Research on the Strategic Performance Evaluation System for Mining Companies Based on the Integration of BSC and EVA: A Perspective Integrating Safety, Environmental Sustainability, and Economic Benefits

Abstract

In confronting multiple strategic objectives, the traditional financial performance evaluation model of mining companies, due to its short-term focus and lagging nature, proves inadequate in effectively translating long-cycle and complex strategies. This often results in a disconnection between long-term value drivers, such as safety and environmental sustainability, and short-term decision-making. To address this, this study constructs a strategic performance evaluation system that integrates the Balanced Scorecard and Economic Value Added. It elucidates the complementary logic of the two frameworks, where Economic Value Added serves as the core value metric, while the Balanced Scorecard delineates the strategic pathways. Furthermore, the research designs a multidimensional strategic map that incorporates safety, environmental, and economic performance dimensions, identifying key performance areas and their causal relationships. Finally, it proposes an integrated evaluation model that connects value drivers, quantifies non-financial contributions, and incorporates a dynamic adjustment mechanism. This model aims to provide mining companies with a systematic management tool for achieving strategic synergy and building a sustainable competitive advantage.