2015 RBC Capital Markets

MLP Conference

November 2015

Disclaimers

2

Forward Looking StatementsThis presentation contains forward-looking statements. These statements discuss future expectations, contain projections of results of operations or of financial condition or state other forward-looking information. These statements are based upon various assumptions, many of which are based, in turn, upon further assumptions, including examination of historical operating trendsmade by the management of the Partnership. Although the Partnership believes that these assumptions were reasonable when made, because assumptions are inherently subject to significant uncertainties and contingencies, which are difficult or impossible to predict and are beyond its control, the Partnership cannot give assurance that it will achieve or accomplish these expectations, beliefs or intentions. These forward-looking statements involve risks and uncertainties. When considering these forward- lookingstatements, you should keep in mind the risk factors and other cautionary statements in the Partnership’s 10-K and other documents on file with the Securities and Exchange Commission. The risk factors and other factors noted in the Partnership’s public filings could cause the Partnership’s actual results to differ materially from those contained in any forward-looking statement.

This document includes certain non-GAAP financial measures as defined under SEC Regulation G. A reconciliation of those measures to most directly comparable GAPP measures is provided in the appendix to this presentation.

Non-GAAP MeasuresAdjusted EBITDA is defined as net income (loss) plus (minus) interest expense (income), income tax expense (benefit), depreciation and amortization expense, asset impairments, (gains) losses on asset sales, certain non-cash charges such as non-cash equity compensation and non-cash vacation expense, non-cash (gains) losses on commodity derivative contracts (total (gain) loss on commodity derivatives less net cash flow associated with commodity derivatives settled during the period) and selected (gains) charges and transaction costs that are unusual or non-recurring and other selected items that impact comparability.

We define distributable cash flow as Adjusted EBITDA less net cash interest paid, income taxes paid and maintenance capital expenditures.

Quarterly Review (Q3 2015)

Recent Financial Updates & Project Highlights

4

Q3 2015 Recap

• Adjusted EBITDA of $10.4 million, 8% higher than the $9.6 million reported in Q3 2014

• Q3 2015 distribution of $0.3250/unit1, equivalent to MQD

• Distributable cash flow of $8.6 million, equates to ~0.7x coverage

• Included $3.0 million of corporate overhead support

___________________________1. Paid November 13, 2015 to unitholders of record on November 6, 2015

GP Overhead Support Recent Project Highlights

• Our general partner has committed to provide corporate overhead support, including $3.0 million for Q3 2015

• Advances the improved financial results we expect to achieve in 2016 through a focused set of cost control initiatives and other business improvements

• Future corporate overhead support will be considered on a quarter-by-quarter basis by our general partner

• Completed Phase I of Reagan Lateral in September 2015. Phase II expected to be completed January 2016

• Completed interconnection between the Silver Dollar Pipeline and Magellan’s Longhorn Pipeline in September 2015

• Both Reagan Lateral and Magellan interconnection projects were completed on time and under budget

Q3 2015: Segment Performance

5

Adjusted EBITDA by SegmentSegment Q3 Performance Drivers

NGL Distribution & Sales

• Higher margins from favorable market conditions, cost control

• Product sales volumes of 175 mgal/d consistent with prior-year

Crude Oil Pipelines & Storage

• Higher volumes from the expansion of the Silver Dollar Pipeline System

• Addition of a significant new customer during the third quarter of 2015

Crude Oil Supply & Logistics

• Margins negatively impacted by current environment

• Partially offset by higher crude oil sales volumes (Silver Dollar expansion) and new contracts

Refined Products Terminals & Storage

• Expense control, capital improvements, butane blending

• Moderately lower margins from a shift in refined product volume mix

2.5

5.5

5.3

2.3

2.3

-1.3

6.0

6.1

Refined Products Terminals& Storage

Crude Oil Supply & Logistics

Crude Oil Pipelines &Storage

NGL Distribution & Sales

3Q15 3Q14

Q3 2015: Balance Sheet & Liquidity

6

Strong Metrics, Access to Capital

• Maintained conservative leverage below 3.5x

‒ Leverage ratio remains below peer average and JPEP long-term target of 3.5-4.0x

• $86 million unused credit facility capacity1

• Ample liquidity and balance sheet capacity to support capital needs

Available Liquidity ($mm)1

Available debt capacity expected to fully support planned 2015 and 2016 organic capex

___________________________1. As of October 31, 2015

Unused Credit Facility Capacity, $86

Credit Facility Borrowings, $161

Outstanding Letters of Credit, $28

$ 0

$ 2

$ 4

$ 6

$ 8

$ 10

$ 12

$ 14

$ 16

4Q14 1Q15 2Q15 3Q15 Average

Strong Common Unit Distribution Coverage

7___________________________1. 4Q14 is adjusted for certain previously disclosed one time items2. Assumes current units outstanding for distributions. Numbers vary slightly by quarter

Distributable Cash Flow ($mm)(1)(2)

Common Unit Distribution

Total Unit Distribution

Discussion

• Approximately half of the units receiving distributions are subordinated to the public unit holders

• Considerable coverage of common unit distribution

• Expect 1x total unit distribution coverage in 4Q15

• Targeting 1x total unit coverage in 2016

Common Units Coverage 1.6x 2.2x 0.7x 1.4x 1.5x

Total Units Coverage 0.8x 1.1x 0.4x 0.7x 0.8x

JP Energy Growth Update

Example of Cost and Operating Expense Reductions

9

~$2.0 million in net 2016 savings from our crude trucking business from:

Positioning fleet closer to customers, reducing trucking miles

Reducing fuel, repair and maintenance costs

Improving truck utilization across fleet

>$2.5 million in net 2016 reductions in our NGL segment due to:

Streamlining workforce

Optimizing fleet

Increasing operational efficiencies

$2.0 million of 2016 reduction in corporate overhead1 from:

Capturing efficiencies across our business

Investing in in new technology

Distributing COO duties across existing leadership team

___________________________1. Excludes any potential benefit from GP corporate overhead supportNote: All figures are expected 2016 net savings

Corporate overhead support from GP accelerates benefit of cost initiatives for unitholders

10

Strategic Footprint and Focus in the Permian Basin

Permian crude oil production remains resilient versus other major oil basins

___________________________Source: EIA Drilling Productivity Report, November 2015

Productivity and efficiency gains in 2015 have been most pronounced in the Permian

Crude Oil Production by Basin Crude Oil Production per Rig (indexed)

90%

100%

110%

120%

130%

140%

150%

160%

170%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

Permian

Eagle Ford

Bakken30%

Permian

Eagle Ford

Bakken

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

2,200,000

Jan

-13

Ap

r-1

3

Jul-

13

Oct

-13

Jan

-14

Ap

r-1

4

Jul-

14

Oct

-14

Jan

-15

Ap

r-1

5

Jul-

15

Oct

-15

bpd

11

Timeline of Achievements Supporting our Growth

Oct

2014

Nov

2014

Dec

2014

Jan

2015

Feb

2015

Mar

2015

Apr

2015

Announced Strategic Extension of Silver Dollar Pipeline in the Midland

Basin

Pipeline expansion north into Reagan and Glasscock Counties. ~51-mile expansion base loaded by a 53,000 acre 10 year dedication.

Phase I completed in September, Phase II expected completion in January 2016

Announced Silver Dollar Pipeline Interconnection Agreement with

Magellan Midstream Partners

Executed interconnection agreement with an affiliate of Magellan to connect the Silver Dollar Pipeline

System to Magellan’s Longhorn pipeline at Barnhart Terminal in Crockett County, TX. Placed in service in

Q3 2015

Announced Southern Propane Acquisition

Agreed to acquire substantially all of the assets of Southern Propane. Southern Propane

services mostly industrial and commercial clients in the greater

Houston area

Completed Southern Propane Acquisition

Completed previously announced Southern

Propane acquisition for $16.3 million

May

2015 Jun

2015

Completed Initial Public Offering

Completed IPO, listing JP Energy Partners shares on the New York Stock

Exchange (NYSE)

Announced First Quarterly Distribution

Announced first quarterly distribution equivalent to

minimum quarterly distribution (MQD) of $0.3250/unit

Overview

Silver Dollar Pipeline – Recent Updates

12

Reagan Lateral

• Completed Phase I of the project in September 2015 on time and under budget. Includes 32-miles of pipeline and associated truck and measurement facilities. Expect Phase II to be completed in January 2016

• Expands capture area in the Midland Basin by extending Silver Dollar north into Reagan and Glasscock. Lateral is base loaded by a 53,000 acre 10 year dedication

Magellan Longhorn Interconnect

• In September 2015, completed an interconnection between the Silver Dollar Pipeline and the Longhorn Pipeline at Barnhart Terminal in Crocket County, TX

• Provides third take-away option for producers and provides producers with direct access from the core of the Midland Basin to Houston end markets

Reagan

Irion

Crockett

Sterling

Glasscock

Tom Green

Silver Dollar Pipeline - Reagan Lateral

Legend

Reagan Lateral Station

Future Station

Stations

Active Pipeline

Reagan Lateral

Rail

Major Highways

Oxy Barnhart Station (Centurion Interconnect

to Colorado City)

Owens Station(Plains Interconnect

to Midland)

MidwayTruck

Station

Future TruckStation

Future TruckStation

TruckStation

TruckStation

Magellan Barnhart Station (Longhorn Interconnect

to E. Houston – Q3 2015)

Planned Expansion

Midland (via Plains)

Colorado City (via Oxy Cline’s

Centurion)

Silver Dollar

Houston (via Magellan Longhorn)

Overview

Southern Propane Acquisition

13

Transaction Overview

• In April 2015, announced an agreement to acquire substantially all of the assets of Southern Propane Inc. (“Southern”)

• Transaction completed for $16.3 million in an immediately accretive transaction

• Southern Propane services mostly industrial and commercial clients in the greater Houston area

• Transaction was largely funded with cash from our revolver as well as a ~267,000 unit issuance to the Seller

Transaction Rationale

• Non-heating degree day dependent commercial / industrial propane gallons

• Complementary footprint should reduce travel times across busy Houston roads and increase route density

• Strengthen footprint in attractive Houston Industrial market

• Southern has displayed a strong growth profile

• Southern storage tank

• JPEP storage facilities

Performing As Expected For The First Six Months Post-Acquisition

Republic Midstream Drop-Down Opportunity

14

Gathering System

CDP 144

12” Intermediate

Delivery Point into KMCC

Republic Midstream

• JPEP has a ROFO for 50% of Republic Midstream

• Crude oil gathering system in the Eagle Ford, specifically Gonzales & Lavaca counties, Texas

• Central delivery point with storage and blending capacity

• ~70,000 acre dedicated gathering system

• 300Mbbls of storage at CDP

• ~25 mile 12” takeaway pipeline

• Marketing and takeaway on KMCC in operation since June 2015, pipeline construction nearly complete

• Expected to be dropped down sometime after 2016

Growing, Fee-Based Cash Flows with High Quality Customer Base

15

Crude Oil Supply and Logistics

Crude Oil Pipelines and Storage

Refined Products Terminals and Storage

NGL Distributionand Sales

1%1 36%1 16%1 47%1

• Crude oil trucking and “fee equivalent” lease gathering

• Primary objective is to drive volumes to our pipeline systems

• Fixed storage and throughput, minimum volume commitment fees or acreage dedications

• Growing S. Wolfcamp volumesfrom existing contracted producers with long-term fee-based commitments

• Pursuing additional customer acreage dedications and MVCs within JP Energy’s capture area

• Development and acquisition opportunities to expand pipeline footprint

• Fixed fees for throughput & storage

• Fixed fees for blending services, injection of additives and ancillary services, including product handling and transfer services

• Rollup strategy and optimization

• Retail and industrial distribution is primarily “cost plus” or fixed-margin business

• Recent acquisitions of Southern Propane and NGL truck services add to fee based and fixed margin earnings

• Utilize hedges to minimize volatility in our cylinder exchange earnings

___________________________1. % of 2015 YTD adjusted EBITDA through September 30, 2015

Growing a Diverse Mix of Stable Cash Flows

16___________________________1. Based on Adjusted EBITDA for the year ended December 31, 20142. Based on planned Adjusted EBITDA for the year ended December 31, 2015. Includes 3Q15 actual results

Fee Based Fixed Margin Variable Margin

Crude Oil Pipeline & Storage

Refined Products Terminals

Crude Oil & NGL Trucking

NGL Fixed Margin Product Sales

Crude Oil and NGL & Supply

Logistics

NGL Variable Margin

Product Sales

Refined Product Sales

• Pipeline throughput fees

• Crude oil storage fees

• Throughput volume fees

• Fee-basedtrucking for third parties

• NGL sales under fixed price & hedged contracts

• Typically back-to-back transactionsat index-based prices

• NGL salesat market prices

• Product sales that vary with market prices

2014 Adjusted EBITDA1 2015 Planned Adjusted EBITDA2

Variable Margin,

44%

Fee Based,

48%

Fixed Margin, 8%

Variable Margin,

39%

Fee Based,

45%

Fixed Margin,

16%

Well Positioned for 2016 and Beyond

17

Solid Position in Active Basins

Fully Integrated Solution

Solid Financial Position

• Network of midstream assets in core of Midland Basin

• Potential Eagle Ford position capitalizes on strong fundamentals, drilling activity

• Manage physical movement of petroleum products from origination to destination

• Four complimentary business segments connecting upstream to downstream

• Natural hedge to seasonality and commodity price changes

• Large percentage of fee-based business

• Low commodity price sensitivity

• Strong balance sheet

• Strong sponsor with drop-down opportunities

Enables Long-Term Growth

• Execute on backlog of organic growth opportunities

• Identify and pursue potential acquisitions

• Execute pipeline expansions

• Initiate drop-downs

Financial Strategy

18

Maintain Stable Cash Flows

• Long term contracts for our crude oil pipelines

• Refined products and NGL segments offer diversification in mature markets but with considerable growth opportunities

Committed to Long Term Growth

• Near-term organic growth projects being pursued in existing businesses

• Potential strategic drop-down of Republic Midstream could support growth

• Remain open to acquisition opportunities that are strategic to the platform

Commitment to Financial Flexibility

• Revolver has ~$86 million in availability

• Target 3.5-4.0x leverage over the long-term

Comprehensive Risk Management

• Established policies and procedures to monitor and manage risks associated with commodity prices, counterparty credit and interest rates

• Commodity price exposure is minimized through fixed-fee contracts or margin-based arrangements

JPEP Investment Summary

19

Diversified Business

• Four unique but complementary business segments connecting upstream supply to downstream demand

• Opportunity to seek further value chain integration

• Approximately 80% of 2015 YTD EBITDA is generated outside of Crude Oil Supply and Logistics and our Crude Oil Pipelines business

Strategically Located Crude

Assets

• JP Energy Partners and JP Energy Development have strategically developed and acquired assets in the most profitable basins in North America

• Truck locations managed dynamically to optimize returns of Crude Oil Supply and Logistics and Crude Oil Pipelines segments

Stable Cash Flows

• Limited direct commodity price exposure

• 61% of 2015 Adjusted EBITDA is fee-based or fixed margin

Strong Equity Sponsorship

• Owns over 50% of the LP units and approximately 71% of the GP

• Experienced sponsor that is active in the market

• Remains committed to long-term drop down strategy, including Republic Midstream

Conservative Balance Sheet

• Focused on financially responsible and conservative growth and cost containment

• Revolver has ~$86 million in availability, target 3.5-4.0x leverage over the long-term

Appendix

Non-GAAP Reconciliation – Adjusted EBITDA

21

2015 2014 2015 2014

Segment Adjusted EBITDA

Crude oil pipelines and storage 5,988$ 5,301$ 17,593$ 15,447$

Crude oil supply and logistics (1,276) 5,477 394 7,139

Refined products terminals and storage 2,261 2,525 7,601 7,666

NGL distribution and sales 6,135 2,256 23,083 9,902

Discontinued operations - - - 983

Corporate and other (2,661) (5,966) (15,971) (19,502)

Total Adjusted EBITDA 10,447 9,593 32,700 21,635

Depreciation and amortization (12,343) (10,395) (35,768) (30,569)

Interest expense (1,514) (2,406) (4,069) (7,957)

Loss on extinguishment of debt - - - (1,634)

Income tax (expense) benefit (82) 158 (333) 2

Gain (loss) on disposal of assets, net 14 (533) (1,395) (1,193)

Unit-based compensation (323) (578) (875) (1,163)

Total gain (loss) on commodity derivatives 3,471 (762) (1,449) (730)

7,503 105 15,918 (483)

Early settlement of commodity derivatives (8,745) - (8,745) -

Non-cash inventory costing adjustment (3,662) - (2,671) -

Corporate overhead support from general partner (3,000) - (3,000) -

Transaction costs and other (214) (792) (3,033) (1,724)

Discontinued operations - - - (10,591)

Net loss (8,448)$ (5,610)$ (12,720)$ (34,407)$

Three months ended September 30,

Net cash (receipts) payments for commodity derivatives

settled during the period

Nine months ended September 30,

(in thousands)

Non-GAAP Reconciliation – Distributable Cash Flow

22

Three months

ended

September 30,

2015

Nine months

ended

September 30,

2015

Net cash provided by operating activities 4,944$ 24,266$

Depreciation and amortization (12,343) (35,768)

Derivative valuation changes 11,024 14,625

Amortization of deferred financing costs (227) (682)

Unit-based compensation (323) (875)

Loss on disposal of assets 14 (1,395)

Bad debt expense (307) (999)

Other non-cash items 7 193

Changes in assets and liabilities (11,237) (12,085)

Net loss (8,448)$ (12,720)$

Depreciation and amortization 12,343 35,768

Interest expense 1,514 4,069

Income tax expense 82 333

(Gain) loss on disposal of assets, net (14) 1,395

Unit-based compensation 323 875

Total gain (loss) on commodity derivatives (3,471) 1,449

(7,503) (15,918)

Early settlement of commodity derivatives 8,745 8,745

Non-cash inventory costing adjustment 3,662 2,671

Corporate overhead support from general partner 3,000 3,000

Transaction costs and other 214 3,033

Adjusted EBITDA 10,447$ 32,700$

Less:

Cash interest paid, net of interest income 1,238 3,209

Cash taxes paid - 450

Maintenance capital expenditures, net 585 2,290

Distributable cash flow 8,624$ 26,751$

Less:

Distributions 12,028 36,040

Amount in excess of (less than) distributions (3,404)$ (9,289)$

Distribution coverage 0.72x 0.74x

Net cash payments for commodity derivatives

settled during the period

(in thousands)

Consolidated Income Statement

23

Three Months Ended September 30, Nine Months Ended September 30,

2015 2014 2015 2014

REVENUES:

210,422$ 371,623$ 730,859$ 1,102,030$

196 - 196 -

6,457 8,130 20,057 23,923

926 - 1,206 -

34,773 41,982 127,028 142,146

- 476 - 7,409

3,373 3,069 9,549 7,290

- 74 - 1,521

3,436 3,237 10,461 10,086

Total revenues 259,583 428,591 899,356 1,294,405

COSTS AND EXPENSES:

Cost of sales, excluding depreciation and amortization 224,425 392,662 781,173 1,190,859

Operating expense 19,119 17,048 53,676 52,304

General and administrative 10,669 11,315 36,132 35,196

Depreciation and amortization 12,343 10,395 35,768 30,569

(Gain) loss on disposal of assets, net (14) 533 1,395 1,193

Total costs and expenses 266,542 431,953 908,144 1,310,121

OPERATING LOSS (6,959) (3,362) (8,788) (15,716)

OTHER INCOME (EXPENSE)

Interest expense (1,514) (2,406) (4,069) (7,957)

Loss on extinguishment of debt - - - (1,634)

Other income, net 107 - 470 506

LOSS FROM CONTINUING OPERATIONS BEFORE INCOME TAXES (8,366) (5,768) (12,387) (24,801)

Income tax (expense) benefit (82) 158 (333) 2

LOSS FROM CONTINUING OPERATIONS (8,448) (5,610) (12,720) (24,799)

DISCONTINUED OPERATIONS

- - - (9,608)

NET LOSS (8,448)$ (5,610)$ (12,720)$ (34,407)$

Crude oil sales

NGL and refined product sales

Refined products terminals and storage fees

Net loss from discontinued operations

(in thousands, except unit and per unit data)

Crude oil sales - related parties

Gathering, transportation and storage fees

Gathering, transportation and storage fees - related parties

NGL and refined product sales - related parties

Refined products terminals and storage fees - related parties

Other revenues