Straight answers before the first call.

Process and plant safety outsourcing advisory is governance advice for operators that buy safety-critical work instead of performing it in house. It defines which activities can be externalized, who holds decision rights over the results, and what the operator must retain to remain the duty holder under Seveso III, OSHA PSM and BImSchG.

It is structured guidance for international operators deciding where, when and with whom to enter or scale in African markets. It replaces continental averages with country-level evidence, treats partner selection as a governance decision, and continues through the first phase of execution.

Chemicals, pharmaceuticals and oil and gas, plus industrial gases and renewables — the asset-heavy, safety-critical, highly regulated end of industrial business. We also advise investors and parent groups making decisions about these assets.

It starts with a structured conversation, not a methodology. We map what you are trying to govern, where accountability lines blur today, and what success looks like for your board. Only then do we propose a shape for the work.

DJC is a boutique and the principal is involved directly in every engagement. Where a project requires additional capacity — regulatory specialists, local operators, technical reviewers — we assemble a small, named team rather than a delivery pyramid.

Most work is modular: a diagnostic of two to three weeks, a design phase of four to six weeks, and a program phase of two to three months. Each phase carries a fixed scope and a fixed fee, so you can stop, hold or continue at each boundary.

Yes. We use the three-layer model — execution, verification, accountability — to classify each PPS activity and recommend which layers can be outsourced, which must stay in house, and which require a governed handover.

Most of our work begins exactly there. We assess the current vendor setup, map the grey zone, design sign-off structures that survive an audit, and build the internal capability that keeps you the duty holder.

No. Seveso III, OSHA PSM and equivalent frameworks have analogues across most regulated jurisdictions. We work with operators in Europe and across Africa and the Middle East.

Earlier than most clients think. The most costly drift happens between board approval and the first operating quarter, so we design the governance and operating model alongside the strategy rather than after it.

Pan-continental experience, country-specific delivery. Lagos and Casablanca are not the same problem. We build country-by-country execution plans grounded in local regulatory, partner and stakeholder realities.

Yes, both. Due diligence is necessary but not sufficient. The harder problem is governing the relationship over time — decision rights, escalation, performance and exit — and we design that scaffolding before partners are signed.

By email at contact@drjimoh.com, by phone on +49 30 75435580, or through the contact form. We respond within one business day.

Berlin, Germany. We travel for engagement scoping and key operating milestones; most ongoing work runs remotely with structured check-ins.

English and German throughout, with working French for Francophone West African markets.