Despite being relatively new to the Building Construction And Timber Industries Employees’ Union (BATU) family, Prince’s Landscape displays a progressive attitude in promoting the 3Ws, namely Wages, Welfare and Work Prospects. Currently, the company is in the midst of adopting the three Tripartite Standards, namely Flexible-Work Arrangements, Recruitment Practices and Grievance Handling. As an approved in-house trainer recognised by the Singapore Workforce Skills Qualifications (WSQ), Prince’s promises fair opportunities for mobility for their staff. This is secured through the development of a comprehensive training structure as well as various on-the-job training (OJT) alongside Singapore Polytechnic to enhance the onboarding and upskilling of workers.
Nominated by the Building Construction and Timber Industries Employees’ Union
Employees’ Union (BATU) family, they have displayed a progressive attitude in promoting the 3Ws, namely Wages, Welfare and
Work Prospects.
Landscape Industry (TCL) and U Care Centre (UCC) for Progressive Wage Model (PWM) related matters. Since 2014, Prince’s
has participated in multiple Focus Group Discussions (FGD) and one-to-one consultations, be it on wage matters or the
validation of Skills Framework. Prince’s further demonstrates its progressiveness by paying out one-month bonus to all
workers including its landscape maintenance workers before it was made mandatory in 2020. This is over and beyond the
TCL’s recommendation of only two-weeks.
Recruitment Practices and Grievance Handling. The company frequently organises social gatherings and caters for festive
celebrations of their diverse workforce. They also allow their foreign workers to take long home leave once every two years.
They recognize the importance of families to their workers and encourages them to return home. Prince’s Management works
closely with its workers to roster fair coverage schedules.
holistic team to ensure impartiality and justness in the process. It follows a thorough and fair workflow that gives the employer
and employees a two-way channel to highlight potential concerns. This is in line with Prince’s aim to create an open-door
culture between management and its workers. Safety and health are also Prince’s top priority. They conduct monthly safety
briefings to ensure that workers work in a safe manner and aspires towards zero incidence at the workplace. In addition,
Prince’s recently introduced a healthy incentive to promote good health among its workers.
Singapore Workforce Skills Qualifications (WSQ). This is secured through the development of a training structure and various
On-the-Job Training (OJT) alongside Singapore Polytechnic to enhance the onboarding and upskilling of workers. In addition
to a comprehensive training structure, they have internally developed a mobile learning application to promote learning among
their workers who work at scattered sites. This acts as a useful resource for workers to reference whilst on the job. Prince’s
also leverages technology to boost workers’ efficiency.
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