Turnover in local currencies increased from the previous year by 2.5 percent, supported by growth in selected global markets and rising demand for storage and distribution solutions in Europe and Asia.
Tariff and regulatory uncertainties stayed on management’s radar throughout the year and repeatedly influenced customer decisions, procurement timing, and cross-border planning. In parallel, the European chemical industry’s downturn continued.
Plant closures across the value chain reduced production activities in certain regions, while specific import streams increased and reshaped supply patterns. For Bertschi, the key task besides managing volume swings was to anticipate where the next trade redirections would appear and to respond with flexible capacity and execution.
“Volatility has become a permanent feature of our industry. Our job is to keep customers’ supply chains running reliably by managing the operational and compliance work in one integrated service backed by our infrastructure and expertise,” said group CEO Jan Arnet.
For Bertschi, a priority for 2026 is to raise the consistency of planning and execution for customers and further reduce risks through resilient transport concepts. The group supports industry initiatives aimed at improving intermodal performance through consolidation and higher-frequency services on key lanes. Sustainability progress in land transport will depend on operational reliability.
“Our customers want lower emissions, and they also want reliable arrival times. The next step is to make intermodal transport more predictable again. That’s where we’ll be putting a lot of energy in 2026,” said Arnet.