How many of us would regard ourselves as experts at our jobs? Over time and with experience, we know what to do, when to do it, why it needs to be done and the consequences of doing nothing. But what if, one day, things didn't quite work out as planned?

Would you know how to confidently handle things in the event of a crisis? Would your organisation be equipped with the right knowledge and expertise to see it through?

In the event of a disaster all businesses should have an action plan and a crisis management team, trained to implement the plan. A catastrophe isn't something we can envisage happening, but it's certainly something we cannot afford to ignore.

The watchful eye of the media will play a vital role in the event of any crisis. Although this may be seen as a possible intrusion at a stressful time, the media can play a positive role in helping your organisation broadcast frequent public announcements.

This will become a vital channel to keep employees, their families and the public up to date with the latest news and advise on appropriate actions to be taken.

Good relationships with employees, neighbouring businesses and the emergency services are also a critical factor.

By involving key groups in your crisis management plan, everyone will be aware of what part they can play to minimise the severity of the situation.

We saw the tremendous efforts of the emergency services during the London bombings in July 2005 and again in December 2005 when there was an explosion at the Buncefield oil storage depot, in Hertfordshire.

Luckily and thanks to Buncefield's well-managed and well-prepared Local Resilience Forum, there were no fatalities.

The successful handling of these complex situations is down to the appropriate planning and clear establishment of roles prior to the unforeseen happening.

However great or small your business' crisis management plan, it will be key to the successful handling of a crisis with the least possible impact on the surrounding environment and the people within it. Is your organisation prepared for the unexpected?

* Martyn Pellew is chairman of NECC Tees Valley