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Experience Highlight: Competency Management Transformation at Abraj Energy Services
Experience Highlight: Competency Management Transformation at Abraj Energy Services
As part of her previous role as Competency Development Specialist at Abraj Energy Services, Lorraine led a major transformation of the company’s competency management systems.
Faced with a fragmented and underutilised competency programme, Lorraine was brought in to assess and overhaul the existing structure. At the time, the organisation had limited coverage — primarily functional competencies for Drilling Operations and Maintenance — with technical competencies that lacked clarity, structure, and alignment with role expectations. There were no active development plans in place, and the system did not support performance or progression.
Key achievements from this role include:
Designed and implemented a full Competency Management System for the organisation
Mapped competencies for 200+ technical and support roles across departments
Delivered 1,500+ employee assessments and 1,500+ Individual Development Plans (IDPs)
Secured IADC accreditation for 74 roles — the highest in the region at the time
Trained and supervised field assessors in Drilling, Maintenance, and Well Services
Integrated technical, core, leadership, and behavioural competencies into performance systems
Implemented new learning platforms
Achieved over 1M OMR in cost savings through internal development of competency frameworks and training programmes
This experience continues to inform the practical, results-driven approach Lorraine brings to Lorrelo’s competency-based management services today.
Transforming Competency-Based Management in Oman’s Electricity Sector
Transforming Competency-Based Management in Oman’s Electricity Sector
As part of a past consultancy engagement, Lorraine led the delivery of two major competency-based management projects for the electricity sector in Oman.
Challenge:
The electricity sector in Oman faced a critical gap in talent development and performance management. With no existing development plans and no prior competency assessments in place, the sector needed a structured approach to evaluate and grow its workforce. Additionally, one major electricity company within the sector required end-to-end support in establishing a robust competency framework.
Our Role:
As lead consultant, I directed two major sector-wide projects covering over 1,200 employees from grade 8 to executive level — the first time these employees had been formally assessed on their competencies. The initiative resulted in the creation of tailored Individual Development Plans (IDPs) that aligned with both organizational needs and individual career aspirations.
Following this, I managed two additional consultancy projects for one of the sector’s companies, which included:
Designing and implementing a complete competency framework
Mapping competencies to job roles across the organisation
Delivering employee training on competency-based management
Providing administration support and system guidance
Training staff to manage the competency system internally
Impact:
This work laid the foundation for a sector-wide shift toward performance-driven growth and accountability. It empowered organisations to make informed decisions around succession planning, development investments, and talent management.
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