Edgar Filing: GENESIS ENERGY LP

Genesis Energy L.P. 10-K 12-31-2006

UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form 10-K

x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2006

¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934

Commission file number 1-12295

GENESIS ENERGY, L.P.

(Exact name of registrant as specified in its charter)

	Delaware (State or other jurisdictions of incorporation or organization)		76-0513049 (I.R.S. Employer Identification No.)

	500 Dallas, Suite 2500, Houston, TX (Address of principal executive offices)		77002 (Zip code)

Registrant's telephone number, including area code:

(713) 860-2500

Securities registered pursuant to Section 12(b) of the Act:

	Title of Each Class on Which Registered		Name of Each Exchange on Which Registered
	Common Units		American Stock Exchange

Securities registered pursuant to Section 12(g) of the Act:

NONE

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Exchange Act of 1934.

Yes ¨ No x

Indicate 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 Act during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

Yes 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, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. x

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act.

Large accelerated filer ¨

Accelerated filer x

Non-accelerated filer ¨

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2) of the Act).

Yes ¨ No x

The aggregate market value of the common units held by non-affiliates of the Registrant on June 30, 2006 (the last business day of Registrant’s most recently completed second fiscal quarter) was approximately $177,537,000 based on $13.98 per unit, the closing price of the common units as reported on the American Stock Exchange. At March 1, 2007, the Registrant had 13,784,441 common units were outstanding.

GENESIS ENERGY, L.P.

2006 FORM 10-K ANNUAL REPORT

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		Page

Part I

Items 1 and 2	Business and Properties	4
Item 1A.	Risk Factors	18
Item 1B.	Unresolved Staff Comments	29
Item 3.	Legal Proceedings	29
Item 4.	Submission of Matters to a Vote of Security Holders	30

Part II

Item 5.	Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities	30
Item 6.	Selected Financial Data	31
Item 7.	Management’s Discussion and Analysis of Financial Condition and Results of Operations	33
Item 7A.	Quantitative and Qualitative Disclosures about Market Risk	54
Item 8.	Financial Statements and Supplementary Data	55
Item 9.	Changes in and Disagreements with Accountants on Accounting and Financial Disclosure	55
Item 9A.	Controls and Procedures	55
Item 9B.	Other Information	57

Part III

Item 10.	Directors, Executive Officers and Corporate Governance	57
Item 11.	Executive Compensation	60
Item 12.	Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters	75
Item 13.	Certain Relationships and Related Transactions, and Director Independence	76
Item 14.	Principal Accountant Fees and Services	77

Part IV

Item 15.	Exhibits and Financial Statement Schedules	78

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FORWARD-LOOKING INFORMATION

The statements in this Annual Report on Form 10-K that are not historical information may be “forward looking statements” within the meaning of the various provisions of the Securities Act of 1933 and the Securities Exchange Act of 1934. All statements, other than historical facts, included in this document that address activities, events or developments that we expect or anticipate will or may occur in the future, including things such as plans for growth of the business, future capital expenditures, competitive strengths, goals, references to future goals or intentions and other such references are forward-looking statements. These forward-looking statements are identified as any statement that does not relate strictly to historical or current facts. They use words such as “anticipate,” “believe,” “continue,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “position,” “projection,” “strategy” or “will” or the negative of those terms or other variations of them or by comparable terminology. In particular, statements, expressed or implied, concerning future actions, conditions or events or future operating results or the ability to generate sales, income or cash flow are forward-looking statements. Forward-looking statements are not guarantees of performance. They involve risks, uncertainties and assumptions. Future actions, conditions or events and future results of operations may differ materially from those expressed in these forward-looking statements. Many of the factors that will determine these results are beyond our ability or the ability of our affiliates to control or predict. Specific factors that could cause actual results to differ from those in the forward-looking statements include:

demand for, the supply of, changes in forecast data for, and price trends related to crude oil, liquid petroleum, natural gas and natural gas liquids or “NGLs” in the United States, all of which may be affected by economic activity, capital expenditures by energy producers, weather, alternative energy sources, international events, conservation and technological advances;

throughput levels and rates;

changes in, or challenges to, our tariff rates;

our ability to successfully identify and consummate strategic acquisitions, make cost saving changes in operations and integrate acquired assets or businesses into our existing operations;

service interruptions in our liquids transportation systems, natural gas transportation systems or natural gas gathering and processing operations;

shut-downs or cutbacks at refineries, petrochemical plants, utilities or other businesses for which we transport crude oil, natural gas or other products or to whom we sell such products;

changes in laws or regulations to which we are subject;

our inability to borrow or otherwise access funds needed for operations, expansions or capital expenditures as a result of existing debt agreements that contain restrictive financial covenants;

loss of key personnel;

the effects of competition, in particular, by other pipeline systems;

hazards and operating risks that may not be covered fully by insurance;

the condition of the capital markets in the United States;

loss of key customers;

the political and economic stability of the oil producing nations of the world; and

general economic conditions, including rates of inflation and interest rates.

You should not put undue reliance on any forward-looking statements. When considering forward-looking statements, please review the risk factors described under “Risk Factors” discussed in Item 1A. Except as required by applicable securities laws, we do not intend to update these forward-looking statements and information.

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PART I

Items 1 and 2. Business and Properties

General

We are a growth-oriented midstream energy partnership that was formed in 1996 as a master limited partnership, or MLP. We have a diverse portfolio of customers and assets, including pipeline transportation of primarily crude oil and, to a lesser extent, natural gas and carbon dioxide, or CO₂, in the Gulf Coast region of the United States. In conjunction with our crude oil pipeline transportation operations, we operate a crude oil gathering and marketing business, which helps ensure a base supply of crude oil for our pipelines. We also participate in industrial gas activities, including a CO₂ supply business, which is associated with the CO₂ tertiary oil recovery process being used in Mississippi by an affiliate of our general partner. We also own a 50% interest in a joint venture that processes natural gas to produce syngas and high-pressure steam. During 2006 we acquired a 50% interest in a joint venture that produces and distributes liquid CO₂ for use in the food, beverage, chemical and oil industries. We attempt to minimize our exposure to changes in the prices of energy commodities by structuring our compensation arrangements for each service we provide in a manner that is not directly linked to commodity prices.

We conduct our business through three primary segments:

Pipeline Transportation—Our core business is the transportation of crude oil for others for a fee. The rates on substantially all of our pipelines are regulated by the Federal Energy Regulatory Commission, or FERC, or the Railroad Commission of Texas. Our 235-mile Mississippi System provides shippers of crude oil in Mississippi indirect access to refineries, pipelines, storage, terminaling and other crude oil infrastructure located in the Midwest. Our 90-mile Texas System extends from West Columbia to Webster, Webster to Texas City and Webster to Houston. Our 100-mile Jay System originates in southern Alabama and the panhandle of Florida and extends to a point near Mobile, Alabama. On a much smaller scale, we also transport CO₂ and natural gas for a fee.

Crude Oil Gathering and Marketing—We conduct certain crude oil aggregating operations, which involve purchasing, gathering and transporting by trucks and pipelines operated by us and trucks, pipelines and barges operated by others, and reselling, that (among other things) help ensure a base supply source for our crude oil pipeline systems. Our profit for those services is derived from the difference between the price at which we re-sell crude oil less the price at which we purchase that crude oil, minus the associated costs of aggregation and any cost of supplying credit. The most substantial component of our aggregating costs relates to operating our fleet of leased trucks. Our crude oil gathering and marketing activities provide us with an extensive expertise, knowledge base and skill set that facilitate our ability to capitalize on regional opportunities which arise from time to time in our market areas. Usually, this segment experiences limited commodity price risk because we generally make back-to-back purchases and sales, matching our sale and purchase volumes on a monthly basis.

Industrial Gases.

CO₂— We supply CO₂ to industrial customers under seven long-term contracts, with an average remaining contract life of 10 years. We acquired those contracts, as well as the CO₂ necessary to satisfy substantially all of the obligations under those contracts, in three separate transactions with affiliates of our general partner. Our compensation for supplying CO₂ to our industrial customers is the effective difference between the price at which we sell our CO₂ under each contract and the price at which we acquired our CO₂ pursuant to our volumetric production payments (also known as VPPs), minus transportation costs. We expect our CO₂ contracts to provide stable cash flows until they expire. Prior to the expiration, we intend to extend or replace those contracts.

Syngas—Through our 50% interest in a joint venture, we receive a proportionate share of fees under a processing agreement covering a facility that manufactures syngas and high-pressure steam. Under that processing agreement, Praxair provides the raw materials to be processed and receives the syngas and steam produced by the facility. Praxair has the exclusive right to use the facility through at least 2016, which Praxair has the option to extend for two additional five year terms. Praxair also is our partner in the joint venture and owns the remaining 50% interest.

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Sandhill - Through our 50% interest in a joint venture, we participate in the production and distribution of liquid carbon dioxide for use in the food, chemical and oil industries. The Sandhill facility acquires CO₂ from us under one of the long-term supply contracts described above.

We conduct our operations through subsidiaries and joint ventures. As is common with publicly-traded partnerships, or MLPs, our general partner is responsible for operating our business, including providing all necessary personnel and other resources.

Our General Partner and Our Relationship with Denbury Resources Inc.

We continue to benefit from our affiliation with Denbury Resources Inc. (NYSE: DNR), which indirectly owns our general partner and a 9.25% ownership interest in us. Denbury is a publicly traded oil and gas exploration and production company with operations located primarily in Mississippi, Louisiana and Texas. As a result of its emphasis on the tertiary recovery of crude oil using CO₂ flooding, Denbury has become the largest producer (based on average barrels produced per day) of crude oil in the State of Mississippi, and owns approximately 5.5 trillion cubic feet of proved CO₂ reserves as of December 31, 2006.

In addition to its ownership interests in us, we have other significant commercial arrangements with Denbury. Denbury (including its subsidiaries) is:

the only shipper (other than us) on our Mississippi System, utilizing approximately 90% of the current daily throughput;

the company that sold us seven long-term CO₂ sales contracts with industrial customers, along with the CO₂ necessary to satisfy substantially all of our obligations under those contracts (280.0 billion cubic feet (Bcf) of CO₂ under three separate VPPs);

the operator of the fields in which our CO₂ reserves are located; and

the sole shipper on our Brookhaven CO₂ pipeline.

Denbury is a uniquely situated energy company. It is one of only a handful of producers in the U.S. that possess extensive CO₂ tertiary recovery expertise, as well as large quantities of low-cost CO₂ reserves. Denbury is conducting the largest CO₂ tertiary recovery operations in the Eastern Gulf Coast of the U.S., an area with many mature oil reservoirs that potentially contain substantial volumes of recoverable crude oil. We believe our relationship with Denbury, as well as the geographic proximity of our operations to Denbury’s, provides us opportunities to develop new crude oil transportation and CO₂ opportunities.

Although Denbury is not obligated to enter into any transactions with (or to offer any opportunities to) us, Denbury has expressed indications of interest in selling to us (and entering into arrangements under which Denbury would have the exclusive right to utilize) specified CO₂ infrastructure assets, including some that have not yet been placed in-service, subject to the satisfaction of certain conditions. Those conditions include the negotiation of material terms, the execution of definitive agreements, the existence of adequate credit support and our acquisition (by construction or purchase) of assets that are not related to Denbury’s operations in an amount at least equal to 150% of the amount of new acquisitions or financings we complete with Denbury. We hope the consummation of such arrangements might lead to other opportunities with Denbury in the future.

Our Objective and Strategies

Increasing throughput on our existing assets.

Pursuing organic growth opportunities through construction and expansion opportunities.

Pursuing accretive acquisitions and expanding our footprint.

Leveraging our CO₂ expertise, along with our relationship with Denbury, to create new opportunities with Denbury and third parties.

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Capitalizing on the regional crude oil supply and demand imbalances that exist in our market areas through our marketing and distribution expertise.

Emphasizing services for which the compensation is not linked to commodity prices (like gathering and transportation) and managing commodity risks by using contractual arrangements.

Maintaining a balanced and diversified portfolio of midstream energy and industrial gases interests and assets.

Maintaining a sound capital structure.

Sharing capital costs and risks through joint ventures and strategic alliances.

Our Key Strengths

Based on the following competitive strengths, we believe we are well positioned to execute our strategies and ultimately achieve our objective:

Quality Asset Base. We have a quality asset base characterized by:

Strategic Locations. Our Mississippi System is adjacent to several oil fields operated by Denbury, which is the sole shipper (other than us) on our Mississippi System. To our knowledge, our Jay System is the only system serving the Florida panhandle and southwest Alabama.

Additional Throughput Capacity. All of our systems have additional throughput capacity which allows us to transport additional volumes at minimal additional cost to us.

Cash Flow Stability. Our relatively low exposure to commodity price fluctuations, diversified asset base and long-term contracts related to our industrial gases operations provide us with a stable source of cash flows.

A Unique Platform in Industrial Gases. We believe we have the potential to expand our CO₂ business and leverage that expertise, along with our relationship with Denbury, to create a unique growth platform in industrial gases, an area not currently as competitive as other midstream industry activities.

Strong Relationship with Denbury. We have a strong relationship with Denbury, which is the indirect owner of our general partner and the largest exploration and production company (based on average barrels produced per day) currently operating in Mississippi. Denbury is the sole shipper (other than us) on our Mississippi System, and its extensive CO₂ reserves and operations provide us the opportunity to expand our crude oil transportation and CO₂ opportunities.

Financial Flexibility and Strong Distribution Coverage. We have the financial flexibility to pursue growth projects. As of December 31, 2006, we had a credit facility with a maximum credit amount of $500 million and an initial committed amount of $125 million. Our borrowing base as of December 31, 2006 was approximately $82 million. The commitment amount can be increased up to the maximum facility amount for acquisitions or internal growth projects with approval of the lenders. Likewise, the borrowing base may be increased to the extent of earnings before interest, taxes, depreciation and amortization, or EBITDA, attributable to acquisitions. We had $8 million of long-term debt and $4.6 million of letters of credit outstanding and we have approximately $70 million of borrowing capacity under our credit facility available on December 31, 2006.

Insulation from Commodity Price Risks. Many of our contractual arrangements help insulate our operating cash flows from changes in energy commodity prices. Our compensation arrangements include fee-based arrangements, back-to-back purchases and sales, and tolling-type arrangements, which in general do not vary with changes in the price of the underlying commodity. We also use hedges from time to time to mitigate the impact of fluctuations in energy commodity prices on our segment margins.

Balanced and Diversified Operations. We have a balanced portfolio of customers and assets and a proven track record of cash flow diversification. Our operations include the pipeline transportation of crude oil and, to a lesser extent, CO₂ and natural gas in the Gulf Coast; crude oil gathering and marketing primarily around our Gulf Coast crude oil pipelines; and industrial gas activities.

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Recent Developments

New Credit Facility

On November 15, 2006, we replaced our existing credit facility with a $500 million Senior Secured Revolving Credit Agreement between Genesis Crude Oil, L.P. and a syndicate of lenders. Our new credit facility, with a maximum facility amount of $500 million, is with a group of banks led by Fortis Capital Corp. and Deutsche Bank Securities Inc. The initial committed amount under our facility is $125 million, of which a maximum of $50 million may be used for letters of credit. The committed amount represents the amount the banks have committed to fund pursuant to the terms of the credit agreement. The borrowing base under the facility at December 31, 2006 was approximately $82 million, and it will be recalculated quarterly and at the time of acquisitions. The borrowing base represents the amount that can be borrowed or utilized for letters of credit from a credit standpoint based on our EBITDA, computed in accordance with the provisions of our credit facility. The commitment amount may be increased up to the maximum facility amount for acquisitions and internal growth projects with approval of the lenders. Likewise, the borrowing base may be increased to the extent of EBITDA attributable to acquisitions.

Distribution Increases

On November 14, 2006, we paid a cash distribution of $0.20 per unit for the quarter ended September 30, 2006. This was the fifth consecutive quarter in which we increased our distribution by $0.01 per unit. We increased our distribution again for the quarter ended December 31, 2006, with a distribution of $0.21 per unit to unitholders of record as of February 2, 2007 paid on February 14, 2007.

New Management Team

On August 8, 2006, we hired three senior executive officers: Grant E. Sims, former CEO of Leviathan Gas Pipeline Partners, L.P., was appointed as the new Chief Executive Officer and a member of the Board of Directors; Joseph A. Blount, Jr., former President and Chief Operating Officer of Unocal Midstream & Trade, was appointed as President and Chief Operating Officer; and Brad N. Graves, former Vice President of Enterprise Products Partners, L.P., was appointed as Executive Vice President of Business Development. This management team is responsible for designing and implementing a growth-oriented strategy that will include acquisitions from third parties, development projects and, ultimately, acquisitions from (or lease or financing arrangements with) Denbury. The new management team will have the opportunity to earn up to 20% of the equity interest in our general partner (currently owned 100% by Denbury) subject to meeting certain performance criteria.

Acquisition of Sandhill Joint Venture

On April 1, 2006, we acquired a 50% partnership interest in Sandhill Group, LLC for $5 million from Magna Carta Group, LLC. Magna Carta holds the other 50% interest in Sandhill. Sandhill is a limited liability company that owns a CO₂ processing facility located in Brandon, Mississippi. Sandhill is engaged in the production and distribution of liquid carbon dioxide for use in the food, chemical and oil industries. The facility acquires CO₂ from us under a long-term supply contract that we acquired in 2005 from Denbury.

The acquisition was financed with cash on hand. The terms of the acquisition include earnout provisions such that additional payments of up to $2.0 million would be paid by us to Magna Carta if Sandhill achieves targeted performance levels during the seven years between 2006 and 2012 inclusive. We have also guaranteed to Sandhill’s lender 50% of the outstanding debt of $4.5 million, or $2.25 million. We believe that our investment in Sandhill will provide opportunities to expand our footprint in our industrial gases activities.

Description of Segments and Related Assets

Pipeline Transportation

Our core business is the transportation of crude oil for others for a fee. Through the pipeline systems we own and operate, we transport crude oil for our gathering and marketing operations and other shippers pursuant to tariff rates regulated by the Federal Energy Regulatory Commission, or FERC, or the Railroad Commission of Texas. Accordingly, we offer transportation services to any shipper of crude oil, if the products tendered for transportation satisfy the conditions and specifications contained in the applicable tariff. Pipeline revenues are a function of the level of throughput and the particular point where the crude oil was injected into the pipeline and the delivery point. We also can earn revenue from pipeline loss allowance volumes. In exchange for bearing the risk of pipeline volumetric losses, we deduct volumetric pipeline loss allowances and crude quality deductions. Such allowances and deductions are offset by measurement gains and losses. When the allowances and deductions exceed measurement losses, the net pipeline loss allowance volumes are earned and recognized as income and inventory available for sale valued at the market price for the crude oil.

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The margins from our pipeline operations are generated by the difference between the revenues from regulated published tariffs, pipeline loss allowance revenues and the fixed and variable costs of operating and maintaining our pipelines.

We own and operate three common carrier crude oil pipeline systems. Our 235-mile Mississippi System provides shippers of crude oil in Mississippi indirect access to refineries, pipelines, storage, terminaling and other crude oil infrastructure located in the Midwest. Our 100-mile Jay System originates in southern Alabama and the panhandle of Florida and extends to a point near Mobile, Alabama. Our 90-mile Texas System extends from West Columbia to Webster, Webster to Texas City and Webster to Houston. On a much smaller scale, we also transport CO₂ and natural gas for a fee.

Mississippi System. Our Mississippi System extends from Soso, Mississippi to Liberty, Mississippi and includes tankage at various locations with an aggregate storage capacity of 200,000 barrels. This System is adjacent to several oil fields operated by Denbury, which is the sole shipper (other than us) on our Mississippi System. As a result of its emphasis on the tertiary recovery of crude oil using CO₂ flooding, Denbury has become the largest producer (based on average barrels produced per day) of crude oil in the State of Mississippi. As Denbury continues its tertiary recovery activities and increases its production, we expect increased demand for our crude oil transportation services.

We restructured some of our crude oil gathering, marketing and transportation arrangements with Denbury in 2004 to provide for a fee-based arrangement with Denbury under which we transport its crude oil on our regulated pipelines in our Pipeline Transportation Segment. We effected that restructuring by implementing an “incentive” tariff. Under our incentive tariff, the average rate per barrel that we charge during any month decreases as our aggregate throughput for that month increases above specified thresholds. Prior to this restructuring, we handled most of our Mississippi arrangements with Denbury using purchases and sales through our Crude Oil Gathering and Marketing Segment, in which we purchased crude oil from others (including Denbury) and gathered, transported and resold that crude in the market. The new tariff arrangement has improved our rate of return.

Over the last several years, we have initiated and completed several projects that increased the capacity of our Mississippi System. We added tankage and other equipment. During 2006, we reconditioned a 35-mile segment of our Mississippi pipeline so that we could ship crude oil from Denbury’s fields in the Martinville area. During 2004, we constructed a 10-mile, 10-inch CO₂ pipeline that is connected to Denbury’s 183 mile pipeline that transports CO₂ from their Jackson Dome CO₂ reservoir. Our pipeline moves the CO₂ to the Brookhaven oil field to be used by Denbury in tertiary recovery. We entered into a contract granting Denbury the exclusive right to use that CO₂ pipeline through 2012 in exchange for a monthly demand and commodity charge. We constructed an 11-mile, 8-inch extension to our Mississippi oil pipeline next to the CO₂ pipeline to transport the crude oil from the Brookhaven field to our existing pipeline. We also constructed a 5-mile extension from our existing Mississippi crude oil pipeline to Denbury’s Olive field during 2004. We undertook those projects in response to increasing crude oil production in the area. We expect those production rates to continue to increase primarily as a result of the broad-based CO₂ tertiary recovery projects that Denbury is currently undertaking and has announced it will undertake in the future. We intend to develop other organic growth opportunities related to our Mississippi System.

Jay System. Our Jay System begins near oil fields in southern Alabama and the panhandle of Florida and extends to a point near Mobile, Alabama. Our Jay System includes tankage with 230,000 barrels of storage capacity, primarily at Jay station. Recent changes in ownership of the more mature producing fields in the area surrounding our Jay System have led to interest in further development activities regarding those fields which may lead to increases in production. Additional, new wells have been drilled in the area. This new production produces greater tariff revenue for us due to the greater distance that the crude oil travels on the pipeline. This increased revenue, increases in tariff rates each year on the remaining segments of the pipeline, sales of pipeline loss allowance volumes, and operating efficiencies that have decreased operating costs have contributed to increase our cash flows from the Jay System.

Texas System. The active segments of the Texas System extend from West Columbia to Webster, Webster to Texas City and Webster to Houston. These segments include approximately 90 miles of pipe. The Texas System receives all of its volume from connections to other pipeline carriers. We charge a tariff rate for our transportation services, with the tariff rate per barrel of crude oil varying with the distance from injection point to delivery point. We entered into a joint tariff with TEPPCO Crude Pipeline, L.P. (TEPPCO) to receive oil from their system at West Columbia and a joint tariff with TEPPCO and ExxonMobil Pipeline Company to receive oil from their systems at Webster. We also continue to receive barrels from a connection with Seminole Pipeline Company at Webster. We own tankage with approximately 110,000 barrels of storage capacity associated with the Texas System. We lease an additional approximately 165,000 barrels of storage capacity for our Texas System in Webster. We have a tank rental reimbursement agreement effective January 1, 2005 with the primary shipper on our Texas System to reimburse us for the lease of this storage capacity at Webster.

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Natural Gas Pipelines. In January 2005, we acquired natural gas pipeline and gathering systems located in Texas, Louisiana and Oklahoma from Multifuels Energy Asset Group, L.P. These systems are comprised of approximately 45 miles of pipeline and related assets.

Customers

Denbury, a large independent energy company, is the sole shipper (other than us) on our Mississippi System. The customers on our Jay and Texas Systems are primarily large, energy companies. Revenues from customers of this segment did not account for more than ten percent of our consolidated revenues.

Competition

Competition among common carrier pipelines is based primarily on posted tariffs, quality of customer service and proximity to production, refineries and connecting pipelines. We believe that high capital costs, tariff regulation and the cost of acquiring rights-of-way make it unlikely that other competing crude oil pipeline systems, comparable in size and scope to our pipelines, will be built in the same geographic areas in the near future.

Industrial Gases

Our industrial gases segment is a natural outgrowth from our core business. Because of the substantial CO₂ flooding tertiary recovery operations being utilized around our Mississippi System, we became familiar with CO₂-related activities and, ultimately, began our CO₂ business in 2003. Our relationships with industrial customers who use CO₂ have expanded, which has introduced us to potential opportunities associated with other industrial gases, such as syngas (also known as synthetic gas), which is a combination of carbon monoxide and hydrogen.

CO₂

We supply CO₂ to industrial customers under seven long-term CO₂ sales contracts. We acquired those contracts, as well as the CO₂ necessary to satisfy substantially all of our expected obligations under those contracts, in three separate transactions with Denbury. Since 2003, we have purchased those contracts, along with three VPPs representing 280.0 Bcf of CO₂ (in the aggregate), from Denbury for a total of $43.1 million in cash. We sell our CO₂ to customers who treat the CO₂ and sell it to end users for use for beverage carbonation and food chilling and freezing. Our compensation for supplying CO₂ to our industrial customers is the effective difference between the price at which we sell our CO₂ under each contract and the price at which we acquired our CO₂ pursuant to our VPPs, minus transportation costs. We expect our CO₂ contracts to provide stable cash flows until they expire, at which time we intend to extend or replace those contracts, including acquiring the necessary CO₂ supply from wholesalers. At December 31, 2006, we have 210.5 Bcf of CO₂ remaining under the VPPs.

Currently, all of our CO₂ supply is from naturally occurring sources - our VPPs. We believe we have an adequate supply to service existing contracts through their terms. When our VPPs expire, we will have to obtain our CO₂ supply from Denbury, from other sources, or discontinue the CO₂ supply business. Denbury will have no obligation to provide us with CO₂, and has the right to compete with us. See “Risks Related to Our Partnership Structure” for a discussion of the potential conflicts of interest between Denbury and us.

One of the parties that we supply with CO₂ under a long-term sales contract is Sandhill Group, LLC. On April 1, 2006, we acquired a 50% interest in Sandhill Group, LLC as discussed below.

Syngas

On April 1, 2005, we acquired from TCHI, Inc., a wholly-owned subsidiary of ChevronTexaco Global Energy, Inc., a 50% partnership interest in T&P Syngas for $13.4 million in cash, which we funded with proceeds from our credit facility. T&P Syngas is a partnership which owns a facility located in Texas City, Texas that manufactures syngas and high-pressure steam. Under a long-term processing agreement, the joint venture receives fees from its sole customer, Praxair Hydrogen Supply, Inc. during periods when processing occurs, and Praxair has the exclusive right to use the facility through at least 2016, which Praxair has the option to extend for two additional five year terms. Praxair also is our partner in the joint venture and owns the remaining 50% interest.

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Sandhill

On April 1, 2006, we acquired from Magna Carta Group, LLC a 50% partnership interest in Sandhill for $5.0 million in cash, which we funded with cash on hand. Magna Carta owns the remaining 50% of Sandhill. Sandhill is a limited liability company that owns a CO₂ processing facility located in Brandon, Mississippi. Sandhill is engaged in the production and distribution of liquid carbon dioxide for use in the food, chemicals and oil industries. The facility acquires CO₂ from us under a long-term supply contract that we acquired in 2005 from Denbury. This contract expires in 2023, and provides for a daily contract quantity of 16,000 Mcf per day with a take-or-pay minimum quantity of 2,500,000 Mcf.

Customers

Five of the seven contracts for supplying CO₂ are with large international companies. One of the remaining contracts is with Sandhill Group, LLC, of which we own 50%. The remaining contract is with a smaller company with a history in the CO₂ business. Revenues from this segment did not account for more than ten percent of our consolidated revenues.

The sole customer of T&P Syngas is Praxair, a worldwide provider of industrial gases.

Sandhill sells to approximately 25 customers, with sales to two of those customers representing approximately 40% of Sandhill’s total revenues of approximately $11 million in 2006. Sandhill has long-term relationships with those customers and has not experienced collection problems with them.

Competition

Currently, all of our CO₂ supply is from naturally occurring sources - our VPPs. We believe we have an adequate supply to service existing contracts through their terms. In the future we may have to obtain our CO₂ supply from manufactured processes. Naturally-occurring CO₂, like that from the Jackson Dome area, occurs infrequently, and only in limited areas east of the Mississippi River, including the fields controlled by Denbury. Our industrial CO₂ customers have facilities that are connected to Denbury’s CO₂ pipeline to make delivery easy and efficient. Once our existing VPPs expire, we will have to obtain CO₂ from Denbury or other suppliers should we choose to remain in the CO₂ business, and the competition and pricing issues we will face at that time are uncertain.

With regard to sales of CO₂, our contracts have take-or-pay provisions requiring minimum volumes each year for each customer that must be paid for even if the CO₂ is not taken.

Due to the long-term contract and location of our syngas facility, as well as the costs involved in establishing a competing facility, we believe it is unlikely that competing facilities will be established for our syngas processing services.

Sandhill has competition from the other industrial customers to whom we supply CO₂. As discussed above, the limited amounts of naturally-occurring CO₂ east of the Mississippi River makes it difficult for competitors of Sandhill to significantly increase their production or sales.

Crude Oil Gathering and Marketing

Our crude oil gathering and marketing operations are concentrated in Texas, Louisiana, Alabama, Florida and Mississippi. These operations, which involve purchasing, gathering and transporting by trucks and pipelines operated by us and trucks, pipelines and barges operated by others, and reselling, help to ensure (among other things) a base supply source for our crude oil pipeline systems. Our profit for those services is derived from the difference between the price at which we re-sell the crude oil less the price at which we purchase that crude oil, minus the associated costs of aggregation and any cost of supplying credit. The most substantial component of our aggregating costs relates to operating our fleet of leased trucks. Usually, this segment experiences limited commodity price risk because we generally make back-to-back purchases and sales, matching our sale and purchase volumes on a monthly basis.

Segment margin from our crude oil gathering and marketing operations varies from period to period, depending, to a significant extent, upon changes in the supply of and demand for crude oil and the resulting changes in U.S. crude oil inventory levels. Generally, as we purchase crude oil, we simultaneously establish a margin by selling crude oil for physical delivery to third party users, such as independent refiners or major oil companies. Through these transactions, we seek to maintain a position that is substantially balanced between crude oil purchases, on the one hand, and sales or future delivery obligations, on the other hand. We do not acquire and hold crude oil, futures contracts or other derivative products for the purpose of speculating on crude oil price changes. When our positions become unbalanced such that we have inventory, we will use derivative instruments to hedge that inventory until such time as we can sell it into the market.

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When the crude oil markets are in contango (oil prices for future deliveries are higher than for current deliveries), we may purchase for our account and store crude oil as inventory in our storage tanks that we have purchased at lower prices in the current month for delivery at higher prices in future months. When we purchase inventory, we simultaneously enter into a contract to sell the inventory in a future period, either with a counterparty or in the crude oil futures market.

Usually, fluctuations in the market price of crude oil do not materially impact us. When market prices for crude oil increase, we must pay more for crude oil, but we normally are able to sell it for more. To the extent we have crude oil inventories, market price changes can impact us if we do not have effective hedges in place.

As of December 31, 2006, we provided crude oil gathering services through our fleet of 48 leased tractor-trailers. The trucking fleet generally hauls the crude oil to one of the approximately 50 pipeline injection stations owned or leased by us. We may sell the crude oil as it exits our injection station and enters the pipeline, or we may ship the crude oil on the pipeline to a point further along the distribution chain. We also transport purchased crude oil on trucks, barges and pipelines operated by third parties.

Producer Services

Crude oil purchasers who buy from producers compete on the basis of competitive prices and quality of services. We believe that our ability to offer high-quality field and administrative services to producers is a key factor in our ability to maintain volumes of purchased crude oil and to obtain new volumes. High-quality field services include efficient gathering capabilities, availability of trucks, willingness to construct gathering pipelines where economically justified, timely pickup of crude oil from tank batteries at the lease or production point, accurate measurement of crude oil volumes received, avoidance of spills and effective management of pipeline deliveries. Accounting and other administrative services include securing division orders (statements from interest owners affirming the division of ownership in crude oil purchased by the Partnership), providing statements of the crude oil purchased each month, disbursing production proceeds to interest owners and calculating and paying production taxes on behalf of interest owners. In order to compete effectively, we must make prompt and correct payment of crude oil production proceeds on a monthly basis, together with the correct payment of all severance and production taxes associated with such proceeds.

Our credit standing is an important consideration for parties from whom we purchase crude oil. In order to assure our ability to perform our obligations under crude oil purchase agreements, various credit arrangements are negotiated with suppliers. These arrangements include open lines of credit directly with us, guarantees or letters of credit.

Customers

Our customers are primarily large integrated and independent energy companies. During 2006, more than ten percent of our consolidated revenues were generated from sales of crude oil to each of three customers, Occidental Energy Marketing, Inc. (20.3%), Shell Oil Company (19.2%) and Calumet Specialty Products Partners, L.P. (10.9%). We do not believe that the loss of any of these customers would have a material adverse effect on us as crude oil is a readily marketable commodity. Generally sales of crude oil settle within 30 days of the month of the delivery.

Competition

In the crude oil gathering and marketing business, there is intense competition for leasehold purchases of crude oil. The number and location of our pipeline systems and trucking facilities give us access to domestic crude oil production throughout our area of operations. We have considerable flexibility in marketing the volumes of crude oil that we purchase, without dependence on any single customer or transportation or storage facility.

Our largest competitors in the purchase of leasehold crude oil production are Plains Marketing, L.P., Shell (US) Trading Company, GulfMark Energy, Inc. and TEPPCO Partners, L.P. Additionally, we compete with many regional or local gatherers who may have significant market share in the areas in which they operate. Competitive factors include price, personal relationships, range and quality of services, knowledge of products and markets, availability of trade credit and capabilities of risk management systems.

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As part of the sale of our Texas Gulf Coast operations to TEPPCO, we agreed not to compete in a 40 county area for five years from the effective date of the transaction of October 31, 2003.

Credit Exposure

Due to the nature of our operations, a disproportionate percentage of our trade receivables constitute obligations of oil companies. This industry concentration has the potential to impact our overall exposure to credit risk, either positively or negatively, in that our customers could be affected by similar changes in economic, industry or other conditions. However, we believe that the credit risk posed by this industry concentration is offset by the creditworthiness of our customer base. Our portfolio of accounts receivable is comprised in large part of integrated and independent energy companies with stable payment experience. The credit risk related to contracts which are traded on the NYMEX is limited due to the daily cash settlement procedures and other NYMEX requirements.

When we market crude oil, we must determine the amount, if any, of the line of credit we will extend to any given customer. We have established various procedures to manage our credit exposure, including initial credit approvals, credit limits, collateral requirements and rights of offset. Letters of credit, prepayments and guarantees are also utilized to limit credit risk to ensure that our established credit criteria are met. We use similar procedures to manage our exposure to our customers in the pipeline transportation and industrial gases segments.

Employees

To carry out various purchasing, gathering, transporting and marketing activities, our general partner employed, at December 31, 2006, approximately 190 employees. None of the employees are represented by labor unions, and we believe that relationships with our employees are good.

Organizational Structure

Genesis Energy, Inc., a Delaware corporation, serves as our sole general partner and as the general partner of our operating partnership, Genesis Crude Oil, L.P., and all of its subsidiary partnerships. Our general partner is owned by Denbury Gathering & Marketing, Inc., a subsidiary of Denbury Resources Inc. Below is a chart depicting our ownership structure.

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(1) Our general partner owns all of our incentive distribution rights. Our general partner has agreed to enter into contracts with our Senior Executives that will include terms providing for the ability of those executives to earn up to 20 percent of the equity in the 2% general partner interest. See additional discussion at “Item 11. Executive Compensation.”

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Regulation

Pipeline Tariff Regulation

The interstate common carrier pipeline operations of the Jay and Mississippi Systems are subject to rate regulation by FERC under the Interstate Commerce Act, or ICA. FERC regulations require that oil pipeline rates be posted publicly and that the rates be “just and reasonable” and not unduly discriminatory.

Effective January 1, 1995, FERC promulgated rules simplifying and streamlining the ratemaking process. Previously established rates were “grandfathered”, limiting the challenges that could be made to existing tariff rates. Increases from grandfathered rates of interstate oil pipelines are currently regulated by the FERC primarily through an index methodology, whereby a pipeline is allowed to change its rates based on the year-to-year change in an index. Under the regulations, we are able to change our rates within prescribed ceiling levels that are tied to the Producer Price Index for Finished Goods. Rate increases made pursuant to the index will be subject to protest, but such protests must show that the portion of the rate increase resulting from application of the index is substantially in excess of the pipeline's increase in costs.

In addition to the index methodology, FERC allows for rate changes under three other methods—a cost-of-service methodology, competitive market showings (“Market-Based Rates”), or agreements between shippers and the oil pipeline company that the rate is acceptable (“Settlement Rates”). The pipeline tariff rates on our Mississippi and Jay Systems are either rates that were grandfathered and have been changed under the index methodology, or Settlement Rates. None of our tariffs have been subjected to a protest or complaint by any shipper or other interested party.

Our intrastate common carrier pipeline operations in Texas are subject to regulation by the Railroad Commission of Texas. The applicable Texas statutes require that pipeline rates be non-discriminatory and provide a fair return on the aggregate value of the property of a common carrier, after providing reasonable allowance for depreciation and other factors and for reasonable operating expenses. Most of the volume on our Texas System is now shipped under joint tariffs with TEPPCO and Exxon. Although no assurance can be given that the tariffs we charge would ultimately be upheld if challenged, we believe that the tariffs now in effect can be sustained.

Our natural gas gathering pipelines and CO₂ pipeline are subject to regulation by the state agencies in the states in which they are located.

Environmental Regulations

We are subject to stringent federal, state and local laws and regulations governing the discharge of materials into the environment or otherwise relating to environmental protection. These laws and regulations may require the acquisition of permits for regulated activities, limit or prohibit operations on environmentally sensitive lands such as wetlands or wilderness areas, result in capital expenditures to limit or prevent emissions or discharges, and place burdensome restrictions on the management and disposal of wastes. Failure to comply with these laws and regulations may result in the assessment of administrative, civil and criminal penalties, the imposition of remedial obligations, and the imposition of injunctive obligations. Changes in environmental laws and regulations occur frequently, and any changes that result in more stringent and costly operating restrictions, emission control, waste handling, disposal, cleanup, and other environmental requirements have the potential to have a material adverse effect on our operations. While we believe that we are in substantial compliance with current environmental laws and regulations and that continued compliance with existing requirements would not materially affect us, there is no assurance that this trend will continue in the future.

The Comprehensive Environmental Response, Compensation, and Liability Act, as amended, or CERCLA, also known as the “Superfund” law, and analogous state laws impose liability, without regard to fault or the legality of the original conduct, on certain classes of persons, including current owners and operators of a contaminated facility, owners and operators of the facility at the time of contamination, and those parties arranging for waste disposal at a contaminated facility. Such “responsible persons” may be subject to joint and several liability for the costs of cleaning up the hazardous substances that have been released into the environment and for damages to natural resources. In cases of environmental contamination, it is not uncommon for neighboring landowners and other third parties to file claims for personal injury and property damage allegedly caused by the hazardous substances released into the environment. We also may incur liability under the Resource Conservation and Recovery Act, as amended, or RCRA, which imposes requirements relating to the management and disposal of solid and hazardous wastes.

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We currently own or lease, and have in the past owned or leased, properties that have been in use for many years by various persons including third parties over whom we have no control in connection with the gathering and transportation of hydrocarbons including crude oil. We also may generate, handle and dispose of regulated materials in the course of our operations. We may therefore be subject to liability and regulation under CERCLA, RCRA and analogous state laws for hydrocarbons or other wastes that may have been disposed of or released on or under those properties or under other locations where such wastes have been taken for disposal. Under these laws and regulations, we could be required to undertake investigations into suspected contamination, remove previously disposed wastes, remediate environmental contamination, restore affected properties, or undertake measures to prevent future contamination.

The Federal Water Pollution Control Act, as amended, also known as the “Clean Water Act” and the Oil Pollution Act, or OPA, and analogous state laws and regulations promulgated thereunder impose restrictions and controls regarding the discharge of pollutants, including crude oil, into federal and state waters. The Clean Water Act and OPA provide administrative, civil and criminal penalties for any unauthorized discharges of pollutants, including oil, and imposes liabilities for the costs of remediation of spills. Federal and state permits for water discharges also may be required. OPA also requires operators of offshore facilities and certain onshore facilities near or crossing waterways to provide financial assurance generally ranging from $10 million in state waters to $35 million in federal waters to cover potential environmental cleanup and restoration costs. This amount can be increased to a maximum of $150 million under certain limited circumstances where the Minerals Management Service believes such a level is justified based on the worst case spill risks posed by the operations. We have developed an Integrated Contingency Plan to satisfy components of the OPA as well as the federal Department of Transportation, the federal Occupational Safety Health Act, or OSHA, and state laws and regulations. We believe this plan meets regulatory requirements as to notification, procedures, response actions, response resources and spill impact considerations in the event of an oil spill.

On December 20, 1999, we had a spill of crude oil from our Mississippi System. Approximately 8,000 barrels of oil spilled from the pipeline near Summerland, Mississippi, and discharged into surface water. The spill was cleaned up, with ongoing monitoring and clean-up activity expected to continue for an undetermined period of time. The oil spill clean up and related costs have thus far been covered by insurance and the financial impact to us for the cost of the clean-up has not been material. We expect our insurance carrier to continue paying for monitoring and clean-up costs and we do not expect future costs to us to be material. During 2004, we finalized agreements with the United States Environmental Protection Agency, or EPA, and the Mississippi Department of Environmental Quality, or MDEQ, pursuant to which we paid a $3.0 million fine with respect to this spill. The fine was not covered by insurance and was recorded to expense in 2001 and 2002.

The Clean Air Act, as amended, and analogous state and local laws and regulations restrict the emission of air pollutants including volatile organic compounds or “VOCs”, impose permit requirements and other obligations. VOC emissions may occur from the handling or storage of crude oil and other petroleum products. Both federal and state laws impose substantial penalties for violation of these applicable requirements.

Under the National Environmental Policy Act, or NEPA, a federal agency, commonly in conjunction with a current permittee or applicant, may be required to prepare an environmental assessment or a detailed environmental impact statement before taking any major action, including issuing a permit for a pipeline extension or addition that would affect the quality of the environment. Should an environmental impact statement or environmental assessment be required for any proposed pipeline extensions or additions, NEPA may prevent or delay construction or alter the proposed location, design or method of construction.

Safety and Security Regulations

Our crude oil, natural gas and CO₂ pipelines are subject to construction, installation, operation and safety regulation by the Department of Transportation, or DOT, and various other federal, state and local agencies. The Pipeline Safety Act of 1992, among other things, amends the Hazardous Liquid Pipeline Safety Act of 1979, or HLPSA, in several important respects. It requires the Pipeline and Hazardous Materials Safety Administration of DOT to consider environmental impacts, as well as its traditional public safety mandates, when developing pipeline safety regulations. In addition, the Pipeline Safety Improvement Act of 2005 mandates the establishment by DOT of pipeline operator qualification rules requiring minimum training requirements for operators, the development of standards and criteria to evaluate contractors’ methods to qualify their employees and requires that pipeline operators provide maps and other records to the DOT. It also authorizes the DOT to require that pipelines be modified to accommodate internal inspection devices, to mandate the evaluation of emergency flow restricting devices for pipelines in populated or sensitive areas, and to order other changes to the operation and maintenance of petroleum pipelines. Significant expenses could be incurred in the future if additional safety measures are required or if safety standards are raised and exceed the current pipeline control system capabilities.

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On March 31, 2001, the DOT promulgated Integrity Management Plan, or IMP, regulations. The IMP regulations require that we perform baseline assessments of all pipelines that could affect a High Consequence Area, or HCA, including certain populated areas and environmentally sensitive areas. Due to the proximity of all of our pipelines to water crossings and populated areas, we have designated all of our pipelines as affecting HCAs. The integrity of these pipelines must be assessed by internal inspection, pressure test, or equivalent alternative new technology.

The IMP regulation required us to prepare an Integrity Management Plan that details the risk assessment factors, the overall risk rating for each segment of pipe, a schedule for completing the integrity assessment, the methods to assess pipeline integrity, and an explanation of the assessment methods selected. The risk factors to be considered include proximity to population areas, waterways and sensitive areas, known pipe and coating conditions, leak history, pipe material and manufacturer, adequacy of cathodic protection, operating pressure levels and external damage potential. The IMP regulations require that the baseline assessment be completed by March 31, 2009, with 50% of the mileage assessed by September 30, 2005. Reassessment is then required every five years. As testing is complete, we are required to take prompt remedial action to address all integrity issues raised by the assessment. No assurance can be given that the cost of testing and the required rehabilitation identified will not be material costs to us that may not be fully recoverable by tariff increases. At December 31, 2006, we had completed assessments and repairs on the major sections of our pipelines.

We have developed a Risk Management Plan as part of our IMP. This plan is intended to minimize the offsite consequences of catastrophic spills. As part of this program, we have developed a mapping program. This mapping program identified HCAs and unusually sensitive areas along the pipeline right-of-ways in addition to mapping of shorelines to characterize the potential impact of a spill of crude oil on waterways.

States are responsible for enforcing the federal regulations and more stringent state pipeline regulations and inspection with respect to hazardous liquids pipelines, including crude oil and CO₂ pipelines, and natural gas pipelines that do not engage in interstate operations. In practice, states vary considerably in their authority and capacity to address pipeline safety. We do not anticipate any significant problems in complying with applicable state laws and regulations in those states in which we operate.

Our crude oil pipelines are also subject to the requirements of the federal Department of Transportation regulations requiring qualification of all pipeline personnel. The Operator Qualification, or OQ, program required operators to develop and submit a written program. The regulations also required all pipeline operators to develop a training program for pipeline personnel and to qualify them on covered tasks at the operator’s pipeline facilities. The intent of the OQ regulations is to ensure a qualified workforce by pipeline operators and contractors when performing covered tasks on the pipeline and its facilities, thereby reducing the probability and consequences of incidents caused by human error.

Our crude oil operations are also subject to the requirements of OSHA and comparable state statutes. We believe that our crude oil pipelines and trucking operations have been operated in substantial compliance with OSHA requirements, including general industry standards, record keeping requirements and monitoring of occupational exposure to regulated substances. Various other federal and state regulations require that we train all employees in pipeline and trucking operations in HAZCOM and disclose information about the hazardous materials used in our operations. Certain information must be reported to employees, government agencies and local citizens upon request.

In general, we expect our expenditures in the future to comply with higher industry and regulatory safety standards such as those described above to increase over historical levels. While the total amount of increased expenditures cannot be accurately estimated at this time, we anticipate that we will spend a total of approximately $1.0 to 1.5 million each year for testing and improvements under the IMP.

We operate our fleet of leased trucks as a private carrier. Although a private carrier that transports property in interstate commerce is not required to obtain operating authority from the relevant agency, the carrier is subject to certain motor carrier safety regulations issued by the DOT. The trucking regulations cover, among other things, driver operations, maintaining log books, truck manifest preparations, the placement of safety placards on the trucks and trailer vehicles, drug testing, safety of operation and equipment, and many other aspects of truck operations. We are also subject to OSHA with respect to our trucking operations. We are subject to federal EPA regulations for the development of written Spill Prevention Control and Countermeasure, or SPCC, Plans. All trucking facilities have a current SPCC Plan and employees have received training on the SPCC Plans and regulations. Annually, trucking employees receive training regarding the transportation of hazardous materials.

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Since the terrorist attacks of September 11, 2001, the United States Government has issued numerous warnings that energy assets could be the subject of future terrorist attacks. We have instituted security measures and procedures in conformity with DOT guidance. We will institute, as appropriate, additional security measures or procedures indicated by the DOT or the Transportation Safety Administration (an agency of the Department of Homeland Security, which has assumed responsibility from the DOT). None of these measures or procedures should be construed as a guarantee that our assets are protected in the event of a terrorist attack.

Commodities Regulation

When we use futures and options contracts that are traded on the NYMEX, these contracts are subject to strict regulation by the Commodity Futures Trading Commission and the rules of the NYMEX.

Summary of Tax Considerations

The tax consequences of ownership of common units depend on the owner’s individual tax circumstances. However, the following is a brief summary of material tax consequences of owning and disposing of common units.

Partnership Status; Cash Distributions

We are classified for federal income tax purposes as a partnership based upon our meeting certain requirements imposed by the Internal Revenue Code (the Code), which we must meet every year. The owners of common units are considered partners so long as they do not loan their common units to others to cover short sales or otherwise dispose of those units. Accordingly, we pay no federal income taxes, and each common unitholder is required to report on the unitholder’s federal income tax return the unitholder’s share of our income, gains, losses and deductions. In general, cash distributions to a common unitholder are taxable only if, and the extent that, they exceed the tax basis in the common units held.

Partnership Allocations

In general, our income and loss is allocated to the general partner and the unitholders for each taxable year in accordance with their respective percentage interests in the Partnership (including, with respect to the general partner, its incentive distribution right), as determined annually and prorated on a monthly basis and subsequently apportioned among the general partner and the unitholders of record as of the opening of the first business day of the month to which they related, even though unitholders may dispose of their units during the month in question. A unitholder is required to take into account, in determining federal income tax liability, the unitholder’s share of income generated by us for each taxable year of the Partnership ending within or with the unitholder’s taxable year, even if cash distributions are not made to the unitholder. As a consequence, a unitholder’s share of our taxable income (and possibly the income tax payable by the unitholder with respect to such income) may exceed the cash actually distributed to the unitholder by us. At any time incentive distributions are made to the general partner, gross income will be allocated to the recipient to the extent of those distributions.

Basis of Common Units

A unitholder’s initial tax basis for a common unit is generally the amount paid for the common unit. A unitholder’s basis is generally increased by the unitholder’s share of our taxable income and decreased, but not below zero, by the unitholder’s share of our tax losses and distributions.

Limitations on Deductibility of Partnership Losses

In the case of taxpayers subject to the passive loss rules (generally, individuals and closely-held corporations), any partnership losses are only available to offset future income generated by us and cannot be used to offset income from other activities, including passive activities or investments. Any losses unused by virtue of the passive loss rules may be fully deducted if the unitholder disposes of all of the unitholder’s common units in a taxable transaction with an unrelated party.

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Section 754 Election

We have made the election pursuant to Section 754 of the Code, which will generally result in a unitholder being allocated income and deductions calculated by reference to the portion of the unitholder’s purchase price attributable to each asset of the Partnership.

Disposition of Common Units

A unitholder who sells common units will recognize gain or loss equal to the difference between the amount realized and the adjusted tax basis of those common units. A unitholder may not be able to trace basis to particular common units for this purpose. Thus, distributions of cash from us to a unitholder in excess of the income allocated to the unitholder will, in effect, become taxable income if the unitholder sells the common units at a price greater than the unitholder’s adjusted tax basis even if the price is less than the unitholder’s original cost. Moreover, a portion of the amount realized (whether or not representing gain) will be ordinary income.

State, Local and Other Tax Considerations

In addition to federal income taxes, unitholders will likely be subject to other taxes, such as state and local income taxes, unincorporated business taxes, and estate, inheritance or intangible taxes that are imposed by the various jurisdictions in which a unitholder resides or in which we do business or own property. A unitholder may be required to file state income tax returns and to pay taxes in various states. A unitholder may be subject to penalties for failure to comply with such requirement. In certain states, tax losses may not produce a tax benefit in the year incurred (if, for example, we have no income from sources within that state) and also may not be available to offset income in subsequent taxable years. Some states may require us, or we may elect, to withhold a percentage of income from amounts to be distributed to a unitholder who is not a resident of the state. Withholding, the amount of which may be more or less than a particular unitholder’s income tax liability owed to the state, may not relieve the nonresident unitholder from the obligation to file an income tax return. Amounts withheld may be treated as if distributed to unitholders for purposes of determining the amounts distributed by us.

It is the responsibility of each prospective unitholder to investigate the legal and tax consequences, under the laws of pertinent states and localities, of the unitholder’s investment in us. Further, it is the responsibility of each unitholder to file all U.S. federal, state and local tax returns that may be required of the unitholder.

Ownership of Common Units by Tax-Exempt Organizations and Certain Other Investors

An investment in common units by tax-exempt organizations (including IRAs and other retirement plans), regulated investment companies (mutual funds) and foreign persons raises issues unique to such persons. Virtually all income allocated to a unitholder that is a tax-exempt organization is unrelated business taxable income and, thus, is taxable to such a unitholder. Recent legislation treats net income derived from the ownership of certain publicly traded partnerships (including us) as qualifying income to a regulated investment company. However, this legislation is only effective for taxable years beginning after October 22, 2004, the date of enactment. Furthermore, a unitholder who is a nonresident alien, foreign corporation or other foreign person is regarded as being engaged in a trade or business in the United States as a result of ownership of a common unit and, thus, is required to file federal income tax returns and to pay tax on the unitholder’s share of our taxable income. Finally, distributions to foreign unitholders are subject to federal income tax withholding.

Website Access to Reports

We make available free of charge on our internet website (www.genesiscrudeoil.com) our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 as soon as reasonably practicable after we electronically file the material with, or furnish it to, the SEC.

Item 1A. Risk Factors

Risks Related to Our Business

We may not have sufficient cash from operations to pay the current level of quarterly distribution following the establishment of cash reserves and payment of fees and expenses, including payments to our general partner.

The amount of cash we distribute on our units principally depends upon margins we generate from our crude oil gathering and marketing operations, margins from the pipeline transportation operations and sales of CO₂, which will fluctuate from quarter to quarter based on, among other things:

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the prices at which we purchase and sell crude oil;

the volumes of crude oil we transport;

the volumes of CO₂ we sell;

the level of our operating costs;

the level of our general and administrative costs; and

prevailing economic conditions.

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

the level of capital expenditures we make, including the cost of acquisitions (if any);

our debt service requirements;

fluctuations in our working capital;

restrictions on distributions contained in our debt instruments;

our ability to borrow under our working capital facility to pay distributions; and

the amount of cash reserves established by our general partner in its sole discretion in the conduct of our business.

You should also be aware that our ability to pay distributions each quarter depends primarily on our cash flow, including cash flow from financial reserves and working capital borrowings, and is not solely a function of profitability, which will be affected by non-cash items. As a result, we may make cash distributions during periods when we record losses and we may not make distributions during periods when we record net income.

Our profitability and cash flow is dependent on our ability to increase or, at a minimum, maintain our current commodity -- oil, natural gas and CO₂ -- volumes, which often depends on actions and commitments by parties beyond our control.

Our profitability and cash flow is dependent on our ability to increase or, at a minimum, maintain our current commodity--oil, natural gas and CO₂--volumes. We access commodity volumes through two sources, producers and service providers (including gatherers, shippers, marketers and other aggregators). Depending on the needs of each customer and the market in which it operates, we can either provide a service for a fee (as in the case of our pipeline transportation operations) or we can purchase the commodity from our customer and resell it to another party (as in the case of oil marketing and CO₂ operations).

Our source of volumes depends on successful exploration and development of additional oil and natural gas reserves by others and other matters beyond our control.

The oil, natural gas and other products available to us are derived from reserves produced from existing wells, which reserves naturally decline over time. In order to offset this natural decline, our energy infrastructure assets must access additional reserves. Additionally, some of the projects we have planned or recently completed are dependent on reserves that we expect to be produced from newly discovered properties that producers are currently developing.

Finding and developing new reserves is very expensive, requiring large capital expenditures by producers for exploration and development drilling, installing production facilities and constructing pipeline extensions to reach new wells. Many economic and business factors out of our control can adversely affect the decision by any producer to explore for and develop new reserves. These factors include the prevailing market price of the commodity, the capital budgets of producers, the depletion rate of existing reservoirs, the success of new wells drilled, environmental concerns, regulatory initiatives, cost and availability of equipment, capital budget limitations or the lack of available capital, and other matters beyond our control. Additional reserves, if discovered, may not be developed in the near future or at all. We cannot assure you that production will rise to sufficient levels to allow us to maintain or increase the commodity volumes we are experiencing.

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We face intense competition to obtain commodity volumes.

Our competitors--gatherers, transporters, marketers, brokers and other aggregators--include independents and major integrated energy companies, as well as their marketing affiliates, who vary widely in size, financial resources and experience. Some of these competitors have capital resources many times greater than ours and control substantially greater supplies of crude oil.

Even if reserves exist in the areas accessed by our facilities and are ultimately produced, we may not be chosen by the producers to gather, transport, store or otherwise handle any of these reserves. We compete with others for any such volumes on the basis of many factors, including:

geographic proximity to the production;

costs of connection;

available capacity;

rates; and

access to markets.

Additionally, third-party shippers do not have long-term contractual commitments to ship crude oil on our pipelines. A decision by a shipper to substantially reduce or cease to ship volumes of crude oil on our pipelines could cause a significant decline in our revenues. In Mississippi, we are dependent on interconnections with other pipelines to provide shippers with a market for their crude oil, and in Texas, we are dependent on interconnections with other pipelines to provide shippers with transportation to our pipeline. Any reduction of throughput available to our shippers on these interconnecting pipelines as a result of testing, pipeline repair, reduced operating pressures or other causes could result in reduced throughput on our pipelines that would adversely affect our cash flows and results of operations.

Fluctuations in demand for crude oil, such as those caused by refinery downtime or shutdowns, can negatively affect our operating results. Reduced demand in areas we service with our pipelines can result in less demand for our transportation services. In addition, certain of our field and pipeline operating costs and expenses are fixed and do not vary with the volumes we gather and transport. These costs and expenses may not decrease ratably or at all should we experience a reduction in our volumes gathered by truck or transmitted by our pipelines. As a result, we may experience declines in our margin and profitability if our volumes decrease.

Fluctuations in commodity prices could adversely affect our business.

Oil, natural gas, other petroleum product and CO₂ prices are volatile and could have an adverse effect on a portion of our profits and cash flow. Our operations are affected by price reductions. Price reductions can materially reduce the level of exploration, production and development operations, as well as pipeline and marketing volumes.

Prices for commodities can fluctuate in response to changes in supply, market uncertainty and a variety of additional factors that are beyond our control.

Our operations are dependent upon demand for crude oil by refiners in the Midwest and on the Gulf Coast.

Any decrease in this demand for crude oil by the refineries or connecting carriers to which we deliver could adversely affect our business. Those refineries' need for crude oil also is dependent on the competition from other refineries, the impact of future economic conditions, fuel conservation measures, alternative fuel requirements, government regulation or technological advances in fuel economy and energy generation devices, all of which could reduce demand for our services.

We are exposed to the credit risk of our customers in the ordinary course of our crude oil gathering and marketing activities.

When we market crude oil, we must determine the amount, if any, of the line of credit we will extend to any given customer. Since typical sales transactions can involve tens of thousands of barrels of crude oil, the risk of nonpayment and nonperformance by customers is an important consideration in our business. In those cases where we provide division order services for crude oil purchased at the wellhead, we may be responsible for distribution of proceeds to all parties. In other cases, we pay all of or a portion of the production proceeds to an operator who distributes these proceeds to the various interest owners. These arrangements expose us to operator credit risk. As a result, we must determine that operators have sufficient financial resources to make such payments and distributions and to indemnify and defend us in case of a protest, action or complaint. Even if our credit review and analysis mechanisms work properly, there can be no assurance that we will not experience losses in dealings with other parties.

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Our indebtedness could adversely restrict our ability to operate, affect our financial condition and prevent us from fulfilling our obligations under our debt instruments and making distributions.

We have outstanding indebtedness and the ability to incur more indebtedness. As of December 31, 2006, we had $8 million of outstanding senior secured indebtedness.

We and all of our subsidiaries must comply with various affirmative and negative covenants contained in our credit facilities. Among other things, these covenants limit the ability of us and our subsidiaries to:

incur additional indebtedness or liens;

make payments in respect of or redeem or acquire any debt or equity issued by us;

sell assets;

make loans or investments;

make guarantees;

enter into any hedging agreement for speculative purposes;

acquire or be acquired by other companies; and

amend some of our contracts.

The restrictions under our indebtedness may prevent us from engaging in certain transactions which might otherwise be considered beneficial to us and could have other important consequences to you. For example, they could:

increase our vulnerability to general adverse economic and industry conditions;

limit our ability to make distributions; to fund future working capital, capital expenditures and other general partnership requirements; to engage in future acquisitions and construction or development activities; or to otherwise fully realize the value of our assets and opportunities because of the need to dedicate a substantial portion of our cash flow from operations to payments on our indebtedness or to comply with any restrictive terms of our indebtedness;

limit our flexibility in planning for, or reacting to, changes in our businesses and the industries in which we operate; and

place us at a competitive disadvantage as compared to our competitors that have less debt.

We may incur additional indebtedness (public or private) in the future, either under our existing credit facilities, by issuing debt instruments, under new credit agreements, under joint venture credit agreements, under capital leases or synthetic leases, on a project-finance or other basis, or a combination of any of these. If we incur additional indebtedness in the future, it likely would be under our existing credit facility or under arrangements which may have terms and conditions at least as restrictive as those contained in our existing credit facilities. Failure to comply with the terms and conditions of any existing or future indebtedness would constitute an event of default. If an event of default occurs, the lenders will have the right to accelerate the maturity of such indebtedness and foreclose upon the collateral, if any, securing that indebtedness. If an event of default occurs under our joint ventures' credit facilities, we may be required to repay amounts previously distributed to us and our subsidiaries. In addition, if there is a change of control as described in our credit facility that would be an event of default, unless our creditors agreed otherwise, under our credit facility, any such event could limit our ability to fulfill our obligations under our debt instruments and to make cash distributions to unitholders which could adversely affect the market price of our securities.

Our operations are subject to federal and state environmental protection and safety laws and regulations.

Our operations are subject to the risk of incurring substantial environmental and safety related costs and liabilities. In particular, our operations are subject to environmental protection and safety laws and regulations that restrict our operations, impose relatively harsh consequences for noncompliance, and require us to expend resources in an effort to maintain compliance. Moreover, the transportation and storage of crude oil involves a risk that crude oil and related hydrocarbons may be released into the environment, which may result in substantial expenditures for a response action, significant government penalties, liability to government agencies for natural resources damages, liability to private parties for personal injury or property damages, and significant business interruption. These costs and liabilities could rise under increasingly strict environmental and safety laws, including regulations and enforcement policies, or claims for damages to property or persons resulting from our operations. If we are unable to recover such resulting costs through increased rates or insurance reimbursements, our cash flows and distributions to our unitholders could be materially affected

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Our CO₂ operations primarily relate to our volumetric production payment interests, which are a finite resource and projected to deplete around 2016.

The cash flow from our CO₂ operations primarily relates to our volumetric production payments, which are projected to terminate around 2016. Unless we are able to obtain a replacement supply of CO₂ and enter into sales arrangements that generate substantially similar economics, our cash flow could decline significantly around 2016.

Our CO₂ operations are exposed to risks related to Denbury’s operation of their CO₂ fields, equipment and pipeline.

Because Denbury Resources produces the CO₂ and transports the CO₂ to our customers, any major failure of its operations could have an impact on our ability to meet our obligations to our CO₂ customers. We have no other supply of CO₂ or method to transport it to our customers. Sandhill relies on us for its supply of CO₂ therefore our share of the earnings of Sandhill would also be impacted by any major failure of Denbury’s operations.

The CO₂ supplied by Denbury Resources to us for our sale to our customers could fail to meet the quality standards in the contracts due to impurities or water vapor content. If the CO₂ were below specifications, we could be contractually obligated to provide compensation to our customers for the costs incurred in raising the CO₂ quality to serviceable levels required by our contracts.

Fluctuations in demand for CO₂ by our industrial customers could materially impact our profitability.

Our customers are not obligated to purchase volumes in excess of specified minimum amounts in our contracts. As a result, fluctuations in our customers' demand due to market forces or operational problems could result in a reduction in our revenues from our sales of CO₂.

Our wholesale CO₂ industrial operations are dependent on five customers.

If one or more of those customers experience financial difficulties such that they fail to purchase their required minimum take-or-pay volumes, our cash flows could be adversely affected and we cannot assure you that an unanticipated deterioration in their ability to meet their obligations to us might not occur.

We may not be able to fully execute our growth strategy if we encounter tight capital markets or increased competition for qualified assets.

Our strategy contemplates substantial growth through the development and acquisition of a wide range of midstream and other energy infrastructure assets while maintaining a strong balance sheet. This strategy includes constructing and acquiring additional assets and businesses to enhance our ability to compete effectively, diversify our asset portfolio and, thereby, provide more stable cash flow. We regularly consider and enter into discussions regarding, and are currently contemplating, additional potential joint ventures, stand-alone projects and other transactions that we believe will present opportunities to realize synergies, expand our role in the energy infrastructure business, and increase our market position and, ultimately, increase distributions to unitholders.

We will need new capital to finance the future development and acquisition of assets and businesses. Limitations on our access to capital will impair our ability to execute this strategy. Expensive capital will limit our ability to develop or acquire accretive assets. Although we intend to continue to expand our business, this strategy may require substantial capital, and we may not be able to raise the necessary funds on satisfactory terms, if at all.

In addition, we are experiencing increased competition for the assets we purchase or contemplate purchasing. Increased competition for a limited pool of assets could result in our not being the successful bidder more often or our acquiring assets at a higher relative price than that which we have paid historically. Either occurrence would limit our ability to fully execute our growth strategy. Our ability to execute our growth strategy may impact the market price of our securities.

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Our growth strategy may adversely affect our results of operations if we do not successfully integrate the businesses that we acquire or if we substantially increase our indebtedness and contingent liabilities to make acquisitions.

We may be unable to integrate successfully businesses we acquire. We may incur substantial expenses, delays or other problems in connection with our growth strategy that could negatively impact our results of operations. Moreover, acquisitions and business expansions involve numerous risks, including:

difficulties in the assimilation of the operations, technologies, services and products of the acquired companies or business segments;

inefficiencies and complexities that can arise because of unfamiliarity with new assets and the businesses associated with them, including unfamiliarity with their markets; and

diversion of the attention of management and other personnel from day-to-day business to the development or acquisition of new businesses and other business opportunities.

If consummated, any acquisition or investment also likely would result in the incurrence of indebtedness and contingent liabilities and an increase in interest expense and depreciation, depletion and amortization expenses. A substantial increase in our indebtedness and contingent liabilities could have a material adverse effect on our business, as discussed above.

Our actual construction, development and acquisition costs could exceed our forecast, and our cash flow from construction and development projects may not be immediate.

Our forecast contemplates significant expenditures for the development, construction or other acquisition of energy infrastructure assets, including some construction and development projects with technological challenges. We may not be able to complete our projects at the costs currently estimated. If we experience material cost overruns, we will have to finance these overruns using one or more of the following methods:

using cash from operations;

delaying other planned projects;

incurring additional indebtedness; or

issuing additional debt or equity.

Any or all of these methods may not be available when needed or may adversely affect our future results of operations.

Fluctuations in interest rates could adversely affect our business.

In addition to our exposure to commodity prices, we also have exposure to movements in interest rates. The interest rates on our credit facility are variable. Our results of operations and our cash flow, as well as our access to future capital and our ability to fund our growth strategy, could be adversely affected by significant increases or decreases in interest rates.

Our use of derivative financial instruments could result in financial losses.

We use financial derivative instruments and other hedging mechanisms from time to time to limit a portion of the adverse effects resulting from changes in commodity prices, although there are times when we do not have any hedging mechanisms in place. To the extent we hedge our commodity price exposure, we forego the benefits we would otherwise experience if commodity prices were to increase. In addition, we could experience losses resulting from our hedging and other derivative positions. Such losses could occur under various circumstances, including if our counterparty does not perform its obligations under the hedge arrangement, our hedge is imperfect, or our hedging policies and procedures are not followed.

A natural disaster, catastrophe or other interruption event involving us could result in severe personal injury, property damage and environmental damage, which could curtail our operations and otherwise adversely affect our assets and cash flow.

Some of our operations involve risks of severe personal injury, property damage and environmental damage, any of which could curtail our operations and otherwise expose us to liability and adversely affect our cash flow. Virtually all of our operations are exposed to the elements, including hurricanes, tornadoes, storms, floods and earthquakes.

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If one or more facilities that are owned by us or that connect to us is damaged or otherwise affected by severe weather or any other disaster, accident, catastrophe or event, our operations could be significantly interrupted. Similar interruptions could result from damage to production or other facilities that supply our facilities or other stoppages arising from factors beyond our control. These interruptions might involve significant damage to people, property or the environment, and repairs might take from a week or less for a minor incident to six months or more for a major interruption. Any event that interrupts the fees generated by our energy infrastructure assets, or which causes us to make significant expenditures not covered by insurance, could reduce our cash available for paying our interest obligations as well as unitholder distributions and, accordingly, adversely impact the market price of our securities. Additionally, the proceeds of any property insurance maintained by us may not be paid in a timely manner or be in an amount sufficient to meet our needs if such an event were to occur, and we may not be able to renew it or obtain other desirable insurance on commercially reasonable terms, if at all.

FERC regulation and a changing regulatory environment could affect our cash flow.

The FERC extensively regulates certain of our energy infrastructure assets engaged in interstate operations. Our intrastate pipeline operations are regulated by state agencies. This regulation extends to such matters as:

rate structures;

rates of return on equity;

recovery of costs;

the services that our regulated assets are permitted to perform;

the acquisition, construction and disposition of assets; and

to an extent, the level of competition in that regulated industry.

Given the extent of this regulation, the extensive changes in FERC policy over the last several years, the evolving nature of federal and state regulation and the possibility for additional changes, the current regulatory regime may change and affect our financial position, results of operations or cash flows.

Terrorist attacks aimed at the partnership's facilities could adversely affect the business.

On September 11, 2001, the United States was the target of terrorist attacks of unprecedented scale. Since the September 11 attacks, the U.S. government has issued warnings that energy assets, specifically the nation's pipeline infrastructure, may be the future targets of terrorist organizations. These developments have subjected our operations to increased risks. Any future terrorist attack at our facilities, those of our customers and, in some cases, those of other pipelines, could have a material adverse effect on our business.

Denbury is the only shipper (other than us) on our Mississippi System.

Denbury Resources is our only customer on the Mississippi System. This relationship may subject our operations to increased risks. Any adverse developments concerning Denbury Resources could have a material adverse effect on our Mississippi System business. Neither our partnership agreement nor any other agreement requires Denbury Resources to pursue a business strategy that favors us or utilizes our Mississippi System. Denbury Resources may compete with us and may manage their assets in a manner that could adversely affect our Mississippi System business.

We cannot cause our joint ventures to take or not to take certain actions unless some or all of the joint venture participants agree.

Due to the nature of joint ventures, each participant (including us) in our joint ventures has made substantial investments (including contributions and other commitments) in that joint venture and, accordingly, has required that the relevant charter documents contain certain features designed to provide each participant with the opportunity to participate in the management of the joint venture and to protect its investment in that joint venture, as well as any other assets which may be substantially dependent on or otherwise affected by the activities of that joint venture. These participation and protective features include corporate governance structures that consists of a management committee composed of four members, only two of which are appointed by us. In addition, the other 50% owner in each of our joint ventures operates the joint venture facilities. Thus, without the concurrence of the other joint venture participant, we cannot cause our joint ventures to take or not to take certain actions, even though those actions may be in the best interest of the joint ventures or us.

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Our syngas operations are dependent on one customer.

Our syngas joint venture has dedicated 100% of its syngas processing capacity to one customer pursuant to a processing contract. The contract term expires in 2016, unless our customer elects to extend the contract for two additional five year terms. If our customer reduces or discontinues its business with us, or if we are not able to successfully negotiate a replacement contract with our sole customer after the expiration of such contract, or if the replacement contract is on less favorable terms, the effect on us will be adverse. In addition, if our sole customer for syngas processing were to experience financial difficulties such that it failed to provide volumes to process, our cash flow from the syngas joint venture could be adversely affected. We believe this customer is creditworthy, but we cannot assure you that unanticipated deterioration of their abilities to meet their obligations to the syngas joint venture might not occur.

Risks Related to Our Partnership Structure

Denbury and its affiliates have conflicts of interest with us and limited fiduciary responsibilities, which may permit them to favor their own interests to your detriment.

Denbury Resources indirectly owns and controls our general partner. Conflicts of interest may arise between Denbury Resources and its affiliates, including our general partner, on the one hand, and us and our unitholders, on the other hand. As a result of these conflicts, our general partner may favor its own interest and the interest of its affiliates or others over the interest of our unitholders. These conflicts include, among others, the following situations:

neither our partnership agreement nor any other agreement requires Denbury Resources to pursue a business strategy that favors us or utilizes our assets. Denbury Resources' directors and officers have a fiduciary duty to make these decisions in the best interest of the stockholders of Denbury Resources;

Denbury Resources may compete with us. Denbury Resources owns the largest reserves of CO₂ used for tertiary oil recovery east of the Mississippi River and may manage these reserves in a manner that could adversely affect our CO₂ business;

our general partner is allowed to take into account the interest of parties other than us, such as Denbury Resources, in resolving conflicts of interest;

our general partner may limit its liability and reduce its fiduciary duties, while also restricting the remedies available to our unitholders for actions that, without the limitations, might constitute breaches of fiduciary duty;

our general partner determines the amount and timing of asset purchases and sales, capital expenditures, borrowings, including for incentive distributions, issuance of additional partnership securities, reimbursements and enforcement of obligations to the general partner and its affiliates, retention of counsel, accountants and service providers, and cash reserves, each of which can also affect the amount of cash that is distributed to our unitholders;

our general partner determines which costs incurred by it and its affiliates are reimbursable by us and the reimbursement of these costs and of any services provided by our general partner could adversely affect our ability to pay cash distributions to our unitholders;

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

our general partner decides whether to retain separate counsel, accountants or others to perform services for us; and

in some instances, our general partner may cause us to borrow funds in order to permit the payment of distributions even if the purpose or effect of the borrowing is to make incentive distributions.

Denbury is not obligated to enter into any transactions with (or to offer any opportunities to) us, although we expect to continue to enter into substantial transactions and other activities with Denbury Resources and its subsidiaries because of the businesses and areas in which we and Denbury Resources currently operate, as well as those in which we plan to operate in the future. Denbury has expressed indications of interest in selling to us (and entering into arrangements under which Denbury would have the exclusive right to utilize) specified CO2 infrastructure assets, including some that have not yet been placed in-service, subject to the satisfaction of certain conditions. Those conditions include the negotiation of material terms, the execution of definitive agreements, the existence of adequate credit support and our acquisition (by construction and purchase) of assets that are not related to Denbury’s operations in an amount at least equal to 150% of the amount of new acquisitions or financings we complete with Denbury.

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Some more recent transactions in which we, on the one hand, and Denbury Resources and its subsidiaries, on the other hand, had a conflict of interest include:

transportation services

pipeline monitoring services; and

CO₂ volumetric production payment.

In addition, Denbury Resources' beneficial ownership interest in our outstanding partnership interests could have a substantial effect on the outcome of some actions requiring partner approval. Accordingly, subject to legal requirements, Denbury Resources makes the final determination regarding how any particular conflict of interest is resolved.

Even if unitholders are dissatisfied, they cannot easily remove our general partner.

Unlike the holders of common stock in a corporation, unitholders have only limited voting rights on matters affecting our business and, therefore, limited ability to influence management's decisions regarding our business.

Unitholders did not elect our general partner or its board of directors and will have no right to elect our general partner or its board of directors on an annual or other continuing basis. The board of directors of our general partner is chosen by the stockholders of our general partner. In addition, if the unitholders are dissatisfied with the performance of our general partner, they will have little ability to remove our general partners. As a result of these limitations, the price at which the common units trade could be diminished because of the absence or reduction of a takeover premium in the trading price.

The vote of the holders of at least a majority of all outstanding units (excluding any units held by our general partner and its affiliates) is required to remove the general partner without cause, as defined in the partnership agreement. If our general partner is removed without cause, (i) Denbury Resources will have the option to acquire a substantial portion of our Mississippi pipeline system at 110% of its then fair market value, and (ii) our general partner will have the option to convert its interest in us (other than its common units) into common units or to require our replacement general partner to purchase such interest for cash at its then fair market value. In addition, unitholders' voting rights are further restricted by our partnership agreement providing that any units held by a person that owns 20% or more of any class of units then outstanding, other than the general partner, its affiliates, their transferees, and persons who acquired such units with the prior approval of the board of directors of the general partner, cannot vote on any matter. Our partnership agreement also contains provisions limiting the ability of unitholders to call meetings or to acquire information about our operations, as well as other provisions limiting the unitholders' ability to influence the manner of direction of management.

As a result of these provisions, the price at which our common units trade may be lower because of the absence or reduction of a takeover premium.

The control of our general partner may be transferred to a third party without unitholder consent, which could affect our strategic direction and liquidity.

Our general partner may transfer its general partner interest to a third party in a merger or in a sale of all or substantially all of its assets without the consent of the unitholders. Furthermore, there is no restriction in our partnership agreement on the ability of the owner of our general partner from transferring its ownership interest in the general partner to a third party. The new owner of the general partner would then be in a position to replace the board of directors and officers of the general partner with its own choices and to control the decisions taken by the board of directors and officers.

In addition, unless our creditors agreed otherwise, we would be required to repay the amounts outstanding under our credit facilities upon the occurrence of any change of control described therein. We may not have sufficient funds available or be permitted by our other debt instruments to fulfill these obligations upon such occurrence. A change of control could have other consequences to us depending on the agreements and other arrangements we have in place from time to time, including employment compensation arrangements.

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Our general partner and its affiliates may sell units or other limited partner interests in the trading market, which could reduce the market price of common units.

As of December 31, 2006, our general partner and its affiliates own 1,019,441 (approximately 7%) of our common units. In the future, they may acquire additional interest or dispose of some or all of their interest. If they dispose of a substantial portion of their interest in the trading markets, the sale could reduce the market price of common units. Our partnership agreement, and other agreements to which we are party, allow our general partner and certain of its subsidiaries to cause us to register for sale the partnership interests held by such persons, including common units. These registration rights allow our general partner and its subsidiaries to request registration of those partnership interests and to include any of those securities in a registration of other capital securities by us.

Our general partner has anti-dilution rights.

Whenever we issue equity securities to any person other than our general partner and its affiliates, our general partner and its affiliates have the right to purchase an additional amount of those equity securities on the same terms as they are issued to the other purchasers. This allows our general partner and its affiliates to maintain their percentage partnership interest in us. No other unitholder has a similar right. Therefore, only our general partner may protect itself against dilution caused by the issuance of additional equity securities.

Due to our significant relationships with Denbury, adverse developments concerning Denbury could adversely affect us, even if we have not suffered any similar developments.

Through its subsidiaries, Denbury Resources owns 100 percent of our general partner and has historically, with its affiliates, employed the personnel who operate our businesses. Denbury Resources is a significant stakeholder in our limited partner interests, and as with many other energy companies, is a significant customer of ours.

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

We may issue an unlimited number of limited partner interests of any type without the approval of our unitholders.

The issuance of additional common units or other equity securities of equal or senior rank will have the following effects:

our unitholders' proportionate ownership interest in us will decrease;

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

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

the market price of our common units may decline.

Our general partner has a limited call right that may require you to sell your common units at an undesirable time or price.

If at any time our general partner and its affiliates own more than 80% of the common units, our general partner will have the right, but not the obligation, which it may assign to any of its affiliates or to us, to acquire all, but not less than all, of the common units held by unaffiliated persons at a price not less than their then-current market price. As a result, you may be required to sell your common units at an undesirable time or price and may not receive any return on your investment. You may also incur a tax liability upon a sale of your units.

The interruption of distributions to us from our subsidiaries and joint ventures may affect our ability to make payments on indebtedness or cash distributions to our unitholders.

We are a holding company. As such, our primary assets are the equity interests in our subsidiaries and joint ventures. Consequently, our ability to fund our commitments (including payments on our indebtedness) and to make cash distributions depends upon the earnings and cash flow of our subsidiaries and joint ventures and the distribution of that cash to us. Distributions from our joint ventures are subject to the discretion of their respective management committees. Further, each joint venture's charter documents typically vest in its management committee sole discretion regarding distributions. Accordingly, our joint ventures may not continue to make distributions to us at current levels or at all.

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We do not have the same flexibility as other types of organizations to accumulate cash and equity to protect against illiquidity in the future.

Unlike a corporation, our partnership agreement requires us to make quarterly distributions to our unitholders of all available cash reduced by any amounts reserved for commitments and contingencies, including capital and operating costs and debt service requirements. The value of our units and other limited partner interests will decrease in direct correlation with decreases in the amount we distribute per unit. Accordingly, if we experience a liquidity problem in the future, we may not be able to issue more equity to recapitalize.

Tax Risks to Common Unitholders

The IRS could treat us as a corporation for tax purposes, which would substantially reduce the cash available for distribution to our unitholders.

The after-tax economic benefit of an investment in the common units depends largely on our being treated as a partnership for federal income tax purposes. We have not requested, and do not plan to request, a ruling from the IRS on this or any other tax matter affecting us.

If we were treated as a corporation for federal income tax purposes, we would pay federal income tax on our income at the corporate tax rate, which is currently a maximum of 35%. Distributions to you may be taxed again as corporate dividends, and no income, gains, losses or deductions would flow through to you. Because a tax would be imposed upon us as a corporation, our cash available for distribution to you would be substantially reduced. If we were treated as a corporation, there would be a material reduction in the after-tax return to the unitholders, likely causing a substantial reduction in the value of our common units.

Current law may change so as to cause us to be treated as a corporation for federal income tax purposes or otherwise subject us to entity-level taxation. In addition, because of widespread state budget deficits, several states are evaluating ways to subject partnerships to entity-level taxation through the imposition of state income, franchise or other forms of taxation. If any state were to impose a tax upon us as an entity, the cash available for distribution to you would be reduced. The partnership agreement provides that if a law is enacted or existing law is modified or interpreted in a manner that subjects us to taxation as a corporation or otherwise subjects us to entity-level taxation for federal, state or local income tax purposes, the minimum quarterly distribution amount and the target distribution amounts will be adjusted to reflect the impact of that law on us.

A successful IRS contest of the federal income tax positions we take may adversely affect the market for our common units, and the cost of any IRS contest will be borne by our unitholders and our general partner.

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

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

You will be required to pay any federal income taxes and, in some cases, state and local income taxes on your share of our taxable income even if you receive no cash distributions from us. You may not receive cash distributions from us equal to your share of our taxable income or even the tax liability that results from that income.

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

If you sell your common units, you will recognize a gain or loss equal to the difference between the amount realized and your tax basis in those common units. Prior distributions to you in excess of the total net taxable income you were allocated for a common unit, which decreased your tax basis in that common unit, will, in effect, become taxable income to you if the common unit is sold at a price greater than your tax basis in that common unit, even if the price is less than your original cost. A substantial portion of the amount realized, whether or not representing gain, may be ordinary income. In addition, if you sell your units, you may incur a tax liability in excess of the amount of cash you receive from the sale.

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Tax-exempt entities, regulated investment companies and foreign persons face unique tax issues from owning common units that may result in adverse tax consequences to them.

Investment in common units by tax-exempt entities, such as individual retirement accounts (known as IRAs), regulated investment companies (known as mutual funds) and non U.S. persons raises issues unique to them. For example, a significant amount of our income allocated to organizations exempt from federal income tax, including individual retirement accounts and other retirement plans, may be unrelated business taxable income and will be taxable to such a unitholder. Recent legislation treats net income derived from the ownership of certain publicly traded partnerships (including us) as qualifying income to a regulated investment company. However, this legislation is only effective for taxable years beginning after October 22, 2004, the date of enactment. Distributions to non-U.S. persons will be reduced by withholding tax at the highest effective tax rate applicable to individuals, and non U.S. unitholders will be required to file federal income tax returns and pay tax on their share of our taxable income.

We are registered as a tax shelter. This may increase the risk of an IRS audit of us or our unitholders.

We are registered with the IRS as a "tax shelter." Our tax shelter registration number is 97043000153. The federal income tax laws require that some types of entities, including some partnerships, register as tax shelters in response to the perception that they claim tax benefits that may be unwarranted. As a result, we may be audited by the IRS and tax adjustments may be made. Any unitholder owning less than a 1% profit interest in us has very limited rights to participate in the income tax audit process. Further, any adjustments in our tax returns will lead to adjustments in your tax returns and may lead to audits of your tax returns and adjustments of items unrelated to us. You would bear the cost of any expense incurred in connection with an examination of your tax return.

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

Because we cannot match transferors and transferees of common units, we adopt depreciation and amortization positions that may not conform with all aspects of applicable Treasury regulations. A successful IRS challenge to those positions could adversely affect the amount of tax benefits available to a common unitholder. It also could affect the timing of these tax benefits or the amount of gain from a sale of common units and could have a negative impact on the value of the common units or result in audit adjustments to the common unitholder's tax returns.

Our unitholders will likely be subject to state and local taxes in states where they do not live as a result of an investment in units.

In addition to federal income taxes, you will likely be subject to other taxes, including foreign, state and local taxes, unincorporated business taxes and estate inheritance or intangible taxes that are imposed by the various jurisdictions in which we do business or own property, even if you do not live in any of those jurisdictions. You will likely be required to file foreign, state and local income tax returns and pay state and local income taxes in some or all of these jurisdictions. Further, you may be subject to penalties for failure to comply with those requirements. We own assets and do business in Texas, Louisiana, Mississippi, Alabama, Florida, and Oklahoma. Louisiana, Mississippi, Alabama, Florida, and Oklahoma currently impose a personal income tax. It is your responsibility to file all United States federal, foreign, state and local tax returns. Our counsel has not rendered an opinion on the state or local tax consequences of an investment in the common units.

Item 1B. Unresolved Staff Comments

None.

Item 3. Legal Proceedings

We are involved from time to time in various claims, lawsuits and administrative proceedings incidental to our business. In our opinion, the ultimate outcome, if any, of such proceedings is not expected to have a material adverse effect on our financial condition, results of operations or cash flows. (See Note 17. Commitments and Contingencies.)

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Item 4. Submission of Matters to a Vote of Security Holders

No matters were submitted to a vote of the security holders during the fiscal year covered by this report.

PART II

Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

Our common units are listed on the American Stock Exchange under the symbol “GEL”. The following table sets forth, for the periods indicated, the high and low sale prices per common unit and the amount of cash distributions paid per common unit.

	Price Range				Cash
	High		Low		Distributions ⁽¹⁾

2007
First Quarter (through March 1, 2007)	$	20.00	$	18.76	$	0.21

2006
First Quarter	$	12.85	$	11.25	$	0.17
Second Quarter	$	14.14	$	10.25	$	0.18
Third Quarter	$	19.18	$	11.20	$	0.19
Fourth Quarter	$	20.65	$	14.48	$	0.20

2005
First Quarter	$	12.60	$	8.50	$	0.15
Second Quarter	$	10.00	$	8.25	$	0.15
Third Quarter	$	12.15	$	9.22	$	0.15
Fourth Quarter	$	12.00	$	9.61	$	0.16

_____________________

(1) Cash distributions are shown in the quarter paid and are based on the prior quarter’s activities.

At March 1, 2007, there were 13,784,441 common units outstanding, including 1,019,441 common units held by our general partner. As of December 31, 2006, there were approximately 5,800 record holders of our common units, which include holders who own units through their brokers “in street name.”

We distribute all of our available cash, as defined in our partnership agreement, within 45 days after the end of each quarter to Unitholders of record and to our general partner. Available cash consists generally of all of our cash receipts less cash disbursements, adjusted for net changes to cash reserves. Cash reserves are the amounts deemed necessary or appropriate, in the reasonable discretion of our general partner, to provide for the proper conduct of our business or to comply with applicable law, any of our debt instruments or other agreements. The full definition of available cash is set forth in our partnership agreement and amendments thereto, which is filed as an exhibit to this Form 10-K.

In addition to its 2% general partner interest, our general partner is entitled to receive incentive distributions if the amount we distribute with respect to any quarter exceeds levels specified in our partnership agreement.

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Item 6. Selected Financial Data

The table below includes selected financial and other data for the Partnership for the years ended December 31, 2006, 2005, 2004, 2003, and 2002 (in thousands, except per unit and volume data).

	Year Ended December 31,
	2006			2005			2004				2003			2002
Income Statement Data:
Revenues:
Crude oil gathering and marketing ⁽¹⁾	$	873,268		$	1,038,549		$	901,902			$	641,684		$	639,143
Pipeline transportation, including natural gas sales		29,947			28,888			16,680				15,134			13,485
CO₂ marketing		15,154			11,302			8,561				1,079			-
Total revenues		918,369			1,078,739			927,143				657,897			652,628
Costs and expenses:
Crude oil and field operating ⁽¹⁾		865,902			1,034,888			897,868				633,776			629,245
Pipeline transportation, including natural gas purchases		17,521			19,084			8,137				10,026			9,576
CO₂ marketing transportation costs		4,842			3,649			2,799				355			-
General and administrative expenses		13,573			9,656			11,031				8,768			7,864
Depreciation and amortization		7,963			6,721			7,298		⁽²⁾		4,641			4,603
(Gain) loss from sales of surplus assets		(16	)		(479	)		33				(236	)		(705	)
Total costs and expenses		909,785			1,073,519			927,166				657,330			650,583
Operating income (loss) from continuing operations		8,584			5,220			(23	)			567			2,045
Earnings from equity in joint ventures		1,131			501			-				-			-
Interest expense, net		(1,374	)		(2,032	)		(926	)			(986	)		(1,035	)
Income (loss) from continuing operations before cumulative effect of change in accounting principle, income taxes and minority intersst		8,341			3,689			(949	)			(419	)		1,010
Income tax credit		11			-			-				-			-
Minority interest		(1	)		-			-				-			-
Income (loss) from continuing operations before cumulative effect of change in accounting principle		8,351			3,689			(949	)			(419	)		1,010
Income (loss) from discontinued operations		-			312			(463	)			13,741			4,082
Cumulative effect of changes in accounting principle		30			(586	)		-				-			-
Net income (loss)	$	8,381		$	3,415		$	(1,412	)		$	13,322		$	5,092
Net income (loss) per common unit - basic and diluted:
Continuing operations	$	0.59		$	0.38		$	(0.10	)		$	(0.05	)	$	0.12
Discontinued operations		-			0.03			(0.05	)			1.55			0.46
Cumulative effect of change in accounting principle		-			(0.06	)		-				-			-
Net income (loss)	$	0.59		$	0.35		$	(0.15	)		$	1.50		$	0.58

Cash distributions per common unit	$	0.74		$	0.61		$	0.60			$	0.15		$	0.20

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	Year Ended December 31,
	2006		2005		2004		2003			2002
Balance Sheet Data (at end of period):
Current assets	$	99,992	$	90,449	$	77,396	$	88,211		$	92,830
Total assets		191,087		181,777		143,154		147,115			137,537
Long-term liabilities		8,991		955		15,460		7,000			5,500
Minority interests		522		522		517		517			515
Partners' capital		85,662		87,689		45,239		52,354			35,302


Other Data:
Maintenance capital expenditures ⁽³⁾		967		1,543		939		4,178			4,211
Volumes - continuing operations:
Crude oil pipeline (bpd)		61,585		61,296		63,441		66,959			71,870
CO₂ sales (Mcf per day)		72,841		56,823		45,312		36,332	⁽⁴⁾		-
Crude oil gathering and marketing:
Wellhead (bpd)		33,853		39,194		45,919		45,015			47,819
Total (bpd)		37,180		52,943		60,419		56,805			73,429

(1)	Crude oil gathering and marketing revenues, costs and volumes are reflected net of buy/sell arrangements since April 1, 2006.

(2)	In 2004, we recorded an impairment charge of $0.9 million related to our pipeline transportation operations.

(3)	Maintenance capital expenditures are capital expenditures to replace or enhance partially or fully depreciated assets to sustain the existing operating capacity or efficiency of our assets and extend their useful lives.

(4)	Represents average daily volume for the two month period in 2003 that we owned the assets.

The table below summarizes our unaudited quarterly financial data for 2006 and 2005 (in thousands, except per unit data).

	2006 Quarters
	First		Second		Third		Fourth
Revenues	$	263,602	$	233,343	$	229,551	$	191,873
Operating income	$	2,370	$	3,357	$	1,688	$	1,169
Income from continuing operations	$	2,561	$	3,444	$	1,695	$	651
Cumulative effect adjustment	$	30	$	-	$	-	$	-
Net income	$	2,591	$	3,444	$	1,695	$	651
Income from continuing operations per common unit - basic and diluted	$	0.18	$	0.24	$	0.12	$	0.05
Net income per common unit - basic and diluted	$	0.18	$	0.24	$	0.12	$	0.05

	2005 Quarters
	First		Second			Third			Fourth
Revenues	$	256,600	$	257,144		$	300,577		$	264,418
Operating income (loss) - continuing operations	$	2,843	$	1,006		$	(109	)	$	1,480
Income (loss) from continuing operations	$	2,488	$	752		$	(641	)	$	1,090
Income (loss) from discontinued operations	$	282	$	(9	)	$	45		$	(6	)
Cumulative effect adjustment	$	-	$	-		$	-		$	(586	)
Net income (loss)	$	2,770	$	743		$	(596	)	$	498
Income from continuing operations per common unit - basic and diluted	$	0.26	$	0.08		$	(0.06	)	$	0.10
Net income (loss) per common unit - basic and diluted	$	0.29	$	0.08		$	(0.06	)	$	0.05

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

Included in Management’s Discussion and Analysis are the following sections:

Overview of 2006

Significant Events in 2006

Critical Accounting Policies

Results of Operations

Liquidity and Capital Resources

Commitments and Off-Balance Sheet Arrangements

Other Matters

New Accounting Pronouncements

In the discussions that follow, we will focus on two measures that we use to manage the business and to review the results of our operations. Those two measures are segment margin and Available Cash before Reserves. Our profitability depends to a significant extent upon our ability to maximize segment margin. Segment margin is calculated as revenues less cost of sales and operating expense, and does not include depreciation and amortization. Segment margin also includes our equity in the operating income of joint ventures. A reconciliation of segment margin to income from continuing operations is included in our segment disclosures in Note 10 to the consolidated financial statements. Available Cash before Reserves is a non-GAAP measure calculated as net income with several adjustments, the most significant of which are the elimination of gains and losses on asset sales, except those from the sale of surplus assets, the addition of non-cash expenses such as depreciation, the replacement with the amount recognized as our equity in the income of joint ventures with the available cash generated from those ventures, and the subtraction of maintenance capital expenditures, which are expenditures to sustain existing cash flows but not to provide new sources of revenues. For additional information on Available Cash before Reserves and a reconciliation of this measure to cash flows from operations, see “Liquidity and Capital Resources - Non-GAAP Financial Measure” below.

Overview of 2006

We conduct our business through three segments - pipeline transportation (primarily of crude oil), crude oil gathering and marketing, and industrial gases. We have a diverse portfolio of customers and assets, including pipeline transportation of primarily crude oil and, to a lesser extent, natural gas and CO₂ in the Gulf Coast region of the United States. In conjunction with our crude oil pipeline transportation operations, we operate a crude oil gathering and marketing business, which (among other things) helps ensure a base supply of crude oil for our pipelines. We participate in industrial gas activities, including a CO₂ supply business, which is associated with the CO₂ tertiary oil recovery process being used in Mississippi by an affiliate of our general partner. We generate revenues by selling crude oil and industrial gases, by charging fees for the transportation of crude oil, natural gas and CO₂ on our pipelines, and through our joint venture in T&P Syngas Supply Company, by charging fees for services to produce syngas for our customer from the customer’s raw materials. Our focus is on the margin we earn on these revenues, which is calculated by subtracting the costs of the crude oil, the costs of transporting the crude oil, natural gas and CO₂ to the customer, and the costs of operating our assets. We also report our share of the earnings of our joint ventures, T&P Syngas and Sandhill.

Our objective is to operate as a growth-oriented midstream MLP with a focus on increasing cash flow, earnings and return to our unitholders by becoming one of the leading providers of pipeline transportation, crude oil gathering and marketing and industrial gas services in the regions in which we operate. Increases in cash flow generally result in increases in Available Cash before Reserves, which we distribute quarterly to our unitholders. During 2006, we generated $18.8 million of Available Cash before Reserves, and distributed $10.4 million to our unitholders. During 2006, cash provided by operations was $11.3 million.

In 2006, we generated net income and earnings of $8.4 million and $0.59 per unit. The results for 2006 include increased segment margin from all segments of our business. Increases in our unit price, the issuance of additional rights and the adoption of a new accounting pronouncement increased our field operating costs, pipeline operating costs and general and administrative expenses by a total of $1.9 million as we recognized expense related to our stock appreciation rights, or SAR, plan. Transition costs totaling $1.4 million related to a change in our senior management team also increased our general and administrative costs.

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As result of the equity capital we raised in December 2005 in connection with a public offering of newly issued limited partner units, we reduced our outstanding debt under our revolving credit facility during 2006 resulting in a reduction in interest expense for the year. We wrote off unamortized costs totaling $0.6 million related to our prior credit facility when we replaced the facility in November 2006. $0.1 million of these costs are included in general and administrative expenses and $0.5 million are included in interest expense.

We increased our cash distribution by $0.01 each quarter during 2006 and increased our cash distribution again to $0.21 per unit for the fourth quarter of 2006. This distribution was paid in February 2007.

Significant Events in 2006

New Credit Facility

We replaced our existing credit facility with a maximum $500 million Senior Secured Revolving Credit Agreement dated November 15, 2006 between Genesis Crude Oil, L.P. and a syndicate of lenders. The initial committed amount under our facility is $125 million. The committed amount represents the amount the banks have committed to fund pursuant to the terms of the credit agreement. The borrowing base under the facility is approximately $82 million, and will be recalculated quarterly and at the time of acquisitions. The borrowing base represents the amount that can be borrowed or utilized for letters of credit from a credit standpoint based on our EBITDA, computed in accordance with the provisions of our credit facility. The commitment amount can be increased up to the maximum facility amount for acquisitions or internal growth projects with approval of the lenders. Likewise, the borrowing base may be increased to the extent of EBITDA attributable to acquisitions.

New Management Team

On August 8, 2006, we hired three senior executive officers: Grant E. Sims, former CEO of Leviathan Gas Pipeline Partners, L.P. was appointed as the new Chief Executive Officer and a member of the Board of Directors; Joseph A. Blount, Jr., former President and Chief Operating Officer of Unocal Midstream & Trade, was appointed as President and Chief Operating Officer; and Brad N. Graves, former Vice President of Enterprise Products Partners, L.P., was appointed as Executive Vice President of Business Development. This management team will be responsible for designing and implementing a growth-oriented strategy that will include acquisitions from third parties, development projects and, ultimately, acquisitions from (or lease arrangements with) Denbury. The new management team will have the opportunity to earn up to 20% of the equity interest in our general partner (currently owned 100% by Denbury) subject to meeting certain performance criteria. See additional discussion in “Item 11 - Executive Compensation” below.

Acquisition of Sandhill Joint Venture

On April 1, 2006, we acquired a 50% partnership interest in Sandhill Group, LLC for $5 million from Magna Carta Group, LLC. Magna Carta holds the other 50% interest in Sandhill. Sandhill is a limited liability company that owns a CO₂ processing facility located in Brandon, Mississippi. Sandhill is engaged in the production and distribution of liquid carbon dioxide for use in the food, beverage, chemical and oil industries. The facility acquires CO₂ from us under a long-term supply contract that we acquired in 2005 from Denbury.

Sandhill is managed by a management committee consisting of two representatives each from Magna Carta and us. Our equity in the earnings of Sandhill is included in our industrial gases segment. Additional discussion of the earnout provisions and guaranty of Sandhill’s debt is included in Note 7 to the financial statements and in “Commitments and Off-Balance Sheet Arrangements” below.

Critical Accounting Policies and Estimates

The preparation of consolidated financial statements in conformity with accounting principles generally accepted in the United States requires us to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities, if any, at the date of the consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. Although we believe these estimates are reasonable, actual results could differ from those estimates. Significant accounting policies that we employ are presented in the notes to the consolidated financial statements (See Note 2. Summary of Significant Accounting Policies.)

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Critical accounting policies and estimates are those that are most important to the portrayal of our financial results and positions. These policies require management’s judgment and often employ the use of information that is inherently uncertain. Our most critical accounting policies pertain to revenue and expense accruals, hedging activities, our stock appreciation rights plan accrual, pipeline loss allowance recognition, depreciation, amortization and impairment of long-lived assets, asset retirement obligations and contingent and environmental liabilities. We discuss these policies below.

Revenue and Expense Accruals

Information needed to record our revenues is generally available to allow us to record substantially all of our revenue-generating transactions based on actual information. The accruals that we are required to make for revenues are generally insignificant.

We routinely make accruals for expenses due to the timing of receiving third party information and reconciling that information to our records. These accruals can include some crude oil purchase costs and expenses for operating our assets such as contractor charges for goods and services provided. For crude oil purchases transported on our trucks or our pipelines, we have access to the volumetric and pricing data so that we can record these transactions based on actual information. Accounting for crude oil purchases that involve third party transportation services sometimes require us to make estimates, as the necessary volumetric data is not available within the timeframe needed. By balancing our crude oil purchase and sales volumes with the change in our inventory positions, we believe we can make reasonable estimates of the unavailable data.

We believe our estimates for revenue and expense items are reasonable, but there can be no assurance that actual amounts will not vary from estimated amounts.

Hedging Activities

The provisions of SFAS No. 133, Accounting for Derivative Instruments and Hedging Activities, as amended and interpreted, require that estimates be made of the effectiveness of derivatives as hedges and the fair value of derivatives. The actual results of the transactions involving the derivative instruments will most likely differ from the estimates. We make very limited use of derivative instruments; however, when we do, we base these estimates on information obtained from third parties and from our own internal records.

Stock Appreciation Rights Plan Accrual

We accrue for the fair value of our liability for the stock appreciation rights we have issued to our employees and directors under the provisions of SFAS No. 123(R), Share-Based Payments, as amended and interpreted. These provisions require us to make estimates that affect the determination of the fair value of the outstanding stock appreciation rights, including estimates of the expected life of the rights, expected forfeiture rates of the rights, expected future volatility of our unit price and expected future distribution yield on our units. We base our estimates of these factors on historical experience and internal data. The actual timing and amounts of payments to employees that will ultimately be made under the SAR plan will most like differ from the estimates that are used in determining fair value.

Pipeline Loss Allowance Recognition

Numerous factors can cause crude oil volumes to expand and contract. These factors include temperature of both the crude oil and the surrounding atmosphere and the quality of the crude oil, in addition to inherent imprecision of measurement equipment. As a result of these factors, crude oil volumes fluctuate, which can result in losses in volumes of crude oil in the custody of the pipeline that belongs to the shippers. In order to compensate the pipeline for bearing the risk of actual losses in volumes that occur, the pipeline generally has established in its tariffs the right to make volumetric deductions from the shippers for quality and volumetric fluctuations. We refer to these deductions as pipeline loss allowances.

We compare these allowances to the actual volumetric gains and losses of the pipeline and the net gain or loss is recorded as revenue or expense, based on prevailing market prices at that time. When net gains occur, the pipeline company has crude oil inventory. When net losses occur, we reduce any recorded inventory on hand and record a liability for the purchase of crude oil that we must make to replace the lost volumes. We reflect inventories in the financial statements at the lower of the recorded value or the market value at the balance sheet date. We value liabilities to replace crude oil at current market prices. The crude oil in inventory can then be sold, resulting in additional revenue if the sales price exceeds the inventory value.

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We cannot predict future pipeline loss allowance revenue because these revenues depend on factors beyond management’s control such as the crude oil quality and temperatures, as well as crude oil market prices.

Depreciation, Amortization and Impairment of Long-Lived Assets

In order to calculate depreciation and amortization we must estimate the useful lives of our fixed assets at the time the assets are placed in service. We base our calculation of the useful life of an asset on our experience with similar assets. Experience, however, can cause us to change our estimates, thus impacting the future calculation of depreciation and amortization.

When events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable, we review our assets for impairment in accordance with SFAS No. 144, Accounting for the Impairment or Disposal of Long-Lived Assets. We compare the carrying value of the fixed asset to the estimated undiscounted future cash flows expected to be generated from that asset. Estimates of future net cash flows include estimating future volumes, future margins or tariff rates, future operating costs and other estimates and assumptions consistent with our business plans. Should the undiscounted future cash flows be less than the carrying value, we record an impairment charge to reflect the asset at fair value.

Asset Retirement Obligations

Some of our assets, primarily related to our pipeline operations segment, have obligations regarding removal and restoration activities when the asset is abandoned. Additionally, we generally have obligations to remove crude oil injection stations located on leased sites. We estimate the fair values of these obligations based on current costs, inflation estimates and other factors in order to record the liabilities. We also must estimate the ultimate timing of the performance of these liabilities in determining the fair value of the obligations. We revise these estimates as information becomes available that affects the assumptions we made.

Liability and Contingency Accruals

We accrue reserves for contingent liabilities including environmental remediation and potential legal claims. When our assessment indicates that it is probable that a liability has occurred and the amount of the liability can be reasonably estimated, we make accruals. We base our estimates on all known facts at the time and our assessment of the ultimate outcome, including consultation with external experts and counsel. We revise these estimates as additional information is obtained or resolution is achieved.

We also make estimates related to future payments for environmental costs to remediate existing conditions attributable to past operations. Environmental costs include costs for studies and testing as well as remediation and restoration. We sometimes make these estimates with the assistance of third parties involved in monitoring the remediation effort.

We are currently conducting remediation of subsurface soil and groundwater hydrocarbon contamination at the former Jay Trucking Facility. The total estimated remediation and related costs are $1.3 million, which we expect to share with other responsible parties. In 2005, we recorded a liability of $0.5 million as our estimated share of this liability. We currently have no reason to believe that this remediation will have a material financial effect on our financial position, results of operation, or cash flows.

We believe our estimates for contingent liabilities are reasonable, but we cannot assure you that actual amounts will not vary from estimated amounts.

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Results of Operations

The contribution of each of our segments to total segment margin in each of the last three years was as follows:

	Year Ended December 31,
	2006		2005		2004
	(in thousands)
Pipeline transportation	$	12,426	$	9,804	$	8,543
Industrial gases		11,443		8,154		5,762
Crude oil gathering and marketing		7,366		3,661		4,034
Total segment margin	$	31,235	$	21,619	$	18,339

Pipeline Transportation Segment

We operate three common carrier crude oil pipeline systems in a four state area. We refer to these pipelines as our Mississippi System, Jay System and Texas System. Volumes shipped on these systems for the last three years are as follows (barrels per day):

Pipeline System	2006		2005		2004

Mississippi		16,931		16,021		12,589
Jay		13,351		13,725		14,440
Texas		31,303		31,550		36,413

The Mississippi System begins in Soso, Mississippi and extends to Liberty, Mississippi. At Liberty, shippers can transfer the crude oil to a connection to Capline, a pipeline system that moves crude oil from the Gulf Coast to refineries in the Midwest. The system has been improved to handle the increased volumes produced by Denbury and transported on the pipeline. In order to handle future increases in production volumes in the area that are expected, we have made capital expenditures for tank, station and pipeline improvements and we intend to make further improvements. See Capital Expenditures under “Liquidity and Capital Resources” below.

Denbury is the largest producer (based on average barrels produced per day) of crude oil in the State of Mississippi. Our Mississippi System is adjacent to several of Denbury’s existing and prospective oil fields. As Denbury continues to acquire and develop old oil fields using CO₂ based tertiary recovery operations, Denbury expects to add crude oil gathering and CO₂supply infrastructure to those fields, which could create some opportunities for us.

Beginning in September 2004, Denbury became a shipper on the Mississippi System, under an incentive tariff designed to encourage shippers to increase volumes shipped on the pipeline. Prior to this point, Denbury sold its production to us before it entered the pipeline.

In the fourth quarter of 2004, we constructed two segments of crude oil pipeline to connect producing fields operated by Denbury to our Mississippi System. One of these segments was placed in service in 2004 and the other began operations in the first quarter of 2005. Denbury pays us a minimum payment each month for the right to use these pipeline segments. We account for these arrangements as direct financing leases.

The Jay pipeline system in Florida/Alabama ships crude oil from fields with relatively short remaining production lives. Recent changes in the ownership of the more mature producing fields in the area surrounding our Jay System have led to interest in further development of these fields which may lead to increases in production. Additionally, new wells have been drilled in the area. This new production produces greater tariff revenue for us due to the greater distance that the crude oil is transported on the pipeline. This increased revenue, increases in tariff rates each year on the remaining segments of the pipeline, sales of pipeline loss allowance volumes, and operating efficiencies that have decreased operating costs have contributed to increase our cash flows from the Jay System.

Volumes on our Texas System averaged 31,303 barrels per day during 2006. The crude oil that enters our system comes to us at West Columbia where we have a connection to TEPPCO’s South Texas System and at Webster where we have connections to two other pipelines. One of these connections at Webster is with ExxonMobil Pipeline and is used to receive volumes that originate from TEPPCO’s pipelines. We have a joint tariff with TEPPCO under which we earn $0.22 per barrel on the majority of the barrels we deliver to the shipper’s facilities. Substantially all of the volume being shipped on our Texas System goes to two refineries on the Texas Gulf Coast.

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Our Texas System is dependent on the connecting carriers for supply, and on the two refineries for demand for our services. Volumes on the Texas System have declined since the sale to TEPPCO in 2003 of a portion of our Texas System as a result of changes in the supply available for the two refineries to acquire and ship on our pipeline and changes TEPPCO made to the operations of the pipeline segments it acquired from us. We lease tankage in Webster on the Texas System of approximately 165,000 barrels. We have a tank rental reimbursement agreement effective January 1, 2005 with the primary shipper on our Texas System to reimburse us for the expense of leasing of that storage capacity. Volumes on the Texas System may continue to fluctuate as refiners on the Texas Gulf Coast compete for crude oil with other markets connected to TEPPCO’s pipeline systems.

We operate a CO₂ pipeline in Mississippi to transport CO₂ from Denbury’s main CO₂ pipeline to Brookhaven oil field. Denbury has the exclusive right to use this CO₂ pipeline. This arrangement has been accounted for as a direct financing lease.

Historically, the largest operating costs in our crude oil pipeline segment have consisted of personnel costs, power costs, maintenance costs and costs of compliance with regulations. Some of these costs are not predictable, such as failures of equipment, or are not within our control, like power cost increases. We perform regular maintenance on our assets to keep them in good operational condition and to minimize cost increases.

Operating results from operations for our pipeline transportation segment were as follows.

	Year Ended December 31,
	2006			2005			2004
	(in thousands)
Crude oil tariffs and revenues from direct financing leases of crude oil pipelines	$	14,309		$	13,490		$	13,048
Sales of crude oil pipeline loss allowance volumes		6,472			4,672			3,475
Revenues from direct financing leases of CO₂ pipelines		340			359			25
Tank rental reimbursements and other miscellaneous revenues		621			566			132
Total revenues from crude oil and CO₂ tariffs, including revenues from direct financing leases		21,742			19,087			16,680
Revenues from natural gas tariffs and sales		8,205			9,801			-
Natural gas purchases		(7,593	)		(9,343	)		-
Pipeline operating costs		(9,928	)		(9,741	)		(8,137	)
Segment margin	$	12,426		$	9,804		$	8,543

Volumes per day:
Crude oil pipeline - barrels		61,585			61,296			63,441

Year Ended December 31, 2006 Compared with Year Ended December 31, 2005

Pipeline segment margin increased $2.6 million, or 27%, for 2006, as compared to 2005. Revenues from crude oil and CO₂ tariffs and related sources were responsible for the increase for the period. Net profit from natural gas transportation and sales increased slightly, with that increase offset by an increase in pipeline operating costs.

Tariff revenues from transportation of crude oil and CO₂ increased $0.8 million in 2006 compared to the prior year period due primarily to increased tariffs on all systems. Additionally the receipt and delivery points for the crude oil varied in 2006, with proportionately more volume at locations with higher per barrel tariffs. Total volumes on all three systems were consistent with 2005 volumes.

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Higher market prices for crude oil added $1.8 million to pipeline loss allowance revenues. During 2006, average crude oil market prices, as referenced by the prices posted by Shell Trading (US) Company for West Texas/New Mexico Intermediate grade crude oil, were $9.71 higher than in 2005. Fluctuations in the future in crude oil market prices will affect our revenues from sales of crude oil pipeline loss allowance volumes. Tank rental reimbursements and other miscellaneous revenues increased by $0.1 million.

Net profit from natural gas pipeline activities increased in total $0.1 million from 2005 amounts. Fluctuations in natural gas market prices created variances between the annual periods in revenues from natural gas sales and costs of natural gas purchases.

Operating costs increased $0.2 million. A decrease in 2006 in costs for regulatory testing and repairs of $0.6 million was offset by increased power costs of $0.2 million, increases in safety and insurance costs totaling $0.3 million and expense related to our SAR plan of $0.3 million.

Year Ended December 31, 2005 Compared with Year Ended December 31, 2004

Pipeline segment margin increased $1.3 million, or 15%, for 2005, as compared to 2004. Revenues from crude oil and CO₂ tariffs and related sources added $2.4 million of the increase for the period and $0.5 million of the increase resulted from net profit from natural gas transportation and sales acquired in 2005. Pipeline operating cost increases offset $1.6 million of the revenue increases.

Crude oil and CO₂ tariff revenues increased $0.8 million in 2005 compared to the prior year period due to the combination of higher tariffs and higher volumes on the systems with higher per barrel tariffs. Volumes on our pipelines were affected briefly by hurricanes in both periods. The effects of lower tariffs and volumes on the Texas System were generally offset by increased volumes and tariffs on the Mississippi System.

Higher market prices for crude oil added $1.2 million to pipeline loss allowance revenues. The CO₂ pipeline did not exist until December 2004, and the natural gas gathering pipelines were acquired in the first quarter of 2005.

Operating costs increased $1.6 million. In 2004, as well as in 2005, we incurred costs for regulatory testing and repairs resulting from that testing. Those costs were approximately $0.6 million greater in 2005. Operational costs for personnel, contract services, liability insurance and equipment maintenance accounted for most of the remaining increase.

Industrial Gases Segment

Our industrial gases segment includes the results of our CO₂ sales to industrial customers and our share of the operating income of our 50% joint venture interests in T&P Syngas and Sandhill.

CO₂

We supply CO₂ to industrial customers under seven long-term CO₂ sales contracts. We acquired those contracts, as well as the CO₂ necessary to satisfy substantially all of our expected obligations under those contracts, in three separate transactions with Denbury. Since 2003, we have purchased those contracts, along with three VPPs representing 280.0 Bcf of CO₂ (in the aggregate), from Denbury for a total of $43.1 million in cash. We sell our CO₂ to customers who treat the CO₂ and sell it to end users for use for beverage carbonation and food chilling and freezing or for uses in tertiary crude oil recovery or chemical processes. Our compensation for supplying CO₂ to our industrial customers is the effective difference between the price at which we sell our CO₂ under each contract and the price at which we acquired our CO₂ pursuant to our VPPs, minus transportation costs. We expect our CO₂ contracts to provide stable cash flows until they expire, at which time we intend to extend or replace those contracts, including acquiring the necessary CO₂ supply from wholesalers. At December 31, 2006, we have 210.5 Bcf of CO₂ remaining under the VPPs.

The terms of our contracts with the industrial CO₂customers include minimum take-or-pay and maximum delivery volumes. The maximum daily contract quantity per year in the contracts totals 97,625 Mcf. Under the minimum take-or-pay volumes, the customers must purchase a total of 51,048 Mcf per day whether received or not. Any volume purchased under the take-or-pay provision in any year can then be recovered in a future year as long as the minimum requirement is met in that year. In the three years ended December 31, 2006, all of our customers purchased more than their minimum take-or-pay quantities.

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Our seven industrial contracts expire at various dates beginning in 2010 and extending through 2023. The sales contracts contain provisions for adjustments for inflation to sales prices based on the Producer Price Index, with a minimum price.

The industrial customers treat the CO₂ and transport it to their own customers. The primary industrial applications of CO₂ by these customers include beverage carbonation and food chilling and freezing. Based on historical data for 2004 through 2006, we expect some seasonality in our sales of CO₂. The dominant months for beverage carbonation and freezing food are from April to October, when warm weather increases demand for beverages and the approaching holidays increase demand for frozen foods. The table below depicts these seasonal fluctuations. The average daily sales (in Mcfs) of CO₂ for each quarter in 2006 and 2005 under these contracts (including volumes sold by Denbury on the contracts we acquired in the fourth quarter of 2005) were as follows:

Quarter	2006		2005
First		66,565		67,434
Second		73,980		73,307
Third		82,244		77,264
Fourth		68,452		77,089

Syngas

We recognize our share of the earnings of T&P Syngas in each period. We are amortizing the excess of the price we paid for our interest in T&P Syngas over our share of the equity of T&P Syngas over the remaining useful life of the assets of T&P Syngas. This excess of $4.0 million is being amortized over eleven years. We receive cash distributions from T&P Syngas quarterly.

Sandhill

We recognize our share of the earnings of Sandhill in each period. We paid $3.8 million more for our interest in Sandhill than our share of the equity on the balance sheet of Sandhill at the date of acquisition. This excess of the purchase price over our share of the equity of Sandhill has been allocated to the property and equipment and intangible assets based on the fair value of those assets, with the remaining $0.7 million allocated to goodwill. We are amortizing the amount allocated to property, equipment and intangibles over the remaining useful lives of those assets. The amount allocated to goodwill will be reviewed for impairment periodically. We receive cash distributions from Sandhill quarterly.

Operating Results

Operating results for our industrial gases segment were as follows.

	Year Ended December 31,
	2006			2005			2004
	(in thousands)
Revenues from CO₂ sales	$	15,154		$	11,302		$	8,561
CO₂ transportation and other costs		(4,842	)		(3,649	)		(2,799	)
Equity in earnings of joint ventures		1,131			501			-
Segment margin	$	11,443		$	8,154		$	5,762

Volumes per day:
CO₂ sales - Mcf ⁽¹⁾		72,841			56,823			45,312

(1) 2005 and 2004 volumes only include volumes sold by us.

The increasing margins from the industrial gases segment between 2004 and 2005 and from 2005 to 2006 are primarily attributable to the acquisitions we made in 2004 and 2005 in this segment. The average revenue per Mcf sold increased by more than 4% in each year, due to inflation adjustments in the contracts and variations in the volumes sold under each contract.

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Transportation costs for the CO₂ on Denbury’s pipeline have increased due to the increased volume and the effect of the annual inflation factor in the rate paid to Denbury. The rate per Mcf in 2006 increased 3% over the 2005 rate. The rate in 2005 increased 4% over the 2004 rate.

Our share of the operating income of T&P Syngas for 2006 and for the nine month period we owned it in 2005 was $1.5 million and $0.8 million, respectively. We reduced the amount we recorded as our equity in T&P Syngas by $0.4 million and $0.3 million as amortization of the excess purchase price of T&P Syngas in each year, respectively. During 2006, T&P Syngas paid us distributions totaling $2.0 million, and we received a distribution of $0.6 million in 2007 attributable to the fourth quarter of 2006. During 2005 we received distributions totaling $0.8 million.

Our share of the operating income of Sandhill for the nine month period we owned it in 2006 was $0.1 million. We reduced that amount by $0.2 million for the amortization of the excess of the purchase price of Sandhill. During 2006, we received distributions from Sandhill totaling $0.1 million.

Crude Oil Gathering and Marketing Operations

We conduct certain crude oil aggregating operations, which involve purchasing, gathering, transporting by trucks and pipelines owned by us and trucks, pipelines and barges operated by others, and reselling, that help ensure a base supply source for our crude oil pipeline systems. Our profit for those services is derived from the difference between the price at which we re-sell crude oil less the price at which we purchase that crude oil, minus the associated costs of aggregation and any cost of supplying credit. The most substantial component of our aggregating costs relates to operation our fleet of leased trucks. Our crude oil gathering and marketing activities provide us with an extensive expertise, knowledge base and skill set that facilitates our ability to capitalize on regional opportunities which arise from time to time in our market areas. Usually this segment experiences limited commodity price risk because we generally make back-to-back purchases and sales, matching our sale and purchase volumes on a monthly basis.

The commodity price (for purchases and sales) of crude oil does not necessarily bear a relationship to segment margin as those prices normally impact revenues and costs of sales by approximately equivalent amounts. Because period-to-period variations in revenues and costs of sales are not generally meaningful in analyzing the variation in segment margin for our gathering and marketing operations, these changes are not addressed in the following discussion. Additionally, beginning in April 2006, we now present the margin on certain transactions under buy/sell arrangements on a net basis as required by the provisions of Emerging Issues Task Force Issue No. 04-13, “Accounting for Purchases and Sales of Inventory with the Same Counterparty,”

Generally, as we purchase crude oil, we simultaneously establish a margin by selling crude oil for physical delivery to third party users, such as independent refiners or major oil companies. Through these transactions, we seek to maintain a position that is substantially balanced between crude oil purchases, on the one hand, and sales or future delivery obligations, on the other hand. We do not hold crude oil, futures contracts or other derivative products to speculate on crude oil price changes. When our positions become unbalanced such that we have inventory, we will use derivative instruments to hedge that inventory until such time as we can sell it into the market.

When the crude oil markets are in contango, (oil prices for future deliveries are higher than for current deliveries), we may store crude oil, as inventory in our storage tanks, that we have purchased at lower prices in the current month for delivery at higher prices in future months. When we purchase this inventory, we simultaneously enter into a contract to sell the inventory in the future period, either with a counterparty or in the crude oil futures market. The maximum storage available to us for use in this strategy is approximately 120,000 barrels, although maintenance activities on our pipelines impact the availability of this storage capacity. We generally will account for this inventory and the related derivative hedge as a fair value hedge in accordance with Statement of Financial Accounting Standards No. 133. See Note 10 to the Consolidated Financial Statements.

Most of our contracts for the purchase and sale of crude oil have components in the pricing provisions such that the price paid or received is adjusted for changes in the market price for crude oil. The pricing in the majority of our purchase contracts contain the market price component, a bonus that is not fixed, but instead is based on another market factor and a deduction to cover the cost of transporting the crude oil and to provide us with a margin. Contracts will sometimes also contain a grade differential which considers the chemical composition of the crude oil and its appeal to different customers. Typically the pricing in a contract to sell crude oil will consist of the market price components and the grade differentials. The margin on individual transactions is then dependent on our ability to manage our transportation costs and to capitalize on grade differentials.

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Field operating costs consist of the costs to operate our fleet of 48 leased trucks used to transport crude oil, and the costs to maintain the trucks and assets used in the crude oil gathering operation. Approximately 60% of these costs are variable and increase or decrease with volumetric changes. These costs include payroll and benefits (as drivers are paid on a commission basis based on volumes), maintenance costs for the trucks (as we lease the trucks under full service maintenance contracts under which we pay a maintenance fee per mile driven), and fuel costs. Fuel costs also fluctuate based on changes in the market price of diesel fuel. Fixed costs include the base lease payment for the vehicle, insurance costs and costs for environmental and safety related operations.

Operating results from continuing operations for our crude oil gathering and marketing segment were as follows.

	Year Ended December 31,
	2006			2005			2004
	(in thousands)
Revenues	$	873,268		$	1,038,549		$	901,902
Crude oil costs		(851,671	)		(1,018,896	)		(883,988	)
Field operating costs		(14,231	)		(15,992	)		(13,880	)
Segment margin	$	7,366		$	3,661		$	4,034

Volumes per day:
Crude oil total - barrels		37,180			52,943			60,419
Crude oil truck transported only - barrels		3,368			3,084			1,742

Year Ended December 31, 2006 as Compared to Year Ended December 31, 2005

Our crude oil gathering and marketing segment margin increased by slightly more than double the prior year period. A decrease in field costs of $1.8 million combined with $1.9 million of increased segment margin from the two other factors resulted in a total increase of $3.7 million.

The majority of the decrease in field costs from the 2005 level related to a reduction in the size of our fleet. When we leased new trucks late in 2005, we reduced the size of the fleet to better match the volumes being purchased. This reduction in fleet size reduced personnel and truck lease costs. The new trucks also required less repair costs in the first year of the lease. During 2005 we also recorded a reserve of $0.5 million for 40% of the expected costs to remediate Jay Trucking Station, which made costs in that period higher than 2006. (See additional discussion at Note 17 to the Consolidated Financial Statements.) Higher fuel costs offset part of the reduction. Average fuel costs during 2006 increased more than $0.30 per gallon, or 13 percent, over the 2005 level. We also recorded expense in field operating costs in the 2006 period of $0.3 million related to our SAR plan.

A $0.3 million increase in revenues from volumes that we transported for a fee but did not purchase increased segment margin. Approximately 52% of the total transportation fee revenue related to volumes transported for Denbury from their wellhead locations to our pipeline using our trucks. We also provide these transportation services for third parties to move crude oil from wellhead locations to destinations designated by those third parties.

Approximately $0.7 million of the remaining increase in segment margin resulted again from a focus on eliminating less profitable volumes, and increasing profitability on the volumes retained by maximizing the benefits to us of fluctuations in prices in the regions in which we operate. Additionally, while we have been in a contango crude oil price market for most of 2005 and 2006, the contribution to segment margin from our inventory hedges has been approximately $0.9 million greater in the 2006 period.

Year Ended December 31, 2005 as Compared to Year Ended December 31, 2004

Crude oil gathering and marketing segment margins from continuing operations decreased $0.4 million in 2005 from the prior year period. An increase in field costs of $2.1 million was offset by $1.7 million of increased segment margin from four other factors.

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The majority of the increase in field costs over 2004 related to higher fuel costs, higher employee costs and the costs related to additional tractor/trailers we leased beginning in the third quarter of 2004. We also recorded a reserve of $0.5 million for 40% of the expected costs to remediate Jay Trucking Station. (See additional discussion at Note 17 to the Consolidated Financial Statements.)

Partially offsetting the higher field costs were increases in four factors. These factors were:

A $0.4 million increase in revenues from volumes that we transported for a fee but did not purchase. Approximately 63% of the total transportation fee revenue related to volumes transported for Denbury. Through August 31, 2004, we purchased Denbury’s crude oil at the wellhead. Beginning in September 2004, Denbury started selling its production to the end-market directly, and we provide transportation services for fees in our trucks and in our pipeline.

An increase in the average difference between the sales price and the purchase price of crude oil increased segment margin by $0.7 million, despite a 7,786 barrel per day decrease in purchased volumes.

A $0.4 million realized gain from a fair value hedge of inventory. Due to market conditions in the second quarter, we elected to hold inventory and hedge it in the market. We sold this inventory in the fourth quarter realizing the gain.

A $0.2 million decrease in credit costs related to crude oil transactions.

Other Costs and Interest

General and administrative expenses were as follows.

	Year Ended December 31,
	2006		2005			2004
	(in thousands)
Expenses excluding effect of stock appreciation rights plan, bonus plan and management team transition	$	9,007	$	8,903		$	9,662
Bonus plan expense		1,747		1,235			218
Stock appreciation rights plan expense (credit)		1,279		(482	)		1,151

Management team transition costs and write-off of deferred charges from prior credit facility		1,540		-			-
Total general and administrative expenses	$	13,573	$	9,656		$	11,031

Year Ended December 31, 2006 Compared with Year Ended December 31, 2005

In total general and administrative expenses, increased by $3.9 million, however the effects of our SAR and bonus plans, transition costs related to the change in our management team and the write-off of deferred charges related to our prior credit facility caused that increase. Excluding these items, general and administrative expenses in 2006 and 2005 were approximately $9.0 million.

As a result of the improvement in our financial results in 2006, our accrual under our bonus plan increased by $0.5 million. The bonus plan for employees is described in Item 11, “Executive Compensation” below. The plan provides for a bonus pool based on the amount of Available Cash before reserves generated. In 2006, we generated more available cash than in 2005, resulting in a larger bonus expense.

In 2006, we adopted a new accounting pronouncement that changed the method by which we record expense related to our SAR plan. (See additional discussion in “Cumulative Effect Adjustments” below and in Note 14 to the Consolidated Financial Statements.) The SAR plan for employees and directors is a long-term incentive plan whereby rights are granted for the grantee to receive cash equal to the difference between the grant price and common unit price at date of exercise. The rights vest over several years. As a result of this accounting change, general and administrative expense for SARs increased by $1.7 million from a credit to expense in 2005 to a charge to expense in 2006 of $1.3 million. In prior periods, the charge or credit to our earnings related to our SAR plan was primarily a function of the change in the market price for our common units from the prior period end. Under the new method of accounting for the outstanding SARs, we determine the fair value of the SARs at the end of each period and the fair value is charged to expense over the period during which the employee vests in the SARs.

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Finally, we recorded transition costs of $1.4 million, primarily in the form of severance costs, when our management team changed in August 2006. When we replaced our credit facility in November 2006, we wrote-off $0.1 million of unamortized deferred legal costs related to our prior facility.

Year Ended December 31, 2005 Compared with Year Ended December 31, 2004

General and administrative expenses, excluding the effects of our bonus plan and stock appreciation rights, or SAR, plan, decreased $0.8 million in 2005 from the 2004 level. In 2004, we incurred expenses of $1.3 million for professional services to assist us in the internal control documentation and assessment provisions of the Sarbanes-Oxley Act including additional audit fees related to this process. In 2005 we formed an internal audit department to perform the testing and evaluation of our internal controls. The total costs related to internal control documentation, testing and assessment declined $0.7 million between the two periods. Other administrative costs decreased $0.1 million.

Under the prior method of accounting for our SAR plan, we recorded expense based on changes to the market price for our units. Our unit price was $12.60 at December 31, 2004. At December 31, 2005, the unit price was $11.65, resulting in a non-cash credit of $0.5 million for 2005.

Depreciation, amortization and impairment expense increased $1.2 million between 2005 and 2006. The majority of this increase related to amortization of our CO₂ assets. Amortization of the CO₂ assets increased due to the additional CO₂ volumes sold in the 2006 period as compared to 2005. These additional sales related primarily to the CO₂ contracts acquired in the fourth quarter of 2005.

Depreciation, amortization and impairment decreased by $0.6 million in 2005 from the 2004 level. 2004 included a charge of $0.9 million to write-down the value of the segment of our Mississippi System from Liberty to Baton Rouge to its estimated salvage value.

Interest expense, net was as follows:

	Year Ended December 31,
	2006			2005			2004
	(in thousands)
Interest expense, including commitment fees	$	781		$	1,831		$	743
Capitalized interest		(9	)		(35	)		(76	)
Amortization of facility fees		300			307			303
Write-off of facility fees and other fees		500			-			-
Interest income		(198	)		(71	)		(44	)
Net interest expense	$	1,374		$	2,032		$	926

Total net interest expense in 2006 was $0.7 million less than in 2005. Interest expense including commitment fees was $1.1 million lower due to average outstanding bank debt that was $15.8 million lower and an interest rate that was 1.3% higher. Our equity offering in December 2005 was used to repay outstanding debt from acquisitions in 2005 and prior years, resulting in the lower average debt balance in 2006. Market interest rates rose in 2006 from 2005 levels, however the impact to us was minor because of our lower debt balances. During 2006, our average daily debt outstanding was $3.4 million.

As a result of the termination of our prior credit facility to enter into the new facility we obtained in November 2006, we wrote-off $0.5 million of deferred facility fees related to the prior credit facility. Interest income in 2006 was greater than in 2005 due to cash we had available in the first quarter of the year to invest from the public offering.

In 2005, our net interest expense increased by $1.1 million. Variances in debt outstanding (primarily due to the acquisition of assets throughout 2005), increases in market interest rates and an increase on June 1, 2004 in the size of our credit facility to $100 million resulted in greater interest expense and commitment fees.

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Net gain/loss on disposal of surplus assets. In 2006, 2005 and 2004 we sold surplus assets no longer used in our operations, recognizing small gains in 2006 and 2005 and a small loss in 2004.

Discontinued Operations

In the fourth quarter of 2003, we sold a significant portion of our Texas Pipeline System and the related crude oil gathering and marketing operations to TEPPCO Crude Oil, L.P. Additionally we sold other segments of our Texas Pipeline System that had been idled in 2002 to Blackhawk Pipeline, L.P., an affiliate of Multifuels, Inc. We abandoned in place other remaining segments not sold to these parties in 2003.

We agreed not to compete with TEPPCO in a 40-county area in Texas surrounding the pipeline for a five-year period. We retained responsibility for environmental matters related to the operations sold to TEPPCO for the period prior to the sale date, subject to certain conditions. Our responsibility to indemnify TEPPCO for environmental matters in connection with this transaction will cease in October 2013. We do not expect the effects of this indemnification to have a material effect on our results of operations in the future.

During 2005, we sold assets that had been idled as a result of the sale to TEPPCO, receiving $0.3 million and recognizing a gain of $0.3 million. During 2004, we incurred costs totaling $0.5 million related to the dismantlement of assets that we abandoned in 2003.

Cumulative Effect Adjustments

2006

On January 1, 2006, we adopted the provisions of SFAS No. 123(R). In December 2004, the FASB issued SFAS No. 123 (revised December 2004), “Share-Based Payments”. The adoption of this statement requires that the compensation cost associated with our stock appreciation rights plan, which upon exercise will result in the payment of cash to the employee, be re-measured each reporting period based on the fair value of the rights. Before the adoption of SFAS 123(R), we accounted for the stock appreciation rights in accordance with FASB Interpretation No. 28, “Accounting for Stock Appreciation Rights and Other Variable Stock Option or Award Plans” which required that the liability under the plan be measured at each balance sheet date based on the market price of our common units on that date. Under SFAS 123(R), the liability will be calculated using a fair value method that will take into consideration the expected future value of the rights at their expected exercise dates.

We have elected to calculate the fair value of the rights under the plan using the Black-Scholes valuation model. This model requires that we consider the expected volatility of the market price for our common units, the current price of our common units, the exercise price of the rights, the expected life of the rights, the current risk free interest rate, and our expected annual distribution yield. This valuation is then applied to the vested rights outstanding and to the non-vested rights based on the percentage of the service period that has elapsed. The valuation is adjusted for expected forfeitures of rights (due to terminations before vesting, or expirations after vesting). The liability amount accrued on the balance sheet is adjusted to this amount with the adjustment reflected in the statement of operations.

The estimates that we made upon the adoption of this standard at January 1, 2006 included the following assumptions:

In determining the expected life of the rights, we used the simplified method allowed by the Securities and Exchange Commission. We have very limited experience with employee exercise patterns, as our plan was initiated on December 31, 2003. The simplified method produces an initial expected life of 6.25 years for those rights we issued that vest 25% per year for four years, and an initial expected life of 7 years for those rights we issued that fully vest at the end of a four-year period.

The expected volatility of our units was computed using the historical period we believe is representative of future expectations. We determined the period to use as the historical period by considering our distribution history and distribution yield. The expected volatility used in the fair value calculations was approximately 33% at January 1, 2006 and 32% at December 31, 2006.

The risk-free interest rate was determined from the current yield for U.S. Treasury zero-coupon bonds with a term similar to the remaining expected life of the rights.

In determining our expected future distribution yield, we considered our history of distribution payments, our expectations for future payments, and the distribution yields of entities similar to us.

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We estimated the expected forfeitures of non-vested rights and expirations of vested rights. As our stock appreciation rights plan was not put in place until December 31, 2003, we have very limited experience with employee forfeiture and expiration patterns. We reviewed the history available to us as well as employee turnover patterns in determining the rates to use. We also used different estimates for different groups of employees.

At December 31, 2005, we had a recorded liability of $0.8 million, computed under the provisions of FASB Interpretation No. 28. We calculated the effect of adoption of SFAS 123(R) at January 1, 2006, and determined that our recorded liability at December 31, 2005 should be reduced by $30,000. This reduction is reflected as income from the cumulative effect of the adoption of a new accounting principle on our statement of operations. We do not believe the effect of adoption of this accounting principle at January 1, 2005 would have been material. The adjustment of the liability to its fair value at December 31, 2006, resulted in total expense of $1.9 million for 2006, of which $1.3 million is included in general and administrative expenses and $0.3 million is included in each of field operating costs and pipeline operating costs.

2005

On December 31, 2005, we adopted FASB Interpretation No. 47, “Accounting for Conditional Asset Retirement Obligations, an interpretation of FASB Statement No. 143”, or FIN 47. FIN 47 clarified that the term “conditional asset retirement obligation”, as used in SFAS No. 143, “Accounting for Asset Retirement Obligations”, refers to a legal obligation to perform an asset retirement activity in which the timing and/or method of settlement are conditioned upon a future event that may or may not be within our control. Although uncertainty about the timing and/or method of settlement may exist and may be conditioned upon a future event, the obligation to perform the asset retirement activity is unconditional. Accordingly, we are required to recognize a liability for the fair value of a conditional asset retirement obligation if the fair value of the liability can be reasonably estimated.

Some of our assets, primarily related to our pipeline operations segment, have obligations regarding removal activities when the asset is abandoned or retired. Additionally, we generally have obligations to remove crude oil injection stations located on leased sites. These assets are actively in use in our operations and the timing of the abandonment of these assets cannot be determined. Accordingly, under the provisions of FIN 47, we have made an estimate of the fair value of our obligations.

Upon adoption of FIN 47, we recorded a fixed asset and a liability for the estimated fair value of the asset retirement obligations at the time we acquired the related assets. This $0.3 million fixed asset is being depreciated over the life of the related assets. The accretion of the discount on the liability and the depreciation through December 31, 2005 were recorded in the statement of operations as a cumulative effect adjustment totaling $0.5 million. Additionally, we reflected our share of the asset retirement obligation recorded in accordance with FIN 47 of our equity method joint venture as a cumulative affect adjustment of $0.1 million.

See Note 4 to the Consolidated Financial Statements for the pro forma impact for the periods ended December 31, 2005 and 2004 of the adoption of FIN 47 if it had been adopted at the beginning of each of those periods.

Liquidity and Capital Resources

Capital Resources

We replaced our existing credit facility with a $500 million Senior Secured Revolving Credit Agreement dated November 15, 2006 between Genesis Crude Oil, L.P. and a syndicate of lenders. This new credit facility, with a maximum facility amount of $500 million, is with a group of banks led by Fortis Capital Corp. and Deutsche Bank Securities Inc. The initial committed amount under our facility is $125 million, of which a maximum of $50 million may be used for letters of credit. The committed amount represents the amount the banks have committed to fund pursuant to the terms of the credit agreement. The borrowing base under the facility at December 31, 2006 was approximately $82 million, and it will be recalculated quarterly and at the time of acquisitions. The borrowing base represents the amount that can be borrowed or utilized for letters of credit from a credit standpoint based on our EBITDA, computed in accordance with the provisions of our credit facility. The commitment amount may be increased up to the maximum facility amount for acquisitions and internal growth projects with approval of the lenders. Likewise, the borrowing base may be increased to the extent of pro forma additional EBITDA attributable to acquisitions. At December 31, 2006, we had $8.0 million of debt outstanding and $4.6 million in letters of credit outstanding under the facility. Due to the revolving nature of loans under our credit facility, additional borrowings and periodic repayments and re-borrowings may be made until the maturity date of November 15, 2011.

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Interest on amounts borrowed under the new facility is equal to (i) either the applicable Eurodollar settlement rate, or LIBOR Rate, or the higher of the federal funds rate plus ½ of 1% or Fortis’s prime rate for the relevant period, or Prime Rate, at our option, plus (ii) the applicable margin rate. We are required to pay our credit facility lenders a fee based upon amounts committed but not utilized by outstanding borrowings or letters of credit, as well as certain other fees.

We must comply with various affirmative and negative covenants contained in our new credit facility. Among other things, these covenants limit our ability to:

incur additional indebtedness or liens;

sell assets;

make loans, investments or guarantees;

acquire or be acquired by other companies;

enter into or amend certain existing agreements; and

enter into any hedging agreement for speculative purposes.

Our new credit facility covenants also require us to achieve specific minimum financial metrics. For example, we must maintain a debt service coverage ratio of at least 3.0 to 1.0 and a leverage ratio of no more than 5.5 to 1.0. In general, the debt service coverage ratio calculation compares EBITDA (as adjusted in accordance with the credit facility), to interest expense. At December 31, 2006, the calculation resulted in a ratio of 25.0 to 1.0. The leverage ratio calculation compares our consolidated funded debt (as calculated in accordance with the credit facility) to EBITDA (as adjusted) At December 31, 2006, this calculation resulted in a ratio of 0.5 to 1.0. Our credit facility also requires that we meet or exceed a funded indebtedness to capitalization ratio. Our credit facility includes provisions for the temporary adjustment of the required ratios following acquisitions. If we meet these financial metrics and are not otherwise in default under our credit facility, we may make quarterly distributions; however the amount of such distributions may not exceed the sum of the distributable cash (as defined in the credit agreement) generated by us for the eight most recent quarters, less the sum of the distributions made with respect to those quarters. At December 31, 2006, the excess of distributable cash over distributions was $17.6 million.

The covenants described above could prevent us from engaging in certain transactions which might otherwise be considered beneficial to us. For example, they could:

increase our vulnerability to general adverse economic and industry conditions;

limit our flexibility in planning for, or reacting to, changes in our businesses and the industries in which we operate.

Our credit facility contains customary events of default, including for non-payment of principal and interest, failure to comply with any covenant, default under certain other of our indebtedness, the incurrence of specified amounts of liabilities relating to adverse judgments, unpaid ERISA obligations or environmental claims, and the occurrence of a change in control.

Our credit facility is secured by a guarantee from all of our restricted subsidiaries (as defined in our credit agreement) and us and by liens on substantially all of the assets of those parties. Our credit facility is non-recourse to our general partner, except to the extent of its pledge of its 0.01% general partner interest in our operating partnership.

Our average daily outstanding balance under our credit facilities during 2006 was $3.4 million. The average interest rate we paid during this same period was 8.42%.

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Capital Expenditures

A summary of our capital expenditures in the three years ended December 31, 2006, 2005, and 2004 is as follows:

	Years Ended December 31,
	2006		2005		2004
	(in thousands)
Maintenance capital expenditures:
Mississippi pipeline systems	$	355	$	1,147	$	505
Jay pipeline system		122		7		28
Texas pipeline system		134		102		122
Crude oil gathering assets		175		34		159
Administrative and other assets		181		253		125
Total maintenance capital expenditures		967		1,543		939

Growth capital expenditures (including construction in progress and investments in joint ventures)
Mississippi pipeline systems		360		1,059		7,371
Natural gas gathering assets		-		3,110		-
CO₂ contracts		-		14,446		4,723
T&P Syngas investment		-		13,418		-
Sandhill investment		5,042		-		-
Other industrial gases investments		1,016		-