What do companies need to document when supervising?

The crucial thing is whether the company can document that the HSE training has been carried out in a way that is relevant to the business, and that the training is part of a systematic work on health, environment and safety.

In 2026, expectations are even clearer. Documentation should not only exist, it should be able to be explained, used and verified. This means that the training must be written and traceable, adapted to different roles and tasks, updated when conditions change, and actively used in management and follow-up. Not just stored in an archive.

This article explains what this entails in practice, and what supervision typically emphasizes when assessing HSE training.

What does documented HSE training involve in practice?

Documenting HSE training is not primarily about collecting course certificates. It is about being able to show the connection between risk, training and practice in the business. A business must be able to explain which roles require training, who has received it, and what the training has actually consisted of. In addition, it must be documented how it is followed up over time.

Many businesses have done a lot right, but lack wholeness. Training has been conducted, courses have been purchased, and employees have participated, but the documentation is scattered in various systems and files. When the audit comes, it becomes time-consuming to provide an overall picture of the status. This is often where the challenges arise.

What does an oversight typically ask for?

In an audit, it is often looked at whether the HSE training is related to how the business is actually run. A natural starting point is whether the company has an overview of roles and responsibilities. It should be clear who has HSE responsibilities, who is a protection officer, who has emergency roles, and how this is organised across departments, locations and shifts, if applicable.

This role list should not stand alone. It must be linked to training requirements and documentation so that it is possible to see what requirements apply to different roles and whether these have been met. For many companies, this is the foundation of the work of HSE.

The training plan as a management tool

A training plan does not have to be comprehensive to work. The important thing is that it gives a clear picture of who should have what training and why. In practice, this often involves a link between role, risk profile and training measures.

Typical examples include HSE training for managers, training for safety officers, and courses related to specific work operations such as working at height, using lifts or managing fire risks. In addition, emergency topics such as fire protection and first aid, as well as training in internal control and procedures for deviations and risk assessment will be provided.

When the training plan is clear, it is also easier to explain to a supervisor why exactly these courses and measures have been chosen.

Documentation that can actually be used

In case of supervision, it is expected that the company will be able to quickly retrieve documentation of completed training. This will typically be course certificates, participant lists and overviews showing the status per role or department.

Of particular importance is documentation related to internal training. When training takes place internally, it is not sufficient to document that training has been carried out. The company should also be able to show what the training contained, for example, through agenda, learning objectives and duration. This is often the distinction between training that has only just been completed, and training that is actually documented in a way that stands up to being proven.

Relevance and link to risk

In an oversight, HSE training is not considered in isolation. The key question is whether the training is relevant to the risks of the business. Therefore, the company should be able to show how the training is rooted in risk assessments and procedures.

For example, if the business has risks related to working at height, chemicals or fire, it must be possible to explain how the training addresses precisely these conditions. The same applies when operations, equipment or organization change. Then it is expected that the tutorial will be updated in line with the changes.

Follow-up care that gives effect

The difference between training that has just been completed and training that actually works often lies in the follow-up. Testing, verification, practical exercises and repetition help to ensure that knowledge is translated into action.

For several types of HSE training, it is also important to be clear about the distinction between theory and practice. E-learning often covers the theoretical part, while the business itself must provide practical training and local adaptation. When this is clearly documented, it strengthens the position of the company on supervision.

Common causes of deviations

When companies receive deviations related to HSE training, it is rarely about lack of will. The most common reasons are lack of overview, internal training without documented content, training that is not clearly linked to risk, or lack of repetition when conditions change. In addition, unclear liability is a recurring one. When HSE becomes everyone's responsibility, it often becomes no one's responsibility in practice.

To be well prepared for oversight in 2026, companies do not necessarily need more training, but better structure and coherence. When roles, risks, training and documentation are linked, HSE work becomes both more effective in everyday life and far easier to document when it actually applies.

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