This graduate paper explores the application of the balance scorecard (BSC) as a tool for strategic management. The balance scorecard is a methodology developed by Robert S. Kaplan and David P. Norton, which allows organizations to track and achieve strategic goals through four key perspectives: financial, customer perspective, internal business processes and learning and growth. The basic structure of the model is the defining of the mission, vision and strategy of the business entity, which defines tasks, plans, benchmarks and budgets from the four perspectives. Each perspective is of utmost importance for the business of the enterprise so it can be said that they are dependent on each other, that is, the achievement of the goals of one perspective is possible only if the goals of another perspective are achieved. Research conducted in various countries and businesses shows that the balance sheet model is increasingly applied because it is comprehensive, i.e. relying on multiple factors affecting business, not just financial. Consequently, an analysis of the existing reporting model of the X Supervisory Board was conducted. The analysis of the situation found that the reporting of the Supervisory Board is based on the primary accounting methods, compared with the planned and analysed defects of that system. Based on these findings, a new alternative reporting model was formed which, after the research was conducted accepted