The Baldrige framework benefits any corporation whether it's starting a quest toward performance excellence or fine-tuning its current improvement attempts. Usage of the Baldrige platform leads organizations to identify industry best practices guided by opinions provided by experts. Thus organizations using the this framework improve and align functions, go for way of measuring and examination, and tactical planning, further resulting in better decision making, better leadership, and higher organizational position and success.
Criteria for performance excellence
The Baldrige Standards for Performance Quality provide a systems perspective for understanding performance management. They represent validated, leading-edge management practices against which a business can evaluate itself. With their popularity nationally and internationally as the model for performance excellence, the Criteria signify a common dialect for communication among organizations for sharing best practices. The Standards are also the basis for the Malcolm Baldrige National Quality Honor process.
The Baldrige conditions form a great style of Total Quality Management (TQM). The requirements are divided into seven key categories:
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis, and Knowledge Management
Workforce Focus
Process Management
Results
Each category is have scored predicated on the strategy used to handle the category, how well it is deployed throughout the business, the cycles of learning produced, and its degree of integration within the organization. An excellent way to improve your TQM maturity is to use the criteria as a self-assessment and then compare your organization's methods and procedures with winners of the Baldrige prize. A fundamental element of the Baldrige process is for winners to share non proprietary information from their applications so you have a ready-made benchmark for your organization's TQM maturity.
As part in our assignment we'd give attention to the category 4 that is Measurement, Examination and Knowledge Management and category 5 which is Workforce Focus.
Category 4: Measurement, Evaluation and Knowledge Management
The Measurement, Examination, and Knowledge Management category looks at how an organization uses data to boost its operations. This consists of how data is gathered, analyzed, maintained as well as the use of information technology. This category contains 90 tips. These 90 factors are further divided into two parts that are Measurement, Analysis, and Improvement of Organizational Performance (45 pts. ) that is how will you measure, review, and then improve organizational performance? And Management of Information, Knowledge, and Information Technology (45 pts): that is how do you manage your details, organizational knowledge, and information technology?
The section and sub- section of category 4 can be illustrated in the diagram below:
4. 1: Way of measuring, Evaluation, and Improvement of Organizational Performance:
This item examines your organization's selection and use of data and information for performance way of measuring, examination, and review to get organizational planning and performance improvement. It provides as a central collection and examination point within an integrated performance dimension and management system that depends on financial and nonfinancial data and information. Its goal is to steer your organization's process management toward the achievements of key organizational results and strategic objectives, to anticipate and respond to rapid or unpredicted organizational or external changes, and also to identify guidelines that may be shared.
Performance Measurement
Here it is mostly about how the company select, get hold of, align and integrate data fro tracking daily procedures and overall organisational performance. Included in these are improvement related to strategic targets and action designs. They should identify the key organisational performance steps, both long term and short term financial measures. The rate of recurrence of checking these steps as well as that they use this information to support corporate and business decision making and innovation should be included.
Alignment and integration are key principles for successful execution and use of your performance measurement system. They are simply viewed in conditions of the level and effectiveness of their use to meet your performance assessment and improvement needs as well as your strategy development and execution; it likewise incorporate how the performance measurement requirements are deployed by senior leader to keep track of group work and process- level performance.
Baldrige also lays emphasis on the use of comparative data and information to learn the organisational needs to know where they stand in comparison to rivals and the best practices. Comparative performance projections may show you organisational challenges as where invention is needed. It may also support business examination and decisions associated with core competences, partnering and outsourcing.
Another point is customer data. Here it is about how precisely the organisation makes use of the voice-of customer data and information to aid operational and strategic decision making and invention. The goal is to achieve customer proposal. Voice of customer can be in conditions of customer grievances and opinions for services to improve offerings.
Measurement agility is about how precisely you make sure that your performance measurement system is able to react to fast pace growing, unexpected, or external changes.
Performance Examination and review
Here it is about how the company reviews and analyses organisational performance and functions. That they use these information to assess organisational success, competitive performance, financial health, and improvement relative to proper objectives and action blueprints. Also the way the organisation uses the information to examine its capability to act in response quickly to the changing organisational needs and problems in the operating environment.
Performance Improvement
Here is about how exactly the findings from reviews are used for lessons learnt and best practice showing across departments to boost performances. It also includes the way the competitive and comparative data is employed to project future performance. Also, how these information are being used for continual improvement and identify opportunities for technology. How they are deployed to workgroup, functional-level businesses, suppliers, associates and collaborators to ensure organisational position.
4. 2: Management of information, Knowledge, and Information Technology
This item examines how your company ensures the product quality and availability of needed data, information, software, and hardware for your labor force, suppliers and associates, collaborators, and customers, normally and in case of an emergency. It also examines how your organization builds and manages its knowledge investments. The goal is to improve organizational efficiency and effectiveness and to encourage innovation.
Data, information, and knowledge management
This section lays emphasis on the several properties that the organisation should focus on. That is, just how do they control organisational data, information and knowledge to ensure accuracy, integrity and stability, timeliness and security and confidentiality?
Also how you make data and information available to your stakeholders that is labor force, suppliers, partners, collaborators, and customers.
MBNQA also lays emphasis on knowledge management that is how will you manage organizational knowledge to perform the collection and copy of workforce knowledge, the copy of relevant knowledge from and to customers, suppliers, companions, and collaborators, the speedy identification, showing, and execution of guidelines, the set up and transfer of relevant knowledge for use in your innovation and tactical planning processes
Management of information resources and technology
It deals with the way you ensure that hardware and software are reliable, secure, and user-friendly.
In the event of a crisis, how do you ensure the ongoing option of hardware and software systems and the continuing availability of data and information to effectively provide customers and business needs?
Category5: Workforce focus
5. 1 Labor force Environment
5. 2 Workforce Engagement
Research has brought evidence that higher level of subconscious well-being and worker proposal play a central role in providing some of quite results that are associated with successful, high performing organisations. (Robertson and Cooper, 2009). In an interview by Bob Gorman from Robert E. Gorman Communication, Ray Baumruk from Hewitt Associates (2006) talks about three interesting basic behaviours that characterise engaged employees. These are:
Say: the employee advocates for the organisation to co-workers and pertains potential employees and customers.
Stay: the staff has an strong need to be an associate of the company despite opportunities to work anywhere else.
Strive: the staff exerts extra time, effort and initiative to donate to the success of the business enterprise.
Workforce Performance.
'To achieve labor force performance it is vital for professionals or market leaders to firstly understand the elements inhibiting engagement within employees through labor force surveys and concentrate groups for case. An organisational culture that works towards attaining workforce engagement should be intended to eliminate those inhibiting elements. Within an article written by Krugel (ManpowerGroup Russia & CIS) shared by the Moscow Times (February 2013), four areas of action are suggested for immediate managers to enhance workforce performance:
Communicate! Help your people understand change.
Conversations make change management possible since they clear out concerns and confusions employees may have. Managers cannot suppose that employees understand; employees should know what exactly is expected from them, what is the organisation's objective, how they contribute to getting together with customer's needs and what's the business strategy.
Provide learning and development opportunities.
Employees may feel less anchored and annoyed by a sudden reduced amount of labor force or by major changes at work. Hence they be concerned about their future in the organisation. The identical situation is encountered by employees who are asked to defend myself against new responsibilities. A solution to this could be to show such employees you are committed to them by giving them with learning and profession development opportunities.
Empower your people.
Managing change often means learning to manage differently. Therefore changing the traditional demand and control settings of management to react to the needs of your diverse workforce and to hold on to employees with specialised skills. Relating to ManpowerGroup Research, engagement is positively impacted when employees are empowered to succeed. Therefore everyone should be cared for with respect, their viewpoints counted, motivated to take ownership of their work and given the authority they need to do their job well by managers or market leaders.
Organise work processes to reduce stress.
Engagement impacts on output and empirical data from the ManpowerGroup Russia & CIS research demonstrates engagement is highly influenced by "the appropriateness of an employee's workload, by the pressure she or he encounters at work, and by his or her potential to balance work with family life and personal pursuits. '' Hence too much pressure on employees and high requirements from them will lead to their low proposal and poor production. Managers should play a significant role in interesting their employees. They need to at least recognise that emphasizing balance could actually lead to higher efficiency. This may be achieved by optimizing work processes.
Assessment of Labor force Engagement.
Organisations should utilize indicators showing workforce engagement to determine how engaged their workers are. For example, the institute for employment studies (IES) carried out extensive research on defining and measuring engagement and discovering engagement drivers. In 2004, the IES arrived with a written report on the 'Motorists of Employee Proposal' and in line with the report, an employed employee:
believes in the organisation
works to make it better
understands business context and the 'bigger picture'
respects colleagues and helps others
is eager to 'go the extra mile'
Therefore the last mentioned brings business benefits. Moreover, regarding to Smythe (2007 cited in License in Internal Communication, 2008) engagement is quite a recent development of aged theories of motivation and communication which originates from social mindset. Hence classic theories of employee desire such as McGregor's Theory X and Y (1960), Hertzberg 'Two Factors'(1966), Alderfer 's ERG Theory (1969) and Maslow's hierarchy of needs (1943) could be utilized as indicators of engagement. Others, such as absenteeism rate, workforce retention, grievances, protection and productivity could also help to evaluate employee engagement. Each one of these factors should be linked to business results and analysed in order to make improvements to workforce engagement and business results.
Workforce and Innovator Development.
Each company may have its workforce development, learning and job development systems. Nowadays knowledge is a critical business property, hence organisations must do their best to capture and retain that knowledge which is significantly stored is employees' brains. A couple of main and complementary HR routines were suggested by Evans(2003) specifically competency platform, recruitment and selection, induction, performance management, pay back and recognition, tool management, learning environment, training and development, job development, and retention. Actually all these HR aspects are essential to achieve organisational performance.
Training and development needs of both the leaders and the employees should be identified. Self-directedness in learning has been recognized by various authors as having an important role to try out in the competitiveness of enterprises in the 1990s (Smith et al. 2007) and therefore should not be ignored. Corresponding to a recent BusinessWeek. com/Hay Group study, the twenty best companies in command share some common characteristics. They treat authority development from various measurements, from articulating how control behaviour must change to meet the challenges of the future to controlling their swimming pools of successors for mission-critical roles and make leadership their priority despite of bad situations.
Baldrige as well as other models
There will vary alternatives to attain the Total Quality Management execution for illustration, the ISO specifications, the Malcolm Baldrige model and the European Foundation for Quality Management (EFQM) Excellence Model. The first quality model was proven in Japan. Business Quality model is a crucial device for refining the performance of organisations, along with nationwide competitiveness.
The EFQM model
The EFQM is a non- earnings base created in 1988 by fourteen leading Western european organisations with desire to to become the primary force of superiority in Europe. Nowadays, EFQM has a population of 30000 participants around the world. This model is similar to excellence models used in Japan (the Deming reward) and America (the Malcolm Baldrige). EFQM is a model used for self-assessment that an organisation of any size can use by applying the criteria.
EFQM provides assistance to understand the gaps and to find the proper solution. This model is updated every 3 years to ensure if it corporates with the existing environment. The Western Quality Award (EQA) was established in 1992 with desire to to encourage and gain access to the introduction of quality improvement activities and to identify the business enterprise superiority companies in European countries.
The EFQM provides for guidance through 3 important components:
The Fundamental Idea of Excellence
The Fundamental Concept of Excellence
Achieving Balanced Results
It is crucial for any organisation trying to attain quality to meet their mission and progress towards vision set and also to meet both the short and permanent needs of stakeholders.
Adding Value for customers
Due to fast moving pattern customers will be attracted to innovating and creative organisation.
Leading with eye-sight, Inspiration and Integrity
The leaders must become role model to shape others in order to achieve the targeted target.
Managing by processes
The main vein of organisation is the procedures. It must be supervised in a organized manner to create stable and ongoing results.
Succeeding through people
The company must value the talents of its employees and encourage them to take part in the empowerment tasks for the company to accomplish organisational goals.
Nurturing Creativity and Innovation
Organisation creates increased value and degrees of performance through continual improvement and systematic innovation by subscribing to the creativity of the stakeholders.
Building Partnerships
Organisation retains good romance with various companions that can donate to success.
Taking duties for a lasting future
A good culture must prevail and processes must be honest as individuals are attracted to such company.
The Criteria
The Enabler Standards:
Leadership
This relates to the behaviours that the market leaders adopt to facilitate the achievements of quest and eyesight.
People
The organisation helps to enhance the skills of the employees and promote justice and equality. Additionally they cater for the proper communication and satisfying people.
Strategy
The organisation reviews its mission and perspective and implements it with the idea of ongoing improvement.
Partnership and Resources
It refers the way the organisation manages and builds up its exterior partnerships and internal resources so as to accomplish the objective.
Processes, Products and Services
This is related how the organisation designs, handles its operations with the motive of satisfying its stakeholders.
The Results Criteria:
People Results
Excellent organisations systematically measure and achieve outstanding results that meet or surpass the needs and expectation of these people.
Customer Results
Measures the actual organisation does to meet up with the expectation of its targeted customers.
Society Results
It can be involved using what the organisation is reaching in satisfying the needs and objectives of relevant stakeholders within the culture.
Key Results
This can determine the success of the organisation's strategy and the satisfaction of stakeholders.
The Radar
This model can be used to assess the existing capabilities of the company. And therefore, the organisation can know its talents and opportunities by undertaking the RADAR. The use of the RADAR logic helps an company to:
Determine the Results it is focusing on to accomplish within its policy and strategy making process.
Plan and Develop a set of sound Methods to deliver the required results both now and in the foreseeable future.
Deploy the methods in an productive way to ensure execution.
Assess and Review the approaches by monitoring and analysing the results achieved through ongoing activities.
Comparison between your MBNQA and EFQM:
Both are results oriented awards
Both the accolades give maximum weight to customer satisfaction results
The Western european Quality Award include the impact of population as you of its standards while Baldrige addresses this aspect in the control criteria
The Baldrige Honors does not include the financial performance whereas the European Awards in broad-based because of the inclusion of financial performance.
Analysis
The 4th criterion of Baldrige which is the Dimension, Analysis and the data Management is comparable to the Radar which is the Assess and Review solutions and their deployment. Both models lay emphasis on calculating and analysing previous performance in order to improve their processes to attain the desired results. Besides, the data Management focuses on the data that employees will need to increase their performance together with the improvement of the procedures in order to bring innovative solutions. In addition, Baldrige and EFQM requirements help the company to learn where it actually stands in comparison to its competitors and also where there is opportunity for improvement to lessen the gaps in their techniques and performances.
The Workforce concentration criterion of Baldrige can be in comparison to that of people conditions in EFQM. The similarity between both is that they take into consideration the value of an effective working environment for assisting their personnel. The key concept is to have a motivating labor force for the success of organisational and personal goals. Both models lay down focus on compensating and rewarding the workforce. Such actions will stimulate people that will end result for benefiting the company as much studies show that stimulated employees create positive impact on the organisation's performance.
ISO 9001:2008
ISO 9001:2008 Certification has been in place for over a decade now. Both customers and companies use ISO 9001:2008 as a method of managing their quality. ISO 9001:2008 can be an international standard for quality management system. The typical provides a framework to control your business and ensure a good sense method of the management of your business activities to constantly achieve customer satisfaction by providing a couple of principles to the business.
The eight principles are:
Customer concentration organization
It is where in fact the organization is determined by their customers and then the group need to form activities across the fulfillment of market need.
Leadership
Leadership is necessary to be able to provide unity of goal and also a direction.
Involvement of people
The business should create an environment where people become completely involved in achieving the organizational aims.
Process approach
In order to accomplish organizational goals, resources and activities have to be managed as techniques.
Systems approach to management
The efficiency and efficiency of an organization will depend on a systemized approach to work activities.
Continual improvement
An company key objective is to adopt continual improvement as part of every day culture.
Factual approach to decision making
Effective decisions are based on the rational and intuitive research of data and factual information.
Mutually beneficial provider relationships
Such relationship between an organization and its dealer will enhance the ability to set-up value for both of these.
The above eight guidelines are structured in to the pursuing 5 major section with reduced documents requirements with high focus on continual improvement and client satisfaction.
Quality management system
Management responsibility
Resource management
Product realization
Measurement, evaluation and improvement
ISO 9001:2008 and Baldrige
Just like baldrige offers a category on workforce, in the same way ISO 9001:2008 offers a section on learning resource management. However the primary difference is the fact baldrige provides quantifiable data whose weightage is 85 factors and it allows a business to self-assess itself whereas ISO will not allow to self-assessment and also ISO allows you to obtain part of your organization to be ISO qualified because of economical reason whereas with baldrige this is not possible.
Section 6 of ISO 9001:2008 Learning resource management
Section 6 of ISO 9001:2008 involves learning resource management which relates to resource necessary for an organization which include human reference, hardware and software. However baldrige talks about assessing your labor force capability and capacity needs.
Section 6. 1 provision of resources, here resources can maintain conditions of manpower or machine. The business must determine and ensure that the decided resources are available. It should be ensured that the implantation maintain and constantly improve the success of ISO 9001 system and make sure that customer are satisfied whereas baldrige concentrate on how to recruit and preserve your labor force.
6. 2 human resources; is another critical source of information for a business and therefore ISO 9001 focus on human resource competency and training but baldrige makes certain that you set up and take care of your workforce.
According to the general requirement individuals who are performing the task will straight or indirectly have an effect on the conformity of product need. Therefore the workforce must be skilled base on education, training, knowledge, skills and experience. However in order to take care of this necessity the competency must be well identified. In baldrige there is labor force change management which highlight on changing your labor force capabilities and capacity needs.
The next section which is based on competence, training and understanding makes sure that an organization must identify the training needed for each job or activity and review the distance between the people who perform the job to certain requirements. Baldrige however concentrate on exceeding performance targets by organizing and controlling your labor force.
Moreover the organization must identify, provide and maintain the facilities had a need to ensure to achieve conformity of product. This includes facilities like equipment, building, carry, communication method etc.
The last section argues that organization must determine and deal with the task environment needed to achieve the conformity of product requirement. One example can be the option of enough lamps.
Section 8 of ISO 9001:2008 Measurement, research and improvement
ISO 9001:2008 offers a requirement for way of measuring, examination and improvement. The standard now requires that measurement and monitoring activities had a need to ensure conformity. Additionally the achieve improvement must be identified, planned and implemented. For this that occurs there must be appropriate dimension methods. Baldrige also focus on performance measures that will collect information on the entire organizational performance.
Section 8. 2. 1 which is customer satisfaction states that corporation will monitor home elevators customer satisfaction/dissatisfaction. There must be a system in place which will address customer issues and general responses. Baldrige also ensure the effective use of voice-of-the-customer data and information to support operational and proper decision making and creativity.
Section 8. 2. 2 which is inner audits argues that organisation should review their interior audit procedures to guarantee the inclusion of responsibilities, requirements and methodologies for executing the audits. However Baldrige focuses on benchmarking.
Furthermore organisations are required to determine the dimension and monitoring methods which will be used in order to ensure that both processes and product requirements are met. Baldrige also review the performance and capabilities of the business.
Organisations must do something related to the results of non-conformity owing to the requirement control of nonconforming product. Baldrige also offers a conditions on best practice showing where the lessons learned are shared.
Section 8. 4 consists of analysis of data where organization must accumulate and analyse data to determine system sustainability and effectives so that advancements can be produced. Baldrige concentrate on future performance.
Based on the section on improvement business must help in continual improvement by using the quality policy, goals, audit results, analysis of data, corrective and preventive action and management review. ISO 9001:2008 evidently establishes top management responsibility for a business improvement. In addition, it states that actions used must prevent recurrence. When reviewing actions bought out time, organization must be sure that do it again occurrences are addresses on the other hands Baldrige focuses on ongoing improvement and creativity. To summarize, Baldrige and ISO are quite similar, the only difference is that with baldrige you can do benchmarking but with ISO it is not possible.
Organisations who applied the Baldrige Performance Brilliance Framework
The Baldrige platform is uniquely unique of any other framework for organizational brilliance and management. It contains criteria that relate with any organization in virtually any sector which are as follows:
Manufacturing
Service
Small Business
Nonprofit
Education
Healthcare
The Baldrige Criteria are recognized globally as a premier superiority framework, and around 80 international quality or performance superiority awards either use the Baldrige Conditions or a derivative of it like for example the Japan Quality Prize. The award is shown to Japanese companies displaying excellent overall management qualities that continue steadily to create new worth through the ongoing improvement process. The "Fukuiken Saiseikai" hospital in Japan is the recent success of the Japan Quality Award 2012.
There a wide range of organisations who've gained the Baldrige Country wide Quality Award in america. We shall take types of some companies having acquired this award which are the following:
"Motorola Inc. " which was the first company to own triumphed in the first edition of Baldrige prize in calendar year 1988 and in 2002 managed to get twice. Employing around 99, 000 employees in 53 different locations on earth, it aims at having the highest sales size in world markets for digital components and equipment. The thing that counts is quality improvement resulting in total customer satisfaction. To be able to achieve this, the company made use of some techniques such as the "six-sigma quality" which aims at minimizing the defects rate in the processes and manufacturing steady products.
Second an example may be the decrease in "total circuit time" where the time a person put and order and enough time of which it was delivered to him was reduced. Another concept implemented is the "benchmarking" programs which were used to compare the functions, resources, performance and products of rivals with that of the business. The company acquired what they called "Participative Management Program" where the employees possessed the chance to participate in your choice making procedure for the company aiding in analyzing days gone by shows and results to be able to set proper objectives for the future.
"Ritz-Carlton Hotel Company" is another big company that has applied the Baldrige Framework. They have 23 business and resorts hotels in USA and 2 hotels in Australia. The hotel is the champion of the MBNQA in 1992 and 1999. It demarcates itself when you are the best in every single market and established fact because of its programs which include participative executive control, thorough assortment of information accompanied by research, coordinated planning and the implementation phases, and lastly a trained workforce whose primary goal is to meet customers.
"Solectron Organization" is another company having used the Malcolm Baldrige Construction and has been given two times in 1991 and 1997. The corporation is a worldwide supplier of consumer electronics design, making, and support services to leading equipment manufacturers. It provides a broad selection of pre-manufacturing, processing, and post-manufacturing alternatives and employs more than 18, 000 employees at 17 locations surrounding the world. The corporation established fact for having a fervent workforce working into the goals and objectives place by the market leaders in order to satisfy its customers and are targeted towards attaining results.
"Sunny Fresh Foods" (SFF) gained its honor in the entire year 1999 and 2005. With a complete of 380 employees, SFF makes and distributes more than 160 different kinds of egg-based food products to restaurants, academic institutions, nursing homes, stores, and food processors. SFF was an evergrowing business as it remained on track and was obtaining the goals place by the very best management. This is realizable because the company had a determined pool of employees whose goal was to upgrade the amount of client satisfaction and sharing good relationship with them making the business the next best in its particular industry.
Medrad, a market innovator in the processing sector uses more than 2000 employees. The company is specialized in expanding medical equipments which facilitates the duty of doctors to diagnose and treat diseases. It acquired the Malcolm Baldrige Quality Award in 2003 and recently in year 2010. You will discover two key aspects upon which the company founded itself in order to visit for excellence. The first one is the key values of the business that the employees make use of where there exists a quality culture which creates sort of understanding on quality improvement. And the next some may be to adapt to the constantly changing needs of the customers and be more impressive. The needs of the clients are being determined first then base on this, new or processed machine or equipments are being developed in order to supply the medical care sector with the appropriate technologies.
Mauritius Business Brilliance Award
In the context of Mauritius we have also an award based on the product quality concepts which is known as as Mauritius Business Superiority (MBE) Award. It had been launched in time 2008 and its own goal is to motivate Mauritian entrepreneurs to adopt best business procedures in the management of key businesses to be able to attain higher output by choosing better performance and continual improvement. The conditions for the Prize are based on the Malcolm-Baldrige Performance Quality model and cover the following key regions of business:
vision and tactical planning,
leadership,
human learning resource empowerment,
sales and marketing management,
production management operations and improvement,
measurement, examination, and knowledge management,
financial management and results,
Information technology and advancement.
In time 2010 the Esko Company Limited was honored with the award for having good business strategies and excellence.
In 2011 it was the Omnicane Ltd that was given with the reward.
In 2012 Hotel Golf club Marina was the victor of the Mauritius Business Brilliance Award.
These three companies are known to have excel in every the criteria arranged by the MBE Prize by normally establishing tactical goals and goals by their top market leaders, providing quality goods and services to the clients, having a encouraged workforce, bringing ground breaking ideas or ideas to the business enterprise, using up-to-date solutions, obtaining good results in terms financial aspects and increasing degree of customer satisfaction. These businesses have also added enormously to the environment. They are in favour for the greening of the island where they have got participated in the lasting development programs of Mauritius. These organisations have contributed in the Corporate Public Responsibility programs where they have eventually worked with Mauritian ONG's for the welfare of the various societies in the island and also have contributed in lots of the environmental assignments.
