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More and more savings banks and cooperative banks are merging to form regional anchor institutions hallmarked by market leadership, economies of scale and employer attractiveness. zeb supports this process from the initial discussions on the target vision and key pillars of the new bank through to post-merger integration.
A recent zeb study shows that the number of large financial institutions has multiplied within both banking sectors over the past ten years.
From merger to anchor institution
Where institutions merge, they create a regional hub that attracts additional institutions as satellites. Examples include Volksbank im Münsterland (4 mergers, total assets of EUR 12 bn), Gestalterbank (EUR 14 bn) and Frankfurter Volksbank (EUR 20 bn). Among the savings banks, Kreissparkasse Steinfurt is a notable example, having completed three mergers in recent years.
Today, economic pressure is rarely the driving force – healthy institutions actively pursue a leading competitive position, future viability and sales strength, particularly in the higher‑end and specialized customer segments. Bottlenecks are increasingly down to staffing: institutions can build specialized expertise and retain skilled professionals in a competitive market only once they reach a certain scale.
The economic benefit of mergers
Four years after a merger, the institutions involved performed better on the cost‑income ratio: for savings banks, this metric was an average of 3.80 percentage points lower than for comparable institutions that had not merged; for cooperative banks, it was 2.32 percentage points lower. Operating income before valuation was also 9 and 4 basis points higher, respectively.
Beyond the financial benefits, mergers enhance institutions’ strategic flexibility. Larger institutions are more resilient, more attractive as employers and more competitive over the long term.
How zeb supports mergers
Consolidation across the two banking sectors continues. Here you can find answers to the most important questions about developments, underlying factors and implications.
Today, mergers primarily secure regional scale, a strong competitive position and stability. Unlike during the low‑interest‑rate era, financial distress is no longer the primary trigger. Even healthy institutions are increasingly seeking greater financial clout, additional expertise and enhanced employer attractiveness on their own initiative.
If the current consolidation trajectory continues, zeb forecasts that approximately 314 savings banks and 520 cooperative banks will remain in 2030. At the end of 2025, there were still 342 savings banks and 646 cooperative banks.
A regional anchor bank is an institution that has grown through multiple mergers, making it attractive to smaller institutions and drawing further mergers. Because of its size, market position and capabilities, it increasingly assumes a leading role in its region.
Four years after a merger, the cost‑income ratio for savings banks is an average of 3.80 percentage points lower than that of comparable institutions that have not merged, while for cooperative banks it is 2.32 percentage points lower. About two‑thirds of this effect is due to staff reductions. In addition, operating income before valuation increases by 9 and 4 basis points, respectively.
