Statutory health insurance is facing noticeable financial challenges. While expenditure by statutory health insurance funds rose by 7.8 per cent in 2025, contribution income increased by only 5.3 per cent. Against this backdrop, an operating cost factor that has rarely been scrutinised strategically is coming to the fore: office and administrative space. The Dusseldorf-based consultancy and planning company pro m² investigated this starting position as part of its first GKV Office Efficiency Report.
The survey highlights a clear discrepancy between actual space utilisation and economically viable spatial concepts. In the funds' properties, spaces of 20 to 30 square metres per employee are currently still widespread. In contrast, 12 to 18 square metres per employee are considered contemporary benchmark figures. In addition, average occupancy stands at just 40 to 60 per cent, whereas according to pro m² metrics, only a level above 70 per cent represents stable efficiency.
Historical portfolio structures meet lower attendance rates
The causes of the surplus space largely stem from the past. Numerous mergers led to parallel head offices, decentralised branch offices and inconsistent spatial concepts. With the establishment of hybrid working models, actual on-site attendance dropped to below 50 per cent in some places, while properties in many locations remain based on permanently assigned individual workstations. Jan Oelze, managing partner of pro m², points out that many funds have long been working in an agile manner in practice, but their property portfolios do not yet reflect this shift. This represents a key economic starting point.
- —Comparison of spatial metrics: current allocations of 20 to 30 square metres compare with optimised target values of 12 to 18 square metres per workstation.
- —Low utilisation intensity: average office occupancy is between 40 and 60 per cent in many places, whereas target values start above 70 per cent.
- —Documented relief effects: practical projects demonstrate achievable space reductions ranging from 23 to more than 60 per cent.
Targeted portfolio development rather than blanket reduction
Sustainable adjustment requires a sound assessment of the initial situation. As part of the analysis, costs per square metre and location are combined with real parameters such as utilisation, attendance figures and internal sharing ratios. Jonas Kubon, also managing partner at pro m², emphasises that reducing spatial capacities must not come at the expense of working quality. With a targeted realignment of focus and collaboration areas, commercial savings and functional improvements in the work environment can be combined.
Beyond individual buildings, the report encompasses the overarching branch network. Criteria such as regional presence, allocation of tasks and concrete excess capacities determine future portfolio decisions. In view of long-term tied fixed costs, the strategic management of existing space thus becomes an effective lever for the future overall economic efficiency of statutory funds.
