DCP Midstream LP : UBS Cost Optimization Investor Call Presentation

DCP 2.0 Transformation

Forward-Looking Statements

This presentation may contain or incorporate by reference forward-looking statements regarding DCP Midstream, LP (the "Partnership" or "DCP") and its affiliates, including outlook, guidance, projections, estimates, forecasts, plans, and objectives. All statements in this presentation, other than statements of historical fact, are forward-looking statements and are typically identified by words such as "target," "outlook," "guidance," "may," "could," "will," "should," "intend," "assume," "project," "believe," "predict," "anticipate," "expect," "scheduled," "estimate," "budget," "optionality," "potential," "plan," "forecast," and other similar words and expressions. Although management believes that expectations reflected in such forward-looking statements are based on reasonable assumptions, no assurance can be given that such expectations will prove to be correct due to risks, uncertainties, and assumptions that are difficult to predict and that may be beyond our

control. If any of these risks or uncertainties materialize, or if underlying assumptions prove incorrect, the Partnership's actual results may

vary materially from what management anticipated, expected, projected, estimated, forecasted, planned, or intended. You are cautioned not to place undue reliance on any forward-looking statements.

Investors are encouraged to consider closely the risks and uncertainties disclosed in the Partnership's most recent Annual Report on Form 10-K and subsequent Quarterly Reports on Form 10-Q filed with the Securities and Exchange Commission, which risks and uncertainties include, but are not limited to, the ongoing global economic impacts of the COVID-19 pandemic, pricing and supply actions by oil exporting countries, the resulting supply of, demand for, and price of oil, natural gas, NGLs, and related products and services, the duration of the foregoing impacts, and the time period for any recovery in commodity prices and demand. These risks and uncertainties could cause our actual results to differ materially from the forward-looking statements in this presentation, which may include, but are not limited to, our expectations on outlook, guidance, and sensitivities, our 2020 mitigating actions and options including distribution, capital, and cost reductions, our sources and uses of liquidity and sufficiency of financial resources, our projected in-service dates for growth projects, and our construction costs or capital expenditures in relation to estimated or budgeted amounts. Furthermore, in addition to causing our actual results to differ, such risks and uncertainties may cause our assumptions and intentions to change at any time and without notice, and any such changes may also cause our actual results to differ materially from the forward-looking statements in this presentation.

The Partnership undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise. Information contained in this presentation speaks only as of the date hereof unless otherwise expressed, is unaudited, and is subject to change.

Regulation G: This document includes non-GAAP financial measures as defined under the rules and regulations of the Securities and Exchange Commission, such as adjusted EBITDA, distributable cash flow, excess free cash flow, segment adjusted EBITDA, segment adjusted gross margin, forecasted adjusted EBITDA, forecasted distributable cash flow, and forecasted excess free cash flow. A reconciliation of these measures to the most directly comparable GAAP measures is included in the Appendix to this presentation.

Note: All presentation statistics and year-to-date numbers are as of September 30, 2020 unless otherwise noted.

2

Diversified Portfolio of Assets in Premier Basins

Leading Midstream Provider

Integrated Logistics & Marketing and Gathering & Processing business with competitive footprint and geographic diversity

Unparalleled interconnectivity and access to fractionators on the Gulf Coast, including Mt. Belvieu and Sweeny, with Conway for optionality

Leading industry positions in premier basins, including the DJ Basin, Permian, Eagle Ford, and SCOOP

Miles of		Bcf/d	MMBpd NGL	Bcf/d Natural
Plants	processing	Pipeline	Gas Pipeline
57KPipeline 39
	6.0capacity (1)	1.7capacity	2.8capacity

One of the largest NGL producers and gas processors in the United States

(1) Includes only DCP processing plant capacity

3

Digital Adoption Curve

Source: McKinsey & Company

4

DCP 2.0 Digital Transformation Journey

Transformation Office + Business Driven:

Maturing Practices and Digital Solutions

				DCP 2020
					People,
			DCP Tech		Process,
Transformation Office Led:		Ventures	Technology
Discovery / Experimentation			Transformation
				objectives expand from
	People,		Project	core team to 25% of	Design
	based LEAN	STI across the	Thinking
	Process,
			company
	Technology
			Self-service	Agile Product
			Advanced
DCP 2020	Design Thinking	Development
Analytics

	Robotic
	Process
Agile Product	Automation
Development

Employee / SME Led:

End to End - Continuous Improvement

	DCP 2020	People,
Digital		Process,
Business		Technology
Monetization		& DATA
ESG		Design
Enhancement
		Thinking
	Fully aligned
Enterprise	transformation agenda
Lean Business	throughout DCP,

System	exploring digitally	Agile Product
Development
	enabled lean business
	system
Advanced		DCP Tech
Predictive
	Ventures
Analytics
Enterprise		Robotic
Data
	Process
Management
	Automation
	Hyper
	Automation

2016 - 2017

2017 - 2019

2020 - 2023

45% of employee short term incentives tied to execution of transformation objectives

5

DCP 2.0: Driving the Operations of the Future

DCP 2.0 Strategic Objectives

Achieve Real-Time

Optimization and Decision

Making

• Utilize real-time data from a variety of sources to make the most strategic business decisions
• Increase reliability and asset runtime
• Improve margin by optimizing the value of every asset and every molecule

Digitally Enable the

Business and Workforce

• Drive workforce efficiencies through automation
• Create digital platforms to improve employees' quality of life and customer experience
• Build high-tech portfolio and world-class Workforce of Today
• Establish culture of innovation and agility

Increase Cash Flow While

Diminishing Risk

• Improve safety and decrease emissions
• Enhance process and equipment monitoring program
• Drive substantial cost reduction via lean manufacturing platform
• Utilize predictive analytics to improve asset maintenance

Real-Time	Better Reliability	Asset	Higher	Cost
Decisions	and Safety	Optimization	Margins	Savings

Industry leading transformation through people, process, and technology

6

ICC and Remote Operations

Integrated Collaboration

Center (ICC)

Linking Numerous Data Sources

SCADA	Financial	Real-Time	KPIs	Contracts	Engineering
and DCS	Data	Prices	Data

Integrated Collaboration Center

• ICC continues to gain momentum with functionality; now tracking data and optimizing the majority of plants
• Incorporating operations, engineering, commercial, and market data
• Focus expanding to the field, including large infrastructure of pipelines and compressors
• 24/7 monitoring for major field assets

Remote Operations

• 20 facilities incorporated into the ICC for remote operations in 2019; four transitioned YTD 2020
• During COVID-19 lockdowns, facilities are operated from employee homes
• Driving increased cross-functional collaboration among gas controllers, plant and field coordinators, optimizers, and board operators
• Strengthening integration between plants and across regions
• A platform by which plant operation best practices can be identified and quickly replicated

Enhancing DCP's ability to optimize cash flow and ensure business continuity through technology

7

8

Margin Optimization

				Recovery-Based							Major Equipment Failure*
				Performance						60
	99%											50
												40
	97%											30
	95%											20
				All DCP Plants		Remotely operated Plants				10
	93%							0
	2018	2019	2020					2018	2019	2020
				Big data insights drive			Decreasing major equipment failures,
	plant performance & optimization		equating to less unplanned downtime
	through digital twin simulation			through AI driven predictive analytics
		7B data points processed				70% reduction in major
		each day to optimize every				equipment failures, enabling

molecule	better volume management

*Equipment refers to engines, compressors, motors, and pumps at compressor stations and plants

9

2019 to 2020e Industry Cost Reduction

Q3 DCP Results

$130MM (17%) YoY Cost Reduction YTD

31%

15% 16%

11%

5% 6% 7% 7%

2% 3%

0%

(13%) (12%) (11%) (11%) (10%)

(17%)

(21%) (21%)

(2%) (2%) (1%) (1%)

(4%)

(9%) (8%) (7%)

Peer 1

Peer 2

Peer 3

DCP

Peer 5

Peer 6

Peer 7

Peer 8

Peer 9

Peer 10

Peer 11

Peer 12

Peer 13

Peer 14

Peer 15

Peer 16

Peer 17

Peer 18

Peer 19

Peer 20

Peer 21

Peer 22

Peer 23

Peer 24

Peer 25

Peer 26

Peer 27

Leading cost reduction effort to drive excess free cash flow while maintaining OE

Source: UBS Research. Costs include Opex and G&A

10

Peers include: AM, BPMP, CEQP, CQP, ENBL, ENLC, ET, ETRN, HEP, KMI, LNG, MMP, NGL, NS, OKE, PAA, PBFX, PPL-TSE, RTLR, SHLX, SUN, TCP, TRGP, TRP-TSE, USAC, and WMB

DCP Technology Ventures

Accelerating digital transformation and technology adoption for the midstream industry to improve sustainability and increase optimization

Startups &

Accelerators

Venture Universities

Capitalists & Global

Alliances

Rapidly Piloting & Adopting Emerging Tech

Safety

• Encroachment Tech - Satellites, Drones, Fiber
• Plastic Pipeline Detection
• Smart Wearables

Sustainability

• Carbon Capture, Utilization, and Storage (CCUS)
• Methane Detection and Reduction
• Edge Cameras and Analytics

Digital Enablement

• Digital Applications for the Workforce of Today
• Artificial Intelligence & Machine Learning
• Industrial Internet of Things (IIoT Edge)

Reliability

• Predictive Asset Maintenance
• Smart Sensors & Ultra Capacitors

Other Emerging Technologies

• Membranes and Acoustics
• New Energy - Fuel Cells, Hydrogen, Nuclear

11

DCP 2.0 Delivering Competitive Advantage

Enhancing our sustainability results via emerging technology adoption to ensure long-term durability and operational excellence

Technology adoption, including remote operations allows for business continuity during crisis, including the COVID-19 pandemic

Driving margin uplift through Integrated Collaboration Center optimization and improved reliability to create maximum returns from existing assets

Enabling best in class cost and capital discipline to increase sustainable excess FCF generation

Operating scalable, cutting-edge digital platform that positions DCP

well for potential midstream consolidation cycle

Creating long-term value and driving increased unitholder return

12

Appendix

13

DCP Midstream Snapshot

	NYSE	FORTUNE		Excess
	DCP TICKER	500	$152MM YTDFCF
	$3.1B CAPMARKET		NUMBER
	413	$1.3B
	1.6MM TRADING VOLUME	AVAILABLE
	LIQUIDITY
	AVG. 52-week
$.39 / $1.56 ANNUALIZED		Ba2 / BB+ / BB+
	DISTRIBUTION PAYMENT		CREDIT RATINGS

$14.71

UNIT PRICE

2020 GPA Midstream

$	17.1B	Association Awards
		for Environmental
	TOTAL ASSET BASE(1)	Excellence and
	Energy Conservation

COMPETITIVE POSITION

• Fully integrated value chain with predominantly fee-based assets generating excess free cash flow through 2021
• Large footprint in advantaged basins across nine states
• Industry-leadinginnovation and digital transformation via DCP 2.0

Note: Market statistics as of November 9, 2020	14
(1) Total Asset Base for Q3 2020 = Gross PPE + Intangibles + Investments in Unconsolidated Affiliates

Compelling Investor Value Proposition

INTEGRATED MIDSTREAM PROVIDER

• Fully integrated midstream business, with strong Logistics portfolio and geographically diverse, premier asset base
• Broad NGL pipeline footprint with unparalleled access to fractionators along the Gulf Coast, including Mont Belvieu and Sweeny, with Conway providing optionality for customers
• Leading industry positions in the DJ Basin, Northern Delaware (Permian), Eagle Ford, and SCOOP (Midcontinent)
• Only 7% of DCP's dedicated acreage is on Federal lands

EXCESS FREE CASH FLOW POSITIVE

• Excess free cash flow positive in 2020 and into 2021, increasing liquidity and accelerating delevering
• Early downturn mitigation driving ~$900MM of retained cash through substantial cost and capital savings
• Supply long, capacity short strategy focused on using existing infrastructure, offloads, and strategic asset dispositions to efficiently integrate and harness the earnings power of broad, high-quality footprint

SUSTAINABILITY & TECHNOLOGY

LEADERSHIP

• 2020 GPA Midstream Association Awards for Environmental Excellence and Energy Conservation
• DCP 2.0 digital transformation increasing cash flow while minimizing risk via real-time optimization & decision making
• DCP Technology Ventures evaluating emerging technologies to improve sustainability and drive efficiencies
• Recognized by the World Economic Forum as a member of the
  Global Lighthouse Network, distinguishing the world's top advanced manufacturing companies

FINANCIAL FLEXIBILITY & STABILITY

• 3.9x bank leverage ratio(1) with primary financial focus on long-termdelevering
• $1.75B capacity via bank facility and A/R securitization facility; ample liquidity secured with $1.3 billion unutilized
• No common equity offerings since March 2015
• Exceeding 80% fee and hedged target for 2020
• Providing attractive yield for unitholders through the cycle

(1) Bank leverage ratio calculation = Total debt (excludes $550 million Jr. Subordinated notes which are treated as equity) less cash divided by adjusted EBITDA, plus certain	15
project EBITDA credits from projects under construction

DCP Business Evolution

2010*	Extended and enhanced Logistics	2020
& Marketing (L&M) value chain

Strategically aligned Gathering &

Processing (G&P) footprint

Opportunistic consolidation, right-sizing the portfolio

DCP 2.0 transformation through people, process, and technology

Optimizing cost structure and generating excess free cash flow

Adjusted EBITDA by Segment

	10%
55%	45%
	90%

FY 2010*

FY 2019

Logistics & Marketing Gathering & Processing

Transformed into a fully integrated midstream provider with a balanced portfolio

* Consolidated Enterprise	16

Resiliency and Durability of the DCP Model

Health and Safety

Priority

Protecting our

employees,

contractors, customers,

and communities

Growing Excess Free Cash Flow

Generated $130 million of excess free cash flow(1) in Q3; $152 million YTD

Operational	Continued Cost &
Excellence	Capital Efficiency
Maintaining top safety	Expect to beat YoY $120MM
performance while driving	cost reduction target;
emissions reductions and	Delivering a 71% reduction
improved reliability	in YTD total capital

Prioritizing Debt	Leading on Innovation
Reduction	& Transformation
$156 million of debt	Recognized by World
reduction in Q3;	Economic Forum as Global
Bank leverage	Lighthouse; Launched largest
improved to 3.9x(2)	industry-led methane survey

1. Excess Free Cash Flow = DCF less distributions to limited partners and the general partner, less distributions to noncontrolling interests, and less expansion capital

expenditures and contributions to equity method investments

17

1. Bank leverage ratio calculation = Bank debt (excludes $550 million Jr. Subordinated notes which are treated as equity) less cash, divided by Adjusted EBITDA, plus certain capital project EBITDA credits

Successfully Navigating 2020

PRIORITY	ACTION	RESULT
Health & Safety	• Implemented pandemic response plan to	•	Healthy workforce
	ensure safety of our employees,	• Business continuity; safe and reliable
		customers, communities, and operations		operations
	• Launched largest industry-led methane	• Step change reduction of emissions in the
Sustainability		Permian
	survey
	• Published inaugural Sustainability report
	•	Established Sustainability Council
	•	Established I&D Committee
	•	Established Cost Task Force	• Optimized ~$900MM of retained cash flow
Improve Cash Flow	•	Reduced total capital, including deferral	• $152MM of excess FCF generated YTD
	of Sweeny Fractionator option	• $130MM YTD cost reduction YoY
	•	50% distribution reduction	• Total capital down 71% YoY
Increase Liquidity	• Issued $500MM of senior notes in Q2;	•	~$1.3B of available liquidity
	proceeds used to pay down bank facility
Reduce Leverage	• Established as top capital allocation	• $175MM of debt reduction YTD
• Bank leverage improved to 3.9x
	priority
		• Fitch improved to stable outlook
Maintain Utilization	• Long-term supply long, capacity short
	strategy	• Overbuild mitigation in advance of downturn
Rates	•	Proactive retention of volumes via short-	• G&P and L&M volumes meeting expectations
		term optimization of netbacks in Q2

Focused on cost and capital management, while maintaining safe and reliable

operations, to drive excess FCF and strengthen the balance sheet

18

Delivering on Commitments

	Q3 Results	Q4 Outlook	2H Expectations
L&M Volumes	Q3 volumes	Expected declines due to
flat to Q2	reduced ethane recovery
G&P Volumes	Q3 volumes slightly	Slight increase
down to Q2	in volumes
Ethane	~50% increase in ethane	Maintaining partial
Rejection	recovery from Q2	recovery
Costs	Slight sequential	Increased costs due to
increase	project deferrals
Sustaining	Continued discipline driving	Increased capital due to
Capital	spend down meaningfully	project deferrals
Growth Capital	Slightly exceeded high	Minimal
end of range in Q3	capex
	NGL - $0.44/gal	Stronger natural gas
Prices	Nat Gas - $1.98/MMBtu
prices; NGL and crude flat
	Crude - $40.93/Bbl

Outperformance demonstrating resiliency and durability of DCP business model

19

Safety & Operational Excellence

DCP Total Recordable Injury Rates(1)

Incidents per 200,000 hours worked

0.93		0.87
	0.79
		0.66
0.82
	0.44		0.36
		0.30
2016	2017	2018	2019
	GPA Midstream Division 1 Companies

4.5	Industry Safety Metrics(2)
Incidents per 200,000 hours worked
	3.7
	3
	1.9
	1.3

0.40.3

Transportation and	Educational and	Construction	Utilities	Professional and	Petroleum Refineries	DCP
Warehousing	Health Services			Business Services

(1)	Industry average data from GPA Midstream Association	20
(2)	Safety metrics from Bureau of Labor Statistics as of 2018

Solid Financial Position

Increased

Excess FCF

$152MM

Enhanced

Efficiencies

17% YoY

Cost

Reduction

Lowered

Debt

$175MM

Diversified

Earnings

62%

Logistics

Improved		Solid
Leverage		Liquidity
3.9x		~$1.3B

Stable		RA
Cash Flows		Progress
83%(1)		Fitch
Fee +		Improved
Hedged		to Stable

Strengthening the balance sheet to ensure stability through continued uncertainty

Note: All metrics represent YTD results as of September 30, 2020 except leverage, which is calculated on a TTM basis

21

1. 70% fee plus 30% commodity margin x 43% hedged = 83% fee and hedged as of October 31, 2020

Long-Term Financial Priorities

Generate		Reduce
Excess Free
	Leverage
Cash Flow

Improve

Credit

Ratings

• Excess free cash flow positive in 2020 and 2021, enhancing liquidity and delevering
• Premier assets, cost and capital discipline, and DCP 2.0 driving sustainable excess FCF optimization

• Delevering is top capital allocation priority
• Current bank leverage at 3.9x, better than 2020 target of 4.0x
• Targeting 3.5x leverage ratio
• No common equity issued since 2015

• Ba2/BB+/BB+ credit ratings
• Continual drive toward investment grade to lower cost of capital

2020 Excess FCF Generation

(in $MM)

$406

Substantial excess free cash flow being utilized to delever

Growth Capital

Distributions

2020e DCF

22

World Economic Forum Designation

DCP joins the World Economic Forum's Global Lighthouse Network of companies leading the world on innovation via Fourth Industrial Revolution technological adoption at scale

1 of 54	1 of 5		1 of 1
COMPANIES	COMPANIES		COMPANIES
SELECTED INTO		RECOGNIZED IN		IN THE US OIL AND
THE GLOBAL
		GAS INDUSTRY
LIGHTHOUSE		NORTH AMERICA
		RECOGNIZED
NETWORK

23

Long-Term Global Demand for Natural Gas

				World Primary Energy Demand by Fuel (BTOE)					Share by Fuel
																									Renewables
																							14%	Coal
20																									27%
																									Nuclear
18																								5%
16																								2018
14																								Natural gas
																							23%
12																									Oil
																								31%
10
8
6																								Renewables	Coal
																							21%	21%
4																								Nuclear
2																								5%
																							2040
0																									Oil
2018	2025		2030			2035	2040
					Natural gas	28%
						Coal		Oil		Natural gas		Nuclear		Renewables					25%

"Shale output from the United States is set to stay higher for longer than previously projected, reshaping global markets, trade flows and security. In the Stated Policies Scenario, annual US production growth slows from the breakneck pace seen in recent years, but the United States still accounts for 85% of the increase in global oil production to 2030, and for 30% of the increase in gas."

Hydrocarbons continue to fuel our global society for decades, with increased demand for natural gas

Source: International Energy Agency, World Energy Outlook 2019, Stated Policies Scenario	24

Highlights from the Inaugural DCP Midstream Sustainability Report

DCP is committed to safety, social responsibility, diversity, environmental leadership, operational excellence, and ethical business practices to ensure the decisions we make today are also the right decisions for the future.

Our Purpose & Vision

Our Purpose: Building Connections to Enable Better Lives

Our Vision: To be the safest, most reliable, low-cost midstream service provider

Our purpose is the lens through which we assess every decision, every action, and every strategy. From creating the feedstock used for thousands of products and warming our homes, to fueling our transportation systems and providing reliable and affordable energy access, we play a critical role in the energy value chain that drives our society. To achieve our purpose, we must sustainably execute our vision.

Midstream EHS Leader

The safety of our employees, contractors, and communities is top of mind in everything we do, every day, and is prioritized at all levels of the organization as our top value.

Read our full report at:

DCPMidstream.com/Sustainability

2018 & 2019	2020 GPA	2020 GPA	2019 GPA
recordable injury	Midstream	Midstream	Midstream
rates represent	Association	Association	Association
best safety	Energy	Environmental	Division I
records in	Conservation	Excellence Award	Safety Award
company history	Award		25

DCP 2.0 Transformation

We are leading the industry in innovation and digital adoption with a focus on transformation through people, process, and technology. Highlights include:

Integrated Collaboration Center (ICC)

Enhancing our digitized central nervous system which processes seven billion data points daily to fully optimize our operations

Remote Operations at 24 Facilities

Resulting in volume, reliability, and recovery improvements

DCP Technology Ventures

Working with start-ups to help develop groundbreaking energy technologies that improve safety, efficiency, and sustainability

Decision Support System (DSS)

Utilizing software that allows the company's real-time operational statistics to be available to every employee

Environmental Management

We recognize our critical responsibility to provide safe, affordable, reliable energy, while reducing our contribution to, and mitigating the impacts of climate change. In addition to strong environmental compliance and reporting, our efforts include:

• Monitoring our facilities with innovative technologies, such as infrared cameras to find and repairs leaks
• Participating in iPIPE, a nationally recognized coalition focused on leak detection and prevention
• Actively supporting nationwide Ecosystem Conservation Partnerships
• Supporting public awareness programs on pipeline safety
• Implementing regular emergency management training and asset drills

Culture & Community

We take pride in our dedicated efforts to create a safe, vibrant culture that enables and provides opportunities for our employees and communities to thrive.

• Established Cultural Hallmarks: Trust, Connect, Inspire, Solve, and Achieve
• Supporting a variety of internal employee groups, including: Young Professionals Network, DCP
  Veterans, the Leadership Development Network, and the Business Women's Network
• Formed Community Connections Committee to drive local engagement, directing over $75,000 to new, grassroots charitable efforts in 2019
• Raised and contributed over $1.4 million for nonprofit causes in 2019
• Top national corporate fundraiser for 2018 American Heart Association (AHA) Heart Walk, with nearly $9 million contributed to the AHA since 2007
• Recognized as a Forbes Best Midsize Employer for 2018 and 2019

Governance

The Board of Directors and our Executive Committee are committed to ethical business practices and effective risk and performance management.

• The Audit Committee, comprised of all independent directors, assists the Board in oversight of financial statements, audits, legal, and regulatory compliance
• Eliminated Incentive Distribution Rights in 2019, exemplifying our owners' support and positioning DCP and all stakeholders for long-term success
• Relevant to sustainability, we have identified our material issues, risks, and opportunities for our business and put a governance structure in place that includes an Sustainability Council. We have set ambitions for continuous transparency and accountability and we look forward to discussing our

progress	26	26

Non-GAAP Reconciliations

27

Non-GAAP Reconciliations

** We define adjusted gross margin as total operating revenues, less purchases and related costs, and we define segment adjusted gross margin for each segment
as total operating revenues for that segment less purchases and related costs for that segment. Our adjusted gross margin equals the sum of our segment adjusted
gross margins. Adjusted gross margin and segment adjusted gross margin are primary performance measures used by management, as these measures represent
the results of product sales and purchases, a key component of our operations. As an indicator of our operating performance, adjusted gross margin and segment	28
adjusted gross margin should not be considered an alternative to, or more meaningful than, operating revenues, gross margin, segment gross margin, net income or

loss, net income or loss attributable to partners, operating income, net cash provided by operating activities or any other measure of financial performance presented

in accordance with GAAP.	28

Non-GAAP Reconciliations

29

29

Non-GAAP Reconciliations

30

30

Non-GAAP Reconciliations

31