Improving the management of dangerous goods (DG)
Handling dangerous goods (DG) can have significant environmental, social, and economic consequences. Despite this, it often lacks the attention it deserves within humanitarian organizations. Recognizing the critical need to address this gap, the ICRC began recording DG incidents, which highlighted the importance of initiating a focused management initiative.
The first step involved developing a concept note in collaboration with the IFRC. This document was shared with National Societies (NS) to gather feedback and understand their specific needs. While the project has primarily focused on ICRC operations, National Societies such as the Danish Red Cross and others were actively involved to ensure the project’s outputs could also benefit their operations. Let’s have a look at the key improvements that have been achieved.
Key improvements in the main ICRC warehouse in Geneva
1. Reorganization of DG Storage: Dangerous goods were relocated to a designated area equipped with trays to contain potential leaks, located near fire/emergency exits, and clearly marked to ensure safety.
2. Emergency Point Setup: An emergency point was established at the warehouse entrance, equipped with a DG box, spill kit, fire extinguisher, and other essential tools, all properly signposted for easy access during emergencies.
3. Infographic for DG Management: A concise infographic was created to summarize key considerations for managing DG at the warehouse level.
Field-level improvements
Improving the management of dangerous goods at the field levels involves extensive collaboration and uncovered additional challenges, such as limited awareness, visibility, knowledge, etc. of dangerous goods items across the supply chain. The following progress has been achieved:
► Dangerous goods management table: The list of 30 main items with information on how those items needs to be managed in the warehouse (reception, handling, storage, packing, disposal) has been finalized, tested in the field, and reviewed by the National Societies. It is important to note that specific disposal methods for these items have been developed by experts. These methods are simple and can be carried out by our own teams in locations where DG waste management suppliers are not available. IFRC and Red Cross and Red Crescent National Societies participated in its development, with Emergency Response Unit (ERU) items included. This table is available on request.
2. Process mapping: DG management processes were reviewed and agreed upon, though the responsibility for DG declarations remains under discussion and will be finalized in early 2025.
3. Standard operating procedures for specific clusters: Clear SOPs and guidelines were developed for all clusters, including requesters (e.g., IT, premises, Water and Habitat units), supply chain, procurement, warehouse, transport, and air operations.
4. JDE Software Updates: The JDE system was updated to flag dangerous goods at every stage – from request to transport—ensuring proper visibility in the tool to allow proper treatment throughout the supply chain.
5. Online training development: The online training adapted to different audience has been completed although is being piloted at GVA/field level which should be finalized by first trimester of 2025. It was also agreed to use a specific system to develop the training that “Log Cluster” can adapt for broader use by humanitarian organizations later on. Additionally, the training will include practical scenarios and case studies to facilitate hands-on learning and reinforce critical DG management skills across diverse operational contexts.
6. Locally sourced spill kits: Spill kits, containing locally sourced items, have been developed and included as a mandatory requirement in the SOPs, although the implementation will be physically in the warehouse in 2025.
7. Incident reporting system: A reporting system has been established to connect warehouse DG incidents with air operations reports, streamlining incident management.
The success of this initiative heavily relies on effective change management. From the outset, steps were taken to ensure broad involvement, consensus on changes, and commitment to implementation. At the beginning of the project a survey was developed to understand what was needed and to have champions that will support the project during its development. While this project represents the beginning of a long journey toward improving DG management, the foundation is been successfully established. The work completed thus far provides a robust structure for continuous improvement in DG management practices.