This study aimed to identify the best-fit model for business performance among 400 managers, supervisors, and lead personnel within mining companies in Region XI. The study assessed the relationship between the exogenous variables, namely corporate social responsibility, operating environment, and employee empowerment, and the business performance as endogenous variable. The research utilized a standardized survey instrument using a quantitative, non-experimental design and a descriptive-correlational technique. The data collection process employed a stratified random sampling technique through both face-to-face and online methods. Various statistical analyses, including Pearson product-moment correlation, mean, and structural equation modeling, were employed to fulfill the study's objectives. The study's findings show that operating environment, corporate social responsibility, and business performance exhibited a very high result, while employee empowerment got a high result. Furthermore, all three exogenous variables were significantly associated with the endogenous variable of business performance. Among the different models assessed, Model 5 emerged as the best-fit model. This model highlighted corporate social responsibility, focusing on legal and ethical aspects, the operating environment considering industry regulation and competition, and employee empowerment, emphasizing meaningfulness and competence. Notably, profit and sales
growth indicators represented the business performance model, which remained integral to the model's structure.