Korte Construction used Whistle Rewards across nine projects to encourage more consistent reporting and photo documentation in Procore, according to a case study published on September 1, 2024. Whistle reported a 50% increase in safety reports and an average daily reward of $5.16. [S01]

Rewarding the act of documenting

The programme combined a starting reward, smaller rewards for daily goals and larger rewards for completing tasks on successive days. Whistle said delivery was automated through text messages or email when the activity was completed, without requiring recipients to download another app. [S01]

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Rewarding the act of documenting

Part of the incentive design

Activity recognised

Starting reward

Initial participation

Daily reward

Completion of a defined daily goal

Streak reward

Repeated task completion across days

The mechanism focuses on a task that can be recorded in a project system. That matters because an incentive should be tied to a clearly understood action. It also creates a need for consistent definitions: a completed report, a useful report and a duplicate entry are not automatically equivalent.

More reports are not the same as fewer incidents

The supplier’s case study reports full engagement among the programme’s invited participants. It does not disclose the participant count, measurement window or a control group. It also does not demonstrate that the reporting increase produced a corresponding reduction in injuries. [S01]

An increase in documented incidents can reflect better observation or reporting habits rather than a worsening safety record. Conversely, a low report count does not by itself show a safe workplace. The operational value of an incentive depends on whether it supports accurate, timely information that managers can use.

What buyers can take from the example

The case offers a concrete design for linking small rewards to an existing workflow. A buyer assessing a similar programme would need the cost per eligible participant, the quality of completed records and the programme’s effect on follow-up actions. Those measures explain more than a single percentage uplift.

The published result is a supplier-reported documentation outcome. It provides an example of automated incentive delivery in construction, while broader safety and financial effects remain outside the evidence supplied.