The Occupational Health and Safety Act applies to every South African business with employees. We build your OHS file, run your audits, and keep you inspection-ready — so a surprise visit is a formality, not a crisis.
Most businesses don't discover their OHS gaps during a quiet week. They discover them after an incident, or when an inspector arrives.
Section 8 places a general duty on every employer to provide and maintain a working environment that is safe and without risk to health. That duty is not scaled to company size, sector, or turnover — a five-person workshop carries it as fully as a factory.
In practice it means documented risk assessments, an appointed safety representative structure, incident records, and evidence that your people were trained. Most businesses have some of it, informally. An inspector needs to see all of it, on paper, on the day they ask.
Reporting deadlines catch people out. A serious incident must be reported to the provincial director immediately by phone, and again in writing on form WCL1 or WCL2 within seven days. Miss either and the failure to report becomes an offence in its own right, separate from whatever caused the incident.
Mines fall under the Mine Health and Safety Act rather than the OHS Act. General guidance only, not legal advice.
Practical, thorough, and built around your actual operation — not a generic template with your logo on it.
We walk your site, review existing documentation, and map your obligations against the Act and its regulations. You get a clear gap report — what's compliant, what isn't, and what carries the most risk.
We compile the OHS file: legal register, risk assessments, appointment letters, safe work procedures, and training records. Structured so anyone can find anything in under a minute.
Compliance decays. Staff change, equipment changes, regulations change. Monthly management keeps the file current and your appointments valid — so you never scramble.
One thing worth checking before it becomes a problem. Updated monthly.
Most businesses know an incident has to be reported. Far fewer know there are two separate obligations, with two different clocks, and that missing either is an offence in its own right — entirely separate from whatever caused the incident.
A reportable incident must be submitted in writing to the provincial director on form WCL1 or WCL2 within seven days. But where someone dies, is knocked unconscious, loses a limb or part of one, or is injured badly enough that death or permanent disability is likely, that incident must also be reported forthwith by telephone or similar means. Not in seven days. Immediately.
The second one is what catches people. A serious injury happens on a Friday, the team focuses on the hospital and the family, and by the time anyone thinks about paperwork the immediate notification window has closed.
A note from Steyn Herbst, Atlasfire Safety. General guidance on the OHS Act 85 of 1993 and its regulations — not legal advice, and not a substitute for a review of your own operation.
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Most cheap safety files are generic template packs with your logo dropped on the cover. They pass a glance and fail an inspection, because the risk assessments describe hazards you don't have and miss the ones you do.
Compiled by a NEBOSH-qualified practitioner against your actual operation, sector and risks. Delivered print-ready.
Generic documents sold to everyone, unchanged. Cheaper, and worth exactly that when an inspector reads it.
Find what's non-compliant and what's inefficient in the same visit. One site walkthrough, two reports, one invoice.
Waiting, rework, over-processing, stock sitting still. None of it appears as a line item, all of it comes out of margin. We map what actually happens, measure the cost, and remove it.
Lean Six Sigma, applied at the scale of a real business — not a six-month consulting engagement with a slide deck at the end.
We follow the work, not the org chart. Cycle times, handoffs, queue points, rework loops — recorded as they actually happen, including the workarounds nobody documented.
Your core processes drawn end to end, with value-adding steps separated from everything else. This is usually the moment a client sees where the money goes.
We eliminate the waste, redesign the flow, and write the SOPs so the improvement holds after we leave. Yours to keep, in plain language your team will actually use.
One improvement tool, explained properly, with what it actually looks like on a floor. Updated monthly.
5S gets dismissed as a tidiness exercise, usually by people who've watched one fail. The five steps are sort, set in order, shine, standardise and sustain — and the reason it's worth more than a clean-up is that the first two steps surface information you can't get any other way.
Sorting means removing everything not needed for the work. What's left is a measurement: if a workshop holds four of a tool that two people use, you've just found duplicated spend caused by nobody being able to find the first two. Setting in order means giving what remains a fixed home, positioned by how often it's reached for. The distance a hand travels, times a few hundred times a day, is real money.
Most 5S programmes die at step five. Sort, set and shine are visible and satisfying; standardise and sustain are dull and take management attention. Six months later the bench looks the way it always did. If you only take one thing from this: the audit schedule matters more than the clean-up day.
Written by Fouche Herbst, Atlasfire Optimize. Lean Six Sigma Green Belt.
Scope confirmed on a free intro call before anything is invoiced.
Find what's non-compliant and what's inefficient in the same visit. One site walkthrough, two reports, one invoice.
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I'm a NEBOSH-qualified Health & Safety practitioner working across construction, industrial and commercial sites — OHS compliance, risk assessment and safety implementation.
My approach is practical and thorough. I'd rather find the gap on a quiet Tuesday than have an inspector find it for you.
I started in the trades — boilermaker, welder and fabricator — then spent over a decade in one of the most tightly regulated, precision-critical manufacturing environments in the country, growing from the floor into plant management.
I hold an Advanced Diploma in Business Management at NQF7, a Lean Six Sigma Green Belt, and certification as an Accredited Assessor. My work spans both sides of a business's numbers — business assurance and group funds on one side, operational waste on the other. Same problem, opposite ends.
Most consultants who talk about operational excellence have read about it. I've run the shift and dealt with the machine failure at two in the morning.
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Pretoria, South Africa. On site nationally by arrangement.