Since first applying the strategic management tool in 2000, CHI continues to use the BSC to integrate performance drivers, based on the QEHS Management Systems. With the system in place, the BSC, being an open framework, has started to incorporate key sustainability-related indicators that form part of the overall corporate objectives, targets and programs.

In 2008, CHI moved towards BSC automation. The system enables employees to upload their scorecards, monitor the achievement of targets on a monthly basis and align their scorecards with other departments. Part of the future enhancement is to eventually link the system with the performance appraisal, which connects the key performance indicators in the BSC with actual results. The system was rolled out initially to the senior personnel and to select teams who carried out a test run. The corporate scorecard shows CHI’s performance in four interconnected aspects: financial, customer, internal business process and learning and growth.

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