiscal 2013, income tax expense increased by $3.3 million to $19.9 million from $16.6 million for fiscal 2012, due to the increase in pretax incomeof $7.3 million. 40 Table of ContentsNet IncomeFor fiscal 2013, net income increased $3.9 million to $29.9 million, from $26.0 million for fiscal 2012, as the increase in pretax income of $7.3 millionwas greater than the increase in income tax expense of $3.3 million.Adjusted EBITDAFor fiscal 2013, Adjusted EBITDA increased by $24.0 million, or 36.3%, to $90.1 million from $66.1 million from fiscal 2012, as the impact of 22.3%colder temperatures, higher home heating oil and propane per gallon margins, acquisitions, and the favorable impact of the storm Sandy on motor fuel salesand service and installation revenue more than offset the volume decline in the base business attributable to net customer attrition and other factors. AdjustedEBITDA for fiscal 2012, included a $12.5 million benefit that the Partnership recorded under its weather hedge contract due to the abnormally warm weatherin that period, with no similar benefit recorded during fiscal 2013.EBITDA and Adjusted EBITDA should not be considered as an alternative to net income (as an indicator of operating performance) or as an alternativeto cash flow (as a measure of liquidity or ability to service debt obligations), but provides additional information for evaluating our ability to paydistributions.EBITDA and Adjusted EBITDA are calculated as follows: Fiscal Year Ended September 30, (in thousands) 2013 2012 Net income $29,906 $25,989 Plus: Income tax expense 19,921 16,576 Amortization of debt issuance cost 1,745 1,634 Interest expense, net 14,433 14,060 Depreciation and amortization 17,303 16,395 EBITDA 83,308 74,654 (Increase) / decrease in the fair value of derivative instruments 6,775 (8,549) Adjusted EBITDA 90,083 66,105 Add / (subtract) Income tax expense (19,921) (16,576) Interest expense, net (14,433) (14,060) Provision for losses on accounts receivable 6,481 6,017 (Increase) decrease in accounts receivables (14,074) 5,804 (Increase) decrease in inventories (20,664) 34,335 Increase (decrease) in customer credit balances (15,878) 11,952 Change in deferred taxes 1,676 12,913 Change in other operating assets and liabilities 5,222 (662) Net cash provided by operating activities $18,492 $105,828 Net cash used in investing activities $(6,960) $(44,517) Net cash used in financing activities $(34,566) $(40,009) 41(a)(a) Table of Contents(a)EBITDA (Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization) and Adjusted EBITDA(Earnings from continuing operations before net interest expense, income taxes, depreciation and amortization, (increase) decrease in the fair value ofderivatives, gain or loss on debt redemption, goodwill impairment, and other non-cash and non-operating charges) are non-GAAP financial measuresthat are used as supplemental financial measures by management and external users of our financial statements, such as investors, commercial banksand research analysts, to assess: • our compliance with certain financial covenants included in our debt agreements; • our financial performance without regard to financing methods, capital structure, income taxes or historical cost basis; • our ability to generate cash sufficient to pay interest on our indebtedness and to make distributions to our partners; • our operating performance and return on invested capital compared to those of other companies in the retail distribution of refined petroleumproducts, without regard to financing methods and capital structure; and • the viability of acquisitions and capital expenditure projects and the overall rates of return of alternative investment opportunities.The method of calculating Adjusted EBITDA may not be consistent with that of other companies and each of EBITDA and Adjusted EBITDA has itslimitations as an analytical tool, should not be considered in isolation and should be viewed in conjunction with measurements that are computed inaccordance with GAAP. Some of the limitations of EBITDA and Adjusted EBITDA are: • EBITDA and Adjusted EBITDA do not reflect our cash used for capital expenditures. • Although depreciation and amortization are non-cash charges, the assets being depreciated or amortized often will have to be replaced andEBITDA and Adjusted EBITDA do not reflect the cash requirements for such replacements; • EBITDA and Adjusted EBITDA do not reflect changes in, or cash requirements for, our working capital requirements; • EBITDA and Adjusted EBITDA do not reflect the cash necessary to make payments of interest or principal on our indebtedness; and • EBITDA and Adjusted EBITDA do not reflect the cash required to pay taxes.As a result of the reclassification of finance charge income, as described in Note 2 of our September 30, 2013 Form 10-K Consolidated FinancialStatements—Summary of Significant Accounting Policies Reclassification, operating income, EBITDA and Adjusted EBITDA have been revised but netincome has not changed.DISCUSSION OF CASH FLOWSWe use the indirect method to prepare our Consolidated Statements of Cash Flows. Under this method, we reconcile net income to cash flows providedby operating activities by adjusting net income for those items that impact net income but may not result in actual cash receipts or payment during theperiod.Operating ActivitiesDue to the seasonal nature of our business, cash is generally used in operations during the winter (our first and second fiscal quarters) as we requireadditional working capital to support the high volume of sales during this period, and cash is generally provided by operating activities during the springand summer (our third and fourth quarters) when customer payments exceed the cost of deliveries.During fiscal 2014, cash provided by operating activities increased by $76.7 million to $95.2 million, when compared to $18.5 million of cashprovided by operating activities during fiscal 2013, as a $10.2 million increase in cash generated from operations, a favorable change in cash used relating toaccounts receivable of $40.3 million (including customer credit balances) and a comparative decrease in cash needs to fund inventory of $34.7 million wasreduced by changes in other assets and liabilities of $8.5 million.The favorable change in accounts receivable was largely attributable to two factors. First, in fiscal 2012, temperatures were the warmest in over 100years within our areas of operations, which lowered the opening accounts receivable balance and increased opening customer credit balances for fiscal 2013and resulted in a use of cash in fiscal 2013 of $30.0 million that was higher than if temperatures had been similar between fiscal 2012 and 2013. Second, thechange in accounts receivable (including customer credit balances) for fiscal 2014 reflect a $26.5 million reduction to account for the seasonal collectionactivity (net of sales) for the Griffith acquisition. The Griffith acquisition was completed in March 2014 and investing activities includes the purchasedaccounts receivable, which historically is a high point for accounts receivable. The cash collected on the purchased receivables is included in cash flows fromoperating activities. In fiscal 2014 excluding Griffith, accounts receivable rose and customer credit balances declined for a total of $16.2 million. Thischange was largely due to the impact of colder temperatures for customers having a budget payment plan and drove an increase in days sales outstanding to57 days as of September 30, 2014 compared to 53 days as of September 30, 2013. To take advantage of market conditions at September 30, 2013, thePartnership had increased inventory quantities prior to the beginning of fiscal 2014 to a much greater extent than the beginning of fiscal 2013. As a result,cash used to finance inventory purchases was $34.7 million less during fiscal 2014, when compared to fiscal 2013. In fiscal 2014, the timing of certainaccruals and payments, as well as the seasonality of the operating cash flows of the Griffith acquisition resulted in a use of cash of $3.2 million or $8.5million more than fiscal 2013. 42 Table of ContentsDuring fiscal 2013, cash provided by operating activities decreased by $87.3 million to $18.5 million, when compared to $105.8 million during fiscal2012, as an increase in cash generated from operations of $9.5 million and increases in accruals for insurance, interest and profit sharing totaling $5.9 millionwere more than offset by an increase in inventory of $55.0 million, an increase in cash needs to fund accounts receivable of $19.9 million and the timing ofcash receipts from budget customers of $27.8 million. The impact of 22.3% colder temperatures in fiscal 2013 compared to fiscal 2012 was the primary driverof the change in cash required to finance accounts receivable as well as the change in customer credit balances. Days sales outstanding as of September 30,2013 were 53 days compared to 50 days at September 30, 2012 and 61 days at September 30, 2011. At the beginning of fiscal 2012, the Partnership hadincreased its quantity of liquid product inventory on hand to take advantage of certain market conditions. These market conditions did not occur at the endof fiscal 2012 and the Partnership reduced its inventory accordingly resulting in an increase in cash of $34.1 million. At the end of fiscal 2013 the Partnershipincreased the quantity of liquid inventory to almost the level at the beginning of fiscal 2012. This change resulted in a use of cash in fiscal 2013 of $19.4millionInvesting ActivitiesOur capital expenditures for fiscal 2014 totaled $9.1 million, as we invested in computer hardware and software ($2.2 million), refurbished certainphysical plants ($1.7 million), expanded our propane operations ($3.0 million) and made additions to our fleet and other equipment ($2.2 million). We alsocompleted three acquisitions for $98.5 million and allocated $53.8 million of the gross purchase price to intangible assets, $17.5 million to fixed assets andincreased working capital by $27.2 million.Our capital expenditures for fiscal 2013 totaled $6.0 million, as we invested in computer hardware and software ($1.9 million), refurbished certainphysical plants ($1.2 million), expanded our propane operations ($1.9 million) and made additions to our fleet and other equipment ($1.0 million). We alsocompleted two acquisitions for $1.4 million and allocated $1.3 million of the gross purchase price to intangible assets, $0.2 million to fixed assets andreduced working capital by $0.1 million of credits.Financing ActivitiesDuring fiscal 2014, we borrowed $195.5 million under our credit facility and repaid $195.5 million during the period. We also paid distributions of$19.5 million to our common unit holders, $0.3 million to our general partner (including $0.2 million of incentive distributions as provided in ourPartnership Agreement) and repurchased 0.3 million units for $1.7 million in connection with our unit repurchase plan. We amended our bank agreement andpaid $2.4 million in fees.During fiscal 2013, we borrowed $111.5 million under our credit facility and repaid $111.5 million during the period. We also paid distributions of$19.0 million to our common unit holders, $0.3 million to our general partner (including $0.17 million of incentive distributions as provided in ourPartnership Agreement) and repurchased 3.3 million units for $15.2 million in connection with our unit repurchase plan.FINANCING AND SOURCES OF LIQUIDITYLiquidity and Capital ResourcesOur primary uses of liquidity are to provide funds for our working capital, capital expenditures, distributions on our units, acquisitions and unitrepurchases. Our ability to provide funds for such uses depends on our future performance, which will be subject to prevailing economic, financial, businessand weather conditions, the ability to pass on the full impact of high product costs to customers, the effects of high net customer attrition, conservation andother factors. Capital requirements, at least in the near term, are expected to be provided by cash flows from operating activities, cash on hand as ofSeptember 30, 2014 ($49.0 million) or a combination thereof. To the extent future capital requirements exceed cash on hand plus cash flows from operatingactivities, we anticipate that working capital will be financed by our revolving credit facility, as discussed below, and repaid from subsequent seasonalreductions in inventory and accounts receivable. If we require additional capital and the credit markets are receptive, we may seek to offer and sell debt orequity securities.In January 2014, we entered into a second amended and restated asset-based revolving credit facility, which expires in June 2017 or January 2019 ifcertain conditions have been met, and which provides us with the ability to borrow up to $300 million ($450 million during the heating season fromDecember through April of each year) for working capital purposes (subject to certain borrowing base limitations and coverage ratios), including the issuanceof up to $100 million in letters of credit. We can increase the facility size by $100 million without the consent of the bank group. However, the bank group isnot obligated to fund the $100 million increase. If the bank group elects not to fund the increase, we can add additional lenders to the group with the consentof the Agent which shall not be unreasonably withheld. Obligations under the revolving credit facility are guaranteed by us and our subsidiaries and securedby liens on substantially all of our assets, including accounts receivable, inventory, general intangibles, real property, fixtures and equipment. As ofSeptember 30, 2014, we had no borrowings under our revolving credit facility and $52.8 million in letters of credit were outstanding, and our ability toborrow was reduced by $14.9 million to secure hedges with the bank group.Under the terms of the revolving credit facility, we must maintain at all times either Availability (borrowing base less amounts borrowed and letters ofcredit issued) of 12.5% of the maximum facility size or a fixed charge coverage ratio of not less than 1.1, which is calculated based upon Adjusted EBITDAfor the trailing twelve month period. As of September 30, 2014, Availability, as defined in the revolving credit facility agreement, was $149.6 million and wewere in compliance with the fixed charge coverage ratio. 43 Table of ContentsMaintenance capital expenditures for fiscal 2015 are estimated to be approximately $5.7 million to $6.2 million, excluding the capital requirementsfor leased fleet. In addition, we plan to invest an estimated $3.0 million in our propane operations. Paying distributions during fiscal 2015 at the currentquarterly level of $0.0875 per unit, would result in an aggregate of approximately $20.0 million to common unit holders, $0.34 million to our general partner(including $0.25 million of incentive distribution as provided for in our Partnership Agreement) and $0.25 million to management pursuant to themanagement incentive compensation plan which provides for certain members of management to receive incentive distributions that would otherwise bepayable to the general partner. For fiscal 2015, the Partnership’s scheduled interest payments on its Senior Notes, which are due in December 2017, amount to$11.1 million. While the Partnership is not obligated to make a minimum required contribution to its two frozen defined benefit pension plans in fiscal year2015, it is expected that a $1.7 million pension contribution may be made. In addition, we will continue to repurchase common units pursuant to our unitrepurchase plan and seek attractive acquisition opportunities within the Availability constraints of our revolving credit facility and funding resources.Contractual Obligations and Off-Balance Sheet ArrangementsWe have no special purpose entities or off balance sheet debt, other than operating leases entered into in the ordinary course of business.Long-term contractual obligations, except for our long-term debt obligations, are not recorded in our consolidated balance sheet. Non-cancelablepurchase obligations are obligations we incur during the normal course of business, based on projected needs. The Partnership had no capital leaseobligations as of September 30, 2014.Reserves for income taxes under FASB ASC 740-10-05 Income Taxes (“FIN 48”) are not included in the table because we cannot reasonably predictthe ultimate timing of settlement of our reserves for income taxes with the respective taxing authorities.The table below summarizes the payment schedule of our contractual obligations at September 30, 2014 (in thousands): Payments Due by Fiscal Year 2016 2018 Total 2015 and 2017 and 2019 Thereafter Long-term debt obligations $125,000 $— $— $125,000 $— Operating lease obligations (a) 61,299 15,765 23,775 12,521 9,238 Purchase obligations and other (b) 24,028 11,783 10,314 1,262 669 Interest obligations (c) 40,103 16,066 22,188 1,849 — Long-term liabilities reflected on the balance sheet (d) 2,946 350 700 700 1,196 $253,376 $43,964 $56,977 $141,332 $11,103 (a)Represents various operating leases for office space, trucks, vans and other equipment with third parties.(b)Represents non-cancelable commitments as of September 30, 2014 for operations such as weather hedge premiums, customer related invoice andstatement processing, voice and data phone/computer services and real estate taxes on leased property.(c)Reflects 8.875% interest obligations on our $125.0 million senior notes due December 2017 and the unused commitment fee on the revolving creditfacility.(d)Reflects long-term liabilities excluding a pension accrual of approximately $5.1 million. While the Partnership is not obligated to make a minimumrequired contribution to its two frozen defined benefit pension plans in fiscal year 2015, it is expected that a $1.7 million pension contribution may bemade. For fiscal years 2016 through 2019 we estimate an average minimum required contribution of approximately $0.8 million per year. 44 Table of ContentsRecent Accounting PronouncementsIn May 2014, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update (“ASU”) No. 2014-09, Revenue fromContracts with Customers, which requires an entity to recognize the amount of revenue to which it expects to be entitled for the transfer of promised goods orservices to customers. This ASU will replace most existing revenue recognition guidance in U.S. Generally Accepted Accounting Principles (“GAAP”) whenit becomes effective. This new guidance is effective for our annual reporting period beginning in the first quarter of fiscal 2018, with early adoptionprohibited. The standard permits the use of either the retrospective or cumulative effect transition method. The Company is evaluating the effect that ASU2014-09 will have on its consolidated financial statements and related disclosures. The Company has not yet selected a transition method nor has itdetermined the effect of the standard on its ongoing financial reporting.Critical Accounting EstimatesThe preparation of financial statements in conformity with Generally Accepted Accounting Principles requires management to establish accountingpolicies and make estimates and assumptions that affect reported amounts of assets and liabilities at the date of the Consolidated Financial Statements. ThePartnership evaluates its policies and estimates on an on-going basis. A change in any of these critical accounting estimates could have a material effect onthe results of operations. The Partnership’s Consolidated Financial Statements may differ based upon different estimates and assumptions. The Partnership’scritical accounting estimates have been reviewed with the Audit Committee of the Board of Directors.Our significant accounting policies are discussed in Note 2 of the Notes to the Consolidated Financial Statements. We believe the following are ourcritical accounting policies and estimates:Goodwill and Other Intangible AssetsWe calculate amortization using the straight-line method over periods ranging from five to twenty years for intangible assets with finite useful livesbased on historical statistics. We use amortization methods and determine asset values based on our best estimates using reasonable and supportableassumptions and projections. Key assumptions used to determine the value of these intangibles include projections of future customer attrition or growthrates, product margin increases, operating expenses, our cost of capital, and corporate income tax rates. For significant acquisitions we may engage a thirdparty valuation firm to assist in the valuation of intangible assets of that acquisition. We assess the useful lives of intangible assets based on the estimatedperiod over which we will receive benefit from such intangible assets such as historical evidence regarding customer churn rate. In some cases, the estimateduseful lives are based on contractual terms. At September 30, 2014, we had $100.8 million of net intangible assets subject to amortization. If lives wereshortened by one year, we estimate that amortization for these assets for fiscal 2014 would have increased by approximately $1.8 million.FASB ASC 350-10-05, Intangibles-Goodwill and Other, requires goodwill to be assessed at least annually for impairment. These assessments involvemanagement’s estimates of future cash flows, market trends and other factors to determine the fair value of the reporting unit, which includes the goodwill tobe assessed. If the carrying amount of a reporting unit exceeds its fair value, an impairment charge is recorded if the carrying value of goodwill is determinedto be greater than its fair value. At September 30, 2014, we had $209.3 million of goodwill.The Partnership has one reporting segment. We test the carrying amount of goodwill annually during the fourth fiscal quarter. It was determined basedon this analysis that there was no goodwill impairment as of August 31, 2014. The preparation of this analysis was based upon management’s estimates andassumptions, and future impairment calculations would be affected by actual results that are materially different from projected amounts. To provide for asensitivity of the discount rates and transaction multiples used, ranges of high and low values are employed in the analysis, with the low values examined toensure that a reasonably likely change in an assumption would not cause the Partnership to reach a different conclusion.Although the Partnership believes that its projections reflect its best estimates of future performance, changes in estimated revenues, per gallon marginsor discount rates may have an impact on the estimated fair value. Any increase in estimated cash flows or a decrease in the discount rate would not have animpact on the carrying value of the goodwill. A decrease in future estimated cash flows or an increase in the discount rate could require the Partnership todetermine whether the recognition of a goodwill impairment charge would be required.The Partnership estimates the fair value of its sole reporting unit utilizing two generally accepted approaches: the Income Approach and the MarketApproach (which is a combination of the Market Comparable and the Market Transaction Approaches). 45 Table of ContentsThe Income Approach uses management’s projections of cash flows, market trends and other factors to determine the value of the reporting unit basedon discounted cash flows. The Partnership’s discount rate was calculated based on the weighted average cost of capital, using inputs of comparablecompanies in the same industry. The Partnership’s conclusion of the fair value of the reporting unit was supported based on a sensitivity analysis performedusing a range of discount rates and terminal multiples.The Market Comparable Approach determines a fair value of the reporting unit based on comparable companies in similar industries, whose securitiesare actively traded in public markets. A financial multiple range was calculated and applied to the financial metrics of the Partnership. The Partnership’sconclusion was supported using the high and low range of multiples applied.The Market Transaction Approach determines a fair value of the reporting unit based on exchange prices in actual sales and purchases of comparablebusinesses. A transaction multiple was calculated and applied to the financial metrics of the Partnership. In addition, a transaction occurring after the analysisdate, but before the fiscal year-end was reviewed, and the Partnership’s conclusion of value was supported based on the calculations of these transactionmultiples.In addition, the Partnership performs a reasonableness check of its concluded value for its sole reporting unit by reconciling the results of the goodwillanalysis with its market capitalization.Intangible assets with finite lives must be assessed for impairment whenever changes in circumstances indicate that the assets may be impaired. Theassessment for impairment requires estimates of future cash flows related to the intangible asset. To the extent the carrying value of the assets exceeds itsfuture undiscounted cash flows, an impairment loss is recorded based on the fair value of the asset.Fair Values of DerivativesFASB ASC 815-10-05, Derivatives and Hedging, requires that derivative instruments be recorded at fair value and included in the consolidatedbalance sheet as assets or liabilities. The Partnership has elected not to designate its derivative instruments as hedging instruments under this guidance, andthe change in fair value of the derivative instruments are recognized in our statement of operations.We have established the fair value of our derivative instruments using estimates determined by our counterparties and subsequently evaluated theminternally using established index prices and other sources. These values are based upon, among other things, future prices, volatility, time-to-maturity valueand credit risk. The estimate of fair value we report in our financial statements changes as these estimates are revised to reflect actual results, changes inmarket conditions, or other factors, many of which are beyond our control.Insurance ReservesWe currently self-insure a portion of workers’ compensation, auto and general liability claims. We establish reserves based upon expectations as towhat our ultimate liability may be for outstanding claims using developmental factors based upon historical claim experience, supplemented by a third-partyactuary. We periodically evaluate the potential for changes in loss estimates with the support of qualified actuaries. As of September 30, 2014, we hadapproximately $57.3 million of net insurance reserves. The ultimate resolution of these claims could differ materially from the assumptions used to calculatethe reserves, which could have a material adverse effect on results of operations. ITEM 7A.QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISKWe are exposed to interest rate risk primarily through our bank credit facilities. We utilize these borrowings to meet our working capital needs.At September 30, 2014, we had outstanding borrowings totaling $125.0 million, none of which is subject to variable interest rates.We regularly use derivative financial instruments to manage our exposure to market risk related to changes in the current and future market price ofhome heating oil. The value of market sensitive derivative instruments is subject to change as a result of movements in market prices. Sensitivity analysis is atechnique used to evaluate the impact of hypothetical market value changes. Based on a hypothetical ten percent increase in the cost of product atSeptember 30, 2014, the potential impact on our hedging activity would be to increase the fair market value of these outstanding derivatives by $9.9 millionto a fair market value of $(0.1) million; and conversely a hypothetical ten percent decrease in the cost of product would decrease the fair market value ofthese outstanding derivatives by $3.9 million to a negative fair market value of $(13.9) million. 46 Table of ContentsITEM 8.FINANCIAL STATEMENTS AND SUPPLEMENTARY DATAThe financial statements and financial statement schedules referred to in the index contained on page F-1 of this report are incorporated herein byreference. ITEM 9.CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURENONE ITEM 9A.CONTROLS AND PROCEDURES(a) Evaluation of disclosure controls and procedures.The general partner’s chief executive officer and its chief financial officer evaluated the effectiveness of the Partnership’s disclosure controls andprocedures (as that term is defined in Rule 13a-15(e) of the Securities Exchange Act of 1934, as amended) as of September 30, 2014. Based on thatevaluation, such chief executive officer and chief financial officer concluded that the Partnership’s disclosure controls and procedures were effective as ofSeptember 30, 2014 at the reasonable level of assurance. For purposes of Rule 13a-15(e), the term disclosure controls and procedures means controls andother procedures of an issuer that are designed to ensure that information required to be disclosed by the issuer in the reports that it files or submits under theAct (15 U.S.C. 78a et seq.) is recorded, processed, summarized and reported, within the time periods specified in the Commission’s rules and forms. Disclosurecontrols and procedures include, without limitation, controls and procedures designed to ensure that information required to be disclosed by an issuer in thereports that it files or submits under the Act is accumulated and communicated to the issuer’s management, including its chief executive officer and chieffinancial officer, or persons performing similar functions, as appropriate to allow timely decisions regarding required disclosure.(b) Management’s Report on Internal Control over Financial Reporting.Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined inExchange Act Rules 13a-15(f) under the Securities Exchange Act of 1934, as amended. Under the supervision of management and with the participation ofour management, including our chief executive officer and chief financial officer, we conducted an evaluation of the effectiveness of our internal control overfinancial reporting based on the framework in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of theTreadway Commission, September 1992. Based on our evaluation of internal control over financial reporting, our management concluded that our internalcontrol over financial reporting was effective as of September 30, 2014.On March 4, 2014, the Partnership completed the acquisition of Griffith Energy Services, Inc. (“Griffith”). In reliance on interpretive guidance issuedby the SEC staff, management has chosen to exclude from its assessment of the effectiveness of internal control over financial reporting as of September 30,2014, Griffith’s internal control over financial reporting associated with total assets of $99.2 million (of which $50.2 million represents goodwill andintangibles included within the scope of the assessment), which constituted about 14% of our total assets, and total revenues of $139.1 million, whichconstituted about 7% of our total revenues, included in the consolidated financial statements as of and for the year ended September 30, 2014. ThePartnership will include its assessment of internal control over financial reporting for Griffith in our Annual Report on Form 10-K for our fiscal year endingSeptember 30, 2015.The effectiveness of our internal control over financial reporting as of September 30, 2014 has been audited by our independent registered publicaccounting firm, as stated in their report which is included herein.(c) Remediation of Material WeaknessAs previously disclosed in our form 10-Q for the quarter ended June 30, 2014, and in connection with our assessment of the effectiveness of internalcontrol over financial reporting at September 30, 2013, management, in the third fiscal quarter ended June 30, 2014, became aware that a regional zonecontroller overrode controls over reporting to senior management certain state sales tax and petroleum tax assessments which primarily related to priorperiods. The same employee also overrode certain reconciliation controls related to the accuracy and existence of installations and services sales andaccounts receivable of an insignificant business (the “Impacted Business”) whose balances and results are maintained on an offline ledger and periodicallytransferred to the Partnership’s general ledger. This employee’s actions were in violation of the Partnership’s established control policies and procedures.These control deficiencies did not result in a material misstatement to the Partnership’s consolidated financial statements for any periods through andincluding the fiscal year ended September 30, 2013, or unaudited condensed consolidated financial statements for the first two fiscal quarters of 2014. Thecorrection of these errors was recognized in our unaudited condensed consolidated financial statements for the quarter ended June 30, 2014. Managementconcluded that these deficiencies in the Company’s internal control over financial reporting constituted a material weakness as of the year endedSeptember 30, 2013 and the quarters ended December 31, 2013, March 31, 2014, and June 30, 2014. 47 Table of ContentsA material weakness is a deficiency, or a combination of deficiencies, in internal control over financial reporting, such that there is a reasonablepossibility that a material misstatement of the annual or interim financial statements will not be prevented or detected on a timely basis.Management of the Company implemented several processes to remediate the material weakness in the Company’s internal control over financialreporting and the ineffectiveness of its disclosure controls and procedures including: • Appointment of an experienced zone controller to replace the prior zone controller of the accounting region in which the material weaknessoccurred. • Additional controls surrounding the collection, recording and remittance of non-income related taxes. • Reinforcement of management’s certification process to emphasize senior management’s accountability for, and commitment to maintaining anethical environment. • Code of Conduct and Ethics trainings with all accounting and financial reporting personnel.We have determined as of September 30, 2014 that the remediation controls discussed above were effectively designed and demonstrated effectiveoperation for a sufficient period of time to enable us to conclude that the material weakness has been remediated.The effectiveness of any controls and procedures is subject to certain limitations, and, as a result, there can be no assurance that our controls andprocedures will detect all errors or fraud. A control, no matter how well conceived and operated, can provide only reasonable, not absolute, assurance that theobjectives of the control system will be attained.We will continue to develop new policies and procedures as well as educate and train our employees on our existing policies and procedures in acontinual effort to improve our internal control over financial reporting.(d) Change in Internal Control over Financial Reporting.The Partnership is in the early stages of integrating Griffith. The Partnership is analyzing, evaluating and, where necessary, will implement changes incontrols and procedures relating to the Griffith business as integration proceeds. As a result, this process may result in additions or changes to our internalcontrol over financial reporting.Otherwise, except as described above in “—Remediation of Material Weakness,” there were no other changes in our internal control over financialreporting during the Partnership’s most recent fiscal quarter that has materially affected, or is reasonably likely to materially affect, our internal control overfinancial reporting.(e) OtherThe General Partner and the Partnership do not expect that our disclosure controls and procedures or our internal control over financial reporting willcertainly prevent all fraud and material errors. An internal control system, no matter how well conceived and operated, can provide only reasonable, notabsolute, assurance that the objectives of the control system are met. Further, the design of a control system must reflect the fact that there are resourceconstraints, and the benefits of controls must be considered relative to their costs. Because of the inherent limitations on all internal control systems, ourinternal control system can provide only reasonable assurance of achieving its objectives and no evaluation of controls can provide absolute assurance thatall control issues and occurrences of fraud, if any, within our Partnership have been detected. These inherent limitations include the realities that judgmentsin decision-making can be faulty, and that breakdowns can occur because of simple errors or mistakes. Additionally, controls can be circumvented by theindividual acts of some persons, by collusion of two or more people, or by management override of the control. The design of any system of internal controlis also based in part upon certain assumptions about the likelihood of future events, and can provide only reasonable, not absolute, assurance that any designwill succeed in achieving its stated goals under all potential future conditions. Over time, controls may become inadequate because of changes incircumstances, or the degree of compliance with the policies and procedures may deteriorate. ITEM 9B.OTHER INFORMATIONNot applicable. 48 Table of ContentsPART III ITEM 10.DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCEPartnership ManagementOur general partner is Kestrel Heat. The Board of Directors of Kestrel Heat is appointed by its sole member, Kestrel, which is a private equityinvestment partnership formed by Yorktown Energy Partners VI, L.P., Paul A. Vermylen Jr. and other investors.Kestrel Heat, as our general partner, oversees our activities. Unitholders do not directly or indirectly participate in our management or operation orelect the directors of the general partner. The Board of Directors (sometimes referred to as the “Board”) of Kestrel Heat has adopted a set of PartnershipGovernance Guidelines in accordance with the requirements of the New York Stock Exchange. A copy of these Guidelines is available on our website atwww.Star-Gas.com or a copy may be obtained without charge by contacting Richard F. Ambury, (203) 328-7310.As of November 30, 2014, Kestrel Heat and its affiliates owned an aggregate of 13,872,567 common units, representing 24.22% of the issued andoutstanding common units, and Kestrel Heat owned 325,729 general partner units.The general partner owes a fiduciary duty to the unitholders. However, our Partnership Agreement contains provisions that allow the general partner totake into account the interests of parties other than the limited partners in resolving conflict of interest, thereby limiting such fiduciary duty. Notwithstandingany limitation on obligations or duties, the general partner will be liable, as our general partner, for all our debts (to the extent not paid by us), except to theextent that indebtedness or other obligations incurred by us are made specifically non-recourse to the general partner.As is commonly the case with publicly traded limited partnerships, the general partner does not directly employ any of the persons responsible formanaging or operating the Partnership.Directors and Executive Officers of the General PartnerDirectors are appointed for an indefinite term, subject to the discretion of Kestrel. The following table shows certain information for directors andexecutive officers of the general partner as of November 30, 2014: Name Age PositionPaul A. Vermylen, Jr. 67 Chairman, DirectorSteven J. Goldman 54 President, Chief Executive Officer and DirectorRichard F. Ambury 57 Chief Financial Officer, Executive Vice President, Treasurer and SecretaryRichard G. Oakley 54 Senior Vice President and ControllerHenry D. Babcock 74 DirectorC. Scott Baxter 53 DirectorDaniel P. Donovan 68 DirectorBryan H. Lawrence 72 DirectorSheldon B. Lubar 85 DirectorWilliam P. Nicoletti 69 Director Audit Committee memberPaul A. Vermylen, Jr. Mr. Vermylen has been the Chairman and a director of Kestrel Heat since April 28, 2006. Mr. Vermylen is a founder of Kestrel and hasserved as its President and as a manager since July 2005. Mr. Vermylen had been employed since 1971, serving in various capacities, including as a VicePresident of Citibank N.A. and Vice President-Finance of Commonwealth Oil Refining Co. Inc. Mr. Vermylen served as Chief Financial Officer of Meenan OilCo., L.P. (“Meenan”) from 1982 until 1992 and as President of Meenan until 2001, when we acquired Meenan. Since 2001, Mr. Vermylen has pursued privateinvestment opportunities. Mr. Vermylen serves as a director of certain non-public companies in the energy industry in which Kestrel holds equity interestsincluding Downeast LNG, Inc. Mr. Vermylen is a graduate of Georgetown University and has an M.B.A. from Columbia University.Mr. Vermylen’s substantial experience in the home heating oil industry and his leadership skills and experience as an executive officer of Meenan, amongother factors, led the Board to conclude that he should serve as the Chairman and a director of Kestrel Heat. 49(1)(1)(1)(1) Table of ContentsSteven J. Goldman. Mr. Goldman has been President and Chief Executive Officer of Kestrel Heat since October 1, 2013. Mr. Goldman has been a director ofKestrel Heat since October 29, 2013. From May 1, 2010 to September 30, 2013, Mr. Goldman was Executive Vice President and Chief Operating Officer ofKestrel Heat, and was Senior Vice President of Operations from April 1, 2007 until April 30, 2010. Mr. Goldman was Vice President of Operations of PetroHoldings, Inc. from July 2004 until May 31, 2007. From February 2000 to June 2004, Mr. Goldman held various operating management positions with Petro.Prior to joining Petro Holdings, Inc. as a General Manager in 2000, Mr. Goldman worked for United Parcel Service from 1982 to 2000. Mr. Goldman has alsoheld various positions within the management of companies in industrial engineering and those with international operations. Mr. Goldman is a graduate ofthe State University of New York at Stony Brook.Mr. Goldman’s in-depth knowledge of the Partnership’s business and his substantial experience in the home heating oil industry, among other factors, led theBoard to conclude that he should serve as a director of Kestrel Heat.Richard F. Ambury. Mr. Ambury has been Executive Vice President of Kestrel Heat since May 1, 2010 and has been Chief Financial Officer, Treasurer andSecretary of Kestrel Heat since April 28, 2006. Mr. Ambury was Chief Financial Officer, Treasurer and Secretary of Star Gas Partners from May 2005 untilApril 28, 2006. From November 2001 to May 2005, Mr. Ambury was Vice President and Treasurer of Star Gas Partners. From March 1999 to November 2001,Mr. Ambury was Vice President of Star Gas Propane, L.P. From February 1996 to March 1999, Mr. Ambury served as Vice President—Finance of Star GasCorporation, a predecessor general partner. Mr. Ambury was employed by Petroleum Heat and Power Co., Inc. from June 1983 through February 1996, wherehe served in various accounting/finance capacities. From 1979 to 1983, Mr. Ambury was employed by a predecessor firm of KPMG, a public accounting firm.Mr. Ambury has been a Certified Public Accountant since 1981 and is a graduate of Marist College.Richard G. Oakley. Mr. Oakley has been Senior Vice President and Controller of Kestrel Heat since May 1, 2014. From May 22, 2006 until April 30, 2014,Mr. Oakley was Vice President and Controller of Kestrel Heat. From September 1982 until May 2006 he held various positions with Meenan Oil Co. LP, mostrecently that of Controller since 1993. Mr. Oakley is a graduate of Long Island University.Henry D. Babcock. Mr. Babcock has been a director of Kestrel Heat since April 28, 2006. Mr. Babcock is a consultant to Train, Babcock Advisors LLC, aprivately owned registered investment advisor. He joined the firm in 1976, became a partner in 1980, CEO in 1999 and Chairman in 2006. Prior to this, he ranan affiliated venture capital company that was active the in the U.S. and abroad. Mr. Babcock is a graduate of Yale University and received an MBA fromColumbia University. He is President of The Caumsett Foundation, Inc.Mr. Babcock’s significant experience in capital markets, corporate finance and venture capital, among other factors, led the Board to conclude that he shouldserve as a director of Kestrel Heat.C. Scott Baxter. Mr. Baxter has been a director of Kestrel Heat since April 28, 2006. Mr. Baxter is currently a senior member of Petrie Partners, an energyinvestment banking firm, and manages their Houston office. Prior to joining Petrie Partners in 2013, Mr. Baxter was Managing Partner of Baxter EnergyPartners, a corporate energy M&A advisory firm which he founded. He previously held positions including Head of the Americas for J.P. Morgan’s globalenergy group, Managing Director in the global energy group at Citigroup (Salomon Brothers) and head of the energy group for Houlihan Lokey. Mr. Baxterhas 25 years of energy investment banking experience and has been a primary advisor in executing over $150 billion in corporate energy M&A, restructuringand private equity financing transactions. Mr. Baxter has also rendered over 30 independent fairness opinions for boards spanning the upstream to MLPsectors in the energy industry. Mr. Baxter holds a B.S. degree in Economics from Weber State University where he graduated cum laude, and received anMBA degree from the University of Chicago Graduate School of Business. Mr. Baxter has served as an adjunct professor of finance at Columbia University’sGraduate School of Business and been on the President’s advisory board for Weber State University since 1996.Mr. Baxter’s significant experience as an investor and senior investment banker focused on the energy field, among other factors, led the Board to concludethat he should serve as a director of Kestrel Heat.Daniel P. Donovan. Mr. Donovan has been a director of Kestrel Heat since April 28, 2006. Mr. Donovan was Chief Executive Officer of Kestrel Heat fromMay 31, 2007 to September 30, 2013 and had been President from April 28, 2006 to September 30, 2013. From April 28, 2006 to May 30, 2007 Mr. Donovanwas also the Chief Operating Officer of Kestrel Heat. Mr. Donovan was the President and Chief Operating Officer of a predecessor general partner, Star GasLLC (“Star Gas”), from March 2005 until April 28, 2006. From May 2004 to March 2005 he was President and Chief Operating Officer of the Partnership’sheating oil segment. Mr. Donovan held various management positions with Meenan Oil Co. LP, from January 1980 to May 2004, including Vice Presidentand General Manager from 1998 to 2004. Mr. Donovan worked for Mobil Oil Corp. from 1971 to 1980. His last position with Mobil was President andGeneral Manager of its heating oil subsidiary in New York City and Long Island. Mr. Donovan is a graduate of St. Francis College in Brooklyn, New Yorkand received an M.B.A. from Iona College. 50 Table of ContentsMr. Donovan’s in-depth knowledge of the Partnership’s business, having been its president and chief executive officer, and his substantial experience in thehome heating oil industry, among other factors, led the Board to conclude that he should serve as a director of Kestrel Heat.Bryan H. Lawrence. Mr. Lawrence has been a director of Kestrel Heat since April 28, 2006 and a manager of Kestrel since July 2005. Mr. Lawrence is afounder and senior manager of Yorktown Partners LLC, the manager of the Yorktown group of investment partnerships, which make investments incompanies engaged in the energy industry. The Yorktown partnerships were formerly affiliated with the investment firm of Dillon, Read & Co. Inc., whereMr. Lawrence was employed beginning in 1966, serving as a Managing Director until the merger of Dillon Read with SBC Warburg in September 1997.Mr. Lawrence also serves as a director of Approach Resources, Inc., Carbon Natural Resources, Hallador Petroleum Company (each a United States publiclytraded company), and certain non-public companies in the energy industry in which Yorktown partnerships hold equity interests. Mr. Lawrence is a graduateof Hamilton College and received an M.B.A. from Columbia University.Mr. Lawrence’s significant financial and investment experience, and experience as a founder of Yorktown Energy Partners LLC, among other factors, led theBoard to conclude that he should serve as a director of Kestrel Heat.Sheldon B. Lubar. Mr. Lubar has been a director of Kestrel Heat since April 28, 2006 and a manager of Kestrel since July 2005. Mr. Lubar has been Chairmanof the board of Lubar & Co. Incorporated, a private investment and venture capital firm he founded, since 1977. He was Chairman of the board of ChristianaCompanies, Inc., a logistics and manufacturing company, from 1987 until its merger with Weatherford International in 1995. Mr. Lubar had also beenChairman of Total Logistics, Inc., a logistics and manufacturing company until its acquisition in 2005 by SuperValu Inc. He has served as a director ofApproach Resources, Inc. since June 2007 and Hallador Energy Company since 2008. He is also a director of several private companies. Mr. Lubar holds abachelor’s degree in Business Administration and a Law degree from the University of Wisconsin-Madison. He was awarded honorary Doctor of CommercialScience degrees from the University of Wisconsin-Milwaukee, Medical College of Wisconsin, and the University of Wisconsin-Madison.Mr. Lubar’s significant experience as a senior executive officer and as a director of other public companies, among other factors, led the Board to concludethat he should serve as a director of Kestrel Heat.William P. Nicoletti. Mr. Nicoletti has been a director of Kestrel Heat since April 28, 2006. Mr. Nicoletti was the non-executive chairman of the board of StarGas from March 2005 until April 28, 2006. Mr. Nicoletti was a director of Star Gas from March 1999 until April 28, 2006 and was a director of Star GasCorporation from November 1995 until March 1999. Since February 1, 2009, he has been a Managing Director of Parkman Whaling LLC, a Houston, Texasbased energy investment banking firm. Previously, he was Managing Director of Nicoletti & Company, Inc., a private investment banking firm. Mr. Nicolettiwas formerly a senior officer and head of Energy Investment Banking for E. F. Hutton & Company, Inc., PaineWebber Incorporated and McDonaldInvestments, Inc. Mr. Nicoletti is a director of MarkWest Energy Partners, L.P. Mr. Nicoletti is a graduate of Seton Hall University and received an M.B.A.from Columbia University.Mr. Nicoletti’s current and prior leadership experience in the energy investment banking industry and his significant experience in finance, accounting andcorporate governance matters, among other factors, led the Board to conclude that he should serve as a director of Kestrel Heat.Director IndependenceSection 303A of the New York Stock Exchange listed company manual provides that limited partnerships are not required to have a majority ofindependent directors. It is the policy of the Board of Directors that the Board shall at all times have at least three independent directors or such highernumber as may be necessary to comply with the applicable federal securities law requirements. For the purposes of this policy, “independent director” has themeaning set forth in Section 10A(m) of the Securities Exchange Act of 1934, as amended, any applicable stock exchange rules and the rules and regulationspromulgated in the Partnership governance guidelines available on its website www.Star-Gas.com . The Board of Directors has determined that Messrs.Nicoletti, Babcock, and Baxter are independent directors.Meetings of DirectorsDuring fiscal 2014, the Board of Directors of Kestrel Heat met six times. All directors attended each meeting except for one meeting in which twodirectors did not attend.Committees of the Board of DirectorsKestrel Heat’s Board of Directors has one standing committee, the Audit Committee. Its members are appointed by the Board of Directors for a one-yearterm and until their respective successors are elected. The NYSE corporate governance standards do not require limited partnerships to have a Nominating orCompensation Committee. 51 Table of ContentsAudit CommitteeWilliam P. Nicoletti, Henry D. Babcock and C. Scott Baxter have been appointed to serve on the Audit Committee, which has adopted an AuditCommittee Charter. Mr. Nicoletti serves as chairman of the Audit Committee. A copy of this charter is available on the Partnership’s website at www.Star-Gas.com or a copy may be obtained without charge by contacting Richard F. Ambury (203) 328-7310. The Audit Committee reviews the external financialreporting of the Partnership, selects and engages the Partnership’s independent registered public accountants and approves all non-audit engagements of theindependent registered public accountants.Members of the Audit Committee may not be employees of Kestrel Heat’s or its affiliated companies and must otherwise meet the New York StockExchange and SEC independence requirements for service on the Audit Committee. The Board of Directors has determined that Messrs. Nicoletti, Babcockand Baxter are independent directors in that they do not have any material relationships with the Partnership (either directly, or as a partner, shareholder orofficer of an organization that has a relationship with the Partnership) and they otherwise meet the independence requirements of the NYSE and the SEC. ThePartnership’s Board of Directors has also determined that at least one member of the Audit Committee, Mr. Nicoletti, meets the SEC criteria of an “auditcommittee financial expert.” Please see Mr. Nicoletti’s biography under “Directors and Officers of the General Partner” for his relevant experience regardinghis qualifications as an “audit committee financial expert.”During fiscal 2014, the Audit Committee of Kestrel Heat, LLC met eight times. All members attended each meeting except for one meeting in whichone director did not attend.Reimbursement of Expenses of the General PartnerThe general partner does not receive any management fee or other compensation for its management of the Partnership. The general partner isreimbursed for all expenses incurred on behalf of the Partnership, including the cost of compensation, which is properly allocable to the Partnership. ThePartnership Agreement provides that the general partner shall determine the expenses that are allocable to the Partnership in any reasonable mannerdetermined by the general partner in its sole discretion. In addition, the general partner and its affiliates may provide services to the Partnership for which areasonable fee would be charged as determined by the general partner. There were no reimbursements in fiscal year 2014.Adoption of Code of Business Conduct and EthicsThe Partnership has adopted a written Code of Business Conduct and Ethics that applies to the Partnership’s officers and employees and the directorsof its general partner. A copy of the Code of Business Conduct and Ethics is available on the Partnership’s website at www.Star-Gas.com or a copy may beobtained without charge, by contacting Investor Relations, (203) 328-7310.The Partnership intends to post amendments to or waivers of its Code of Business Conduct and Ethics (to the extent applicable to any executive officeror director) on its website.Section 16(a) Beneficial Ownership Reporting ComplianceBased on copies of reports furnished to us, we believe that during fiscal year 2014, all reporting persons complied with the Section 16(a) filingrequirements applicable to them, except for one late filing of a Form 5 filed by Henry Babcock.Non-Management Directors and Interested Party CommunicationsThe non-management directors on the Board of Directors of the general partner are Messrs. Babcock, Baxter, Donovan, Lawrence, Lubar, Nicoletti andVermylen. The non-management directors have selected Mr. Vermylen, the Chairman of the Board, to serve as lead director to chair executive sessions of thenon-management directors. Interested parties who wish to contact the non-management directors as a group may do so by contacting Paul A. Vermylen, Jr. c/oStar Gas Partners, L.P., 9 West Broad Street, Stamford, CT 06902. 52 Table of ContentsITEM 11.EXECUTIVE COMPENSATIONCompensation Discussion and AnalysisThe Partnership’s Second Amended and Restated Agreement of Limited Partnership, provides that the general partner of the Partnership, Kestrel Heat,shall conduct, direct and manage all activities of the Partnership. The limited liability company agreement of the general partner provides that the business ofthe general partner shall be managed by a Board of Directors. The responsibility of the Board is to supervise and direct the management of the Partnership inthe interest and for the benefit of the Partnership’s unitholders. Among the Board’s responsibilities is to regularly evaluate the performance and to approvethe compensation of the Chief Executive Officer and, with the advice of the Chief Executive Officer, regularly evaluate the performance and approve thecompensation of key executives.As a limited partnership that is listed on the New York Stock Exchange, the Partnership is not required to have a Compensation Committee. Since theChairman of the general partner and the majority of the Board are not employees, the Board determined that it has adequate independence to act in thecapacity of a Compensation Committee to establish and review the compensation of the Partnership’s executive officers and directors. The Board iscomprised of Paul A. Vermylen Jr. (Chairman), Steven J. Goldman (President and Chief Executive Officer), Daniel P. Donovan, Henry D. Babcock, C. ScottBaxter, Bryan H. Lawrence, Sheldon B. Lubar, and William P. Nicoletti.Throughout this Report, each person who served as chief executive officer (“CEO”) during fiscal 2014, each person who served as chief financialofficer (“CFO”) during fiscal 2014 and the one other most highly compensated executive officers serving at September 30, 2014 (there being no otherexecutive officers who earned more than $100,000 during fiscal 2014) are referred to as the “named executive officers” and are included in the ExecutiveCompensation Table.In this Compensation Discussion and Analysis, we address the compensation paid or awarded to Messrs., Goldman, Ambury and Oakley. We refer tothese executive officers as our “named executive officers.”Compensation decisions for the above officers were made by the Board of Directors of the Partnership.Compensation Philosophy and PoliciesThe primary objectives of the Partnership’s compensation program, including compensation of the named executive officers, are to attract and retainhighly qualified officers, employees and directors and to reward individual contributions to our success. The Board of Directors considers the followingpolicies in determining the compensation of the named executive officers: • compensation should be related to the performance of the individual executive and the performance measured against both financial andnon-financial achievements; • compensation levels should be competitive to ensure that we will be able to attract, motivate and retain highly qualified executiveofficers; and • compensation should be related to improving unitholder value over time.Compensation MethodologyThe elements of the Partnership’s compensation program for named executive officers are intended to provide a total incentive package designed todrive performance and reward contributions in support of business strategies at the Partnership. Subject to the terms of employment agreements that havebeen entered into with the named executive officers, all compensation determinations are discretionary and subject to the decision-making authority of theBoard of Directors. We do not use benchmarking as a fixed criterion to determine compensation. Rather, after subjectively setting compensation based on thepolicies discussed above under “Compensation Philosophy and Policies”, we reviewed the compensation paid to officers holding similar positions at ourpeer group companies and certain information for privately held companies to obtain a general understanding of the reasonableness of base salaries and othercompensation payable to our named executive officers. Our peer group of public companies was comprised of the following companies: Amerigas Partners,L.P., Suburban Propane Partners, L.P., Ferrellgas Partners, L.P. and Global Partners, L.P. We chose these companies because they are master limitedpartnerships that are engaged in the retail distribution of energy products like the Partnership. 53 Table of ContentsElements of Executive CompensationFor the fiscal year ended September 30, 2014, the principal components of compensation for the named executive officers were: • base salary; • annual discretionary profit sharing allocation; • management incentive compensation plan; and • retirement and health benefits.Under our compensation structure, the mix of base salary, discretionary profit sharing allocation and long-term compensation provided to eachexecutive officer varies depending on their position. The base salary for each executive officer is the only fixed component of compensation. All othercompensation, including annual discretionary profit sharing allocation and long-term incentive compensation, is variable in nature.The majority of the Partnership’s compensation allocation is weighted towards base salary and annual discretionary profit sharing allocation. Inaddition, during fiscal 2014, an aggregate of $99,553 was paid to the named executive officers under the terms of the Partnership’s management incentivecompensation plan and represented a small portion of the executive compensation that was paid to these officers. If the Partnership is successful in increasingthe overall level of distributions payable to unitholders, the amounts payable to the named executive officers under the management incentive compensationplan should increase.We believe that together all of our compensation components provide a balanced mix of fixed compensation and compensation that is contingentupon each executive officer’s individual performance and our overall performance. A goal of the compensation program is to provide executive officers witha reasonable level of security through base salary and benefits, while rewarding them through incentive compensation to achieve business objectives andcreate unitholder value over time. We believe that each of our compensation components is important in achieving this goal. Base salaries provideexecutives with a base level of monthly income and security. Annual discretionary profit sharing allocations and long-term incentive awards provide anincentive to our executives to achieve business objectives that increase our financial performance, which creates unitholder value through continuity of, andincreases in, distributions and increases in the market value of the units. In addition, we want to ensure that our compensation programs are appropriatelydesigned to encourage executive officer retention, which is accomplished through all of our compensation elements.Base SalaryThe Board of Directors establishes base salaries for the named executive officers based on a number of factors, including: • The historical salaries for services rendered to the Partnership and responsibilities of the named executive officer. • The salaries of equivalent executive officers at our peer group companies and other data for our industry. • The prevailing levels of compensation and cost of living in the location in which the named executive officer works.In determining the initial base compensation payable to individual named executive officers when they are first hired by the Partnership, our startingpoint is the historical compensation levels that the Partnership has paid to officers performing similar functions over the past few years. We also consider thelevel of experience and accomplishments of individual candidates and general labor market conditions, including the availability of candidates to fill aparticular position. When we make adjustments to the base salaries of existing named executive officers, we review the individual’s performance, the valueeach named executive officer brings to us and general labor market conditions.Elements of individual performance considered, among others, without any specific weight given to each element, include business-relatedaccomplishments during the year, difficulty and scope of responsibilities, effective leadership, experience, expected future contributions to the Partnershipand difficulty of replacement. While base salary provides a base level of compensation intended to be competitive with the external market, the base salaryfor each named executive officer is determined on a subjective basis after consideration of these factors and is not based on target percentiles or other formalcriteria. Although we believe that base salaries for our named executive officers are generally competitive with the external market, we do not usebenchmarking as a fixed criterion to determine base compensation. Rather, after subjectively setting base salaries based on the above factors, we review thecompensation paid to officers holding similar positions at our peer group companies to obtain a general understanding of the reasonableness of base salariesand other compensation payable to our named executive officers. The Partnership also takes into account geographic differences for similar positions in theNew York Metropolitan area. While cost of living is considered in determining annual increases, the Partnership does not typically provide full cost of livingadjustments as salary increases are constrained by budgetary restrictions and the ability to fund the Partnership’s current cash needs such as interest expense,maintenance capital, income taxes and distributions. 54 Table of ContentsProfit Sharing AllocationsThe Partnership maintains a profit sharing pool for certain employees, including named executive officers, which is equal to approximately 6.0% of thePartnership’s earnings before income taxes, depreciation and amortization, excluding items affecting comparability (“adjusted EBITDA”) for the given fiscalyear. The annual discretionary profit sharing allocations paid to the named executive officers are payable from this pool. The size of the pool fluctuates basedupon upward or downwards changes in adjusted EBITDA. Depending upon the size of the profit sharing pool, and the number of participants in the plan, theamount paid to the named officers could be more or less.There are no set formulas for determining the amount payable to our named executive officers from the profit sharing plan. Factors considered by ourCEO and the Board in determining the level of profit sharing allocations generally include, without assigning a particular weight to any factor: (i)whether or not we achieved certain budgeted goals for the year and any material shortfalls or superior performances relative to expectations.Under the plan, no profit sharing was payable with respect to fiscal 2014 unless the Partnership achieved actual adjusted EBITDA for fiscal 2014of at least 70% of the amount of budgeted adjusted EBITDA for fiscal 2014. (ii)the level of difficulty associated with achieving such objectives based on the opportunities and challenges encountered during the year and; (iii)significant transactions or accomplishments for the period not included in the goals for the year.Our CEO takes these factors into consideration as well as the relative contributions of each of the named executive officers to the year’s performance indeveloping his recommendations for profit sharing amounts. Based on such assessment, our CEO submits recommendations to the Board of Directors for theannual profit sharing amounts to be paid to our named executive officers (other than the CEO), for the Board’s review and approval. Similarly, the Chairmanassesses the CEO’s contribution toward meeting the Partnership’s goals based upon the above factors, and recommends to the Board of Directors a profitsharing allocation for the CEO it believes to be commensurate with such contribution.The Board of Directors retains the ultimate discretion to determine whether the named executive officers will receive annual profit sharing allocationsbased upon the factors discussed above.Management Incentive Compensation PlanIn fiscal 2007, following the Partnership’s recapitalization, the Board of Directors adopted the Management Incentive Compensation Plan (the “Plan”)for employees of the Partnership. Under the Plan, certain named employees who participate shall be entitled to receive a pro rata share (as determined in themanner described below) of an amount in cash equal to: • 50% of the distributions (“Incentive Distributions”) of Available Cash in excess of the minimum quarterly distribution of $0.0675 per unitotherwise distributable to Kestrel Heat pursuant to the Partnership Agreement on account of its general partner units; and • 50% of the cash proceeds (the “Gains Interest”) which Kestrel Heat shall receive from any sale of its general partner units (as defined in thePartnership Agreement), less expenses and applicable taxes.The Partnership believes that the Plan provides a long-term incentive to its participants because it encourages the Partnership’s management toincrease the Partnership’s available cash for distributions in order to trigger the incentive distributions that are only payable if distributions from availablecash exceeds certain target distribution levels, with higher amounts of incentive distributions triggered by higher levels of distributions. Such increases arenot sustainable on a consistent basis without long-term improvements in the Partnership’s operations. In addition, under certain Plan amendments that wereadopted in 2012, the participation points of existing plan participants will vest and become irrevocable over a four year period, provided that the participantscontinue to be employed by the Partnership during the vesting period. The Partnership believes that this will help ensure that the Plan participants whoinclude our named executive officers will have a continuing personal interest in the success of the Partnership.The pro rata share payable to each participant under the Plan is based on the number of participation points as described under “Fiscal 2014Compensation Decisions—Management Incentive Compensation Plan.” The amount paid in Incentive Distributions is governed by the partnershipagreement and the calculation of Available Cash. (as defined in our partnership agreement) is distributed to the holders of the Partnership’s common unitsand general partner units in the following manner:First, 100% to all common units, pro rata, until there has been distributed to each common unit an amount equal to the minimum quarterly distributionof $0.0675 for that quarter;Second, 100% to all common units, pro rata, until there has been distributed to each common unit an amount equal to any arrearages in the payment ofthe minimum quarterly distribution for prior quarters;Third, 100% to all general partner units, pro rata, until there has been distributed to each general partner unit an amount equal to the minimumquarterly distribution; 55 Table of ContentsFourth, 90% to all common units, pro rata, and 10% to all general partner units, pro rata, until each common unit has received the first targetdistribution of $0.1125; andFinally, 80% to all common units, pro rata, and 20% to all general partner units, pro rata.Available Cash, as defined in our partnership agreement, generally means all cash on hand at the end of the relevant fiscal quarter less the amount ofcash reserves established by the Board of Directors of our general partner in its reasonable discretion for future cash requirements. These reserves areestablished for the proper conduct of our business, including acquisitions, the payment of debt principal and interest and for distributions during the nextfour quarters and to comply with applicable law and the terms of any debt agreements or other agreements to which we are subject. The Board of Directors ofour general partner reviews the level of Available Cash each quarter based upon information provided by management.To fund the benefits under the Plan, Kestrel Heat has agreed to permanently and irrevocably forego receipt of the amount of Incentive Distributionsthat are payable to plan participants. For accounting purposes, amounts payable to management under this Plan will be treated as compensation and willreduce both EBITDA and net income but not adjusted EBITDA. Kestrel Heat has also agreed to contribute to the Partnership, as a contribution to capital, anamount equal to the Gains Interest payable to participants in the Plan by the Partnership. The Partnership is not required to reimburse Kestrel Heat foramounts payable pursuant to the Plan.The Plan is administered by the Partnership’s Chief Financial Officer under the direction of the Board or by such other officer as the Board may fromtime to time direct. In general, no payments will be made under the Plan if the Partnership is not distributing cash under the Incentive Distributions describedabove.Effective as of July 19, 2012, the Board of Directors adopted certain amendments (the “Plan Amendments”) to the Plan. Under the Plan Amendments,the number and identity of the Plan participants and their participation interests in the Plan have been frozen at the current levels. In addition, under the PlanAmendments, the plan benefits (to the extent vested) may be transferred upon the death of a participant to his or her heirs. A participant’s vested percentageof his or her plan benefits will be 100% during the time a participant is an employee or consultant of the Partnership. Following the termination of suchpositions, a participant’s vested percentage shall be equal to 20% for each full or partial year of employment or consultation with the Partnership startingwith the fiscal year ended September 30, 2012 (33 1/3% in the case of the Partnership’s chief executive officer at that time).The Partnership distributed approximately $223,486 in Incentive Distributions under the Plan during fiscal 2014, including payments to the namedexecutive officers of approximately $99,553. With regard to the Gains Interest, Kestrel Heat has not given any indication that it will sell its general partnerunits within the next twelve months. Thus the Plan’s value attributable to the Gains Interest currently cannot be determined.Retirement and Health BenefitsThe Partnership offers a health and welfare and retirement program to all eligible employees. The named executive officers are generally eligible for thesame programs on the same basis as other employees of the Partnership. The Partnership maintains a tax-qualified 401(k) retirement plan that provideseligible employees with an opportunity to save for retirement on a tax advantaged basis. Under the Partnership’s 401(k) plan, subject to IRS limitations, eachparticipant can contribute from 0% to 60% of compensation.The Partnership makes a 4% (or a maximum of 5.5% for participants who had 10 or more years of service at the time the Partnership’s defined benefitplans were frozen and who have reached the age 55) core contribution of a participant’s compensation and generally can match 2/3 up to 3.0% of aparticipant’s contributions, subject to IRS limitations.In addition, the Partnership has two frozen defined benefit pension plans that were maintained for all its eligible employees, including certainexecutive officers. The present value of accumulated benefits under these frozen defined benefit pension plans for certain executive officers is provided in thetable labeled, pension plans pursuant to which named executive officers have an accumulated benefit but are not currently accruing benefits. 56 Table of ContentsFiscal 2014 Compensation DecisionsFor fiscal 2014, the foregoing elements of compensation were applied as follows:Base SalaryThe following table sets forth each named executive officer’s base salary as of October 1, 2014 and the percentage increase in base salary overOctober 1, 2013. The current base salaries for our named executive officers were determined based upon the factors discussed under the caption “BaseSalary.” The average percentage increase in base salary for executives in our peer group was approximately 5.3%. Name Salary Percentage Over Prior Year Steven J. Goldman $390,000 8.3% Richard F. Ambury $348,140 2.9% Richard G. Oakley $240,000 6.9% Annual Discretionary Profit Sharing AllocationBased on the annual performance reviews for the Partnership’s CEO and named executive officers, the Board approved annual profit sharingallocations as reflected in the “Summary Compensation Table” and notes thereto. For fiscal 2014 the profit sharing amounts reflected in the SummaryCompensation Table are 74%, 37%, and 47% higher than fiscal 2013 for Messrs. Goldman, Ambury, and Oakley, respectively. The increase for Mr. Goldmanreflects his promotion to Chief Executive Officer on October 1, 2013, and the increase for Mr. Oakley reflects his promotion to Senior Vice President on April21, 2014. One of the Partnership’s primary performance measures for profit sharing purpose is adjusted EBITDA. This adjusted EBITDA increased by $24.6million, or 26.5%, to $117.6 million for fiscal 2014, and the Partnership generated cash in excess of distributions paid. For the Partnership’s peer group, theaverage percentage increase in adjusted EBITDA was 6.9%. Our increase in adjusted EBITDA was due, among other reasons, to 9.2% colder weather than theprior year, margin management, expense control and acquisitions. In addition, the Partnership’s net customer attrition was reduced to 0.9%, the lowest levelachieved over the last ten years. Net customer attrition for the preceding four years averaged 4.2%. In fiscal 2014, the Partnership completed the acquisitionof Griffith. The purchase price for this acquisition was $97.7 million and added approximately 50,000 customers. Also during fiscal 2014, the Partnershipamended and extended its bank credit facility and modified certain covenants to improve the Partnership’s liquidity, permit the acquisition of Griffith andincreased the total facility size by $100 million to $450 million. The Partnership has also continued to focus on its initiatives to increase revenues other thanthrough the sale of home heating oil and organically expanded its presence in the distribution of propane and its other service offerings during fiscal 2014.Messrs. Goldman, Ambury, and Oakley were instrumental to the Partnership’s many achievements during fiscal 2014.Management Incentive Compensation PlanIn 2012 under the Plan Amendments adopted by the Board, the number and identity of the Plan participants and their participation points were frozenat the current levels in order to more closely align the interests of Plan participants and unitholders and to give Plan participants a continuing personalinterest in the success of the Partnership. The number of participation points that were previously awarded to the named executive officers was based on thelength of service and level of responsibility of the named executive and the Partnership’s desire to retain the named executive, in order to promote the long-term best interest of the Partnership. 57 Table of ContentsIn fiscal 2014, $99,553 was paid to the named executive officers under the Plan as indicated in the following chart: Fiscal 2014 Management Incentive Name Points Percentage Payments Steven J. Goldman 215 19.5% $43,681 Richard F. Ambury 235 21.4% 47,745 Richard G. Oakley 40 3.6% 8,127 Other Plan Participants (a) 610 55.5% 123,933 Total 1,100 100.0% $223,486 (a)Includes 300 points (27.3%) that were awarded to Mr. Donovan prior to his retirement as the Partnership’s President and Chief Executive Officereffective September 30, 2013.Retirement and Health BenefitsThe named executive officers participate in the Partnership’s retirement and health benefit plans.Employment Contracts and Severance AgreementsAgreement with Steven J. GoldmanEffective October 1, 2013, Steven J. Goldman was appointed the President and Chief Executive Officer of the Partnership. Mr. Goldman entered into athree year employment agreement with the Partnership, effective as of October 1, 2013. Under his employment agreement, if Mr. Goldman is terminated forreasons other than cause or if he terminates his employment for good reason, Mr. Goldman will be entitled to one year’s salary as severance.Agreement with Richard F. AmburyThe Partnership entered into an employment agreement with Mr. Ambury effective as of April 28, 2008. Mr. Ambury will serve as Chief FinancialOfficer and Treasurer of the Partnership and its subsidiaries. The employment agreement provides for one year’s salary as severance if Mr. Ambury’semployment is terminated without cause or by Mr. Ambury for good reason.Agreement with Richard G. OakleyEffective November 2, 2009, the Partnership entered into an agreement with Mr. Richard G. Oakley pursuant to which Mr. Oakley will continue to beemployed as Senior Vice President—Controller on an at-will basis, and provides for one year’s salary as severance if his employment is terminated for reasonsother than cause.Change In Control AgreementsWe have entered into a Change In Control Agreement with Mr. Goldman, Chief Executive Officer and Mr. Ambury, Chief Financial Officer. Under theterms of each agreement, if either of these executive officers is terminated as a result of a change in control (as defined in the agreement) he will be entitled toa payment equal to two times his base annual salary in the year of such termination plus two times the average amount paid as a bonus and/or as profitsharing during the three years preceding the year of such termination. The term change in control means the present equity owners of Kestrel and theiraffiliates collectively cease to beneficially own equity interests having the voting power to elect at least a majority of the members of the board of directors orother governing board of the general partner of the Partnership or any successor entity to the Partnership. If a change in control were to have occurred andtheir employment was terminated as of the date of this report, Mr. Goldman would have received a payment of $1,860,700 and Mr. Ambury would havereceived a payment of $1,678,900. 58 Table of ContentsIndemnification AgreementsWe have entered into an indemnification agreement with each of our directors and senior executives. These agreements provide for us to, among otherthings, indemnify such persons against certain liabilities that may arise by reason of their status or service as directors or officers, to advance their expensesincurred as a result of a proceeding as to which they may be indemnified and to cover such person under any directors’ and officers’ liability insurance policywe choose, in our discretion, to maintain. These indemnification agreements are intended to provide indemnification rights to the fullest extent permittedunder applicable indemnification rights statutes in the State of Delaware and are in addition to any other rights such person may have under our partnershipagreement and the operating agreement of our general partner, and applicable law. We believe these indemnification agreements enhance our ability toattract and retain knowledgeable and experienced executives and independent, non-management directors.Board of Directors ReportThe Board of Directors of the general partner of the Partnership does not have a separate compensation committee. Executive compensation isdetermined by the Board of Directors.The Board of Directors reviewed and discussed with the Partnership’s management the Compensation Discussion and Analysis contained in this annualreport on Form 10-K. Based on that review and discussion, the Board of Directors recommends that the Compensation Discussion and Analysis be included inthe Partnership’s annual report on Form 10-K for the year ended September 30, 2014.Paul A. Vermylen, Jr.Steven J. GoldmanHenry D. BabcockC. Scott BaxterDaniel P. DonovanBryan H. LawrenceSheldon B. LubarWilliam P. Nicoletti 59 Table of ContentsExecutive Compensation TableThe following table sets forth the annual salary compensation, bonus and all other compensation awards earned and accrued by the named executiveofficers in the fiscal year. Summary Compensation Table Name and Principal Position FiscalYear Salary Bonus UnitAwards OptionAwards Non-EquityIncentivePlan Comp.(1) Change inPensionValue andNonqualifiedDeferredComp.Earnings (2) All OtherComp.(3) Total Steven J. Goldman 2014 $360,000 — — — $833,000 $— $80,933 $1,273,933 President and 2013 $324,233 — — — $478,000 $— $68,197 $870,430 Chief Executive Officer 2012 $321,300 — — — $310,000 $— $62,664 $693,964 Richard F. Ambury 2014 $342,345 — — — $663,000 $48,781 $86,559 $1,140,685 Chief Financial Officer, 2013 $334,433 — — — $483,000 $— $73,543 $890,976 Executive Vice President, 2012 $331,500 — — — $328,000 $45,171 $64,756 $769,427 Treasurer and Secretary Richard G. Oakley 2014 $230,958 — — — $250,000 $68,728 $41,719 $591,405 Senior Vice President - 2013 $219,341 — — — $170,000 $— $37,660 $427,001 Controller 2012 $219,200 — — — $112,000 $65,800 $36,043 $433,043 (1)Payable pursuant to the Partnership’s profit sharing pool, which is described under “Compensation Discussion and Analysis – Profit SharingAllocation.”(2)The Partnership has two frozen defined benefit pension plans that we sometimes refer in this Report as the Petro defined benefit pension plan and theMeenan defined benefit pension plan, where participants are not accruing additional benefits. Mr. Ambury also participated in a tax-qualifiedsupplemental employee retirement plan which prior to being frozen in 1997, represented contributions to an employee plan to compensate for areduction in certain benefits prior to 1997. Included in Mr. Ambury’s amounts for the Change in Pension Value and Nonqualified Deferred Comp.Earnings are $7,836, $0, and $7,256 for fiscal years 2014, 2013, and 2012 respectively, for the actuarial changes in the value of his frozensupplemental employee retirement plan. The change in all the named executive’s pension values (including the supplemental employee retirementplan) are non-cash, and reflect normal adjustments resulting from changes in discount rates and government mandated mortality tables.(3)All other compensation is subdivided as follows: Name ManagementIncentiveCompensationPlan Company Match andCore Contribution to401(K) Plan Car Allowance orMonetary Value forPersonal Use ofCompany OwnedVehicle Total Steven J. Goldman $43,681 $16,355 $20,897 $80,933 Richard F. Ambury $47,745 $19,614 $19,200 $86,559 Richard G. Oakley $8,127 $15,792 $17,800 $41,719 60 Table of ContentsGrants of Plan-Based Awards Estimated Future PayoutsEquity Incentive Plan Awards (1) Estimated Future PayoutsUnder Equity Incentive Plan All OtherStocksAwards:Number ofShares of All OtherOptionAwards:Number ofSecurities Exercise orBase Price ofOption GrantDate FairValue ofStock and Name Grant Date(1) Threshold($) Target ($)(2) Maximum($) Threshold(#) Target(#) Maximum(#) Stock orUnits (#) UnderlyingOptions (#) Awards($/Sh) OptionAwards Steven J. Goldman 7/21/09 — 833,000 — — — — — — — — Richard F. Ambury 7/21/09 — 663,000 — — — — — — — — Richard G. Oakley 7/21/09 — 250,000 — — — — — — — — (1)On July 21, 2009, the Board of Directors authorized the continuance of the Partnership’s annual profit sharing plan, subject to its power to terminatethe plan at any time. Profit sharing allocations are described under “Compensation Philosophy and Policies—Profit Sharing Allocations.”(2)The Partnership’s annual profit sharing plan does not provide for thresholds or maximums; the amounts listed represent the actual awards to the namedexecutive officers for fiscal 2014.Outstanding Equity Awards at Fiscal Year-EndNoneOption Exercises and Stock VestedNonePension Plans Pursuant to Which Named Executive Officers Have an Accumulated Benefit But Are Not Currently Accruing Benefits Name Plan Name Number of YearsCredited Service Present Value ofAccumulated Benefit Payments DuringLast Fiscal Year Richard F. Ambury (1) Retirement Plan 13 $228,144 $— Supplemental Employee Retirement Plan — $43,662 $— Richard G. Oakley (1) Retirement Plan 19 $355,991 $— (1)The named executive officers have accumulated benefits in the tax-qualified Petro defined benefit pension plan that was frozen in 1997 or in the tax-qualified Meenan defined benefit pension plan that was frozen in 2002, subsequent to its combination with Petro. Mr. Ambury also participated in atax-qualified supplemental employee retirement plan which, prior to being frozen in 1997, represented contributions to an employee plan tocompensate for a reduction in certain benefits prior to 1997. Mr. Goldman was not a participant in any of these plans. Each year, the name executiveofficer’s accumulated benefits are actuarially calculated generally based on the credited years of service and each employee’s compensation at the timethe plan was frozen. The present value of these amounts are the present value of a single life annuity generally payable at later or normal retirementage, adjusted for changes in discount rates and government mandated mortality tables. See note 12. Employee Benefit Plans, to the Partnership’sconsolidated financial statements, for the material assumptions applied in quantifying the present value of the accumulated benefits of these frozenplans. 61 Table of ContentsNonqualified Defined Contribution and Other Nonqualified Deferred Compensation PlansNonePotential Payments upon TerminationIf Mr. Goldman’s employment is terminated by the Partnership for reasons other than for cause or if Mr. Goldman terminates his employment for goodreason, he will be entitled to receive one-year’s salary as severance except in the case of a termination following a change in control which is discussed aboveunder “Change in Control Agreements.” For 12 months following the termination of his employment, Mr. Goldman is prohibited from competing with thePartnership or from becoming involved either as an employee, as a consultant or in any other capacity, in the sale of heating oil or propane on a retail basis.If Mr. Ambury’s employment is terminated for reasons other than cause or if Mr. Ambury terminates his employment for a good reason, he will beentitled to receive a severance payment of one year’s salary except in the case of a termination following a change in control which is discussed above under“Change in Control Agreements.” For 12 months following the termination of his employment, Mr. Ambury is prohibited from competing with thePartnership or from becoming involved either as an employee, as a consultant or in any other capacity, in the sale of heating oil or propane on a retail basis.If Mr. Oakley’s employment is terminated by the Partnership without cause, he will be entitled to receive one-year’s salary as severance. For 12 monthsfollowing the termination of his employment, Mr. Oakley is prohibited from competing with the Partnership or from becoming involved either as anemployee, as a consultant or in any other capacity, in the sale of heating oil or propane on a retail basis.The amounts shown in the table below assume that the triggering event for each named executive officer’s termination or change in control paymentwas effective as of the date of this report based upon their historical compensation arrangements as of such date. The actual amounts to be paid out can onlybe determined at the time of such named executive officer’s termination of employment or the Partnership’s change of control.The employment agreements of the foregoing officers also require that they not reveal confidential information of the Partnership within twelvemonths following the termination of their employment. Name Potential PaymentsUpon Termination Potential PaymentsFollowinga Change of Control Steven J. Goldman $390,000 $1,860,700 Richard F. Ambury $348,140 $1,678,900 Richard G. Oakley $240,000 $— 62 Table of ContentsCompensation of Directors Director Compensation Table Name FeesEarnedor Paidin Cash UnitAwards OptionAwards Non-EquityIncentivePlanCompensation Change inPensionValue andNonqualifiedDeferredCompensationEarnings (2) All OtherCompensation (3) Total Paul A. Vermylen, Jr. (1) $129,000 — — — $104,224 $69,527 $302,751 Daniel P. Donovan (4) $— — — — $119,046 $552,986 $672,032 Henry D. Babcock (5) $80,750 — — — $— $— $80,750 C. Scott Baxter (5) $82,250 — — — $— $— $82,250 Bryan H. Lawrence (6) $— — — — $— $— $— Sheldon B. Lubar $58,542 — — — $— $— $58,542 William P. Nicoletti (7) $90,958 — — — $— $— $90,958 (1)Mr. Vermylen is non-executive Chairman of the Board.(2)Mr. Vermylen and Mr. Donovan participate in one of the Partnership’s frozen defined benefit pension plans. Participants are currently not accruingadditional benefits under the frozen plan. The change in the pension value reflects normal non-cash adjustments resulting from changes in discountrates and government mandated mortality tables.(3)Mr. Vermylen and Mr. Donovan reached the Partnership’s frozen defined benefit pension plan full retirement age in fiscal year 2012 and 2011,respectively, and started receiving pension payments.(4)Mr. Donovan was a management director until September 30, 2013. Mr. Donovan retired as the President and Chief Executive Officer of the Partnershipand its subsidiaries, effective as of September 30, 2013. Mr. Donovan will continue as a director of our general partner but will not receive fees forboard or committee service. In addition, in accordance with a letter agreement effective as of October 1, 2013, Mr. Donovan will serve as a consultantto us for a two year period for which he will receive consulting fees of $250,000 per annum. The amount included for Mr. Donovan in all othercompensation represents $250,000 for consulting fees, $178,924 for his full SERP payout, $60,951 for amounts paid to him under the managementincentive compensation plan, and $63,111 for pension payments.(5)Mr. Babcock and Mr. Baxter are Audit Committee members.(6)Mr. Lawrence has chosen not to receive any fees as a director of the general partner of the Partnership.(7)Mr. Nicoletti is Chairman of the Audit Committee.Each non-management director receives an annual fee of $52,500 plus $1,500 for each regular and telephonic meeting attended. The Chairman of theAudit Committee receives an annual fee of $21,000 while other Audit Committee members receive an annual fee of $10,500. Each member of the AuditCommittee receives $1,500 for every regular and telephonic meeting attended. The non-executive chairman of the Board receives an annual fee of $120,000. ITEM 12.SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENTThe following table shows the beneficial ownership as of November 30, 2014 of common units and general partner units by:(1) Kestrel and certain beneficial owners;(2) each of the named executive officers and directors of Kestrel Heat;(3) all directors and executive officers of Kestrel Heat as a group; and(4) each person the Partnership knows to hold 5% or more of the Partnership’s units. 63 Table of ContentsExcept as indicated, the address of each person is c/o Star Gas Partners, L.P. at 9 West Broad Street, Street, Stamford, Connecticut 06902. Common Units General Partner Units Name Number Percentage Number Percentage Kestrel (a) 13,261,350 23.15% 325,729 100.00% Paul A. Vermylen, Jr. 200,000 * Sheldon B. Lubar 200,000 * Henry D. Babcock 106,121 * William P. Nicoletti 35,506 * Bryan H. Lawrence — — C. Scott Baxter — — Daniel P. Donovan 25,000 * Richard F. Ambury 21,890 * Steven J. Goldman 22,700 * Richard G. Oakley — — All officers and directors and Kestrel Heat, LLC as a group (11 persons) 13,872,567 24.22% 325,729 100.00% Bandera Partners LLC (b) 4,959,721 8.66% (a)Includes (i) 500,000 common units and 325,729 general partner units owned by Kestrel Heat, and (ii) 12,761,350 common units owned by KM2, LLC,a Delaware limited liability company (“KM2”) as to which Kestrel, in its capacity as sole member of Kestrel Heat and KM2, may be deemed to sharebeneficial ownership.(b)According to a Form 13F filed by Bandera Partners LLC with the SEC on August 14, 2014.*Amount represents less than 1%. ITEM 13.CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONSThe Partnership has a written conflict of interest policy and procedure that requires all officers, directors and employees to report to senior corporatemanagement or the board of directors, all personal, financial or family interest in transactions that involve the individual and the Partnership. In addition, thePartnership Governance Guidelines provide that any monetary arrangement between a director and his or her affiliates (including any member of a director’simmediate family) and the Partnership or any of its affiliates for goods or services shall be subject to approval by the full Board of Directors.The general partner does not receive any management fee or other compensation for its management of the Partnership. The general partner isreimbursed for all expenses incurred on behalf of the Partnership, including the cost of compensation, which is properly allocable to the Partnership. ThePartnership’s Partnership Agreement provides that the general partner shall determine the expenses that are allocable to the Partnership in any reasonablemanner determined by the general partner in its sole discretion. In addition, the general partner and its affiliates may provide services to the Partnership forwhich a reasonable fee would be charged as determined by the general partner.Kestrel has the ability to elect the Board of Directors of Kestrel Heat, including Messrs. Vermylen, Lawrence and Lubar. Messrs. Vermylen, Lawrenceand Lubar are also members of the board of managers of Kestrel and, either directly or through affiliated entities, own equity interests in Kestrel. Kestrel ownsall of the issued and outstanding membership interests of Kestrel Heat and KM2.Policies Regarding Transactions with Related PersonsOur Code of Business Conduct and Ethics, Partnership Governance Guidelines and Partnership Agreement set forth policies and procedures withrespect to transactions with persons affiliated with the Partnership and the resolution of conflicts of interest, which taken together provide the Partnershipwith a framework for the review and approval of “transactions” with “related persons” as such terms are defined in Item 404 of Regulation S-K.For the years ended September 30, 2014, 2013, and 2012, the Partnership had no related party transactions or agreements pursuant to Item 404 ofregulation S-K.Our Code of Business Conduct and Ethics applies to our directors, officers, employees and their affiliates. It deals with conflicts of interest (e.g.,transactions with the Partnership), confidential information, use of Partnership assets, business dealings, and other similar topics. The Code requires officers,directors and employees to avoid even the appearance of a conflict of interest and to report potential conflicts of interest to the Partnership’s Controller orManager of Internal Audit. 64 Table of ContentsOur Partnership Governance Guidelines provide that any monetary arrangement between a director and his or her affiliates (including any member of adirector’s immediate family) and the Partnership or any of its affiliates for goods or services shall be subject to approval by the full Board of Directors.Although the Partnership Governance Guidelines by their terms only apply to directors the Board intends to apply this requirement to officers and employeesand their affiliates.To the extent that the Board determines that it would be in the best interests of the Partnership to enter into a transaction with a related person, theBoard intends to utilize the procedures set forth in the Partnership Agreement for the review and approval of potential conflicts of interest. Our PartnershipAgreement provides that whenever a potential conflict of interest exists or arises between the general partner or any of its Affiliates (including its directors,executive officers and controlling members), on the one hand, and the Partnership or any partner, on the other hand, any resolution or course of action inrespect of such conflict of interest shall be permitted and deemed approved by all partners, and shall not constitute a breach of the Partnership Agreement, ofany agreement contemplated therein, or of any duty stated or implied by law or equity, if the resolution or course of action is, or by operation of thePartnership Agreement is deemed to be, fair and reasonable to the Partnership.Any conflict of interest and any resolution of such conflict of interest shall be conclusively deemed fair and reasonable to the Partnership if suchconflict of interest or resolution is (i) approved by a committee of independent directors (the “Conflicts Committee”), (ii) on terms no less favorable to thePartnership than those generally being provided to or available from unrelated third parties or (iii) fair to the Partnership, taking into account the totality ofthe relationships between the parties involved (including other transactions that may be particularly favorable or advantageous to the Partnership).The general partner (including the Conflicts Committee) is authorized in connection with its determination of what is “fair and reasonable” to thePartnership and in connection with its resolution of any conflict of interest to consider: (A)the relative interests of any party to such conflict, agreement, transaction or situation and the benefits and burdens relating to such interest; (B)any customary or accepted industry practices and any customary or historical dealings with a particular person; (C)any applicable generally accepted accounting practices or principles; and (D)such additional factors as the general partner (including the Conflicts Committee) determines in its sole discretion to be relevant, reasonable orappropriate under the circumstances. ITEM 14.PRINCIPAL ACCOUNTING FEES AND SERVICESThe following table represents the aggregate fees for professional audit services rendered by KPMG LLP including fees for the audit of thePartnership’s annual financial statements for the fiscal years 2014 and 2013, and for fees billed and accrued for other services rendered by KPMG LLP (inthousands). 2014 2013 Audit Fees $1,805 $1,495 Tax Fees 459 496 Total Fees $2,264 $1,991 Audit fees were for professional services rendered in connection with audits and quarterly reviews of the consolidated financial statements of thePartnership. The fiscal 2014 amount includes $1.5 million in base audit fees and $0.3 million in fees related to the Griffith acquisition, internalcontrols and other audit matters. Tax fees related to services for tax consultation and tax compliance.Audit Committee: Pre-Approval Policies and Procedures. At its regularly scheduled and special meetings, the Audit Committee of the Board of Directorsconsiders and pre-approves any audit and non-audit services to be performed by the Partnership’s independent accountants. The Audit Committee hasdelegated to its chairman, an independent member of the Partnership’s Board of Directors, the authority to grant pre-approvals of non-audit services providedthat the service(s) shall be reported to the Audit Committee at its next regularly scheduled meeting. On June 18, 2003, the Audit Committee adopted its pre-approval policies and procedures. Since that date, there have been no audit or non-audit services rendered by the Partnership’s principal accountants thatwere not pre-approved. 65 ,(1)(2)(1)(2) Table of ContentsPART IV ITEM 15.EXHIBITS AND FINANCIAL STATEMENT SCHEDULES1. Financial Statements—See “Index to Consolidated Financial Statements and Financial Statement Schedule” set forth on page F-1.2. Financial Statement Schedule—See “Index to Consolidated Financial Statements and Financial Statement Schedule” set forth on page F-1.3. Exhibits—See “Index to Exhibits” set forth on the following page.INDEX TO EXHIBITS ExhibitNumber Incorp byRef. to Exh. Description 3.1 3.1(1) Amended and Restated Certificate of Limited Partnership 4.1 99.1(2) Second Amended and Restated Agreement of Limited Partnership 4.2 99.3(3) Amendment No. 1 to Second Amended and Restated Agreement of Limited Partnership 4.3 4.3(16) Amendment No. 2 to Second Amended and Restated Agreement of Limited Partnership 4.4 (20) Amendment No. 3 to Second Amended and Restated Agreement of Limited Partnership 10.1 99.2(5) Letter Agreement and general release dated March 7, 2005 between Star Gas Partners L.P. and Irik P. Sevin† 10.2 99.2(3) Management Incentive Compensation Plan† 10.3 (20) Amended and Restated Management Incentive Compensation Plan† 10.4 99.4(3) Form of Indemnification Agreement for Officers and Directors. 10.5 (4) Approved Dealer / Contractor Agreement dated as of July 11, 2006 by and between AFC First Financial Corporation and PetroHoldings, Inc. 10.6 99.4(7) Form of Amendment No. 1 to Indemnification Agreement. 10.7 * Description of 2014 Profit Sharing Plan.† 10.8 (10) Employment Agreement dated December 3, 2007 between Star Gas Partners, L.P. and Steven J. Goldman.† 10.9 (10) Change in Control Agreement dated December 4, 2007 between Star Gas Partners, L.P. and Daniel P. Donovan.† 10.10 (10) Change in Control Agreement dated December 4, 2007 between Star Gas Partners, L.P. and Richard F. Ambury.† 10.11 (11) Employment Agreement dated April 28, 2008 between Star Gas Partners, L.P. and Richard Ambury† 10.12 (13) Agreement dated November 2, 2009 between Star Gas Partners, L.P. and Richard G. Oakley.† 10.13 (14) Champion Equity Purchase Agreement dated as of May 10, 2010. 10.14 (15) Employment Agreement dated as of November 8, 2010 between Star Gas Partners, L.P. and Daniel P. Donovan. 10.15 10.21(16) Senior Notes Purchase Agreement, dated as of November 10, 2010, between Star Gas Partners, L.P., J.P. Morgan Securities LLC andRBS. 10.16 10.23(16) Indenture dated as of November 16, 2010 for the 8.875% Senior Notes due 2017. 10.17 10.24(17) Amended and Restated Revolving Credit Facility Agreement dated as of June 3, 2011. 10.18 10.25(17) Amended and Restated Pledge Agreement dated as of June 3, 2011. 10.19 (18) First Amendment dated as of November 22, 2011 to Amended and Restated Revolving Credit Facility Agreement. 10.20 (19) Second Amendment dated as of April 6, 2012 to Amended and Restated Revolving Credit Facility Agreement. 10.21 (21) Letter Agreement, dated as of July 22, 2013, between the Partnership and Dan Donovan. † 10.22 (21) Letter Agreement, dated as of July 22, 2013, between the Partnership and Steven Goldman regarding employment.† 10.23 (21) Letter Agreement, dated as of July 22, 2013, between the Partnership and Steven Goldman regarding Change of Control.† 10.24 (22) Second Amended and Restated Revolving Credit Facility Agreement dated January 14, 2014. 10.25 (22) Second Amended and Restated Pledge and Security Agreement dated January 14, 2014. 10.26 (22) Stock Purchase Agreement between Central Hudson Enterprises Corporation and Petro Holdings, Inc. dated as of January 27, 2014. 14 (23) Code of Business Conduct and Ethics 21 * Subsidiaries of the Registrant 31.1 * Certification of Chief Executive Officer, Star Gas Partners, L.P., pursuant to Rule 13a-14(a)/15d-14(a). 31.2 * Certification of Chief Financial Officer, Star Gas Partners, L.P., pursuant to Rule 13a-14(a)/15d-14(a). 32.1 * 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 66 Table of Contents 32.2 * Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Actof 2002101.INS * XBRL Instance Document.101.SCH * XBRL Taxonomy Extension Schema Document.101.CAL * XBRL Taxonomy Extension Calculation Linkbase Document.101.LAB * XBRL Taxonomy Extension Label Linkbase Document.101.PRE * XBRL Taxonomy Extension Presentation Linkbase Document.101.DEF * XBRL Taxonomy Extension Definition Linkbase Document. *Filed Herewith†Employee compensation plan.(1)Incorporated by reference to an exhibit to the Registrant’s Quarterly Report on Form 10-Q filed with the Commission on May 9, 2006.(2)Incorporated by reference to an exhibit to the Registrant’s Form 8-K dated April 28, 2006.(3)Incorporated by reference to an exhibit to the Registrant’s Form 8-K dated July 20, 2006.(4)Incorporated by reference to an exhibit to the Registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2006, filed with theCommission on January 17, 2007.(5)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K filed with the Commission on March 8, 2005.(6)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated December 5, 2005.(7)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated October 19, 2006.(8)Intentionally Omitted.(9)Intentionally Omitted.(10)Incorporated by reference to an exhibit to the Registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2007 filed with theCommission on December 7, 2007.(11)Incorporated by reference to an exhibit to the Registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2008 filed with theCommission on December 10, 2008.(12)Intentionally Omitted.(13)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated November 3, 2009.(14)Incorporated by reference to an exhibit to the Registrant’s Quarterly Report on Form 10-Q for the fiscal quarter ended June 30, 2010.(15)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated November 12, 2010.(16)Incorporated by reference to an exhibit to the Registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2010.(17)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated June 7, 2011.(18)Incorporated by reference to an exhibit to the Registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2011.(19)Incorporated by reference to an exhibit to the Registrant’s Quarterly Report on Form 10-Q for the fiscal quarter ended March 31, 2012.(20)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated July 20, 2012.(21)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated July 23, 2013.(22)Incorporated by reference to an exhibit to the Registrant’s Quarterly Report on Form 10-Q for the fiscal quarter ended December 31, 2013.(23)Incorporated by reference to an exhibit to the Registrant’s Current Report on Form 8-K dated November 14, 2014. 67 Table of ContentsSIGNATUREPursuant to the requirements of the Securities Exchange Act of 1934, the general partner has duly caused this report to be signed on its behalf by theundersigned thereunto duly authorized: STAR GAS PARTNERS, L.P.By: KESTREL HEAT, LLC (General Partner)By: /s/ Steven J. Goldman Steven J. Goldman President and Chief Executive OfficerPursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed by the following persons in the capacities and on thedate indicated: Signature Title Date/s/ Steven J. GoldmanSteven J. Goldman President and Chief Executive Officerand Director Kestrel Heat, LLC December 10, 2014/s/ Richard F. AmburyRichard F. Ambury Chief Financial Officer,Executive Vice President, Treasurer andSecretary(Principal Financial Officer)Kestrel Heat, LLC December 10, 2014/s/ Richard G. OakleyRichard G. Oakley Senior Vice President—Controller(Principal Accounting Officer)Kestrel Heat, LLC December 10, 2014/s/ Paul A. Vermylen, Jr.Paul A. Vermylen, Jr. Non-Executive Chairman of the Boardand Director Kestrel Heat, LLC December 10, 2014/s/ Henry D. BabcockHenry D. Babcock DirectorKestrel Heat, LLC December 10, 2014/s/ C. Scott BaxterC. Scott Baxter DirectorKestrel Heat, LLC December 10, 2014/s/ Daniel P. DonovanDaniel P. Donovan DirectorKestrel Heat, LLC December 10, 2014/s/ Bryan H. LawrenceBryan H. Lawrence DirectorKestrel Heat, LLC December 10, 2014/s/ Sheldon B. LubarSheldon B. Lubar DirectorKestrel Heat, LLC December 10, 2014/s/ William P. NicolettiWilliam P. Nicoletti DirectorKestrel Heat, LLC December 10, 2014 68 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESINDEX TO CONSOLIDATED FINANCIAL STATEMENTSAND FINANCIAL STATEMENT SCHEDULE PagePart II Financial Information: Item 8—Financial Statements Report of Independent Registered Public Accounting Firm F-2 Consolidated Balance Sheets as of September 30, 2014 and September 30, 2013 F-3 Consolidated Statements of Operations for the years ended September 30, 2014, September 30, 2013 and September 30, 2012 F-4 Consolidated Statements of Comprehensive Income for the years ended September 30, 2014, September 30, 2013 and September 30,2012 F-5 Consolidated Statements of Partners’ Capital for the years ended September 30, 2014, September 30, 2013 and September 30, 2012 F-6 Consolidated Statements of Cash Flows for the years ended September 30, 2014, September 30, 2013 and September 30, 2012 F-7 Notes to Consolidated Financial Statements F-8 – F-29 Schedules for the years ended September 30, 2014, September 30, 2013 and September 30, 2012 I. Condensed Financial Information of Registrant F-30 – F-32 II. Valuation and Qualifying Accounts F-33 All other schedules are omitted because they are not applicable or the required information is shown in the consolidated financialstatements or the notes therein. F-1 Table of ContentsReport of Independent Registered Public Accounting FirmThe Partners of Star Gas Partners, L.P.:We have audited the accompanying consolidated balance sheets of Star Gas Partners, L.P. and Subsidiaries (the “Partnership”) as of September 30,2014 and 2013, and the related consolidated statements of operations, comprehensive income, partners’ capital and cash flows for each of the years in thethree-year period ended September 30, 2014. In connection with our audits of the consolidated financial statements, we have also audited the financialstatement schedules I and II listed in the accompanying index. We also have audited the Partnership’s internal control over financial reporting as ofSeptember 30, 2014, based on criteria established in Internal Control – Integrated Framework (1992) issued by the Committee of Sponsoring Organizationsof the Treadway Commission (COSO). The Partnership’s management is responsible for these consolidated financial statements and financial statementschedules, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financialreporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion onthese consolidated financial statements and financial statement schedules and an opinion on the Partnership’s internal control over financial reporting basedon our audits.We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standardsrequire that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement andwhether effective internal control over financial reporting was maintained in all material respects. Our audits of the consolidated financial statementsincluded examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles usedand significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financialreporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing andevaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures aswe considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financialreporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’sinternal 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 asnecessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of thecompany are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assuranceregarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on thefinancial statements.Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of anyevaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degreeof compliance with the policies or procedures may deteriorate.In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Star Gas Partners,L.P. and Subsidiaries as of September 30, 2014 and 2013, and the results of its operations and its cash flows for each of the years in the three-year periodended September 30, 2014, in conformity with U.S. generally accepted accounting principles. In addition, in our opinion, the related financial statementschedules I and II listed in the accompanying index, when considered in relation to the basic consolidated financial statements taken as a whole, presentfairly, in all material respects, the information set forth therein. Also in our opinion, Star Gas Partners, L.P. and Subsidiaries maintained, in all materialrespects, effective internal control over financial reporting as of September 30, 2014, based on criteria established in Internal Control – IntegratedFramework (1992) issued by COSO.Star Gas Partners, L.P. acquired Griffith Energy Services, Inc. (“Griffith”) during 2014, and management excluded from its assessment of theeffectiveness of the Partnership’s internal control over financial reporting as of September 30, 2014, Griffith’s internal control over financial reportingassociated with total assets of $99.2 million (of which $50.2 million represents goodwill and intangibles included within the scope of the assessment) andtotal revenues of $139.1 million included in the consolidated financial statements of the Partnership as of and for the year ended September 30, 2014. Ouraudit of internal control over financial reporting of Star Gas Partners, L.P. also excluded an evaluation of the internal control over financial reporting ofGriffith Energy Services, Inc./s/ KPMG LLPStamford, ConnecticutDecember 10, 2014 F-2 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESCONSOLIDATED BALANCE SHEETS September 30, (in thousands) 2014 2013 ASSETS Current assets Cash and cash equivalents $48,999 $85,057 Receivables, net of allowance of $9,220 and $7,928, respectively 123,800 96,124 Inventories 59,240 68,150 Fair asset value of derivative instruments 2,342 646 Current deferred tax assets, net 38,141 32,447 Prepaid expenses and other current assets 23,943 23,456 Total current assets 296,465 305,880 Property and equipment, net 67,419 51,323 Goodwill 209,331 201,130 Intangibles, net 100,783 66,790 Deferred charges and other assets, net 11,109 7,381 Total assets $685,107 $632,504 LIABILITIES AND PARTNERS’ CAPITAL Current liabilities Accounts payable $21,644 $18,681 Fair liability value of derivative instruments 12,358 3,999 Accrued expenses and other current liabilities 102,934 87,142 Unearned service contract revenue 43,901 40,608 Customer credit balances 72,595 70,196 Total current liabilities 253,432 220,626 Long-term debt 124,572 124,460 Long-term deferred tax liabilities, net 25,181 19,292 Other long-term liabilities 8,677 8,845 Partners’ capital Common unitholders 296,968 282,289 General partner (105) 3 Accumulated other comprehensive loss, net of taxes (23,618) (23,011) Total partners’ capital 273,245 259,281 Total liabilities and partners’ capital $685,107 $632,504 See accompanying notes to consolidated financial statements. F-3 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESCONSOLIDATED STATEMENTS OF OPERATIONS Years Ended September 30, (in thousands, except per unit data) 2014 2013 2012 Sales: Product $1,734,475 $1,518,738 $1,295,374 Installations and services 227,249 223,058 202,214 Total sales 1,961,724 1,741,796 1,497,588 Cost and expenses: Cost of product 1,349,432 1,192,009 1,024,071 Cost of installations and services 205,868 196,659 175,740 (Increase) decrease in the fair value of derivative instruments 6,566 6,775 (8,549) Delivery and branch expenses 282,646 250,210 217,376 Depreciation and amortization expenses 21,635 17,303 16,395 General and administrative expenses 22,592 18,356 18,689 Finance charge income (6,870) (5,521) (4,393) Operating income 79,855 66,005 58,259 Interest expense, net (16,854) (14,433) (14,060) Amortization of debt issuance costs (1,602) (1,745) (1,634) Income before income taxes 61,399 49,827 42,565 Income tax expense 25,315 19,921 16,576 Net income $36,084 $29,906 $25,989 General Partner’s interest in net income 203 159 136 Limited Partners’ interest in net income $35,881 $29,747 $25,853 Basic and diluted income per Limited Partner Unit (1): $0.57 $0.47 $0.40 Weighted average number of Limited Partner units outstanding: Basic and Diluted 57,476 59,409 61,931 (1)See Note 17 Earnings Per Limited Partner Units.See accompanying notes to consolidated financial statements. F-4 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESCONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME Years Ended September 30, (in thousands) 2014 2013 2012 Net income $36,084 $29,906 $25,989 Other comprehensive income (loss): Unrealized gain (loss) on pension plan obligation (1) (1,070) 6,337 1,176 Tax effect of unrealized gain (loss) on pension plan obligation 463 (2,577) (480) Total other comprehensive income (loss) (607) 3,760 696 Total comprehensive income $35,477 $33,666 $26,685 (1)These items are included in the computation of net periodic pension cost. See Note 12—Employee Benefit Plan.See accompanying notes to consolidated financial statements. F-5 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESCONSOLIDATED STATEMENTS OF PARTNERS’ CAPITALYears Ended September 30, 2014, 2013 and 2012 Number of Units (in thousands) Common GeneralPartner Common GeneralPartner Accum. OtherComprehensiveIncome (Loss) TotalPartners’Capital Balance as of September 30, 2011 64,970 326 $299,913 $187 $(27,467) $272,633 Net income 25,853 136 25,989 Unrealized gain on pension plan obligation (1) 1,176 1,176 Tax effect of unrealized gain on pension plan obligation (480) (480) Distributions (2) (19,299) (226) (19,525) Retirement of units (3) (3,968) (19,648) (19,648) Balance as of September 30, 2012 61,002 326 $286,819 $97 $(26,771) $260,145 Net income 29,747 159 29,906 Unrealized gain on pension plan obligation (1) 6,337 6,337 Tax effect of unrealized gain on pension plan obligation (2,577) (2,577) Distributions (2) (19,060) (253) (19,313) Retirement of units (3) (3,284) (15,217) (15,217) Balance as of September 30, 2013 57,718 326 $282,289 $3 $(23,011) $259,281 Net income 35,881 203 36,084 Unrealized loss on pension plan obligation (1) (1,070) (1,070) Tax effect of unrealized loss on pension plan obligation 463 463 Distributions (2) (19,539) (311) (19,850) Retirement of units (3) (313) (1,663) (1,663) Balance as of September 30, 2014 57,405 326 $296,968 $(105) $(23,618) $273,245 (1)These items are included in the computation of net periodic pension cost. See Note 12—Employee Benefit Plan.(2)See Note 3—Quarterly Distributions of Available Cash.(3)See Note 4—Common Unit Repurchase and Retirement.See accompanying notes to consolidated financial statements. F-6 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESCONSOLIDATED STATEMENTS OF CASH FLOWS Years Ended September 30, (in thousands) 2014 2013 2012 Cash flows provided by (used in) operating activities: Net income $36,084 $29,906 $25,989 Adjustments to reconcile net income to net cash provided by (used in) operating activities: (Increase) decrease in fair value of derivative instruments 6,566 6,775 (8,549) Depreciation and amortization 23,237 19,047 18,029 Provision for losses on accounts receivable 7,514 6,481 6,017 Change in deferred taxes 658 1,676 12,913 Changes in operating assets and liabilities net of amounts related to acquisitions: (Increase) decrease in receivables 12,771 (14,074) 5,804 (Increase) decrease in inventories 14,057 (20,664) 34,335 Decrease in other assets 2,571 4,207 4,226 Increase (decrease) in accounts payable (8,091) (4,555) 3,372 Increase (decrease) in customer credit balances (2,433) (15,878) 11,952 Increase (decrease) in other current and long-term liabilities 2,221 5,571 (8,260) Net cash provided by operating activities 95,155 18,492 105,828 Cash flows provided by (used in) investing activities: Capital expenditures (9,112) (5,994) (5,803) Proceeds from sales of fixed assets 257 410 503 Acquisitions (net of cash acquired of $4,151, $0 and $0, respectively) (98,463) (1,376) (39,217) Net cash used in investing activities (107,318) (6,960) (44,517) Cash flows provided by (used in) financing activities: Revolving credit facility borrowings 195,482 111,542 86,252 Revolving credit facility repayments (195,482) (111,542) (86,252) Distributions (19,850) (19,313) (19,525) Unit repurchase (1,663) (15,217) (19,648) Increase in deferred charges (2,382) (36) (836) Net cash used in financing activities (23,895) (34,566) (40,009) Net increase (decrease) in cash (36,058) (23,034) 21,302 Cash and equivalents at beginning of period 85,057 108,091 86,789 Cash and equivalents at end of period $48,999 $85,057 $108,091 See accompanying notes to consolidated financial statements. F-7 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESNOTES TO CONSOLIDATED FINANCIAL STATEMENTS1) Partnership OrganizationStar Gas Partners, L.P. (“Star Gas Partners,” the “Partnership,” “we,” “us,” or “our”) is a full service provider specializing in the sale of home heatingproducts and services to residential and commercial customers to heat their homes and buildings. The Partnership also services and sells heating and airconditioning equipment to its home heating oil and propane customers and to a lesser extent, provides these offerings to customers outside of our homeheating oil and propane customer base. In certain of our marketing areas, we provide home security and plumbing services primarily to our home heating oiland propane customer base. We also sell diesel fuel, gasoline and home heating oil on a delivery only basis. All of these product and services are offeredthrough our home heating oil and propane locations. The Partnership has one reportable segment for accounting purposes. We are the nation’s largest retaildistributor of home heating oil, based upon sales volume, operating throughout the Northeast and Mid-Atlantic.The Partnership is organized as follows: • The Partnership is a master limited partnership, which at September 30, 2014, had outstanding 57.4 million Common Units (NYSE: “SGU”)representing 99.44% limited partner interest in Star Gas Partners, and 0.3 million general partner units, representing 0.56% general partnerinterest in Star Gas Partners. The general partner of the Partnership is Kestrel Heat, LLC, a Delaware limited liability company (“Kestrel Heat” orthe “general partner”). The Board of Directors of Kestrel Heat (the “Board”) is appointed by its sole member, Kestrel Energy Partners, LLC, aDelaware limited liability company (“Kestrel”). • The Partnership owns 100% of Star Acquisitions, Inc. (“SA”), a Minnesota corporation that owns 100% of Petro Holdings, Inc. (“Petro”). SA andits subsidiaries are subject to Federal and state corporate income taxes. The Partnership’s operations are conducted through Petro and itssubsidiaries. Petro is a Northeast and Mid-Atlantic region retail distributor of home heating oil and propane that at September 30, 2014, servedapproximately 444,000 full-service residential and commercial home heating oil and propane customers. Petro also sold diesel fuel, gasoline andhome heating oil to approximately 68,000 customers on a delivery only basis. In addition, Petro installed, maintained, and repaired heating andair conditioning equipment for its customers, and provided ancillary home services, including home security and plumbing, to approximately22,000 customers. • Star Gas Finance Company (“SGFC”) is a 100% owned subsidiary of the Partnership. SGFC serves as the co-issuer, jointly and severally with thePartnership, of its $125 million principal amount of 8.875% Senior Notes outstanding at September 30, 2014, due 2017. SGFC and thePartnership are dependent on distributions, including inter-company interest payments from its subsidiaries, to service the debt issued by SGFCand the Partnership. The distributions from these subsidiaries are not guaranteed and are subject to certain loan restrictions. SGFC has nominalassets and conducts no business operations. (See Note 11—Long-Term Debt and Bank Facility Borrowings)2) Summary of Significant Accounting PoliciesBasis of PresentationThe Consolidated Financial Statements include the accounts of Star Gas Partners, L.P. and its subsidiaries. All material intercompany items andtransactions have been eliminated in consolidation.Correction of Immaterial ErrorsAs reported in our June 30, 2014 Form 10-Q, during fiscal year 2014 we recorded adjustments that reduce net income by $2.2 million ($3.7 million,excluding the related income tax benefit) to correct certain errors related to periods from 2002 through September 30, 2013. The errors includeunderstatements of expenses for state sales and petroleum taxes and the related interest and penalties, and overstatements of installations and services sales.The errors were the result of certain control deficiencies that we identified during the third quarter of fiscal 2014.These errors did not, individually or in the aggregate, result in a material misstatement of our previously issued consolidated financial statements forany period through September 30, 2013. The correction of these errors in fiscal year 2014 had no material effect on our results for the full year endingSeptember 30, 2014. F-8 Table of ContentsInterest expense, netThe components of interest expense, net are: (in thousands) September 30, 2014 2013 2012 Interest expense $(16,904) $(14,474) $(14,110) Interest income 50 41 50 Interest expense, net $(16,854) $(14,433) $(14,060) Comprehensive IncomeComprehensive income is comprised of net income and other comprehensive income. Other comprehensive income consists of the unrealized gain(loss) amortization on the Partnership’s pension plan obligation for its two frozen defined benefit pension plans, and the corresponding tax effect.Use of EstimatesThe preparation of financial statements in accordance with accounting principles generally accepted in the United States of America requiresmanagement to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities atthe date of the financial statements and the reported amounts of revenue and expenses during the reporting period. Actual results could differ from thoseestimates.Revenue RecognitionSales of petroleum products are recognized at the time of delivery to the customer and sales of heating and air conditioning equipment are recognizedat the time of installation. Revenue from repairs, maintenance and other services are recognized upon completion of the service. Payments received fromcustomers for equipment service contracts are deferred and amortized into income over the terms of the respective service contracts, on a straight-line basis,which generally do not exceed one year. To the extent that the Partnership anticipates that future costs for fulfilling its contractual obligations under itsservice maintenance contracts will exceed the amount of deferred revenue currently attributable to these contracts, the Partnership recognizes a loss in currentperiod earnings equal to the amount that anticipated future costs exceed related deferred revenues.Cost of ProductCost of product includes the cost of heating oil, diesel, propane, kerosene, heavy oil, gasoline, throughput costs, barging costs, option costs, andrealized gains/losses on closed derivative positions for product sales.Cost of Installations and ServicesCost of installations and services includes equipment and material costs, wages and benefits for equipment technicians, dispatchers and other supportpersonnel, subcontractor expenses, commissions and vehicle related costs.Delivery and Branch ExpensesDelivery and branch expenses include wages and benefits and department related costs for drivers, dispatchers, garage mechanics, customer service,sales and marketing, compliance, credit and branch accounting, information technology, insurance, weather hedge contract costs and recoveries, andoperational support.General and Administrative ExpensesGeneral and administrative expenses include wages and benefits and department related costs for human resources, finance and partnership accounting,administrative support and supply.Receivables and Allowance for Doubtful AccountsAccounts receivables from customers are recorded at the invoiced amounts. Finance charges may be applied to trade receivables that are more than 30days past due, and are recorded as finance charge income. F-9 Table of ContentsThe allowance for doubtful accounts is the Partnership’s best estimate of the amount of trade receivables that may not be collectible. The allowance isdetermined at an aggregate level by grouping accounts based on certain account criteria and its receivable aging. The allowance is based on bothquantitative and qualitative factors, including historical loss experience, historical collection patterns, overdue status, aging trends, and current economicconditions. The Partnership has an established process to periodically review current and past due trade receivable balances to determine the adequacy of theallowance. No single statistic or measurement determines the adequacy of the allowance. The total allowance reflects management’s estimate of lossesinherent in its trade receivables at the balance sheet date. Different assumptions or changes in economic conditions could result in material changes to theallowance for doubtful accounts.Allocation of Net IncomeNet income for partners’ capital and statement of operations is allocated to the general partner and the limited partners in accordance with theirrespective ownership percentages, after giving effect to cash distributions paid to the general partner in excess of its ownership interest, if any.Net Income per Limited Partner UnitIncome per limited partner unit is computed in accordance with the Financial Accounting Standards Board (“FASB”) Accounting StandardsCodification (“ASC”) 260-10-05 Earnings Per Share, Master Limited Partnerships (EITF 03-06), by dividing the limited partners’ interest in net income bythe weighted average number of limited partner units outstanding. The pro forma nature of the allocation required by this standard provides that in anyaccounting period where the Partnership’s aggregate net income exceeds its aggregate distribution for such period, the Partnership is required to present netincome per limited partner unit as if all of the earnings for the periods were distributed, regardless of whether those earnings would actually be distributedduring a particular period from an economic or practical perspective. This allocation does not impact the Partnership’s overall net income or other financialresults. However, for periods in which the Partnership’s aggregate net income exceeds its aggregate distributions for such period, it will have the impact ofreducing the earnings per limited partner unit, as the calculation according to this standard results in a theoretical increased allocation of undistributedearnings to the general partner. In accounting periods where aggregate net income does not exceed aggregate distributions for such period, this standard doesnot have any impact on the Partnership’s net income per limited partner unit calculation. A separate and independent calculation for each quarter and year-to-date period is performed, in which the Partnership’s contractual participation rights are taken into account.Cash, Accounts Receivable, Notes Receivable, Revolving Credit Facility Borrowings, and Accounts PayableThe carrying amount of cash, accounts receivable, notes receivable, revolving credit facility borrowings, and accounts payable approximates fair valuebecause of the short maturity of these instruments.Cash EquivalentsThe Partnership considers all highly liquid investments with an original maturity of three months or less, when purchased, to be cash equivalents.InventoriesLiquid product inventories are stated at the lower of cost or market using the weighted average cost method of accounting. All other inventories,representing parts and equipment are stated at the lower of cost or market using the FIFO method.Property and EquipmentProperty and equipment are stated at cost. Depreciation is computed over the estimated useful lives of the depreciable assets using the straight-linemethod.Goodwill and Intangible AssetsGoodwill and intangible assets include goodwill, customer lists, trade names and covenants not to compete.Goodwill is the excess of cost over the fair value of net assets in the acquisition of a company. In accordance with FASB ASC 350-10-05 Intangibles-Goodwill and Other, goodwill and intangible assets with indefinite useful lives are not amortized, but instead are annually tested for impairment. Also inaccordance with this standard, intangible assets with finite useful lives are amortized over their respective estimated useful lives to their estimated residualvalues, and reviewed for impairment. The Partnership performs its annual impairment review during its fiscal fourth quarter or more frequently if events orcircumstances indicate that the value of goodwill might be impaired. F-10 Table of ContentsCustomer lists are the names and addresses of an acquired company’s customers. Based on historical retention experience, these lists are amortized on astraight-line basis over seven to ten years.Trade names are the names of acquired companies. Based on the economic benefit expected and historical retention experience of customers, tradenames are amortized on a straight-line basis over seven to twenty years.Covenants not to compete are agreements with the owners of acquired companies and are amortized over the respective lives of the covenants on astraight-line basis, which are generally five years.Business CombinationsThe Partnership uses the acquisition method of accounting in accordance with FASB ASC 805 Business Combinations. The acquisition method ofaccounting requires the Partnership to use significant estimates and assumptions, including fair value estimates, as of the business combination date, and torefine those estimates as necessary during the measurement period (defined as the period, not to exceed one year, in which the amounts recognized for abusiness combination may be adjusted). Each acquired company’s operating results are included in the Partnership’s consolidated financial statementsstarting on the date of acquisition. The purchase price is equivalent to the fair value of consideration transferred. Tangible and identifiable intangible assetsacquired and liabilities assumed as of the date of acquisition are recorded at the acquisition date fair value. The separately identifiable intangible assetsgenerally are comprised of customer lists, trade names and covenants not to compete. Goodwill is recognized for the excess of the purchase price over the netfair value of assets acquired and liabilities assumed.Costs that are incurred to complete the business combination such as legal and other professional fees are not considered part of considerationtransferred, and are charged to general and administrative expense as they are incurred. For any given acquisition, certain contingent consideration may beidentified. Estimates of the fair value of liability or asset classified contingent consideration are included under the acquisition method as part of the assetsacquired or liabilities assumed. At each reporting date, these estimates are remeasured to fair value, with changes recognized in earnings.Impairment of Long-lived AssetsThe Partnership reviews intangible assets and other long-lived assets in accordance with FASB ASC 360-10-05-4 Property Plant and Equipment,Impairment or Disposal of Long-Lived Assets subsection, for impairment whenever events or changes in circumstances indicate that the carrying amount ofsuch assets may not be recoverable. The Partnership determines whether the carrying values of such assets are recoverable over their remaining estimatedlives through undiscounted future cash flow analysis. If such a review should indicate that the carrying amount of the assets is not recoverable, thePartnership will reduce the carrying amount of such assets to fair value.Deferred ChargesDeferred charges represent the costs associated with the issuance of debt instruments and are amortized over the lives of the related debt instruments.Advertising and Direct Mail ExpensesAdvertising and direct mail costs are expensed as they are incurred. Advertising and direct mail expenses were $12.5 million, $10.5 million, and $9.6million, in 2014, 2013, and 2012, respectively and are recorded in delivery and branch expenses.Customer Credit BalancesCustomer credit balances represent payments received in advance from customers pursuant to a balanced payment plan (whereby customers pay on afixed monthly basis) and the payments made have exceeded the charges for liquid product and other services.Environmental CostsCosts associated with managing hazardous substances and pollution are expensed on a current basis. Accruals are made for costs associated with theremediation of environmental pollution when it becomes probable that a liability has been incurred and the amount can be reasonably estimated. F-11 Table of ContentsInsurance ReservesThe Partnership uses a combination of insurance, self-insured retention and self-insurance for a number of risks, including workers’ compensation,general liability, vehicle liability and property. Reserves are established and periodically evaluated, based upon expectations as to what our ultimate liabilitymay be for outstanding claims using developmental factors based upon historical claim experience, including frequency, severity, demographic factors andother actuarial assumptions, supplemented with support from qualified actuaries.Income TaxesThe Partnership is a master limited partnership and is not subject to tax at the entity level for Federal and State income tax purposes. Rather, incomeand losses of the Partnership are allocated directly to the individual partners (the Partnership’s corporate subsidiaries are subject to tax at the entity level forfederal and state income tax purposes). While the Partnership will generate non-qualifying Master Limited Partnership revenue through its corporatesubsidiaries, distributions from the corporate subsidiaries to the Partnership are generally included in the determination of qualified Master LimitedPartnership income. All or a portion of the distributions received by the Partnership from the corporate subsidiaries could be a dividend or capital gain to thepartners.The accompanying financial statements are reported on a fiscal year, however, the Partnership and its Corporate subsidiaries file Federal and Stateincome tax returns on a calendar year.As most of the Partnership’s income is derived from its corporate subsidiaries, these financial statements reflect significant Federal and State incometaxes. For corporate subsidiaries of the Partnership, a consolidated Federal income tax return is filed. Deferred tax assets and liabilities are recognized for thefuture tax consequences attributable to differences between the financial statement carrying amount of assets and liabilities and their respective tax bases andoperating loss carry-forwards. Deferred tax assets and liabilities are measured using enacted tax rates expected to apply to taxable income in the years inwhich those temporary differences are expected to be recovered or settled. A valuation allowance is recognized if, based on the weight of available evidenceincluding historical tax losses, it is more likely than not that some or all of deferred tax assets will not be realized.Sales, Use and Value Added TaxesTaxes are assessed by various governmental authorities on many different types of transactions. Sales reported for product, installations and servicesexcludes taxes.Derivatives and HedgingFASB ASC 815-10-05 Derivatives and Hedging, requires that derivative instruments be recorded at fair value and included in the consolidated balancesheet as assets or liabilities. The Partnership has elected not to designate its derivative instruments as hedging instruments under this guidance, and thechanges in fair value of the derivative instruments are recognized in our statement of operations.Weather Hedge ContractTo partially mitigate the adverse effect of warm weather on cash flows, the Partnership has used weather hedge contracts for a number of years. Weatherhedge contracts are recorded in accordance with the intrinsic value method defined by FASB ASC 815-45-15 Derivatives and Hedging, Weather Derivatives(EITF 99-2). The premium paid is included in the caption prepaid expenses and other current assets in the accompanying balance sheets and amortized overthe life of the contract, with the intrinsic value method applied at each interim period.For fiscal years 2015, 2016 and 2017 the Partnership has a weather hedge contract with subsidiaries of Swiss Re under which we are entitled to receivea payment of $35,000 per heating degree-day shortfall, when the total number of heating degree-days in the hedge period is less than approximately 92.5% ofthe ten year average, the Payment Threshold. The hedge covers the period from November 1, through March 31, taken as a whole, for each respective fiscalyear, and has a maximum payout of $12.5 million for each respective fiscal year.Recent Accounting PronouncementsIn May 2014, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update (“ASU”) No. 2014-09, Revenue fromContracts with Customers, which requires an entity to recognize the amount of revenue to which it expects to be entitled for the transfer of promised goods orservices to customers. This ASU will replace most existing revenue recognition guidance in U.S. Generally Accepted Accounting Principles (“GAAP”) whenit becomes effective. This new guidance is effective for our annual reporting period beginning in the first quarter of fiscal 2018, with early adoptionprohibited. The standard permits the use of either the retrospective or cumulative effect transition method. The Company is evaluating the effect that ASU2014-09 will have on its consolidated financial statements and related disclosures. The Company has not yet selected a transition method nor has itdetermined the effect of the standard on its ongoing financial reporting. F-12 Table of Contents3) Quarterly Distribution of Available CashThe Partnership agreement provides that beginning October 1, 2008, minimum quarterly distributions on the common units will start accruing at therate of $0.0675 per quarter ($0.27 on an annual basis) in accordance with the Partnership agreement. There were no distributions of available cash by usbefore February 2009. Thereafter, in general, the Partnership intends to distribute to its partners on a quarterly basis, all of its available cash, if any, in themanner described below. “Available cash” generally means, for any of its fiscal quarters, all cash on hand at the end of that quarter, less the amount of cashreserves that are necessary or appropriate in the reasonable discretion of the general partners to: • provide for the proper conduct of the Partnership’s business including acquisitions and debt payments; • comply with applicable law, any of its debt instruments or other agreements; or • provide funds for distributions to the common unitholders during the next four quarters, in some circumstances.Available cash will generally be distributed as follows: • first, 100% to the common units, pro rata, until the Partnership distributes to each common unit the minimum quarterly distribution of $0.0675; • second, 100% to the common units, pro rata, until the Partnership distributes to each common unit any arrearages in payment of the minimumquarterly distribution on the common units for prior quarters; • third, 100% to the general partner units, pro rata, until the Partnership distributes to each general partner unit the minimum quarterly distributionof $0.0675; • fourth, 90% to the common units, pro rata, and 10% to the general partner units, pro rata (subject to the Management Incentive Plan), until thePartnership distributes to each common unit the first target distribution of $0.1125; and • thereafter, 80% to the common units, pro rata, and 20% to the general partner units, pro rata.The Partnership is obligated to meet certain financial covenants under the amended and restated revolving credit facility. The Partnership mustmaintain excess availability of at least 15.0% of the revolving commitment then in effect and a fixed charge coverage ratio of 1.15 in order to make anydistributions to unitholders.For fiscal 2014, 2013, and 2012, cash distributions declared per common unit were $0.34, $0.32, and $0.31, respectively.For fiscal 2014, 2013, and 2012, $0.2 million, $0.2 million, and $0.1 million, respectively, of incentive distributions were paid to the general partner,exclusive of amounts paid subject to the Management Incentive Plan.4) Common Unit Repurchase Plans and RetirementIn July 2012, the Board of Directors (the “Board”) of the general partner of the Partnership authorized the repurchase of up to 3.0 million of thePartnership’s Common Units (“Plan III”). In July 2013, the Board authorized the repurchase of an additional 1.9 million Common Units under Plan III. Theauthorized Common Unit repurchases may be made from time-to-time in the open market, in privately negotiated transactions or in such other mannerdeemed appropriate by management. There is no guarantee of the exact number of units that will be purchased under the program and the Partnership maydiscontinue purchases at any time. The program does not have a time limit. The Board may also approve additional purchases of units from time to time inprivate transactions. The Partnership’s repurchase activities take into account SEC safe harbor rules and guidance for issuer repurchases. All of the CommonUnits purchased in the repurchase program will be retired.Under the Partnership’s second amended and restated credit agreement dated January 14, 2014, in order to repurchase Common Units we must maintainAvailability (as defined in the second amended and restated credit facility agreement) of $45 million, 15.0% of the facility size of $300 million (assuming thenon-seasonal aggregate commitment is outstanding) on a historical pro forma and forward-looking basis, and a fixed charge coverage ratio of not less than1.15 measured as of the date of repurchase. The Partnership was in compliance with this covenant (or the equivalent covenant under the credit agreement thenin effect) for all unit repurchases made during the twelve months ended September 30, 2014. F-13 Table of ContentsThe following table shows repurchases under Plan III. (in thousands, except per unit amounts) Period Total Numberof UnitsPurchased (a) Average PricePaid per Unit (b) Maximum Numberof Units that MayYet Be Purchased Plan III - Number of units authorized 4,894 Private transaction - Number of units authorized (c) 1,150 6,044 Plan III - Fiscal year 2012 total 22 $4.26 6,022 Plan III - Fiscal year 2013 total (c) 3,284 $4.63 2,738 Plan III - First quarter fiscal year 2014 total (d) 250 $5.20 2,488 Plan III - Second quarter fiscal year 2014 total — $— 2,488 Plan III - Third quarter fiscal year 2014 total — $— 2,488 Plan III - July 2014 — $— 2,488 Plan III - August 2014 9 $5.76 2,479 Plan III - September 2014 54 $5.78 2,425 Plan III - Fourth quarter fiscal year 2014 total 63 $5.77 2,425 Plan III - Fiscal year 2014 total 313 $5.32 2,425 (a)Units were repurchased as part of a publicly announced program, except as noted in a private transaction.(b)Amounts include repurchase costs.(c)Fiscal year 2013 common unit repurchases include 1.15 million common units acquired in a private transaction.(d)First quarter fiscal year 2014 common unit repurchases were acquired in a private transaction.5) Derivatives and Hedging—Disclosures and Fair Value MeasurementsThe Partnership uses derivative instruments such as futures, options, and swap agreements, in order to mitigate exposure to market risk associated withthe purchase of home heating oil for price-protected customers, physical inventory on hand, inventory in transit and priced purchase commitments.To hedge a substantial majority of the purchase price associated with heating oil gallons anticipated to be sold to its price-protected customers as ofSeptember 30, 2014, the Partnership had bought 13.9 million gallons of swap contracts with a notional value of $39.9 million and a fair value of $(2.9)million, 3.1 million gallons of call options with a notional value of $10.8 million and a fair value of $0.01 million, 8.5 million gallons of put options with anotional value of $19.3 million and a fair value of $0.1 million and 83.8 million net gallons of synthetic calls with a notional value of $252.3 million and afair value of $(28.8) million, all in future months to match anticipated sales. To hedge the inter-month differentials for its price-protected customers, itsphysical inventory on hand and inventory in transit, the Partnership, as of September 30, 2014, had sold 18.7 million gallons of future contracts with anotional value of $52.0 million and a fair value of $2.3 million. In addition to the previously described hedging instruments, to lock-in the differentialbetween high sulfur home heating oil and ultra low sulfur diesel, the Partnership as of September 30, 2014, had bought corresponding long and short12.4 million net gallons of swap contracts with an average notional value of $36.2 million and a net fair value of $(0.2) million. To hedge a majority of itsinternal fuel usage for fiscal 2014, the Partnership as of September 30, 2014, had bought 4.3 million gallons of future swap contracts with a notional value of$12.0 million and a fair value of $(0.9) million. F-14 Table of ContentsTo hedge a substantial majority of the purchase price associated with heating oil gallons anticipated to be sold to its price-protected customers as ofSeptember 30, 2013, the Partnership held 2.4 million gallons of physical inventory and had bought 6.0 million gallons of swap contracts with a notionalvalue of $18.0 million and a fair value of $(0.2) million, 2.9 million gallons of call options with a notional value of $10.6 million and a fair value of $0.02million, 5.0 million gallons of put options with a notional value of $11.8 million and a fair value of $0.04 million and 81.2 million net gallons of syntheticcalls with a notional value of $252.8 million and a fair value of $(15.9) million, all in future months to match anticipated sales. To hedge the inter-monthdifferentials for its price-protected customers, its physical inventory on hand and inventory in transit, the Partnership, as of September 30, 2013, had bought17.4 million gallons of future contracts with a notional value of $51.9 million and a fair value of $(0.6) million, had sold 26.4 million gallons of futurecontracts with a notional value of $78.9 million and a fair value of $1.2 million and had sold 8.5 million gallons of future swap contracts with a notionalvalue of $24.9 million and a fair value of $(0.3) million. In addition to the previously described hedging instruments, to lock-in the differential between highsulfur home heating oil and ultra low sulfur diesel, the Partnership as of September 30, 2013, had bought corresponding long and short 28.2 million netgallons of swap contracts with a notional value of $83.8 million and a fair value of $0.7 million and bought 6.0 million gallons of spread contracts(simultaneous long and short positions) with a notional value of $(0.5) million and a fair value of $0.1 million. To hedge a majority of its internal fuel usagefor fiscal 2013, the Partnership as of September 30, 2013, had bought 3.2 million gallons of future swap contracts with a notional value of $9.0 million and afair value of $0.05 million.The Partnership’s derivative instruments are with the following counterparties: Bank of America, N.A., Bank of Montreal, Cargill, Inc., JPMorganChase Bank, N.A., Key Bank, N.A., Regions Financial Corporation, Societe Generale, and Wells Fargo Bank, N.A. The Partnership assesses counterpartycredit risk and maintains master netting arrangements with counterparties to help manage the risks, and record derivative positions on a net basis. ThePartnership considers counterparty credit risk to be low. At September 30, 2014, the aggregate cash posted as collateral in the normal course of business atcounterparties was $2.5 million. Positions with counterparties who are also parties to our revolving credit facility are collateralized under that facility. As ofSeptember 30, 2014, $14.9 million of hedge positions were secured under the credit facility.FASB ASC 815-10-05 Derivatives and Hedging, established accounting and reporting standards requiring that derivative instruments be recorded atfair value and included in the consolidated balance sheet as assets or liabilities, along with qualitative disclosures regarding the derivative activity. To theextent derivative instruments designated as cash flow hedges are effective and the standard’s documentation requirements have been met, changes in fairvalue are recognized in other comprehensive income until the underlying hedged item is recognized in earnings. The Partnership has elected not to designateits derivative instruments as hedging instruments under this standard and the change in fair value of the derivative instruments is recognized in our statementof operations in the line item (Increase) decrease in the fair value of derivative instruments. Depending on the risk being hedged, realized gains and losses arerecorded in cost of product, cost of installations and services, or delivery and branch expenses.FASB ASC 820-10 Fair Value Measurements and Disclosures, established a three-tier fair value hierarchy, which classified the inputs used inmeasuring fair value. These tiers include: Level 1, defined as observable inputs such as quoted prices for identical instruments 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 inwhich little or no market data exists, therefore requiring an entity to develop its own assumptions. The Partnership’s Level 1 derivative assets and liabilitiesrepresent the fair value of commodity contracts used in its hedging activities that are identical and traded in active markets. The Partnership’s Level 2derivative assets and liabilities represent the fair value of commodity contracts used in its hedging activities that are valued using either directly or indirectlyobservable inputs, whose nature, risk and class are similar. No significant transfers of assets or liabilities have been made into and out of the Level 1 or Level2 tiers. All derivative instruments were non-trading positions and were either a Level 1 or Level 2 instrument. The Partnership had no Level 3 derivativeinstruments. The fair market value of our Level 1 and Level 2 derivative assets and liabilities are calculated by our counter-parties and are independentlyvalidated by the Partnership. The Partnership’s calculations are, for Level 1 derivative assets and liabilities, based on the published New York MercantileExchange (“NYMEX”) market prices for the commodity contracts open at the end of the period. For Level 2 derivative assets and liabilities the calculationsperformed by the Partnership are based on a combination of the NYMEX published market prices and other inputs, including such factors as present value,volatility and duration.The Partnership had no assets or liabilities that are measured at fair value on a nonrecurring basis subsequent to their initial recognition. ThePartnership’s financial assets and liabilities measured at fair value on a recurring basis are listed on the following table. F-15 Table of Contents(In thousands) Fair Value Measurements at Reporting Date Using: Derivatives NotDesignated as HedgingInstrumentsUnder FASB ASC 815-10 Balance Sheet Location Total Quoted Prices inActive Markets forIdentical AssetsLevel 1 Significant OtherObservable InputsLevel 2 Asset Derivatives at September 30, 2014 Commodity contracts Fair asset and fair liability valueof derivative instruments $26,263 $2,328 $23,935 Commodity contract assets at September 30, 2014 $26,263 $2,328 $23,935 Liability Derivatives at September 30, 2014 Commodity contracts Fair liability and fair asset value of derivativeinstruments $(36,279) $— $(36,279) Commodity contract liabilities at September 30, 2014 $(36,279) $— $(36,279) Asset Derivatives at September 30, 2013 Commodity contracts Fair asset and fair liability value of derivativeinstruments $14,467 $1,175 $13,292 Commodity contract assets at September 30, 2013 $14,467 $1,175 $13,292 Liability Derivatives at September 30, 2013 Commodity contracts Fair liability and fair asset value of derivativeinstruments $(17,820) $(519) $(17,301) Commodity contract liabilities at September 30, 2013 $(17,820) $(519) $(17,301) The Partnership’s derivative assets (liabilities) offset by counterparty and subject to an enforceable master netting arrangement are listed on thefollowing table. (In thousands) Gross Amounts Not Offset in theStatement of Financial Position Offsetting of Financial Assets (Liabilities)and Derivative Assets (Liabilities) GrossAssetsRecognized GrossLiabilitiesOffset in theStatement ofFinancialPosition Net Assets(Liabilities)Presented intheStatement ofFinancialPosition FinancialInstruments CashCollateralReceived Net Amount Fair asset value of derivative instruments $2,342 $— $2,342 $— $— $2,342 Fair liability value of derivative instruments 23,921 (36,279) (12,358) — — (12,358) Total at September 30, 2014 $26,263 $(36,279) $(10,016) $— $— $(10,016) Fair asset value of derivative instruments $7,254 $(6,608) $646 $— $— $646 Fair liability value of derivative instruments 7,213 (11,212) (3,999) — — (3,999) Total at September 30, 2013 $14,467 $(17,820) $(3,353) $— $— $(3,353) (In thousands) The Effect of Derivative Instruments on the Statement of Operations Amount of (Gain) or Loss RecognizedYears Ended September 30, Derivatives NotDesignated as HedgingInstruments UnderFASB ASC 815-10 Location of (Gain) orLoss Recognized inIncome on Derivative 2014 2013 2012 Commodity contracts Cost of product (a) $11,781 $17,769 $18,636 Commodity contracts Cost of installations and service (a) $(202) $(440) $(284) Commodity contracts Delivery and branch expenses (a) $(104) $(286) $(82) Commodity contracts (Increase) / decrease in the fair value of derivative instruments $6,566 $6,775 $(8,549) (a)Represents realized closed positions and includes the cost of options as they expire. F-16 Table of Contents6) InventoriesThe Partnership’s product inventories are stated at the lower of cost or market computed on the weighted average cost method. All other inventories,representing parts and equipment are stated at the lower of cost or market using the FIFO method. The components of inventory were as follows (inthousands): September 30, 2014 2013 Product $39,802 $50,197 Parts and equipment 19,438 17,953 Total inventory $59,240 $68,150 Product inventories were comprised of 14.3 million gallons and 17.1 million gallons on September 30, 2014 and September 30, 2013, respectively.The Partnership has market price based product supply contracts for approximately 285.7 million gallons of home heating oil and propane, and 24.8 milliongallons of diesel and gasoline, which it expects to fully utilize to meet its requirements over the next twelve months.During fiscal 2014, Global Companies LLC and NIC Holding Corp. provided approximately 17% and 11%, respectively, of our petroleum productpurchases. No other single supplier provided more than 10% of our product supply during fiscal 2014. During fiscal 2013, Global Companies LLC andJPMorgan Ventures Energy Corporation provided approximately 19% and 11% respectively, of our petroleum product purchases.7) Property and EquipmentThe components of property and equipment and their estimated useful lives were as follows (in thousands): September 30, 2014 2013 Land and land improvements $16,884 $13,958 Buildings and leasehold improvements 30,877 27,571 Fleet and other equipment 54,685 46,260 Tanks and equipment 26,204 21,445 Furniture, fixtures and office equipment 41,657 61,228 Total 170,307 170,462 Less accumulated depreciation 102,888 119,139 Property and equipment, net $67,419 $51,323 Depreciation expense was $10.1 million, $8.1 million, and $8.1 million, for the fiscal years ended September 30, 2014, 2013, and 2012 respectively.8) Business CombinationsDuring fiscal 2014, including the acquisition of Griffith Energy Services, Inc. (“Griffith”) discussed in more detail below, the Partnership acquired threeheating oil dealers for an aggregate purchase price of approximately $98.5 million. The gross purchase price of all three heating oil dealers were allocated$53.7 million to intangible assets, $17.6 million to fixed assets and $27.2 million to working capital. Each acquired company’s operating results are includedin the Partnership’s consolidated financial statements starting on its acquisition date. Customer lists, other intangibles and trade names are amortized on astraight-line basis over seven to twenty years.During fiscal 2013, the Partnership acquired two heating oil dealers for an aggregate purchase price of approximately $1.4 million. The gross purchaseprice was allocated $1.3 million to intangible assets, $0.2 million to fixed assets and reduced by $0.1 million for working capital credits.During fiscal 2012, the Partnership acquired seven heating oil and propane dealers for an aggregate purchase price of approximately $39.2 million. Thegross purchase price was allocated $32.4 million to intangible assets, $8.0 million to fixed assets and reduced by $1.2 million for working capital credits. F-17 Table of ContentsOn March 4, 2014 (the “Acquisition Date”), the Partnership completed the acquisition of Griffith of Columbia, Maryland, from Central HudsonEnterprises Corporation. The Partnership purchased 100% of the stock of Griffith for $97.7 million, consisting of $69.9 million paid for the long term assetsand $27.8 million paid for working capital (net of $4.2 million of cash acquired). There was no long-term debt assumed in the acquisition. The businessreason for this acquisition is that Griffith, being a 100-year-old brand that is broadly recognized as a premier fuel and service provider in its territories, is anexcellent strategic fit for the Partnership. The Griffith acquisition adds scale to the Partnership and leverages our existing fixed cost base, providing access toapproximately 50,000 residential and commercial accounts across the Mid-Atlantic region.The following table summarizes the final fair values and purchase price allocation at the acquisition date, of the assets acquired and liabilities assumedrelated to the Griffith acquisition as of the Acquisition Date. (in thousands) As of Acquisition Date Trade accounts receivable (a) $49,010 Inventories 5,143 Other current assets 2,984 Property and equipment 17,263 Customer lists, trade names and other intangibles 44,400 Other long term assets 1,778 Current liabilities (31,096) Total net identifiable assets acquired $89,482 Total consideration $97,650 Less: Total net identifiable assets acquired 89,482 Goodwill $8,168 (a) The gross contractual receivable amount is $50.7 million, and the best estimate at the Acquisition Date of the contractual cash flows not expected tobe collected is $1.7 million.The total costs of $0.8 million related to this acquisition ($1.0 million for all three heating oil dealers acquired in fiscal 2014) are included in theConsolidated Statement of Operations under general and administrative expenses for the twelve months ended September 30, 2014.All of the $8.2 million of goodwill relating to the Griffith acquisition is expected to be deductible for income tax purposes.Included in our consolidated statement of operations from the Acquisition Date through September 30, 2014, are Griffith’s sales and net (loss) beforeincome taxes of $139.1 million and $(3.0) million, respectively.The following table provides unaudited pro forma results of operations as if the Griffith acquisition had occurred on October 1, 2012, the beginning offiscal year 2013. The unaudited pro forma results were prepared using Griffith’s current and prior year financial information, reflecting certain adjustmentsrelated to the acquisition, such as the elimination of directly attributable acquisition expenses and changes to depreciation and amortization expenses. Thesepro forma adjustments do not include any potential synergies related to combining the businesses. Accordingly, such pro forma operating results wereprepared for comparative purposes only and do not purport to be indicative of what would have occurred had the acquisition been made as of October 1,2012 or of results that may occur in the future. September 30, (in thousands) 2014 2013 Total sales $2,132,430 $2,040,271 Net income $40,903 $31,557 F-18 Table of Contents9) Goodwill and Other Intangible AssetsGoodwillUnder FASB ASC 350-10-05 Intangibles-Goodwill and Other, goodwill impairment if any, needs to be determined if the net book value of a reportingunit exceeds its estimated fair value. If goodwill of a reporting unit is determined to be impaired, the amount of impairment is measured based on the excessof the net book value of the goodwill over the implied fair value of the goodwill. The Partnership has selected August 31 of each year to perform its annualimpairment review, whereby the total enterprise value as indicated by the Income Approach and Market Approach (consisting of the Market Comparable andMarket Transaction Approach) is compared to the Partnership’s book value of net assets and reconciled to the Partnership’s market capitalization.The Partnership performed its annual goodwill impairment valuation in each of the periods ending August 31, 2014, 2013, and 2012, and it wasdetermined based on each year’s analysis that there was no goodwill impairment.The preparation of this analysis was based upon management’s estimates and assumptions, and future impairment calculations would be affected byactual results that are materially different from projected amounts. To provide for a sensitivity of the discount rates and transaction multiples used, ranges ofhigh and low values are employed in the analysis, with the low values examined to ensure that a reasonably likely change in an assumption would not causethe Partnership to reach a different conclusion.A summary of changes in the Partnership’s goodwill during the fiscal years ended September 30, 2014 and 2013 are as follows (in thousands): Balance as of September 30, 2012 $201,103 Fiscal year 2013 business combination 27 Balance as of September 30, 2013 201,130 Fiscal year 2014 business combinations 8,201 Balance as of September 30, 2014 $209,331 Intangibles, netIntangible assets subject to amortization consist of the following (in thousands): September 30, 2014 2013 GrossCarryingAmount Accum.Amortization Net GrossCarryingAmount Accum.Amortization Net Customer lists $304,699 $224,215 $80,484 $267,580 $213,773 $53,807 Trade names and other intangibles 24,070 3,771 20,299 20,431 7,448 12,983 Total $328,769 $227,986 $100,783 $288,011 $221,221 $66,790 Amortization expense for intangible assets was $11.5 million, $9.2 million, and $8.2 million, for the fiscal years ended September 30, 2014, 2013, and2012, respectively. Total estimated annual amortization expense related to intangible assets subject to amortization, for the year ended September 30, 2015and the four succeeding fiscal years ended September 30, is as follows (in thousands): Amount 2015 $13,229 2016 $13,058 2017 $12,538 2018 $11,699 2019 $11,464 F-19 Table of Contents10) Accrued Expenses and Other Current LiabilitiesThe components of accrued expenses and other current liabilities were as follows (in thousands): September 30, 2014 2013 Accrued wages and benefits $23,926 $18,932 Accrued insurance and environmental costs 64,357 58,470 Other accrued expenses and other current liabilities 14,651 9,740 Total accrued expenses and other current liabilities $102,934 $87,142 11) Long-Term Debt and Bank Facility BorrowingsThe Partnership’s debt is as follows (in thousands): September 30, 2014 2013 CarryingAmount Fair Value (a) CarryingAmount Fair Value (a) 8.875% Senior Notes (b) $124,572 $130,313 $124,460 $130,000 Revolving Credit Facility Borrowings (c) — — — — Total debt $124,572 $130,313 $124,460 $130,000 Total long-term portion of debt $124,572 $130,313 $124,460 $130,000 (a)The Partnership’s fair value estimates of long-term debt are made at a specific point in time, based on Level 2 inputs.(b)The 8.875% Senior Notes were originally issued in November 2010 in a private placement offering pursuant to Rule 144A and Regulation S under theSecurities Act of 1933, and in February 2011, were exchanged for substantially identical public notes registered with the Securities and ExchangeCommission. These public notes mature in December 2017 and accrue interest at an annual rate of 8.875% requiring semi-annual interest payments onJune 1 and December 1 of each year. The discount on these notes was $0.4 million at September 30, 2014. Under the terms of the indenture, these notespermit restricted payments after passing particular financial tests. The Partnership can incur debt up to $100 million for acquisitions and can also payrestricted payments of $22.0 million without passing certain financial tests.(c)In January 2014, the Partnership entered into a second amended and restated asset based revolving credit facility agreement with a bank syndicatecomprised of fifteen participants, which replaced the then existing revolving credit facility. The second amended and restated revolving credit facility provides the Partnership with the ability to borrow up to $300 million ($450 million duringthe heating season of December through April of each year) for working capital purposes (subject to certain borrowing base limitations and coverageratios), including the issuance of up to $100 million in letters of credit, and extends the maturity date to June 2017, or January 2019 if the Partnershiphas met the conditions of the facility termination date as defined in the agreement and as discussed further below. The Partnership can increase thefacility size by $100 million without the consent of the bank group. However, the bank group is not obligated to fund the $100 million increase. If thebank group elects not to fund the increase, the Partnership can add additional lenders to the group, with the consent of the Agent, which shall not beunreasonably withheld. Obligations under the second amended and restated credit facility are guaranteed by the Partnership and its subsidiaries and aresecured by liens on substantially all of the Partnership’s assets including accounts receivable, inventory, general intangibles, real property, fixtures andequipment. All outstanding amounts owed under the second amended and restated credit facility become due and payable on the facility termination date ofJune 1, 2017. If the Partnership has repaid, prepaid or otherwise defeased at least $100 million of our 8.875% Senior Notes and Availability is equal toor greater than the aggregate amount required to repay the remaining outstanding 8.875% Senior Notes (“Payoff Amount”), then the facilitytermination date is January 14, 2019. However, after June 1, 2017, in the event that Availability is less than the Payoff Amount, the facility terminationdate shall be three days following such date. Notwithstanding this, all outstanding amounts are subject to acceleration upon the occurrence of events ofdefault which the Partnership considers usual and customary for an agreement of this type, including failure to make payments under the secondamended and restated credit facility, non-performance of covenants and obligations or insolvency or bankruptcy (as described in the second amendedand restated credit facility). The interest rate on the second amended and restated credit facility is LIBOR plus (i) 1.75% (if Availability, as defined in the agreement is greater thanor equal to $150 million), or (ii) 2.00% (if Availability is greater than $75 million but less than $150 million), or (iii) 2.25% (if Availability is less thanor equal to $75 million). The Commitment Fee on the unused portion of the facility is 0.30% per annum. F-20 Table of Contents Under the second amended and restated credit facility, the Partnership is obligated to meet certain financial covenants, including the requirement tomaintain at all times either Availability (borrowing base less amounts borrowed and letters of credit issued) of 12.5% of the facility size, or a fixedcharge coverage ratio (as defined in the revolving credit facility agreement) of not less than 1.1, which is calculated based upon Adjusted EBITDA forthe trailing twelve months. In order to make acquisitions, the Partnership must maintain Availability of $40 million on a historical pro forma andforward-looking basis. In addition, the Partnership must maintain Availability of $45 million, 15.0% of the facility size of $300 million (assuming thenon-seasonal aggregate commitment is outstanding), on a historical and forward-looking basis, and a fixed charge coverage ratio of not less than 1.15in order to pay any distributions to unitholders or repurchase Common Units. No inter-company dividends or distributions can be made (includingthose needed to pay interest or principle on our 8.875% Senior Notes), except to the Partnership or a wholly owned subsidiary of the Partnership, if theimmediately preceding covenants have not been met. Certain restrictions are also imposed by the agreement, including restrictions on the Partnership’sability to incur additional indebtedness, to pay distributions to unitholders, to pay inter-company dividends or distributions, make investments, grantliens, sell assets, make acquisitions and engage in certain other activities.At September 30, 2014, no amount was outstanding under the revolving credit facility, $14.9 million of hedge positions were secured, and $52.8million of letters of credit were issued. At September 30, 2013, no amount was outstanding under the revolving credit facility, $10.5 million of hedgepositions were secured, and $44.7 million of letters of credit were issued.At September 30, 2014, availability was $149.6 million, the restricted net assets totaled approximately $389 million and the Partnership was incompliance with the fixed charge coverage ratio. Restricted net assets are assets in the Partnership’s subsidiaries the distribution or transfer of which to StarGas Partners, L.P. are subject to limitations under its revolving credit facility. At September 30, 2013, availability was $164.3 million, the restricted net assetstotaled approximately $375 million and the Partnership was in compliance with the fixed charge coverage ratio.As of September 30, 2014, the maturities including working capital borrowings during fiscal years ending September 30, are set forth in the followingtable (in thousands): 2015 $— 2016 $— 2017 $— 2018 $125,000 2019 $— Thereafter $— 12) Employee Benefit PlansDefined Contribution PlansThe Partnership has several 401(k) and other defined contribution plans that cover eligible non-union and union employees, and makes employercontributions to these plans, subject to IRS limitations. These plans provide for each participant to contribute from 0% to 60% of compensation, subject toIRS limitations. The Partnership’s aggregate contributions to the 401(k) plans during fiscal 2014, 2013, and 2012, were $5.2 million, $4.9 million, and $4.5million, respectively. The Partnership’s aggregate contribution to the other defined contribution plans was $0.5 million in each fiscal year 2014, 2013, and2012.Management Incentive Compensation PlanThe Partnership has a Management Incentive Compensation Plan. The long-term compensation structure is intended to align the employee’sperformance with the long-term performance of our unitholders. Under the Plan, certain named employees who participate shall be entitled to receive a prorata share of an amount in cash equal to: • 50% of the distributions (“Incentive Distributions”) of Available Cash in excess of the minimum quarterly distribution of $0.0675 per unitotherwise distributable to Kestrel Heat pursuant to the Partnership Agreement on account of its general partner units; and • 50% of the cash proceeds (the “Gains Interest”) which Kestrel Heat shall receive from the sale of its general partner units (as defined in thePartnership Agreement), less expenses and applicable taxes.The pro rata share payable to each participant under the Plan is based on the number of participation points as described under “Fiscal 2014Compensation Decisions—Management Incentive Compensation Plan.” The amount paid in Incentive Distributions is governed by the PartnershipAgreement and the calculation of Available Cash. F-21 Table of ContentsTo fund the benefits under the Plan, Kestrel Heat has agreed to forego receipt of the amount of Incentive Distributions that are payable to planparticipants. For accounting purposes, amounts payable to management under this Plan will be treated as compensation and will reduce net income. KestrelHeat has also agreed to contribute to the Partnership, as a contribution to capital, an amount equal to the Gains Interest payable to participants in the Plan bythe Partnership. The Partnership is not required to reimburse Kestrel Heat for amounts payable pursuant to the Plan.The Plan is administered by the Partnership’s Chief Financial Officer under the direction of the Board or by such other officer as the Board may fromtime to time direct. In general, no payments will be made under the Plan if the Partnership is not distributing cash under the Incentive Distributions describedabove.Effective as of July 19, 2012, the Board of Directors adopted certain amendments (the “Plan Amendments”) to the Plan. Under the Plan Amendments,the number and identity of the Plan participants and their participation interests in the Plan have been frozen at the current levels. In addition, under the PlanAmendments, the plan benefits (to the extent vested) may be transferred upon the death of a participant to his or her heirs. A participant’s vested percentageof his or her plan benefits will be 100% during the time a participant is an employee or consultant of the Partnership. Following the termination of suchpositions, a participant’s vested percentage shall be equal to 20% for each full or partial year of employment or consultation with the Partnership startingwith the fiscal year ended September 30, 2012 (33 1/3% in the case of the Partnership’s chief executive officer at that time).The Partnership distributed to management and the general partner Incentive Distributions of approximately $447,000 during fiscal 2014, $330,000during fiscal 2013, and $277,000 during fiscal 2012. Included in these amounts for fiscal 2014, 2013, and 2012, were distributions under the managementincentive compensation plan of $223,000, $165,000 and $138,000, respectively, of which named executive officers received approximately $100,000 duringfiscal 2014, $119,000 during fiscal 2013, and $99,000 during fiscal 2012. With regard to the Gains Interest, Kestrel Heat has not given any indication that itwill sell its general partner units within the next twelve months. Thus the Plan’s value attributable to the Gains Interest currently cannot be determined.Multiemployer Pension PlansWe contribute to various multiemployer union administered pension plans under the terms of collective bargaining agreements that provide for suchplans for covered union-represented employees. The risks of participating in these multiemployer plans are different from single-employer plans in that assetscontributed are pooled and may be used to provide benefits to employees of other participating employers. If a participating employer stops contributing tothe plan, the remaining participating employers may be required to bear the unfunded obligations of the plan. If we choose to stop participating in amultiemployer plan, we may be required to pay a withdrawal liability in part based on the underfunded status of the plan.The following table outlines our participation and contributions to multiemployer pension plans for the periods ended September 30, 2014, 2013 and2012. The EIN/Pension Plan Number column provides the Employer Identification Number (“EIN”) and the three-digit plan number. The most recent PensionProtection Act Zone Status for 2014 and 2013 relates to the plans’ two most recent fiscal year-ends, based on information received from the plans as reportedon their Form 5500 Schedule MB. Among other factors, plans in the red zone are generally less than 65 percent funded, plans in the yellow zone are less than80 percent funded, and plans in the green zone are at least 80 percent funded. The FIP/RP Status Pending/Implemented column indicates plans for which afinancial improvement plan (“FIP”) or a rehabilitation plan (“RP”) is either pending or has been implemented. Certain plans have been aggregated in the AllOther Multiemployer Pension Plans line of the following table, as our participation in each of these individual plans is not significant. F-22 Table of ContentsFor the Westchester Teamsters Pension Fund, Local 553 Pension Fund and Local 463 Pension Fund, we provided more than 5 percent of the total plancontributions from all employers for 2014, 2013 and 2012, as disclosed in the respective plan’s Form 5500. The collective bargaining agreements of theseplans require contributions based on the hours worked and there are no minimum contributions required. Pension Protection ActZone Status FIP / RP Status Partnership Contributions(in thousands) Pension Fund EIN/ Pension PlanNumber 2014 2013 Pending /Implemented 2014 2013 2012 SurchargeImposed Expiration Date ofCollective-BargainingAgreement New England Teamsters & TruckingIndustry Pension Fund 04-6372430/ 001 Red Red Yes / Implemented $2,868 $2,709 $2,532 No 3/31/2017 Westchester Teamsters Pension Fund 13-6123973/ 001 Green Green N/A 855 820 771 No 12/31/2014 Local 553 Pension Fund 13-6637826/ 001 Green Green N/A 2,649 2,729 2,152 No 1/15/2017 Local 463 Pension Fund 11-1800729/ 001 Green Green N/A 156 146 155 No 2/28/2017 All Other Multiemployer PensionPlans 1,846 1,614 1,627 TotalContributions $8,374 $8,018 $7,237 Defined Benefit PlansThe Partnership accounts for its two frozen defined benefit pension plans (“the Plan”) in accordance with FASB ASC 715-10-05 Compensation-Retirement Benefits. The Partnership has no post-retirement benefit plans.Effective September 30, 2014, the Partnership adopted the Society of Actuaries 2014 Mortality Tables Report and Mortality Improvement Scale, whichupdated the mortality assumptions that private defined benefit retirement plans in the United States use in the actuarial valuations that determine a plansponsor’s pension obligations. The updated mortality data reflects increasing life expectancies in the United States, and affected plans generally expect thevalue of the actuarial obligations to increase, depending on the specific demographic characteristics of the plan participants and the types of benefits.The following table provides the net periodic benefit cost for the period, a reconciliation of the changes in the Plan assets, projected benefitobligations, and the amounts recognized in other comprehensive income and accumulated other comprehensive income at the dates indicated using ameasurement date of September 30 (in thousands): F-23 Table of ContentsDebit / (Credit) Net PeriodicPensionCost inIncomeStatement Cash FairValue ofPensionPlanAssets ProjectedBenefitObligation OtherComprehensive(Income) / Loss Gross PensionRelatedAccumulatedOtherComprehensiveIncome Fiscal Year 2012 Beginning balance $52,434 $(67,878) $33,041 Interest cost 2,858 (2,858) Actual return on plan assets (8,727) 8,727 Employer contributions (3,365) 3,365 Benefit payments (4,223) 4,223 Investment and other expenses (374) 374 Difference between actual and expected return on plan assets 5,075 (5,075) Anticipated expenses 262 (262) Actuarial loss (6,650) 6,650 Amortization of unrecognized net actuarial loss 2,751 (2,751) Annual cost/change $1,845 $(3,365) 7,869 (5,173) $(1,176) (1,176) Ending balance $60,303 $(73,051) $31,865 Funded status at the end of the year $(12,748) Fiscal Year 2013 Interest cost 2,477 (2,477) Actual return on plan assets (332) 332 Employer contributions (3,476) 3,476 Benefit payments (4,083) 4,083 Investment and other expenses (285) 285 Difference between actual and expected return on plan assets (3,475) 3,475 Anticipated expenses 302 (302) Actuarial gain 7,157 (7,157) Amortization of unrecognized net actuarial loss 2,655 (2,655) Annual cost/change $1,342 $(3,476) (275) 8,746 $(6,337) (6,337) Ending balance $60,028 $(64,305) $25,528 Funded status at the end of the year $(4,277) Fiscal Year 2014 Interest cost 2,761 (2,761) Actual return on plan assets (7,614) 7,614 Employer contributions (2,014) 2,014 Benefit payments (4,277) 4,277 Investment and other expenses (262) 262 Difference between actual and expected return on plan assets 4,472 (4,472) Anticipated expenses 300 (300) Actuarial loss (7,655) 7,655 Amortization of unrecognized net actuarial loss 2,113 (2,113) Annual cost/change $1,770 $(2,014) 5,351 (6,177) $1,070 1,070 Ending balance $65,379 $(70,482) $26,598 Funded status at the end of the year $(5,103) F-24 Table of ContentsAt September 30, 2014 and 2013, the amounts included on the balance sheet in other long-term liabilities were $5.1 million and $4.3 million,respectively.The $26.6 million net actuarial loss balance at September 30, 2014 for the two frozen defined benefit pension plans in accumulated othercomprehensive income will be recognized and amortized into net periodic pension costs as an actuarial loss in future years. The estimated amount that willbe amortized from accumulated other comprehensive income into net periodic pension cost over the next fiscal year is $2.2 million. September 30, Weighted-Average Assumptions Used in the Measurement of the Partnership’s Benefit Obligation 2014 2013 2012 Discount rate at year end date 4.05% 4.45% 3.50% Expected return on plan assets for the year ended 5.75% 7.00% 7.75% Rate of compensation increase N/A N/A N/A The expected return on plan assets is determined based on the expected long-term rate of return on plan assets and the market-related value of planassets determined using fair value.The Partnership’s expected long-term rate of return on plan assets is updated at least annually, taking into consideration our asset allocation, historicalreturns on the types of assets held, and the current economic environment. The Partnership revised its return on plan assets assumption to 5.5% per annumeffective fiscal year 2015.The discount rate used to determine net periodic pension expense for fiscal year 2014, 2013 and 2012 was 4.45%, 3.50%, and 4.35% respectively. Thediscount rate used by the Partnership in determining pension expense and pension obligations reflects the yield of high quality (AA or better rating by arecognized rating agency) corporate bonds whose cash flows are expected to match the timing and amounts of projected future benefit payments.The Plan’s objectives are to have the ability to pay benefit and expense obligations when due, to maintain the funded ratio of the Plan, to maximizereturn within reasonable and prudent levels of risk in order to minimize contributions and charges to the profit and loss statement, and to control costs ofadministering the Plan and managing the investments of the Plan. The target asset allocation of the Plan (currently 80% domestic fixed income, 15%domestic equities and 5% international equities) is based on a long-term perspective, and as the Plan gets closer to being fully funded, the allocations havebeen adjusted to lower volatility from equity holdings.The Partnership had no Level 2 or Level 3 pension plan assets during the three years ended September 30, 2014. The fair values and percentage of thePartnership’s pension plan assets by asset category are as follows (in thousands): Concentration Asset Category at September 30, 2014 Level 1 Percentage Corporate and U.S. government bond fund (1) $52,204 79% U.S. large-cap equity (1) 9,774 15% International equity (1) 3,093 5% Cash 308 1% Total $65,379 100% (1)Represent investments in Vanguard funds that seek to replicate the asset category description.While the Partnership is not obligated to make a minimum required contribution in fiscal year 2015, it is expected that a $1.7 million pensioncontribution may be made.Expected benefit payments over each of the next five years will total approximately $4.4 million per year. Expected benefit payments for the five yearsthereafter will aggregate approximately $21.3 million. F-25 Table of Contents13) Income TaxesIncome tax expense is comprised of the following for the indicated periods (in thousands): Years Ended September 30, 2014 2013 2012 Current: Federal $19,747 $14,486 $2,168 State 4,909 3,759 1,495 Deferred 659 1,676 12,913 $25,315 $19,921 $16,576 The provision for income taxes differs from income taxes computed at the Federal statutory rate as a result of the following (in thousands): Years Ended September 30, 2014 2013 2012 Income from continuing operations before taxes $61,399 $49,827 $42,565 Provision for income taxes: Tax at Federal statutory rate $21,490 $17,440 $14,898 Impact of Partnership loss not subject to federal income taxes 628 97 697 State taxes net of federal benefit 3,310 3,192 2,801 Permanent differences 57 37 28 Change in valuation allowance — (658) (14) Change in unrecognized tax benefit (113) 55 (1,669) Other (57) (242) (165) $25,315 $19,921 $16,576 The components of the net deferred taxes for the years ended September 30, 2014 and September 30, 2013 using current tax rates are as follows (inthousands): September 30, 2014 2013 Deferred tax assets: Net operating loss carryforwards $5,490 $6,760 Vacation accrual 2,970 2,580 Pension accrual 2,964 2,672 Allowance for bad debts 3,661 3,158 Fair value of derivative instruments 5,000 2,314 Insurance accrual 22,823 21,073 Inventory capitalization 865 941 Alternative minimum tax credit carryforward 261 261 Other, net 2,060 1,906 Total deferred tax assets $46,094 $41,665 Deferred tax liabilities: Property and equipment $2,383 $2,225 Inventory costing method 256 — Intangibles 30,495 26,285 Total deferred tax liabilities $33,134 $28,510 Net deferred taxes $12,960 $13,155 Based upon a review of a number of factors and all available evidence, including recent historical operating performance, the expectation ofsustainable earnings, and the confidence that sufficient positive taxable income would continue in all tax jurisdictions for the foreseeable future, thePartnership concludes for the years ended September 30, 2014, and September 30, 2013, that it is more likely than not that our deferred tax assets will be fullyrealized, and as such has not recorded a valuation allowance. F-26 Table of ContentsAs of January 1, 2014, Star Acquisitions, a wholly-owned subsidiary of the Partnership, had a Federal net operating loss carry forward (“NOLs”) ofapproximately $8.3 million. The Federal NOLs, which will expire between 2018 and 2024, are generally available to offset any future taxable income but arealso subject to annual limitations of between $1.0 million and $2.2 million.FASB ASC 740-10-05-6 Income Taxes, Uncertain Tax Position, provides financial statement accounting guidance for uncertainty in income taxes andtax positions taken or expected to be taken in a tax return. At September 30, 2014, we had unrecognized income tax benefits totaling $0.8 million includingrelated accrued interest and penalties of $0.1 million. These unrecognized tax benefits are primarily the result of State tax uncertainties. If recognized, thesetax benefits would be recorded as a benefit to the effective tax rate.Tax Uncertainties (in thousands) Balance at September 30, 2013 $784 Additions based on tax positions related to the current year — Additions for tax positions of prior years 116 Reduction for tax positions of prior years — Reductions due to lapse in statue of limitations/settlements — Balance at September 30, 2014 $900 We believe that the total liability for unrecognized tax benefits will not materially change during the next 12 months ending September 30, 2015. Ourcontinuing practice is to recognize interest and penalties related to income tax matters as a component of income tax expense. We file U.S. Federal incometax returns and various state and local returns. A number of years may elapse before an uncertain tax position is audited and finally resolved. For our Federalincome tax returns we have four tax years subject to examination. In our major state tax jurisdictions of New York, Connecticut, Pennsylvania and NewJersey, we have four, four, four, and five tax years, respectively, that are subject to examination. While it is often difficult to predict the final outcome or thetiming of resolution of any particular uncertain tax position, based on our assessment of many factors including past experience and interpretation of tax law,we believe that our provision for income taxes reflect the most probable outcome. This assessment relies on estimates and assumptions and may involve aseries of complex judgments about future events.14) Lease CommitmentsThe Partnership has entered into certain operating leases for office space, trucks and other equipment. The future minimum rental commitments atSeptember 30, 2014 under operating leases having an initial or remaining non-cancelable term of one year or more are as follows (in thousands): 2015 $15,765 2016 13,543 2017 10,232 2018 6,665 2019 5,855 Thereafter 9,238 Total future minimum lease payments $61,298 Rent expense for the fiscal years ended September 30, 2014, 2013, and 2012, was $15.9 million, $14.7 million, and $14.2 million, respectively.15) Supplemental Disclosure of Cash Flow Information Years Ended September 30, (in thousands) 2014 2013 2012 Cash paid during the period for: Income taxes, net $25,518 $16,137 $6,175 Interest $16,968 $14,376 $14,487 Non-cash financing activities: Increase in interest expense—amortization of debt discount on 8.875% Senior Note $112 $103 $94 F-27 Table of Contents16) Commitments and ContingenciesAt any given time the Partnership is a defendant in various legal proceedings and litigation arising in the ordinary course of business. The Partnershiprecords a liability when it is probable that a loss has been incurred and the amount is reasonably estimable. The Partnership maintains insurance policies withinsurers in amounts and with coverages and deductibles we believe are reasonable and prudent. However, the Partnership cannot assure that this insurancewill be adequate to protect it from all material expenses related to potential future claims. In the opinion of management the Partnership is not a party to anylitigation which, individually or in the aggregate, could reasonably be expected to have a material adverse effect on the Partnership’s results of operations,financial position or liquidity.17) Earnings Per Limited Partner UnitsThe following table presents the net income allocation and per unit data in accordance with FASB ASC 260-10-45-60 Earnings per Share, MasterLimited Partnerships (EITF 03-06): Basic and Diluted Earnings Per Limited Partner: Years Ended September 30, (in thousands, except per unit data) 2014 2013 2012 Net income $36,084 $29,906 $25,989 Less General Partners’ interest in net income 203 159 136 Net income available to limited partners 35,881 29,747 25,853 Less dilutive impact of theoretical distribution of earnings under FASB ASC 260-10-45-60 * 3,195 2,010 1,142 Limited Partner’s interest in net income under FASB ASC 260-10-45-60 $32,686 $27,737 $24,711 Per unit data: Basic and diluted net income available to limited partners $0.62 $0.50 $0.42 Less dilutive impact of theoretical distribution of earnings under FASB ASC 260-10-45-60 * 0.05 0.03 0.02 Limited Partner’s interest in net income under FASB ASC 260-10-45-60 $0.57 $0.47 $0.40 Weighted average number of Limited Partner units outstanding 57,476 59,409 61,931 *In any accounting period where the Partnership’s aggregate net income exceeds its aggregate distribution for such period, the Partnership is required asper FASB ASC 260-10-45-60 to present net income per limited partner unit as if all of the earnings for the period were distributed, based on the terms ofthe Partnership agreement, regardless of whether those earnings would actually be distributed during a particular period from an economic or practicalperspective. This allocation does not impact the Partnership’s overall net income or other financial results. F-28 Table of Contents18) Selected Quarterly Financial Data (unaudited) Three Months Ended (in thousands - except per unit data) Dec. 31,2013 Mar. 31,2014 Jun. 30,2014 Sep. 30,2014 Total Sales $520,610 $892,241 $326,511 $222,362 $1,961,724 Gross profit for product, installation and service 108,590 199,645 60,682 37,507 406,424 Operating income (loss) 36,887 93,953 (10,797) (40,188) 79,855 Income (loss) before income taxes 32,843 89,289 (16,618) (44,115) 61,399 Net income (loss) 19,288 52,216 (9,592) (25,828) 36,084 Limited Partner interest in net income (loss) 19,179 51,922 (9,538) (25,682) 35,881 Net income (loss) per Limited Partner unit: Basic and diluted (a) $0.29 $0.75 $(0.17) $(0.45) $0.57 Three Months Ended (in thousands - except per unit data) Dec. 31,2012 Mar. 31,2013 Jun. 30,2013 Sep. 30,2013 Total Sales $516,525 $785,139 $262,524 $177,608 $1,741,796 Gross profit for product, installation and service 102,691 162,011 54,907 33,519 353,128 Operating income (loss) 18,577 75,229 (8,001) (19,800) 66,005 Income (loss) before income taxes 14,669 70,796 (11,952) (23,686) 49,827 Net income (loss) 9,752 41,679 (7,588) (13,937) 29,906 Limited Partner interest in net income (loss) 9,699 41,454 (7,547) (13,859) 29,747 Net income (loss) per Limited Partner unit: Basic and diluted (a) $0.15 $0.58 $(0.13) $(0.24) $0.47 (a)The sum of the quarters do not add-up to the total due to the weighting of Limited Partner Units outstanding, rounding or the theoretical effects ofFASB ASC 260-10-45-60 to Master Limited Partners earnings per unit.19) Subsequent EventsQuarterly Distribution DeclaredIn October 2014, we declared a quarterly distribution of $0.0875 per unit, or $0.35 per unit on an annualized basis, on all Common Units with respectto the fourth quarter of fiscal 2014, payable on November 14, 2014, to holders of record on November 10, 2014. In accordance with our PartnershipAgreement, the amount of distributions in excess of the minimum quarterly distribution of $0.0675, are distributed 90% to Common Unit holders and 10% tothe General Partner unit holders (until certain distribution levels are met), subject to the management incentive compensation plan. As a result, $5.0 millionwill be paid to the Common Unit holders, $0.1 million to the General Partner unit holders (including $0.06 million of incentive distribution as provided inour Partnership Agreement) and $0.06 million to management pursuant to the management incentive compensation plan which provides for certain membersof management to receive incentive distributions that would otherwise be payable to the General Partner.Common Units Repurchased and RetiredIn accordance with the Plan III common unit repurchase program, during the first two months of fiscal 2015 the Partnership repurchased and retired122 thousand Common Units at an average price paid of $5.64 per unit. F-29 Table of ContentsSchedule ISTAR GAS PARTNERS, L.P. (PARENT COMPANY)CONDENSED FINANCIAL INFORMATION OF REGISTRANT September 30, (in thousands) 2014 2013 Balance Sheets ASSETS Current assets Cash and cash equivalents $324 $324 Prepaid expenses and other current assets 203 206 Total current assets 527 530 Investment in subsidiaries (a) 399,414 384,783 Deferred charges and other assets, net 2,003 2,523 Total Assets $401,944 $387,836 LIABILITIES AND PARTNERS’ CAPITAL Current liabilities Accrued expenses $4,127 $4,095 Total current liabilities 4,127 4,095 Long-term debt (b) 124,572 124,460 Partners’ capital 273,245 259,281 Total Liabilities and Partners’ Capital $401,944 $387,836 (a)Investments in Star Acquisitions, Inc. and subsidiaries are recorded in accordance with the equity method of accounting.(b)Scheduled principal repayments of long-term debt during each of the next five fiscal years ending September 30, are as follows: 2015—$0; 2016—$0;2017—$0; 2018—$125,000; 2019—$0; thereafter —$0. The $125,000 principal amount of 8.875% Senior Notes mature in December 2017. F-30 Table of ContentsSchedule ISTAR GAS PARTNERS, L.P. (PARENT COMPANY)CONDENSED FINANCIAL INFORMATION OF REGISTRANT Years Ended September 30, (in thousands) 2014 2013 2012 Statements of Operations Revenues $— $— $— General and administrative expenses 1,420 31 2,019 Operating loss (1,420) (31) (2,019) Net interest expense (11,206) (11,197) (11,188) Amortization of debt issuance costs (520) (474) (330) Net loss before equity income (13,146) (11,702) (13,537) Equity income of Star Petro Inc. and subs 49,230 41,608 39,526 Net income $36,084 $29,906 $25,989 F-31 Table of ContentsSchedule ISTAR GAS PARTNERS, L.P. (PARENT COMPANY)CONDENSED FINANCIAL INFORMATION OF REGISTRANT Years Ended September 30, (in thousands) 2014 2013 2012 Statements of Cash Flows Cash flows provided by (used in) operating activities: Net cash provided by operating activities (a) $21,513 $34,537 $39,196 Cash flows provided by (used in) investing activities: Net cash provided by (used in) investing activities — — — Cash flows provided by (used in) financing activities: Distributions (19,850) (19,313) (19,525) Unit repurchase (1,663) (15,217) (19,648) Net cash used in financing activities (21,513) (34,530) (39,173) Net increase in cash — 7 23 Cash and cash equivalents at beginning of period 324 317 294 Cash and cash equivalents at end of period $324 $324 $317 (a) Includes distributions from subsidiaries $21,513 $34,530 $39,173 F-32 Table of ContentsSTAR GAS PARTNERS, L.P. AND SUBSIDIARIESSchedule IIVALUATION AND QUALIFYING ACCOUNTSYears Ended September 30, 2014, 2013 and 2012(in thousands) Year Description Balance atBeginningof Year Chargedto Costs &Expenses OtherChangesAdd (Deduct) Balance atEnd of Year 2014 Allowance for doubtful accounts $7,928 $7,514 $(6,222) $9,220 2013 Allowance for doubtful accounts $6,886 $6,481 $(5,439) $7,928 2012 Allowance for doubtful accounts $9,530 $6,017 $(8,661) $6,886 Bad debts written off (net of recoveries). F-33(a)(a)(a)(a) Exhibit 10.7MODIFICATION OF PROFIT SHARING PLANOn December 5, 2014, the Board of Directors (the “Board”) of Kestrel Heat LLC, a Delaware limited liability company (“Kestrel Heat”) which is thegeneral partner of Star Gas Partners, L.P., a Delaware limited partnership (the “Partnership,” “we,” “us” or “our”), authorized the modification of our profitsharing plan as previously adopted by the Board. The Board authorized the modification of the profit sharing plan as set forth below and to continue the planfor fiscal 2014 and for each fiscal year thereafter, subject to the power of the Board to amend or terminate the plan at any time.The plan establishes a cash compensation pool equal to 6% of the result of the most recently completed fiscal year’s Adjusted EBITDA less anyAttrition Adjustment (as both terms are defined below) to be allocated by a Profit Sharing Committee (as defined below) among and paid to certainemployees of the Partnership’s direct and indirect subsidiaries to be selected by the Profit Sharing Committee based upon achievement of company goals aswell as divisional and/or individual performance goals and financial targets to be established by the Profit Sharing Committee, subject to the following: (A)No profit sharing will be paid with respect to any fiscal year unless the Partnership achieves actual Adjusted EBITDA for the fiscal year of at least70% of the amount of Adjusted EBITDA as budgeted for such fiscal year. (B) (i) The Term “Adjusted EBITDA” means EBITDA of the Partnership as reported it its Form 10-K, less Finance charge income as reported onits Form 10-K, plus to the extent deducted from revenues in determining consolidated net income (loss) (a) any expense attributable topayments under the authority of this resolution; (b) any expense attributable to the Management Incentive Plan; (c) any negativeEBITDA attributable to Negative Acquisitions and related acquisition cost; (d) any extraordinary losses; and (e) any non-cash charges(including any non-cash impact of FASB 133) minus to the extent included in consolidated net income (loss) (1) any gain attributable tothe non-cash impact of FASB 133; and (2) any extraordinary gains. (ii)The term “Negative Acquisitions” means an acquisition made during the fiscal year that, as a result of the timing of the acquisitionresulted in negative EBITDA for such acquisition for the fiscal year. (iii)The term “Attrition Adjustment” means the Net Account Attrition for the Partnership multiplied by the weighted average of EBITDA peraccount for the entire Partnership as determined by the Profit Sharing Committee times 4.5. (iv)The term “Net Account Attrition” means the excess, if any, of the number of residential and commercial #2 oil accounts and propaneaccounts on the first day of the fiscal year reduced by budgeted net account attrition for the fiscal year over the actual number of suchaccounts on the last day of the fiscal year, excluding acquisitions, as determined by the Profit Sharing Committee. (C)The Profit Sharing Committee shall consist of the Chief Executive Officer, the Chief Financial Officer of the Partnership and such other membersof senior management as may be designated by them. (D)No officer of the Partnership will participate in the profit sharing pool and no profit sharing payment will be paid to any officer, without priorapproval of the Board of Directors. The term “Officer” shall mean any person elected by the Board of Directors, or the board of directors of anysubsidiary of the Partnership, to the position of Vice President or a higher position. (E)This plan may be modified or terminated at any time as determined by the Board of Directors, but such termination or modification shall notaffect profit sharing payments previously approved by the Profit Sharing Committee. (F)Any profit sharing payment will be made no later than March 15 of the calendar year subsequent to the calendar year in which it is determined.The payments under the profit sharing plan are intended to be exempt from the requirements of Section 409A of the Internal Revenue Code of1986, as amended, and the Treasury regulations and other interpretive guidance thereunder under the short-term deferral exception. The profitsharing plan shall be interpreted and administered in a manner consistent with such intent. Exhibit 21Partnership SubsidiariesA.P. Woodson Company—District of ColumbiaCFS LLC —PennsylvaniaC. Hoffberger Company —MarylandChampion Energy Corporation—DelawareChampion Oil Company —ConnecticutColumbia Petroleum Transportation, LLC—DelawareGriffith Energy Services, Inc.—New YorkHoffman Fuel Company of Bridgeport —DelawareHoffman Fuel Company of Danbury—DelawareHoffman Fuel Company of Stamford —DelawareJ.J. Skelton Oil Company —PennsylvaniaLewis Oil Company, Inc. —New YorkMarex Corporation—MarylandMeenan Holdings of New York, Inc.—New YorkMeenan Oil Co., Inc.—DelawareMeenan Oil Co., L.P.—DelawareMinnwhale, LLC .—New YorkOrtep of Pennsylvania, Inc.—PennsylvaniaPetro Holdings, Inc.—MinnesotaPetro Plumbing Corporation—New JerseyPetro, Inc.—DelawarePetroleum Heat and Power Co., Inc.—MinnesotaRegionOil Plumbing, Heating and Cooling Co., Inc.—New JerseyRichland Partners, LLC—PennsylvaniaRye Fuel Company —DelawareStar Acquisitions, Inc.—MinnesotaStar Gas Finance Company—DelawareStar Gas Partners, LP—Delaware Exhibit 31.1CERTIFICATIONSI, Steven J. Goldman, certify that: 1.I have reviewed this annual report on Form 10-K of Star Gas Partners, L.P. (“Registrant”); 2.Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make thestatements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by thisreport; 3.Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects thefinancial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; 4.The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined inExchange Act Rules 13a-15(e) and 15d-15(e)) and internal controls over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have: (a)designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, toensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within thoseentities, particularly during the period in which this report is being prepared; (b)designed such internal controls over financial reporting, or caused such internal controls over financial reporting to be designed under oursupervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements forexternal purposes in accordance with generally accepted accounting principles; (c)evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about theeffectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and (d)disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recentfiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materiallyaffect, the registrant’s internal control over financial reporting; and 5.The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to theregistrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions): (a)all significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonablylikely to adversely affect the registrant’s ability to record, process, summarize and report financial information and; (b)any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal controlover financial reporting.Date: December 10, 2014 /s/ Steven J. GoldmanSteven J. GoldmanPresident and Chief Executive OfficerStar Gas Partners, L.P. Exhibit 31.2CERTIFICATIONSI, Richard F. Ambury, certify that: 1.I have reviewed this annual report on Form 10-K of Star Gas Partners, L.P. (“Registrant”); 2.Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make thestatements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by thisreport; 3.Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects thefinancial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; 4.The registrants’ other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined inExchange Act Rules 13a-15(e) and 15d-15(e)) and internal controls over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have: (a)designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, toensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within thoseentities, particularly during the period in which this report is being prepared; (b)designed such internal controls over financial reporting, or caused such internal controls over financial reporting to be designed under oursupervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements forexternal purposes in accordance with generally accepted accounting principles; (c)evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about theeffectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and (d)disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recentfiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materiallyaffect, the registrant’s internal control over financial reporting; and 5.The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to theregistrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions): (c)all significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonablylikely to adversely affect the registrant’s ability to record, process, summarize and report financial information and; (d)any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal controlover financial reporting.Date: December 10, 2014 /S/ RICHARD F. AMBURYRichard F. AmburyChief Financial OfficerStar Gas Partners, L.P. Exhibit 32.1CERTIFICATION PURSUANT TO18 U.S.C. SECTION 1350AS ADOPTED PURSUANT TO SECTION 906OF THE SARBANES-OXLEY ACT OF 2002In connection with the Annual Report of Star Gas Partners, L.P. (the “Partnership”) on Form 10-K for the year ended September 30, 2014 as filed withthe Securities and Exchange Commission on the date hereof (the “Report”), I, Steven J. Goldman, President and Chief Executive Officer of the Partnership,certify to my knowledge pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, following due inquiry, Ibelieve that: (1)The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and (2)The information contained in the Report fairly presents, in all material respects, the financial condition and result of operations of thePartnership.A signed original of this written statement required by Section 906 has been provided to Star Gas Partners, L.P. and will be retained by Star GasPartners, L.P. and furnished to the Securities and Exchange Commission or its staff upon request. STAR GAS PARTNERS, L.P.By: KESTREL HEAT, LLC (General Partner) Date: December 10, 2014 By: /s/ Steven J. Goldman Steven J. GoldmanPresident and Chief Executive OfficerStar Gas Partners, L.P. Exhibit 32.2CERTIFICATION PURSUANT TO18 U.S.C. SECTION 1350AS ADOPTED PURSUANT TOSECTION 906 OF THE SARBANES-OXLEY ACT OF 2002In connection with the Annual Report of Star Gas Partners, L.P. (the “Partnership”) on Form 10-K for the year ended September 30, 2014 as filed withthe Securities and Exchange Commission on the date hereof (the “Report”), I, Richard F. Ambury, Chief Financial Officer of the Partnership, certify to myknowledge pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, following due inquiry, I believe that: (1)The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and (2)The information contained in the Report fairly presents, in all material respects, the financial condition and result of operations of thePartnership.A signed original of this written statement required by Section 906 has been provided to Star Gas Partners, L.P. and will be retained by Star GasPartners, L.P. and furnished to the Securities and Exchange Commission or its staff upon request. STAR GAS PARTNERS, L.P.By: KESTREL HEAT, LLC (General Partner) Date: December 10, 2014 By: /S/ RICHARD F. AMBURY Richard F. AmburyChief Financial OfficerStar Gas Partners, L.P.
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