This paper addresses the relationship between the value of data and KPs as they relate to the sustainability of knowledge management (KM). Numerical data are compelling metrics to persuade executives and management in the organization of the significance of Knowledge Management. External statistics are usually less impactful than internal data. Nonetheless, and in the absence of internal data at the early phases of KM projects, many companies collect published data for comparable industries. In the present case, we compiled information from previous experiences of companies in the same line of business; therefore, management by‑in was secured, and the KM project was, to some extent, successfully implemented. However, there was a need to generate in‑house numbers to support promises and claims of KM benefits, and persuade all KM players from the technician to the organisation president; the ultimate objective is to have a sustainable Knowledge Management project across the organization, with visible, concrete, and quantifiable results. Equipped with the assertion “data is power”, Key Performance Indicators (KPIs) and other metrics were devised and integrated into our KM processes; these measurements are being pulled out systematically, and published to the whole audience. KPIs measured included the effect of KM on (i) customer satisfaction, (ii) business impact (i.e. savings), (iii) number of projects completed on time, (iv) and the number of technical reports generated per unit of research area. Over the past few years, the data we generated shows a considerable increase in customer satisfaction with our research and technical services; significant savings were obtained each year; project timely completion indicator rose to high levels as compared to previous yearly data; the electronic technical and scientific library experienced a build up of valuable know‑how reports. Knowledge re‑use as shown by reliance on internal resources was the standard and routine practice. On the other hand, many other qualitative observations, like effect on health, safety, and the environment are being quantified for inclusion in the KPI reporting. Based on the accumulated data, we believe that numerical values coupled with other tangible solid results will ensure a viable and sustainable KM in our organization. This hypothesis is supported by five year data and trend analysis. It confirms that internally generated statistics is a powerful tool to sway and re‑assure the organization that KM can indeed increase efficiency, enhance customer satisfaction, and drive savings.