ABSTRACT : Since the pandemic situation occurred in 2019, the global and national economies have experienced a decline. In 2020, the global and national economy slowly began to rise. PT Bukit Makmur Mandiri Utama (BUMA) is one of the largest mining contractor service providers in Indonesia. In Q1 2022, Adaro Paringin’s BUMA Site experienced an increase in revenue, but the expenditure was still considered quite large. One of the causes is the ineffectiveness of using heavy equipment haulers, which are the most common units. To monitor and evaluate company performance, companies need a tool to measure performance. The method that can be used is to implement a Performance Management System (PMS). In this study, the PMS used is the Balanced Scorecard (BSC). The BSC is an approach to measure company performance by being a bridge to eliminate the gap between strategy and execution. Determination of objective strategies for each perspective is carried out based on literature review, focus group discussions (FGD), and interviews with expert practitioners in their field. Determination of KPI targets and initiatives is done based on benchmarking with other companies and also interviews with the company. To classify the achievement of KPI targets using the Traffic Light System.The researcher added a new objective strategy, namely Cost Management. This is done considering the problems faced by the company related to inflated costs are expected to be resolved. In addition to adding objective strategies, the researchers also carried out the cascading process from the Business Unit Level (tier 1) to the Individual Level (tier 3). The cascading process is deemed necessary so that the company’s vision, mission and strategy are clear, down to the employee level. The results of this cascading resulted in 108 objective strategies and 111 KPIs for the 12 divisions at the BUMA Site Adaro Paringin. The cascading scorecard for tier 3 is only carried out in the Engineering division. Implementation of the proposed new Balanced Scorecard design for the company took approximately one year and five months from the performance evaluation stage in the previous year to the implementation and monitoring of the new design. Suggestions for future research, it would be better if the research carry out a cascading process to all individual levels in each division.

KEYWORDS -Balanced Scorecard (BSC), Coal, Mining, Performance Management System (PMS), Strategy