Navigating global insecurity with a premium strategy

In conversation with Alain Chisari, head of Swiss WorldCargo. As the head of Swiss WorldCargo (since October 2024, see ITJ Daily of 30 September 2024 ) Alain Chisari is in charge of the airfreight business of SWISS, a Lufthansa subsidiary. At Air Cargo Europe in June the former passenger sector manager told the ITJ how he is realigning the division – with a focus on premium segments, digitalisation and sustainability.

After more than 20 years in the passenger sector you moved to Swiss WorldCargo in October 2024, Mr Chisari. How were your first months in airfreight?

 

It’s a different world – in the best sense of the word. The cargo industry is very collaborative and I appreciate the close contact with customers and partners. During the pandemic, cargo has also gained a lot of visibility. Today, we have fixed appointments with the management and our performance is much more actively requested.

 

 

How has overall business gone for Swiss WorldCargo so far in 2025?

 

Very well. Political and economic changes, such as the US tariffs announced by president Trump and their temporary suspension, sometimes lead to uncertain and unstable conditions. Nevertheless, we’re relatively independent of global fluctuations in freight volumes, thanks to our position in the niche for high-value, time-critical and sensitive goods.

 

 

How do you define this niche?

 

We focus on premium shipments, including pharmaceuticals, securities, semi-conductors and other sensitive goods. Customers expect Swiss quality and reliability. Our hub in Zurich is compact, efficient and plays a central role. We work closely with our warehousing partners to ensure smooth processing.

 

“Edelweiss destinationscomplement SWISS’s route network nicely and create new freight options.”

 

 

You mentioned the route network. Have there been any new or planned expansions recently?

 

Yes. Last year we added Toronto, Washington and Seoul, with the Korean capital particularly important for freight. We’re also growing through our sister company Edelweiss, with destinations such as Tampa, Vancouver and Seattle. These complement SWISS’s route network very nicely and create new freight options.

 

 

What else would you like to have?

 

Definitely India and China. Despite geopolitical complexity, these are still key markets. In India, SWISS currently flies to Delhi and Mumbai – there is still potential for expansion there.

 

 

How does cooperation work in the Lufthansa Group?

 

Swiss WorldCargo follows a contribution model at SWISS. We evaluate a route based on passenger revenue plus freight’s share. Lufthansa Cargo, on the other hand, markets the belly capacities of other companies in the group, in addition to its own freighters. We approach the market somewhat differently – and above all use the agility and quality of our hub in Zurich.

 

 

What about digitalisation?

 

We’re connected to booking platforms and will modernise our central system in the course of this year. This will automate product availability and makes it easier to use online. Digitalisation and AI will play central roles – for example in pricing, forecasting and customer approach. However, personal services remain an essential component, which continues to be in line with our premium positioning.

 

 

How does Swiss WorldCargo position itself on the all-encompassing topic of sustainability?

 

We’ve built it up a lot in recent years. For example, we were the first airline to offer ‘Direct Air Capture’ for CO2 compensation, together with the Swiss company Climeworks. In addition, we’re involved in SWISS’s Synhelion ‘sun-to-liquid’ Saf project. We also host quarterly webinars for the industry. Sustainability needs exchange and cooperation.

 

“Broader implementation will require more political input or fiscal incentives.”

 

 

Are Swiss WorldCargo customers willing to pay for sustainable solutions?

 

Their willingness to take responsibility is coming along. Many appreciate our commitment and seek dialogue with us. Broader implementation will probably require more political input or fiscal incentives, however.

 

 

Which Swiss WorldCargo product segments are experiencing the strongest growth?

 

Pharmaceuticals remains very strong – especially thanks to new biotech products. Securities such as gold and silver are also increasing. And in the technology sector – for example in semi-conductors – we’ve also observed growth, as speed is crucial here.

 

 

Security requirements are increasing worldwide. How do you deal with this?

 

This is one of the most complex areas in airfreight. New regulations often come in at very short notice and have to be implemented immediately. This poses major challenges for the entire industry.

 

 

What are your main priorities in the coming months?

 

To further sharpen our niche positioning, to actively support the SWISS network, and to consistently drive digitalisation forward. With the new Airbus A350s, we’re gaining growth potential and additional belly capacities. Sustainability will also come back into focus.

 

 

Where will Swiss WorldCargo be in two years’ time, when we can expect to talk again in the same place here?

 

Digitalisation will continue to have changed our sales and distribution channels significantly – and will offer more direct connections to freight forwarders and possibly also to shippers. Sustainability will have become more and more important. Our premium positioning will be even clearer, with a stronger and more stable network, and who knows, maybe it will even be expanded.