Research On Optimization Of J Airport Performance Evaluation System Based On EVA

Currently,the operational quality and efficiency of state-owned enterprises have significantly improved,making significant contributions to promoting economic and social development,ensuring and improving people’s livelihoods,promoting domestic and international dual circulation,and enhancing China’s comprehensive strength.However,it should also be noted that there are still some prominent contradictions and problems in state-owned enterprises,such as the imperfect modern enterprise system,the need to improve the regulatory system for state-owned assets,the need to further improve the efficiency of state-owned capital operation,and some urgent problems such as chaotic enterprise management and loss of state-owned assets that need to be solved.If it cannot be measured,it cannot be managed.Enterprise performance evaluation has important significance in strategic orientation,operational assessment,and incentive constraints.The State owned Assets Supervision and Administration Commission has always attached great importance to the evaluation and assessment of the operational performance of state-owned enterprises,and in2010,EVA was fully introduced to assess the performance of central enterprises,promoting enterprises to improve their capabilities in strategic management,value creation,independent innovation,and other aspects.At the same time,it encourages state-owned enterprise performance evaluation to refer to and execute,To achieve the goals of preserving and increasing the value of state-owned assets,maximizing shareholder value,and achieving sustainable development.J Airport was officially opened on October 1,1996,and is a wholly-owned subsidiary of the state-owned airport group.It is a first-class civil 4F trunk airport and an international tourism aviation hub airport.With the recovery and development of the domestic economy and tourism industry,J Airport is taking great strides towards the high-quality development goal of "building a world-class airport" based on the strategic positioning of G City as an international tourist destination.This article chooses J Airport as a case study with strong typical significance.Through the research and analysis of this article,the main problems in the current performance evaluation system of J Airport include: firstly,the core indicators do not reflect the goal of maximizing enterprise value;The second is that the setting of indicators is subjective,one-sided,and easily manipulated,resulting in insufficient objective independence;The third reason is that the content of indicators lags behind and adjustments in the later stage result in inaccurate evaluation of the current situation of enterprise operations;The fourth is that the objectives of the assessment system are scattered and the focus deviates.The main reasons for this lie in four aspects: firstly,the design of the performance evaluation system did not follow the principle of value orientation;Secondly,the setting of evaluation indicators and weight allocation are unreasonable;Thirdly,the implementation of the performance evaluation system is superficial and lacks a supervision and feedback mechanism;The fourth is the inconsistency of goals between operators and owners.In response to these problems and reasons analysis,the current performance evaluation system of J Airport can be optimized from the following four aspects: firstly,establish a goal orientation of maximizing enterprise value,and apply EVA as the core indicator for business performance evaluation;The second is to optimize the setting of performance evaluation indicators,change some outdated or unreasonable indicators,and retain indicators that reflect the characteristics of the airport industry and personalized indicators;The third is to use the chromatography analysis method to redistribute the weight of indicators reasonably;The fourth is to adjust and optimize the evaluation method to ensure the execution effect.In order to ensure the effective implementation of the optimized performance evaluation system and achieve the expected results,J Airport should establish a dedicated performance evaluation system management team to ensure the smooth and orderly implementation of the performance evaluation system;Advocate and promote a culture of performance evaluation,and attach importance to performance evaluation from an ideological perspective;Linking performance evaluation results with salary incentives to encourage business managers to pay attention to the long-term development interests of J Airport;Smooth channels for supervision and feedback,ensure effective management and supervision of the implementation of the performance evaluation system,and promote the continuous updating and improvement of the performance evaluation system;Strengthen and improve the enterprise’s Accounting information system to make the EVA performance evaluation system evaluation results more authentic and effective.