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Baker Hughes Tapped for Flare Gas Recovery Project in Iraq

Baker Hughes Co. has signed an agreement with Iraq-based Halfaya Gas Co. Ltd. (HGC) to strengthen collaboration for an innovative flare gas recovery system at the Bin Umar gas processing plant in southeastern Iraq. Baker Hughes said in a media release that the project will significantly reduce upstream flaring and transform waste gas into valuable […]

Baker Hughes Co. has signed an agreement with Iraq-based Halfaya Gas Co. Ltd. (HGC) to strengthen collaboration for an innovative flare gas recovery system at the Bin Umar gas processing plant in southeastern Iraq.

Baker Hughes said in a media release that the project will significantly reduce upstream flaring and transform waste gas into valuable products.

The two companies previously signed a memorandum of understanding to collaborate on the Bin Umar project and complete a pre-Front End Engineering and Design study.

The project aims to recover up to 300 million standard cubic feet per day of flared gas. This is equivalent to roughly 32 billion kilowatt-hours annually, similar to the annual electricity use of about 2 million average households in Iraq, Baker Hughes said.

The waste gas that would have been flared will instead be processed into treated dry gas, liquefied petroleum gas (LPG), and condensate for both domestic consumption and export, it said.

Additionally, the companies have agreed to collaborate on developing upstream oilfields in Iraq, utilizing Baker Hughes’ Oilfield Services & Equipment expertise. This partnership includes exploring strategic opportunities for local maintenance and repair services and potential industrial manufacturing collaborations, according to Baker Hughes.

The Bin Umar project is developed by HGC, owned by RASEP of RAS Group, under a 15-year Build-Own-Operate-Transfer contract with South Gas Company, a subsidiary of Iraq’s Ministry of Oil.

“Our collaboration with Baker Hughes reaffirms our unwavering commitment to Iraq’s future by reducing emissions, enhancing energy security, and accelerating the development of a modern and sustainable energy infrastructure. Through strategic alliances with world-class partners, we are laying the foundations for long-term prosperity and resilience for our people”, said Hussein Saihood, CEO of RAS Group’s Raban Al Safina for Energy Projects. “Baker Hughes’ demonstrated technical capabilities, tailored solutions, and in-country service presence make them an ideal partner for this critical project”.

“Making traditional sources of energy more efficient with lower emissions is critical for sustainable energy development. The industry has a responsibility and opportunity to enable this today”, Alessandro Bresciani, senior vice president  for energy equipment, industrial and energy technology at Baker Hughes, said.

To contact the author, email [email protected]



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Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.


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9 Linux certifications to boost your career

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Trump Renews Pressure on EU to Stop Buying Russian Oil

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AI’s electricity demand is a challenge utilities can’t ignore, but subsidies aren’t the solution

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North America Adds Rigs For 3 Straight Weeks

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Baker Hughes Extends Stimulation Vessels Deal with Petrobras

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Baker Hughes Tapped for Flare Gas Recovery Project in Iraq

Baker Hughes Co. has signed an agreement with Iraq-based Halfaya Gas Co. Ltd. (HGC) to strengthen collaboration for an innovative flare gas recovery system at the Bin Umar gas processing plant in southeastern Iraq. Baker Hughes said in a media release that the project will significantly reduce upstream flaring and transform waste gas into valuable products. The two companies previously signed a memorandum of understanding to collaborate on the Bin Umar project and complete a pre-Front End Engineering and Design study. The project aims to recover up to 300 million standard cubic feet per day of flared gas. This is equivalent to roughly 32 billion kilowatt-hours annually, similar to the annual electricity use of about 2 million average households in Iraq, Baker Hughes said. The waste gas that would have been flared will instead be processed into treated dry gas, liquefied petroleum gas (LPG), and condensate for both domestic consumption and export, it said. Additionally, the companies have agreed to collaborate on developing upstream oilfields in Iraq, utilizing Baker Hughes’ Oilfield Services & Equipment expertise. This partnership includes exploring strategic opportunities for local maintenance and repair services and potential industrial manufacturing collaborations, according to Baker Hughes. The Bin Umar project is developed by HGC, owned by RASEP of RAS Group, under a 15-year Build-Own-Operate-Transfer contract with South Gas Company, a subsidiary of Iraq’s Ministry of Oil. “Our collaboration with Baker Hughes reaffirms our unwavering commitment to Iraq’s future by reducing emissions, enhancing energy security, and accelerating the development of a modern and sustainable energy infrastructure. Through strategic alliances with world-class partners, we are laying the foundations for long-term prosperity and resilience for our people”, said Hussein Saihood, CEO of RAS Group’s Raban Al Safina for Energy Projects. “Baker Hughes’ demonstrated technical capabilities, tailored solutions, and in-country service presence make them an ideal partner for

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Executive Roundtable: The Integration Imperative

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Executive Roundtable: CapEx vs. OpEx in the AI Era – Balancing the Rush to Build with Long-Term Efficiency

Becky Wacker, Trane:  Focusing on post-initial construction CapEx expenditures, finding a balance between capital expenditure (CapEx) and operational expenditure (OpEx) is crucial for efficient capital deployment for data center operators. This balance can be influenced by ownership strategy, cash position, budget planning duration, sustainability goals, and contract commitments and durations with end users. At Trane, we focus on understanding these key characteristics of operations and tailor our ongoing support to best meet the unique business objectives and needs of our customers. We address these challenges through three major approaches: 1.    Smart Services Solutions:  Our smart services solutions improve system efficiency through AI-driven tools and a large fleet of truck-based service providers. By keeping system components operating at peak efficiency, preventing unanticipated failures, and balancing the critical needs of both digital monitoring and well-trained technicians, we maintain critical systems. This approach reduces OpEx through efficient operation and minimizes unplanned CapEx expenditures. Consequently, this enables improved budgeting and the ability to invest in additional data centers or other business ventures. 2.   Sustainable and Flexible System Design:  As a global climate innovator, Trane designs our products and collaborates with engineers and owners to integrate these products into highly efficient system solutions. We apply this approach not only in the initial design of the data center but also in planning for future flexibility as demand increases or components require replacement. This proactive strategy reduces ongoing utility bills, minimizes CapEx for upgrades, and helps meet sustainability goals. By focusing on both immediate and long-term efficiency, Trane ensures that data center operators can maintain optimal performance while adhering to environmental standards. 3.   Flexible Financial Solutions:  Trane’s Energy Services solutions have a 25+ year history of providing Energy Performance Contracting solutions. These can be leveraged to provide upgrades and energy optimization to cooling, power, water, and

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OpenAI and Oracle’s $300B Stargate Deal: Building AI’s National-Scale Infrastructure

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Ethernet, InfiniBand, and Omni-Path battle for the AI-optimized data center

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Microsoft will invest $80B in AI data centers in fiscal 2025

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John Deere unveils more autonomous farm machines to address skill labor shortage

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2025 playbook for enterprise AI success, from agents to evals

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OpenAI’s red teaming innovations define new essentials for security leaders in the AI era

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More OpenAI has taken a more aggressive approach to red teaming than its AI competitors, demonstrating its security teams’ advanced capabilities in two areas: multi-step reinforcement and external red teaming. OpenAI recently released two papers that set a new competitive standard for improving the quality, reliability and safety of AI models in these two techniques and more. The first paper, “OpenAI’s Approach to External Red Teaming for AI Models and Systems,” reports that specialized teams outside the company have proven effective in uncovering vulnerabilities that might otherwise have made it into a released model because in-house testing techniques may have missed them. In the second paper, “Diverse and Effective Red Teaming with Auto-Generated Rewards and Multi-Step Reinforcement Learning,” OpenAI introduces an automated framework that relies on iterative reinforcement learning to generate a broad spectrum of novel, wide-ranging attacks. Going all-in on red teaming pays practical, competitive dividends It’s encouraging to see competitive intensity in red teaming growing among AI companies. When Anthropic released its AI red team guidelines in June of last year, it joined AI providers including Google, Microsoft, Nvidia, OpenAI, and even the U.S.’s National Institute of Standards and Technology (NIST), which all had released red teaming frameworks. Investing heavily in red teaming yields tangible benefits for security leaders in any organization. OpenAI’s paper on external red teaming provides a detailed analysis of how the company strives to create specialized external teams that include cybersecurity and subject matter experts. The goal is to see if knowledgeable external teams can defeat models’ security perimeters and find gaps in their security, biases and controls that prompt-based testing couldn’t find. What makes OpenAI’s recent papers noteworthy is how well they define using human-in-the-middle

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