SANITARY CARE
PRODUCTS ASIA, INC.
Service. Christ-Centeredness. Passion. Accountability.
Submitted by
BS ENTREPRENEURSHIP 2A
Capitin, Arlene
Escol, Jannah Mariz
Galos, Rhobielyn Ann
Masongsong, Krysel
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Table of Contents
I. About Sanitary Care Products Asia, Inc 3
i) Brand mantra 3
ii) Mission 3
iii) Vision 3
iv) Background of the company 3
II. Family Dynamics 4
i) Family Relationship 4
ii) Family System 5
iii) Family Culture 6
(1) “Pascong Pinoy” 6
III. Founders profile 8
IV. Difficulties encountered as a family business 10
V. Interdependence of family dynamics and family business 11
VI. Recommendation 13
VII. References 13
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I. Sanitary Care Products Asia, Inc.
“We built our company on the simple belief of doing right by our customers”
Image 1. SCPA Logo
i.) This has been the company's running mantra for its 26 years of building
locally produced products for Filipinos, including Sanicare, Femme, Tisyu,
Cheers, Naturale, and Jade.
ii.) Mission
To become synonymous with quality and innovative products at
reasonable prices and excellent service.
iii.) Vision
To provide hygienic and good quality tissue products at the lowest cost
possible.
iv.) Background of the company
“God’s grace! Our story has always been associated with God’s grace and
mercy. It has been our constant theme.”
The 65-year-old chair of Sanitary Care Products Asia (SCPA) Inc., a
manufacturer of hygiene products like toilet paper, kitchen towels, and
tablecloths, claims that it has been the company's recurring theme. The fact
that they weathered three significant disasters—the Asian Financial Crisis
in 1998, the burning down of their primary factory in 2012, and the flooding
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of another site in 2014—serves as more evidence, according to Iso. With
his wife Babie, daughter Lea, who serves as director of marketing
communications, and son Venjosef, who serves as president, Sio leads
SCPA. Sio decided to concentrate on making hygienic paper products in
part because of his wife's sensitive skin. Thus, SCPA's 100-percent virgin
fiber toilet paper was created in October 1996. Sio claims he founded SCPA
with the help of three business partners with his retirement income, but they,
unfortunately, abandoned him after the Asian financial crisis struck the
company. All the nation's main stores carry their brands, which include
Sanicare, Tisyu, Femme, Cheers, Jade, and Naturale. The company
employs about 2,000 people across seven facilities.
II. Family Dynamics
i.) Family Relationship
Having a loving family who supports you no matter what makes life
much simpler. Every stage of life is significant for a person's relationship
with their family. Kind words from your mother, spouse, or siblings can
calm your soul and give you the confidence and bravery to face life
head-on when it gets challenging and begins to spiral out of your control.
In Sio’s family, all the members are included in the decisions that they
are making especially when it comes to the business. One situation was
when he told his children about his decision regarding his job and their
daily consumption.
“I also stopped playing golf for five years when I was starting the
business because I did not have the time. I was the one running the
factory, thinking of sales, and calling on major customers for follow-up. I
was doing everything. Everyone in my family did their share of sacrifice.
It was a major lifestyle change.”
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Image 2. Sio Family
It'll be affected too
because he needed to
save money that includes
his hobby. In short, they
have a close relationship
and fair
decision making. On what
we had read, it said that their roles are based on the performance that
they had shown to the company but not based on their sibling order.
ii.) Family System
Every family has a unique system for determining who holds the reins
of authority within the family and what responsibilities, rights, and tasks
belong to each family member. Other sorts of hierarchies exist inside
families, while generational hierarchies are the most evident. They
occasionally change based on gender. Men have historically held
dominance over women in patriarchal civilizations like our own, including
the family. But in Sio's family, this kind of tradition is observed within the
family rather than in the business. Just like the fact that as a father and
husband, Renato needs to oversee the health and condition of his family
which in result formed his company. Just like his aim of producing
hygienic paper products. He takes care of the skin sensitivity of his wife.
“One of the reasons Renato Sio decided to focus on producing hygienic
paper products was his wife’s sensitive skin. “Toilet paper, when you
place it on a moist forehead, will leave lint residue, coming from the short
fibres of recycled paper. So, we decided that there is a niche we could
attack – for sensitive-skinned people,” Renato told Business Inquirer. As
a result, in October 1996, SCPA’s 100% virgin pulp toilet paper was
born.”
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Venjosef Sio, the CEO of SCPA is seen as a hands-on person and gives
importance to his role and rank. He worked hard to rose his role and get
the position as the CEO of their company. He is also an observant
person just like his father.
Each year, Venjosef and his father travel to different markets and attend
Tissue World, the largest dedicated tissue industry trade show. “In 2017,
my father and I visited Lucca, Italy – which is essentially the Silicon
Valley of tissue paper – to look at the latest machines and see what
other companies are doing,” he notes.
It is important to think about the functions that each family member
plays inside the unit and whether everyone is happy with how things are
set up right now. Consider who oversees what in your own household
and how things are set up right now. Some obligations could be
negotiable, especially if things in the family don't seem to be going well.
iii.) Family Culture
Sio family is known as being God centered and being Filipino-ness
in their family as well as to their business. They do things for God’s
purpose and for God. They always acknowledge Him as their great
guidance and giver of knowledge every time they receive awards.
(1) Sanitary Care Products Asia, Inc. celebrates a “Pascong Pinoy”
Image 3. Pascong Pinoy (SCPA)
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The year 2020 has been difficult for the Filipino people.
Numerous businesses were impacted, and millions of people lost
their employment because of the lockdown lasting longer than the
intended 6 months. As we approach the pandemic's first anniversary,
celebrating the Christmas is the last thing from anyone's thoughts.
And yet, Sanitary Care Products Asia, Inc. (SCPA) saw God’s
covering upon their company from COVID-19’s economic and social
effects throughout the year. As a response to His goodness, the
management decided to push through with their annual Christmas
party through virtual means! The goal was to inspire employees to
share their blessings with their families and those in greater need.
To mark this historic occasion, SCPA’s holiday theme song was the
driving force behind the Christmas party’s music video competition.
Each SCPA branch interpreted “Pasco” by highlighting Pinoy culture,
our collective struggle, and our hope in the Lord through distinct,
creative visuals. SCPA are happy to share with you one entry each
from SCPA’s Luzon, Visayas, and Mindanao branches.
They always include the needs of Filipino in the making and
innovation of their products. They are 100% Filipino company and
have the belief that every Filipino should have access to quality
hygienic products. And they are passionate about providing
employment to more Filipinos nationwide.
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III. Founders of the company
Table 1. Profile of the founder of the company
Name Position in the Role / Background in
company the company
Renato Sio established
SCPA in 1996 with the
straightforward goal of
giving at least 10 Filipinos a
job. He believed it was his
turn to give back and serve
as a conduit for benefits to
others following a lengthy
and prosperous career in the
Chairman, Sanitary pulp and paper sector. He
Care Products founded a business that was
Renato Sio Asia Inc. (SCPA) enthusiastic about doing
what is right and fair to
everyone - from his
employees to his customers
and his suppliers - motivated
beyond personal gain and
powerfully influenced by his
Christian religion.
The younger Sio, or Ven,
joined the business in 2001,
providing him the
opportunity to drive growth
and make a difference rather
than simply assuming the
top job later in his career. He
did not consider himself to
be a second-generation
President and leader right away. He was
CEO, Sanitary the company's "1.5 Boss" for
Venjosef Sio Care Products many years until being
Asia (SCPA) named president and CEO
in 2021. He first assumed
the position of president in
January 2005.
Indeed, being a 1.5 Boss
provided a lot of
opportunities to Ven. He was
not only able to make a
significant contribution to
business growth, but it also
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helped to prepare him for the
day when he would officially
become a second-
generation leader.
Ven was confronted with a
significant hurdle,
nonetheless, not long after
assuming the company's top
position in 2005. The same
year, a nearby explosion at a
paint manufacturer caused
their main warehouse and
office in Taguig City to catch
fire.
Even though it was a tragic
incident, Ven saw it as a
blessing in disguise because
it spurred many
advancements within the
business, including several
that he personally
supported, such automation
and cloud-based servers.
This only shows how SCPA
continues to be guided by
the values that Ven’s
parents formed and
inculcated in the last two
decades: heart for service,
Christ-centered principles,
passion, and accountability.
Marketing
Communications
Director (SCPA)
Lea Sio
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IV. Difficulties and Challenges
(1) Financial Crisis
At the age of 45, Sio launched his company from scratch and used his
retirement income to purchase tissue paper manufacturing equipment to
produce a toll for a few store customers. However, the Asian financial crisis
struck just two years after the company was founded, which caught Sio off
guard. All of Sio's investment capital in the company was wiped out by rising
bad debts and losses due to the peso depreciation. The monetary loss was
so severe that he almost had to shut down his business. Sio didn't give up
though, despite the significant setback.
Sio tried to find investors to aid in the company's recapitalization.
Unfortunately, no one was interested in investing in his company due to the
uncertain economic downturn, except for one bank that provided him with a
limited line of credit, which he used to meet his working capital requirements.
Sio rebuilt his firm over the course of 14 years of financial hardship, relying on
limited cash resources that he used to grow the company up until the year
2010 when he announced his first dividends.
(2) Warehouse and Office Burned Down
In 2005, not long after assuming the company's top position, Ven was
confronted with a significant obstacle. The same year, a nearby explosion at
a paint manufacturer caused their main warehouse and office in Taguig City
to catch fire. “Unfortunately, the wind was blowing the wrong way, towards our
warehouse. It all burned down—our servers, our important documents, our
backup files, the machines, and raw materials. Thankfully no one got hurt but
the warehouse was gutted,” he recalled. Even though it was a tragic incident,
Ven saw it as a blessing in disguise because it encouraged many
advancements within the business, including several that he personally
supported, such as automation and cloud-based servers.
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Due to this, SCPA became one of the first organizations to use cloud
computing in their books and emails. The company has already automated
between 65 and 70 percent of its packaging processes as of today.
(3) Sacrifices of Each Members of the Family
Sio had to explain to his children why he was leaving the lucrative
corporate job he had been holding to launch a small business. He explained
to his children that they would have to put off their weekly trips to eat and their
travel overseas because he needed to save. Due to scheduling limitations, he
also gave up playing golf for five years when he first started the business. He
oversaw managing the factory, thinking about sales, and calling on important
clients for follow-up. He was completing every task. Each member of his family
made their respective sacrifices. Significant lifestyle changes had occurred.
V. Interdependence of Family Dynamics and Family Business How It Affects
each other
Family dynamics are defined as the patterns of relationships that define the
emotional life of the family. They come from a variety of sources, but the ones that have
the most profound impact result from significant stressors. They can cause family feuds
and bad feelings for several generations if not actively managed and changed. Such
family disputes can cause considerable stress, which can modify family dynamics.
In Sanitary Care Products Asia Inc. management goes through succession from
first generation owners to the next. The younger Venjosef Sio, or Ven, joined the company
as early as 2001, giving him the chance to drive growth and make an impact, and not just
inherit the top position later in his career. In their family business, common dynamics
comes from birth-order effects. The family structures of a family can affect business and
become conflicts especially when position and succession are in question. Today, others
believe that the eldest child should be president, but in their case, they prioritize those
with talent and potential.
However, Family members' emotional closeness can be a source of both profound
support and increased tension. Family members can be protective, loyal, and selfless.
The inherent and heightened need for attention and approval in these systems can lead
to competition among members. In a family, where individuals are sensitive to the
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perception of "fair" treatment, expectations, assumptions, and favoritism—whether real
or imagined—have a greater influence. Because the actions of family members determine
the family's reputation, individuals may feel steered, judged, or pressured to meet the
family's expectations over their own individual needs. Given the many inherent tensions
in families, it is not surprising that families who work together constructively to address
these complexities stay together longer.
Finally, business family members have various roles–such as family member,
owner of the company, employee in the family business, board member–that define their
place in the family business system, and often their power and status in the system. Lea
and Ven, who are siblings, may experience role confusion when it comes to decision
making. When roles overlap, competing interests naturally emerge, increasing the
likelihood of misunderstanding or conflict.
The overlapping spheres of family, business, and ownership are important
because conflict in one can easily and quickly seep into the others. A family conflict can
impede business relationships and decisions, and a workplace difference can make
interacting with family members more difficult. Business families must manage issues and
be disciplined so that conflict in one area does not spread to another.
VI. Recommendation
(1) Family Systems Theory
The metaphor ‘whatever happens to one family member, happens to all’
was practiced by Sio’s family. When the business was just starting, each
member of the family had their own sacrifices, even their kids. They put off their
weekly trips and travels for the sake of saving money that would be used for the
business. Members interact to affect one another's behavior, as was stated in
the family systems theory. The interconnectedness of family members enables
the system to be seen rather than as a group of separate parts.
(2) Family Council Meeting
For families, a family council is a useful tool. Families can have happier
lives by cooperating and keeping the lines of communication open. Family
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councils teach children to be responsible, respectfully express their viewpoints,
learn problem-solving techniques, and collaborate on decisions with others. It
would help their family to maintain their connection and avoid assumptions,
expectations, and favoritisms.
(3) Have a Strategic Plan
Because business situations are unpredictable by nature, current
plans for the company should be created with future strategy in mind. You'll
have a clearer understanding of how any predetermined issue affects your
company, which in turn makes it easier for you to take control of your own
future.
(4) Family Values
The management and operation of a family business are influenced
by family values. The values of the family have an impact on the ethics of
family businesses. The Sio family is certain that, given their business's
success, everything they have achieved has only been possible because of
God's grace. In return, they continue to preserve the idea that they are
reliable stewards who value building relationships with their customers,
partners, staff, and the environment.
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VII. Appendices
Table 1. Profile of the founder of the company
Image 1. SCPA Logo
Image 2. Sio Family
Image 3. Pascong Pinoy (SCPA)
VIII. References
Ong, H. (1970, January 1). Financial Adviser: 5 Business Lessons Everyone Must Learn
to Survive the Current Crisis from Sanicare Founder Renato Sio. Esquiremag.Ph.
https://www.esquiremag.ph/money/industry/sanitary-care-products-asia-inc-
founder-business-lessons-a2334-20210323-lfrm
Orange, T. (2020, December 22). Sanitary Care Products Asia, Inc. celebrates a
“Pascong Pinoy.” Orange Magazine. https://orangemagazine.ph/2020/scpa-
celebrates-a-pascong-pinoy/
Sanitary Care Products Asia, Inc. (2021, July 21). Sanitary Care Products Asia (SCPA).
Sanitary Care Products Asia. https://scpa.com.ph/
The CEO Magazine. (2019, April 24). Quality and innovation: Venjosef Sio.
https://www.theceomagazine.com/executive-interviews/healthcare-
pharmaceutical/venjosef-sio/
Understanding Conflict in the Family Business. (2022, February 25). CFEG.
https://cfeg.com/insights_research/understanding-conflict-in-the-family-business/
Uy, E. (2021, May 7). Investing in people-first start-ups | Ed Uy. BusinessMirror.
https://businessmirror.com.ph/2021/05/08/investing-in-people-first-start-ups/
