Our sector

CT Group has always been known for its reactive and pioneering approach, constantly seeking new technologies and innovative solutions in healthcare – always with a strong focus on delivering the best for patients.
A prime example of this occurred in early 2024, when we were pressured by the market to adopt basic, outdated, lower-cost technologies that did not represent what we believed to be ideal for patient care. We chose to stand our ground, advocating for access to current and advanced technologies, even if it meant a temporary drop in sales.
This decision was guided by our values ​​and fully supported by Bunzl’s leadership, who understood our long-term strategy and the importance of remaining true to our core purpose.
Six months later, we successfully resumed delivering cutting-edge technologies and further strengthened our reputation as a group that prioritizes quality and meaningful impact on people’s lives.

One of the most important challenges I faced during my time at BUNZL was to build a working structure with processes that are not only effective, but also sustainable over time and aligned with the company’s growth objectives. It was essential to ensure that all changes were compatible with our organizational culture and designed to make employees’ work easier and more efficient.

Digitalization, reengineering and continuous process improvement have been — and continue to be — the foundation of a strong and flexible operating structure. This foundation enables us to respond quickly and effectively to market changes, unexpected challenges and emerging opportunities.

This commitment, combined with a service-oriented culture shaped by curiosity and a constant focus on improving customer satisfaction, enables us to act with agility and efficiency. At BUNZL, our ability to adapt quickly to the evolving needs of our customers, employees and partners is not just a goal — it is an essential part of how we deliver excellence every day.