Territorial Development – Sustainable Balanced Scorecard (TD-SBSC) model as an integrative framework for dialogue, investment prioritization, and performance management. This roadmap is grounded in a critical initial condition: the consolidation of a permanent multi-stakeholder platform—bringing together companies, government, and communities, with the participation of academia and civil society—capable of sustaining co-creation processes, programmatic agreements, and institutional continuity (e.g. RIMAY-type arrangements, development agencies, or project management offices). This proposal builds on the consolidation of a new corporate paradigm in the mining sector. Leading companies are redefining their role, moving beyond a predominantly extractive and transactional approach toward positioning themselves as purpose-driven actors, explicitly committed to the creation of shared value. This shift is reflected in the renewed corporate purposes adopted by companies such as Anglo American (“Reimagining mining to improve people’s lives”), Newmont (“Creating value and improving lives through sustainable and responsible mining”), and Minsur (“Improving lives by transforming minerals into well-being”). While purpose statements alone are not sufficient to build trust, they provide a favorable cultural and strategic foundation for adopting more integrated, outcome-oriented, and evidence-based models of territorial management. On the other hand, the effective implementation of the TD-SBSC requires complementing corporate leadership with a robust public-sector-driven territorial development program, articulated across provincial, regional, and national levels. Such a program should strengthen institutional capacities, ensure coherence between sectoral and territorial policies, and establish stable multi-stakeholder governance platforms. The agenda is structured around three operational pillars. First, building a shared vision for territorial development, explicitly incorporating the value added by mining and its articulation with other productive sectors. Second, activating key development enablers—institutional capacity, human capital, connectivity, market access, and diversification through smart specialization—supported by measurable strategies and commitments to close persistent gaps. Third, institutionalizing governance and transparency, through the integration of AI-enabled territorial diagnostics platforms; digital twins for participatory planning and monitoring; social innovation mechanisms (labs, local entrepreneurship, circular economy initiatives); and tripartite dialogue tables to validate progress and manage conflicts proactively. Taken together, this roadmap proposes a shift from fragmented interventions toward a “virtuous engagement mechanism” grounded in evidence, verifiable agreements, and shared accountability—strengthening both the social legitimacy of mining and the capacity of territories to transform mineral revenues and economic activity into sustainable and inclusive development outcomes. Acknowledgements The author wishes to express sincere gratitude to Ali Milagros Díaz Gálvez for her outstanding 140
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