Statutory health insurance is facing growing economic consolidation pressure. While expenditure among the funds rose by 7.8 per cent in 2025, contribution revenues increased by only 5.3 per cent. Against this backdrop, administrative infrastructure and office space are moving into the focus of corporate management. The Düsseldorf-based consultancy and planning company pro m² has analysed this initial situation in detail as part of the newly published GKV Office Efficiency Report.
Discrepancy between provision of space and actual utilisation
The survey documents a clear discrepancy between existing administrative structures and contemporary occupancy densities. Within statutory health insurance organisations, space allocations of 20 to 30 square metres per employee remain widespread. By contrast, 12 to 18 square metres per capita are considered an economically efficient benchmark across the industry. At the same time, actual utilisation rates in many places linger between 40 and 60 per cent, whereas sustainably efficient operations only begin above the 70 per cent mark.
Historically evolved property structures are considered the primary cause. Past mergers frequently led to parallel headquarters and branch offices featuring conventional, dedicated desks. However, hybrid working models have caused actual office attendance to drop below 50 per cent in some cases. Jan Oelze, managing partner at pro m², points out that while many health insurers have already adopted mobile working, their real estate structures do not yet reflect this shift. He notes that there is substantial economic leverage if space is consistently aligned with actual use.
Portfolio strategy and optimisation potential in existing stock
For a sound realignment, the study brings together monetary parameters with operational occupancy data. Experience from completed projects illustrates the scale of such measures: structured adjustments have enabled space reductions of between 23 and over 60 per cent. In this context, Jonas Kubon, also a managing partner at pro m², emphasises that less space does not have to mean a loss of quality. A needs-based division into workstations, focus zones and collaboration areas combines cost efficiency with improved working conditions.
- —Linking rental and operating costs with key performance indicators such as square metres per employee
- —Determining real occupancy rates by measuring utilisation, attendance days and desk-sharing ratios
- —Strategic review of the branch network regarding regional presence and surplus capacity
Consequently, the report does not view space management merely as a property-related task, but as a strategic steering tool for overall performance. Rather than relying on new builds, the approach focuses on transforming existing administrative locations, with the objective of effectively curbing long-term committed fixed costs.
