- High turnover and job insecurity in OHS roles (4 in 3 years in the Bauval quarries and hot-mix asphalt plant division alone, not including the entire Roxboro Bauval Group)
- Lack of support from upper management and inconsistent leadership
- Siloed organizational structure with poor integration between Roxboro and Bauval branches
- Limited access to critical tools, documents, and decision-making spaces
- Absence from key operational meetings and planning processes
- Inadequate follow-up on corrective actions and accountability gaps
- Delayed approvals and unclear communication channels
- Resistance to OHS enforcement from site managers
- Focus on reactive rather than proactive safety indicators
- Unrealistic expectations without the authority or means to deliver results