Business performance management (BPM) is an instrument that allows the fulfillment of business objectives and the improvement of competitiveness in small and medium-sized enterprises (SMEs). When BPM is implemented and measured, it can improve the sustainability and competitiveness of the enterprise. Despite its potential benefits, the possibilities of BPM in SMEs are often underestimated due to the lack of resources (mainly personal or financial). The goal of this paper is to introduce a framework for the implementation of BPM in Slovak SMEs based on research on transportation SMEs. To this end, certain steps that support the efficient introduction and use of BPM in these SMEs will be proposed. Our proposal regarding the performance of BPM is based on the findings of previous research studies along with the results of own questionnaire surveys and personal meetings/interviews with owners/managers of transportation SMEs. The results of this research shows that SMEs are generally not familiar with BPM and how the system is used. Essential elements to implement BPM are lacking in SMEs, and although the BPM system might help these firms improve their competitiveness, SMEs remain uniformed about the advantages of BPM. The proposed framework of BPM implementation in this paper can be used to inform SMEs and to assist them in their decisionmaking processes regarding the application of this system.

Purpose: As management systems, enterprise risk management and enterprise performance management pursue similar objectives and influence each other positively. The paper aims to provide an insight into the relationship between Enterprise Risk Management and Business Performance Management.Methodology/Approach: The paper compares the results of an American study with the results of a Slovakian study. First, the American results are cited and interpreted. Then the Slovak results are presented and discussed. Then the results are compared. In the last part an overall conclusion is drawn, the relationships between the results are shown and practical implications are explained.Findings: The results show similarities, but also differences to Enterprise Risk Management and the relationships between Enterprise Risk Management and Business Performance Management. The paper shows that there are differences in both the management approach and the impact on business performance between American and Slovak companies.Research Limitation/implication: A limitation in both studies is the limited number of participating companies. This is accompanied by a higher probability of error.Originality/Value of paper: The paper provides new information to the gap related to subjects enterprise risk management and business performance management and their relations.

The routine approach used in risk management is based on the scheme that within the prevention period an organisation or a state prepares for the expected risks and once the risks occur, resources and internal procedures are implemented to mitigate their negative consequences. The objective of the paper is to analyse risk management and its constraints, its application in COVID-19 period and based on it provide mitigating strategies for specific problems/risks related to COVID-19. The research methods related to the topics are: (a) study of books, newspapers and other internet resources and (b) interviews with COVID-19 managers at district and regional level in the north of Slovakia. The proposals for mitigation strategies are based on the basic assumption relevant for COVID-19 that there are risks with unknown probability and unknown consequences. Therefore, the mitigation strategies are adapted to the current situation, which includes lack of data and know-how, lack of experience, political and economic unrest and social problems. The impact of constraints is based on an ad-hoc or unplanned and clearly structured approach. Problems and risks are identified and mitigation strategies are proposed. The proposed measures (quantitative/qualitative) should be evaluated and via benchmarking the development and efficiency of applied measures monitored and assessed. The output of identified risk-known and –unknown creates a framework for implementation.

Historically, the Slovak Republic infrastructure involved monopolies, with the State operating sectors of electricity, telecommunications, postal services, gas, and water supply through state enterprises. The electric energy sector has since become privatized in the Slovak Republic. Because of insufficient competition (oligopoly), a regulatory office formed with the role of price regulation. In this pricing area, the electricity supply sector suffered turmoil in the Slovak Republic. This paper addresses some practicalities of regulation and proposes measures to minimize risks relating to decisions of the regulating authority. The current issues reflect problems of price regulation of electricity in the Slovak Republic that have resulted in political disputes. This paper describes the regulatory framework of network industries in the Slovak Republic and general assumptions for transparent and efficient regulatory process. It includes an analysis of certain aspects of price regulation and the role and responsibilities of a chairman and other stakeholders in this process. Some measures are proposed to minimize the future risks of price regulation. These measures cover internal subjects and processes as well as the external environment involving stakeholders and their influence on negotiating prices.