In this episode, Mary Conquest speaks with Diane Chadwick-Jones, a former BP safety leader and long-time researcher whose work has shaped how organizations think about safety incentives.

Diane explains why linking pay and bonuses to injury rates often creates unintended consequences, including suppressed reporting and reduced learning. Drawing on years of internal and external research, she shows how incentives can reinforce belief systems that feel right but undermine safety in practice.

She shares how BP and other high-hazard organizations have moved away from injury-based bonuses, what replaced them and why peer recognition, transparency and supportive leadership matter more than annual rewards.

This conversation offers EHS professionals practical insight into influencing senior leaders, changing belief systems over time and building conditions where people feel safe to speak up about problems before they escalate.

Diane’s published research on safety incentives: Rewarding safety performance: Improving safety or maintaining beliefs?

Find out more about Diane’s work: Diane Chadwick-Jones / Safety Leadership / Human Performance

Energy Institute videos Diane recommends:

The modern view of incident causation

Human performance - what does it mean?

Walk through a task to prevent incidents

Safety leadership in the field

Diane Chadwick-Jones on LinkedIn: Diane Chadwick-Jones | LinkedIn

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