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4 Question: Is the concept of TDI ADI appropriate for regulation of endocrine disruptors considering that they may have effects at low-doses or no threshold dose? Is it necessary to use other approaches in risk assessment such as specific uncertainty factors or margin of exposure (MoE, as for genotoxic carcinogens) or something else? TDIADI is not always appropriate - multiple pathways may be affected at different doses-may appear as a non-monotonic affect. Mode(s) of action are critical for setting any safe dose. Margin of Exposure (MoE) might be used if no ADI/TDI is available. An alternative approach is to use specific or extra uncertainty factors. Risk assessment of mixtures is a further problem What are the present sources of information on EDs (eg risk prioritization based on eg. in silico methods like SAR, research? What information about EDs is the most urgently required? PROPOSED MODEL FOR FACILITATION OF INNOVATIVE ACTIVITIES OF ENTERPRISES 19. aim of the study was related to the perception of obstacles managing innovative activities in companies, and the impact of innovative activities on the competitiveness of enterprises. Research has shown that there is a difference in the management of the companies that are innovative-active, and those which are not, and that good governance must have innovative activities for strengthen of competitiveness enterprises. Based on the identified obstacles to managing innovation activities in enterprises, it is necessary to focus on management issues, such as How to create conditions for innovative activities which must be continuous process in the company and how it is supported by all employees? How to develop a behavioral model that defines the behavior of the company in the management of innovative activities on everyday level? In this regard, it has been proposed a modified model of management innovation activities (Skarzinski and Gibson, 2009) that would motivate employees and contributed the innovative activities on daily basis. In order to build and maintain the ability for innovative activities, the company should be carefully managed in innovative activities. Under the proposed management model innovation activities it is necessary to strengthen the innovative offer in order reach as many creative ideas by employees in order to strengthen the innovative offers Strengthen innovative demand in a way that older managers were interested to demand creation of employment, improving the innovative demand Establish a zone pressure in a way that managers do innovative activities as a priority in their business. As one of the solutions, there is some pressure on managers in terms of the number of new ideas and the speed with which they come, the master income level of innovative activity, how much time the manager is paid to supporting innovative activities etc. Management of Marof Record of novation advies functionality An innovative other Challenge over the target Set of functional Esishment of innovative demand Presention of novative Figure 3. Model Management in innovative activities To put a challenge above objectives in terms of focusing on unrealized need or solve a consumer of today's global problems, such as pollution or poverty, which can act very inspiring. When employees understand that they are part of the company that wants to create history, not just profits, it can create energy and enthusiasm on employees, and to voluntarily engage in innovative activities Establish matrix innovative functionality that is, an efficient system for the measurement of innovative activities and their effectiveness. In this connection it may be proposed modified framework benchmarks for investment flow and measure the results of innovative activities (Table 6) successful company "Whirlpool" (Skarzinski and Gibson, 2009) Table 6. Criteria innovative activities Invested assets Flow Result The number of new The number of Process ideas, and The range of communication networks pace which innovations in phase progress experimentation Percentage of Management employees and Percentage of time Percentage of dedicated to innovative activities dedicated to trained employees innovative employees activities Efficiency and The percentage of the budget that is allocated for innovative Assessing quality in Total income from financing activities against targets innovative activities For matrix to be completely functional, process, management and employees, efficiency and financing, must be measurable through invested and realized that the end result would be to measure the number of innovations in the phase of experimentation, the percentage of skilled workers and the total revenue generated from innovative activities Creating record of innovative activities, or database. When company do better and faster to develop a database it makes it better to be able to monitor and evaluate their own innovative capability Adjust the functionality of innovative activity in the case: that the company has not sufficiently innovative ideas, to come to "am" the idea in the midst of the company, or channels, etc. If the above comes to management may decide to: 1. Increasing the number of ideas that arrives through the channel: 2. Increasing the budget for innovative activities, 3. Mild lowering the criteria for passage of ideas, etc. Preserving innovative infrastructure is priority management. To preserve its innovative enterprise infrastructure should not be compacted innovation in some corner of the company, but to incorporate innovation into every comer of the enterprise, and that innovation is equal to the operational efficiency (Skarzinski and Gibson, 2009). Therefore, the present model would be applicable to all companies, regardless of their size. Presented model, which would be developed over time and through experience, it could be a good prerequisite for the successful management of innovative activities