|
This document lists specific initiatives and activities, witnessed by the Scheme’s Monitors while visiting sites that, at the time and when considered alongside the other working practices of the site, were considered beyond compliance.
The contents will be amended from time to time as part of a continuous improvement process and as new examples are identified.
Considerate
Sites should proactively inform those affected by the work in advance of activity on site.
- A public relations plan was prepared as a basis for engagement with the community.
- Out of hours meetings and open days are arranged for residents, schools, businesses and all interested or affected.
- A reply slip invites neighbours to identify any special requirements they may have during the duration of the project.
- Meetings are held with neighbours before major deliveries and site activities: e.g. before the erection of steel work, not only to explain the impact of the delivery, but also to explain the visual change that will occur.
- Provision was made for mobility, hearing and sight impaired visitors, including induction loops, notices in Braille and tactile surfaces.
- The contractor subscribes to NIS (National Interpretation Service), which provides multi lingual support in 28 languages.
Further reading
Site parking should cause minimal impact on an area.
To overcome a lack of on-site parking, alternative arrangements are
made. For example:
- The use of a local rugby club car park in exchange for carrying out repairs.
- A car park was rented for the duration of the project, from where operatives were brought to site by minibus.
- An operatives’ car share scheme was promoted and monitored.
- Cycle parking spaces provided.
- Additional ‘Residents’Parking’ signs are provided for local homeowners.
- A designated disabled parking space is provided.
- The banksman was given a mobile phone and the number was printed on cards to be displayed in the window of each vehicle belonging to site operatives and staff. He had a list of who owned each car/van and, if calls were received from the public, arranged for the vehicle to be moved.
- A yellow card system was in operation for operatives who parked inconsiderately. Anyone receiving two yellow cards was banned from site. This was included in sub-contractors’ contracts.
Further reading
Diversions should be avoided. However, where necessary, they should be clear and simple to follow.
- To avoid an excessive diversion for pedestrians, a small gantry was built over the works.
- Local residents that were affected by a road diversion were provided with a lift to the local bus stop.
- The site leased a strip of land to create a better, safer route for pedestrians.
Further reading
Deliveries should be planned and timed to cause least impact.
- The most appropriate routes to the site were agreed with the local highways authority. They were published and issued to all sub contractors, suppliers and visitors.
- Deliveries to site are restricted to specific times and those arriving outside these times are sent away.
- Delivery drivers are asked to contact the site when they are close, so that appropriate measures can be taken to allow wagon access to the site, thereby minimising traffic delays.
- The site provided larger storage facilities to reduce the number of deliveries.
- A remote holding depot is set up to allow large loads to park and to be broken down for smaller vehicles that are called up to suit site and traffic requirements.
Further reading
The perimeter of the site should be a positive advert for the industry.
- A partially blind neighbour of the site was escorted around the site boundary to allow her guide dog to become accustomed to the changes. This led to the site becoming involved with the Guide Dogs for the Blind charity.
- The site designed all accesses and boundaries in conjunction with the Disability Access Advisory Group.
- During the summer, the site had erected fences, which were higher than required, to avoid overlooking neighbours’ gardens.
- The site banksman escorted local school children past the site entrance en route to and from school.
- Smoking on the boundary of the site is discouraged by the provision of a designated smoking area, equipped with litter bins.
Further reading
Environment
Environmental standards and targets should be documented and monitored.
- All site operatives had to pass an environmental test as part of their induction.
- A dedicated manager is assigned to champion environmental issues on site.
- A "Save Energy in our Office" document was produced for all site operatives and staff.
- The company holds Environmental Awareness Days every quarter with exhibitions, demonstrations, quizzes, etc.
- An environmental training exercise is undertaken every month, each time by a different employee, accompanied by an environmental manager.
Further reading
Sites should do all they can to reduce waste in addition to reusing and recycling.
- Every effort was made to reuse materials on site, eg. salvaged timber for shuttering; subsoil and topsoil for earth bunds, landscaping, planter areas, etc.
- There was regular communication between the contractor’s sites to arrange the reuse of excess materials.
- At the request of the company environmental officer, and where possible, fixtures and fittings were delivered in reusable packaging or unpackaged. In one instance, the manufacturer used old blankets sourced from charity shops to protect bathroom fixtures. The blankets were then washed and returned to the charity shops.
- The site retained and crushed some of the demolition waste to form a hard standing for the site entrances, storage of materials, car park and offices.
- The site donated old furniture, interior fittings and equipment to the local schools, colleges, charities, etc.
- Information about the site's environmental performance is displayed on the hoarding, e.g. 80% of waste is recycled.
- An Environmental Information Point was set up on site to introduce site staff to a CO2 personal calculator and to promote recycling at home as well as at work.
- A key feature of the project involved the off site fabrication of as many components as possible to limit waste and speed up the build process.
Further reading
Everything possible should be done to protect and enhance the local ecology.
- Where there was concern over the access of the site disturbing tree roots, a new site entry point was made, requiring extensive changes to the compound layout.
- A3 laminated information sheets were produced and displayed around the site giving information about what to look out for regarding local wildlife.
- A“tree sponsorship”scheme was introduced, open to all parties involved in the project, to encourage ownership. Trees were labelled with tree species and sponsor’s name.
- Large swards of wild flowers were carefully excavated and transplanted in a nearby park.
- A colony of slow worms was “harvested”and moved to a new location, before excavation works commenced.
Further reading
These should be managed responsibly to avoid any pollution.
- A bunded area was set up within the site compound for all refuelling. All spillage and cleaning equipment was also contained within this area.
- Two operatives were selected from the team to be specially trained in cleaning up any spillages. These operatives were clearly identifiable.
- Hydrocarbons were removed from the ground using a vacuum method, avoiding the need to transport large quantities to a specialised tip, and enabling reuse on site.
- The site created a “Safety-Kleen” paint brush cleaning point.
Further reading
Everything possible should be done to reduce the use of non-sustainable energy.
- Collection, storage and use of rainwater on site meant a huge reduction in mains water usage.
- The site offices and facilities were fitted with movement sensors and timers to operate the lights and thermostats.
- The site provided toolbox talks to the operatives about their own responsibility for being more energy efficient.
- A cycle loan scheme was introduced to encourage operatives to cycle to work.
- Drivers attend courses designed to raise awareness of fuel reduction driving techniques.
- Renewable energy sources, wind turbines and solar panels were piloted on the site accommodation buildings.
- On completion of the work, a document was produced and distributed to site neighbours, entitled "Residents' Energy Saving & Environmental Information Pack".
- The site had a policy of actively employing local labour via a local agency and by advertisements on the hoarding.
- In conjunction with the client, the contractor made recommendations and assisted in the trialling of alternative heating solutions in tenants’ homes to find the most efficient system.
Further reading
Any pollution should be minimised.
- Lighting was not only directional and non light polluting, but was also controlled by light sensors.
- The site used directional ‘white noise’ reversing warning systems on all vehicles.
- The site researched and implemented a 'silent' piling technique to reduce noise.
- The site used a real time “particulate air quality monitoring system”, which alerted the site manager immediately if dust levels exceeded permitted limits.
- A fenced exclusion zone was formed to prevent any pollution entering the adjoining canal.
Further reading
Cleanliness
The perimeter of the site should be a positive advert for the industry.
- The site used a formal written audit process to ensure that the perimeter of the site was kept clean.
- Footpaths around the site were weeded and pressure jetted at the start of the job and every day they are cleaned and chewing gum is removed. Street furniture is also kept clean.
- The Site Manager inspected the site boundary first thing every morning and had all graffiti, litter and dirt removed immediately.
- Twice a day, an operative walked the perimeter of the site collecting all the litter, regardless of whether it was litter from site.
- The hoarding was re-painted regularly to look clean and new.
- The nearby public park was thoroughly cleaned during a ‘neighbourhood clean up day’.
- The site was proactive in cleaning the windows and window cills of houses where dust had been a problem.
- All vehicles leaving the site first had to pass a cleanliness check with the banksman, who had a hand held pressure washer.
- Muck away activity is planned for predicted dry days, based on local weather forecasts.
Further reading
Should be kept clean and tidy at all times.
- A changing room with boot cleaners has been provided next to the welfare facilities and site offices to encourage the removal of wet/muddy clothes and boots.
- A cleaning schedule is displayed in the facilities to indicate that cleaning has been carried out.
- Hourly checks are carried out on the toilets and facilities. Flushable toilet seat covers are provided.
Further reading
Should be kept clean and tidy at all times.
- All roads on site were given hard surfaces at the very start of the job.
- An effective wheel wash is used on all vehicles leaving site. Water from the wheel wash is recycled.
- A training and enforcement scheme was implemented to achieve a litter free site.
- During the summer, all spoil heaps were sprayed with a fine mist to reduce dust.
- One of the operatives was trained and given the role of ‘dust champion’. The role was to keep dust to a minimum.
- Powered floor sweepers are used to keep all pedestrian walkways and working areas clean and dust free.
Further reading
Should present a positive image of the industry.
- All the site vehicles were regularly cleaned, inside and out, to promote a positive the image of the company.
Further reading
Good Neighbour
Sites should act as a positive advert for the industry.
- The site presentation had been enhanced by clear signage, excellent ramped paving throughout the compound, an attractive fence and colourful plant tubs. A disabled parking space was also provided at the compound entrance.
- The site invited a local artist to paint the hoarding to resemble the look of the finished building.
- The site provided excellent viewing facilities, including an observation cabin and a brief description of site activities. One of the site operatives checked these every day to make sure the view and description were appropriate.
Further reading
Neighbours should be proactively informed about site activity throughout the course of the project.
- A monthly neighbour satisfaction survey is carried out and the results are used for planning future events and for organising ongoing contact with neighbours.
- On completion of the work, the contractor sent a questionnaire to all the affected neighbours, asking for any comments and feedback.
- A poster on the hoarding invites local residents to a ‘drop in’ meeting with the Site Manager every Friday.
- The site produced and continually updated a file of progress photos which were displayed on a public information board. This also had a monthly programme showing dates of major deliveries.
- There was a well used ‘comments box’ for the neighbours of the site. Any action resulting from these was then posted next to the box.
- There has been outstanding engagement with the community, including the residents’ association, the access committee and most significantly ‘talking newspapers’ to reach the blind and partially sighted.
- The site kept in regular contact with local walking clubs as, at some stages, the works would block pathways they used.
- The site has produced key fobs giving a 24 hour contact number, that were distributed to all those affected by the site.
- This site was in an area where there was much construction activity. The Site Manager arranged and held regular meetings with Site Managers from the other sites, as well as representatives from local residents’ committees and businesses.
- The site had its own specific website that was updated weekly, including a web cam overlooking the works.
- An online video diary was maintained to help inform neighbours about the site activities.
- Contact was made with neighbours and community groups, and presentations were given to them to raise awareness of National Construction Week and National Safety Week.
- A topping out ceremony was arranged and local dignitaries invited.
- The site invited a neighbour, known to be opposed to the project, to voice any complaints to the site or the Scheme. They exceeded her expectations in dealing with these complaints, and gained her trust and cooperation for the remainder of the project.
- Comments on the planned project were fed through to the client who made any reasonable adjustments to accommodate local sensitivities.
- When trees had to be removed, the site was open and transparent regarding details of the permission granted and the reasons, including action that would be taken to plant replacements.
- A site that had been subject to delay and disruption, outside of their control, invited a neighbour who complained to visit the site and be shown round and talked through what was being done to rectify the situation.
- The site had a difficult concrete pour, which was delayed because it coincided with a road closure. They notified Environmental Health and brought a team into the office to handle complaints calls. The Site Manager apologised personally to everyone affected.
Further reading
Sites should be a positive influence on the area in which they operate.
- A full-time Tenant Liaison Officer was employed by the site. A respite facility was also provided, with refreshments and television.
- On hearing of an accident involving a cyclist on a nearby street, the site’s First Aiders attended the scene, keeping the man stable until the emergency services arrived.
- A contractor’s actions in noting and reporting drug dealing close to a primary school has brought respect and appreciation from the local community.
- There have been numerous detailed examples of goodwill gestures which fall into the following categories;
– Donating surplus materials
– Providing physical help and assistance
– Providing technical help and assistance.
– Providing sponsorship to local charities, schools and clubs.
– Organising ‘fun days’ for charities, schools and clubs.
– Offering use of the site to the emergency services for training
purposes e.g. training rescue from a tower crane.
Further reading
Any complaints are recorded, investigated and resolved.
- A complaints log is maintained, displayed in the office and reviewed with the client on a monthly basis.
- Complaints have been pre-empted by analysing neighbours’ feedback at pre start stage and discussing this with local ward councillors.
- Numerous objections had been made about this project so the site manager set up ‘neighbours’ meetings’ involving the local council, residents and businesses. A full agenda was prepared to aid communication and eventually a single spokesperson represented all neighbours.
- A site that received complaints about noise, although not responsible for the problem, asked their Health and Safety Manager and a security guard to maintain a vigil. They identified the source of the sound and provided the correct contact details to resolve it.
Further reading
Sites should interact positively with their neighbours.
- The contractor has acquired a large warehouse and storage area to use as a temporary delivery, storage, material handling and mortar mixing area. This has minimised nuisance impact on the neighbourhood by removing much site activity to a discreet area.
- On this private housing development, the Site Manager arranged for substantial temporary landscaping works to shield the site from its neighbours.
- The site used silent security alarms to remove the disturbance of false alarms.
- One of the site operatives was given the role of noise monitor.
- The nearest neighbour of the site worked nights, so, when the site was carrying out particularly noisy activities, he was put up in a nearby hotel.
- As the site was adjacent to a school, noisy works were carried out during the school’s lunch break.
- As the site was within earshot of stables, all noisy activity was stopped every day while the horses were exercised away from the stables.
- To reduce the complaints from noisy works the site offered day trips to the residents. These proved to be a great success.
- A separate compound was created within the site for all cutting and grinding, well away from the neighbours and the public.
- Off-site construction methods and/or off-site cutting of materials were used to reduce noise, time on site and waste.
Further reading
Respectful
Operatives should appear and act professionally at all times.
- All the hard hats on site were colour coordinated, with clear charts showing the colour designations.
- The site operated a yellow and red card system for operatives who breached the site rules; yellow was a warning, and red a dismissal.
- The site operated an ‘operative of the month’award to recognise good conduct and personal presentation.
- All the operatives were given instructions at induction about how to deal with neighbours and passers-by, especially the disabled and elderly.
- The induction includes photographs/video of the site showing the waste segregation/management zone, storage areas, welfare facilities, etc.
- Free internet access was provided in the canteen.
Further reading
Should be good quality and well maintained.
- The site facilities included a designated disabled toilet with a separate access.
- Secure cycle storage was provided for the use of operatives.
- A prayer room and appropriate facilities were provided for those that required it.
- Site facilities included a recreational room, and a quiet room was also available.
- During the hot weather, cooled drinking water dispensers were located around the site for the operatives.
- Site operatives were provided with company branded kit bags to encourage them to use the showers provided.
- A designated mobile phone area/room was provided.
- There were two usable showers as well as a good, heated, changing area that operatives were encouraged to use.
- Battery charging lockers were provided.
Further reading
Safe
Sites should not endanger those they affect.
- The site provided open safety training sessions for the neighbours.
- Where the site had made a temporary crossing, not only was it ramped, but tactile paving was used.
- There was a large ‘Think Safe’ board at the entrance to the site, showing simple graphics to remind operatives and site visitors of some of the dangers of site.
- The HSE was invited to site to review specific and innovative site practice.
- Site notice boards are updated daily to show current hazards, safety information and safety statistics, including days without injury or incident.
- There were one way traffic routes through the site, with clearly signed speed limits.
- Site access is via separate pedestrian and vehicular gates, permanently controlled, with a direct and protected route to the office and welfare facilities.
- Operatives were provided with “Lone Working Protection Units” – a GPS based personal alarm system contained within an ID badge holder.
Further reading
Sites should not endanger those that work on them.
- All trip hazards were removed from the emergency exits, to the extent of ramping all steps.
- Operatives were selected at random and asked a series of site safety related questions; if they passed, they were rewarded.
- An incentive scheme is in place, with meal vouchers, to encourage the reporting of dangerous/unsafe practices or near misses.
- A safety league table was operated to find the safest contractor/operative.
- Regular safety forums are held, involving site operatives and supervisors.
- A hazard/risk board is located at the site entrance to inform everyone entering (including site operatives and drivers) of the activities taking place that day.
- Safety reports and the minutes of safety meetings are displayed in the office and canteen.
- An in-house safety team was formed, with the power to stop work on site at any time.
- The site ran a ‘serious accident’ reconstruction involving the local fire and ambulance services.
- The site had speed cameras set up outside the site.
- The site operated a bonus scheme, with spot checks on operatives to make sure they were wearing the appropriate PPE.
- The site had set up an intercom system so that the Site Manager could speak to everyone on site, if necessary.
- Delivery drivers are required to attend an induction and to wear appropriate PPE.
- A scheme was launched to promote new ideas for safe working which were then published for the benefit of other sites.
- The site had a comprehensive emergency procedures plan, (with site evacuation drills regularly practised), details of which were kept prominently in a “black box” in the site office.
- Safety reminders are displayed under Perspex on the table tops in the canteen.
- An operative, trained in PAT, tested all operatives’ and sub contractors’ electrical tools whilst they carried out their induction.
- Hand-arm vibration monitors are mounted on plant to display and record exposure levels.
- The site runs a “Take 5” incentive where at 12 noon an air horn sounds and operatives stop work to ensure that their work place is safe and compliant with the method statement and risk assessment.
- A colour coded zone system is in place to indicate which operatives are permitted to work in each zone and what level of PPE is required. Zone blue – no PPE required; Zone red – full PPE; Zone green – Plant and banksman only with full PPE.
Further reading
Sites should not endanger those that visit them.
- The site had a bell on the hoarding for visitors to ring to attract the attention of the Site Manager. They were then escorted to the site office, where they were inducted.
- A stock of clean PPE was held at the site entrance for visitors.
Further reading
Responsible
Site Managers should positively influence those they employ.
- As the site was spread over a relatively large area, all operatives were issued with a handout, giving details of local A&E facilities, and maps showing routes to them.
- On an unusually remote site, permission was obtained to form a temporary helicopter landing pad to connect with the nearest A&E facility.
- Trained First Aiders carry a small, portable First Aid kit attached to their hi viz jackets.
- A blood donor campaign was promoted, with operatives actively encouraged to take part.
- An occupational health nurse was in attendance, with regular clinics and on-site screening available.
- Occupational health facilities have been extended to include stress, relationship and debt counselling advice.
- There are defibrillators and trained operatives on site.
- Water dispensers were provided throughout the site.
- Healthy meals were provided in the canteen as well as free fruit. The site also arranged for a reduced membership fee for operatives at the local gym.
- Team building and social events (including operatives’ wives and the site’s neighbours) were arranged by the site’s management.
- Random drug and alcohol tests were carried out on site.
Further reading
Sites should be secure at all times.
- Operatives are provided with a “passport” and helmet stickers as evidence of having successfully undergone the contractor’s induction.
- Site operatives, including all sub contractors, were provided with plastic photo ID cards. These were only provided after they had completed induction. A separate entrance was then created for operatives who had ID cards; those without the cards used an
entrance that led to a cabin, where they could firstly be inducted.
- Where operatives were working in occupied residential properties, safes were provided for the valuables of concerned tenants.
Further reading
Sites should present themselves as a learning facility for the local community.
- The site made visits to a local school and set up initiatives to encourage the children to get involved in the construction process. This included the site having ‘updates’ in the school’s magazine as the work progressed.
- A site safety board game was developed to instruct and entertain children visiting the site.
- The site hosted three events during National Construction Week.
- The site arranged several visits to the local school, involving Ivor Goodsite, who was asked to judge a painting competition. The winning pictures were then displayed on the site’s hoardings, generating good local media interest for the contractor.
- The Site Manager has been in contact with local schools and colleges to provide assistance and materials for school projects; to help organise competitions and fund raising projects; to give safety talks to all schools in the surrounding area; to offer work experience to college students and to provide additional school buses to minimise the effect of road closures and long diversions.
- Staff are trained as ‘Young Ambassadors in Construction’. This is a CITB course, which promotes confidence in young construction professionals to visit schools to talk about careers in construction.
Further reading
Sites should proactively encourage equal opportunity employment.
- As a result of the Site Manager’s active encouragement, two disabled operatives were employed on site; one as a painter and one as a cleaner.
- A learning disabled operative has been employed and given help with obtaining his CSCS card.
- Measures were put in place to allow the employment of disabled people and talks were held with local Disability Employment Advisers during the site set up.
- A special needs survey is carried out before operatives start work on site.
- A designated female changing room was provided to encourage women into construction trades.
- Girls from the local college were invited to the site to meet with a female painter and a female surveyor to discuss with them their experiences as a woman working in construction..
Further reading
Accountable
Sites should actively promote registration with the Scheme and its aims.
- The company’s head office supplied a Scheme briefing pack to the Site Manager setting out company objectives and project specific advice based on experiences of other sites monitored.
- On this very small site, the Site Manager, in her own time, made a small flip chart to induct the operatives. The induction mentioned the CCS and its requirements.
- An on-site CCS champion was appointed to set targets and monitor performance against the Scheme’s Code of Considerate Practice.
- Awareness of the CCS was promoted through briefings by Directors and Managers to subcontractors on the expectations of the Code of Considerate Practice.
- The Scheme’s posters were displayed in frames.
- Two-weekly inspections were carried out based on the CCS ‘Site Manager’s Terms of Reference’.
- The site had a file containing what it had done in relation the Scheme’s Code of Considerate Practice and what it intended to do. This file also included detailed explanations of what new initiatives would be put in place as a result of previous site reports.
- The company's website includes a link to www.ccscheme.org.uk. An extensive ‘site log’was kept of anything that happened that may relate to the Scheme, from activities with local schools to comments from neighbours.
Further reading
Sites should positively promote themselves and the industry.
- At the site entrance, there was a covered board, giving the names and photos of key site personnel, as well as an overview of site progress, highlighting future activities.
- The Site Agent encouraged all operatives and delivery drivers to point out visual changes that could be made to the outside of the site to improve its image.
- All the contractor and site information was clearly displayed and lit on the hoarding, including details of a manned 24 hr hotline and the company’s website. The company’s website had more details about each of its sites, with excellent photographs showing the progress of those sites.
- Ongoing customer satisfaction surveys are carried out, aimed at achieving 100% neighbourhood satisfaction.
Further reading
Sites should support operatives in surpassing the requirements of registration.
- The Site Manager distributed Scheme leaflets to all sub contractor companies that were not fully aware of the Scheme.
- A weekly updated display board in the canteen showed selected bullet points taken from the Considerate Constructors Scheme’s ‘Site Manager’s Term of Reference’.
- These numbers were also shown on each operative’s ID card and were logged at the site office.
- The Site Manager printed out the key requirements of the Scheme, laminated them and then displayed them at key points around the site. Issues relating to dealing with the public and the neighbour were displayed at the site exit.
- All operatives were issued with the CCS ‘Operatives’ Handout’ as part of their induction.
- A suggestions box and cards were available, and operatives were rewarded for coming up with suggestions to help the site perform beyond the requirements of the Scheme. A Considerate Constructors Scheme committee, including operatives, was established to review the suggestions.
- The project team signs up to a ‘Team Charter’, which is regularly reviewed. The project team comprises the client, consultants, contractor and main subcontractors.
- The site displays and uses Site Monitors’ Reports as the basis of toolbox talks.
- The Site Manager held a weekly meeting with all operatives to discuss ideas the operatives had put into the suggestions box.
Further reading
Companies and sites should look to constantly develop those who work for them.
- The contractor maintained a photographic record of examples of good and bad practice. These were shown to and discussed with operatives.
- Recruitment opportunities were discussed with the Probation Service and guidance was sought on suitable work, conditions and approach.
- The Site Manager put himself forward as a mentor for students of the local construction college. Throughout the project there were regular visits from the students to see the construction process first hand.
- The site held a comprehensive record containing details of operatives’ training and other certification, as well as their photographs, and information about any relevant medical conditions.
- Careers advice sessions were held for site personnel.
- English language tuition was offered to operatives who did not speak English.
- As part of the site’s ongoing training programme, the Site Manager provided one to one reading and writing lessons for one of the operatives.
- The site actively participated in training by having two day-release students working on site.
- This contractor had a ‘Site Managers’forum’which met on a different site every month to discuss common issues and to pass on good practice.
- Careers advice sessions were provided for site staff.
- Interactive training sessions on safety awareness were held. (In some circumstances these were multi-lingual.)
- Site staff were trained to identify and manage a ‘bomb discovery’ incident.
- Toolbox talks include a session on “Customer Care” linked to feedback from residents’ customer satisfaction surveys.
- The site acts as a National Skills Academy for Construction with a dedicated Skills Coordinator and excellent training facilities.
Further reading
|
Site Managers' information 
FS 543981 