Professionalizing the death business
(Continuation)
Near the turn of the millennium, St. Peter Group was in the red. Founder Francisco Baustista was so generous that he lived by the dictum, “Di bale nang matapakan, huwag lang mangtapak.” (It’s better to be oppressed than be the oppressor.)
But the company was starting to fall prey to the generational dilemma: how to grow professionally while retaining the founder’s values.
In the 1980s, York Vitangcol, now 51, Francisco’s grandchild and a Physical Education graduate, was more interested in expanding his gym business. Like many in the younger generation, he wanted to prove to himself that he could make it on his own, rather than relying on the family business.
But when the preneed business declined, York heeded his mother Florita “Del” Vitangcol’s request for help. York’s most valuable ally was his wife Mildred, now 52, a gastroenterologist who is not the stereotypical daughter-in-law: Mildred is on very close terms with Del, and the respect is mutual.
After her clinic practice, Mildred would go to the nearby company office and keep company her mother-in-law and the latter’s parents. She became company consultant for health, establishing innovative employee programs, and until today, she still ensures that annual physical check-ups and gym access, are free for all.
“A healthy company needs healthy people,” says Mildred.
Transition team
To turn the company around, Mildred took bigger responsibilities, while York took business courses in the Ateneo Graduate School.
“In my Accounting for Non-Accountants course, God was with us, because I met Professor Ernesto ‘Ernie’ C. Santiago,” says York.
Ernie accepted York’s invitation to consult for St. Peter. In 1988, Ernie, York, Mildred, and the transition team instituted professional measures, even if some were not easy to implement.
Accounts had to be shown in real-time, not delayed by months. IT systems had to be put in place. Employee performance and evaluation had to be based on clear criteria and merit, not on friend or family ties.
The company had to be leaner, so unfortunately, half the workforce had to be let go. But they were granted a generous exit package, more than what the law required. They were also retrained in sales, for them to be more easily employed afterwards.
Instead of traditional fixed salaries, they became variable, based on performance. Employees were retrained to imbibe company values, which motivated them to increase productivity.
“Even if our people decreased in number, their productivity is so much better,” says Mildred.
Change is difficult, even for the older generation like Del, who wanted to be as kind as her father was, but who also knew that accountability had to be put in place. But she never interfered in the regulations put in place by the new management—which is likely why the transition became successful.
Employees also witnessed firsthand the team meant business. Fairness was paramount. Errant workers, even if they had close ties with the leaders, by blood or friendship, were not given special treatment.
“We gave them a purpose,” says York. “Work is not just for making money. It is a calling. If you look beyond yourself, you will serve well.”
Today till November 2 marks the company’s Death Care Week. Cemetery-goers can get photos with pink casket replicas in pink tents in selected areas, with free hand fans and umbrellas. On October 31 and November 1, commuters can get free tricycle rides. Breakout Philippines is also offering special escape room games courtesy of St. Peter at selected areas.
Visit the St. Peter’s website at www.stpeter.com.ph, call 371-7757, or visit Facebook for more details.
