we are trying to set up our KPI for my department. Gas and Power. as the Head of department, i have been asked to structure the departmental objectives for 2025.

see what i have come up with. kindly make it realistic for a struggling department with an average turn over of 25 million per month. also generate strategic and realistic KPIs for each objective. also advise if we should remove any objective that does not suit the department or is not realisc in current day 2025 in nigeria as a private engineering firm business trying to survive in Lagos.

"2025 DEPARTMENTAL OBJECTIVES
GAS AND POWER

Key Result Area- 1	Business Operations Growth  
Objectives	Drive sustainable growth across all Gas & Power operations and project portfolios.
KPIs	Provide departmental KPI
Targets	•	Expand services with existing clients (plants, estates) in 2025
•	Secure new O&M contracts in 2025
•	Successfully execute and conclude projects in 2025 
•	Achieve 95%+ client satisfaction score by year-end.
Strategies	•	Implement a structured business development roadmap with clear deliverables.
•	Intensify bidding efforts through early project identification.
•	Conduct rate reviews to remain competitive and profitable.
•	Establish client relationship teams to enhance customer intimacy and loyalty.
•	Track and improve client satisfaction via surveys and feedback loops.
Key Result Area- 2	Engineering Design Capacity (currently outsourced)
Objective	Build internal engineering capabilities to meet project design and execution standards.
KPIs
 
 	Provide departmental KPI
Targets	•	Achieve 100% compliance with client technical specifications.
•	Deliver 90% of engineering designs within agreed timelines.
•	Transition 40% of outsourced designs to internal teams
Strategies	•	Recruit at least 2 core discipline engineers (civil, mechanical, electrical)
•	Partner with technical training providers for upskilling current staff.
•	Establish internal QA/QC processes for design reviews.
•	Leverage existing compliance certifications to support design credibility.
Key Result Area- 3	IPP Projects (Under Review)
Objective	Establish operational IPP (Independent Power Plant) projects and lease idle gas generators.
KPI	Provide departmental KPI
Target	•	Identify high-potential clients for IPP
•	Lease generators to generate NGN 30 million monthly
Strategies	•	Form OEM alliances for project development support.
•	Map client clusters requiring captive or embedded power.
•	Conduct asset audit of gas engines and bundle offerings with O&M.
Key Result Area- 4 	Compliance
Objective	Achieve full compliance across safety, legal, quality, and regulatory domains.
KPI	Provide departmental KPI
Target	•	Maintain up-to-date compliance documents across all projects.
•	Zero tolerance for documentation breaches or lapses.
•	Submit 100% of internal and external reports on time.
Strategy	•	Maintain a live compliance checklist with expiration alerts.
•	Appoint departmental compliance champions per project site.
•	Conduct internal regular reviews of compliance metrics.
•	Schedule regular audits with the central compliance unit.
Key Result Area- 5 	Procurement of Equipment and Materials 
Objective	Ensure quality, timely, and cost-effective procurement of tools and machinery.
KPI	Provide departmental KPI
Target	•	Achieve cost savings on aggregate procurement spend.
•	Ensure 100% technical compliance of procured items.
•	Eliminate incidents linked to poor-quality materials.
Strategy	•	Integrate procurement need validation with technical teams.
•	Adhere strictly to vendor qualification and bidding protocols.
•	Build a vendor rating system to enhance quality control.
Key Result Area- 6	Maintenance
Objective	Implement a proactive and sustainable maintenance culture across all business sites.
KPI	Provide departmental KPI
Target	•	Reduce equipment downtime by 30% across all locations.
•	Conduct quarterly maintenance audits.
•	Improve equipment reliability index by 25% across all locations.
Strategy


	•	Develop and enforce preventive maintenance schedules.
•	Invest in inventory tracking tools for spares and consumables.
•	Launch monthly refresher trainings for field technicians.
•	Perform client/end-user satisfaction surveys post-maintenance.


……………………………...				…………………………….
Head, Gas and Power					GCEO
"