FNB Has Forgotten What Relationship Banking Means for Small Businesses

As the owner of a small manufacturing business, I am writing this review out of genuine disappointment after what has been a banking relationship of almost 10 years with FNB.

For years, we have banked exclusively with FNB, processed our turnover through the account, paid bank charges, employed staff, supp**** major retail customers and remained loyal to the Bank through both good and difficult trading periods.

Like many South African businesses, we face cash flow challenges because our customers operate on payment terms while our wages, rent, utilities and production costs must be paid immediately. This is not unusual in business and is exactly why working capital facilities exist.

Recently, we app**** for a relatively modest business facility of R150,000. What makes this particularly disappointing is that the amount requested is less than the monthly turnover regularly flowing through our account. The Bank acknowledged that the account receives substantial deposits and that the business is established, yet still declined the application based largely on affordability and liquidity concerns.

The irony is that the very cash flow pressure identified by the Bank is the reason we approached FNB for assistance in the first place.

Following the decline, we were requested to provide management accounts, signed annual financial statements, personal statements of assets and liabilities, debtors age analyses and additional supporting information. While I understand the need for risk assessment, it feels excessive considering FNB has had visibility of our banking activity and trading history for almost a decade.

What has been most disappointing is the apparent lack of consideration given to the relationship itself.

Our business has: • Banked with FNB for almost 10 years. • Maintained an active trading account for years. • Generated significant turnover through the account. • Employed South Africans. • Supp**** established retail customers. • Operated without business overdrafts or bank loans.

Yet when support was needed, it felt as though the focus was on finding reasons not to assist rather than understanding the business behind the account.

Relationship banking should mean more than simply holding an account and paying monthly fees. It should mean that a bank understands its clients, recognises their trading history and supports viable businesses when opportunities for growth arise.

Instead, I am left feeling that despite years of loyalty, our business is simply another account number.

This experience has forced me to question whether FNB still values long-term relationships with small businesses or whether loyalty only flows in one direction. As a result, we have begun exploring alternative banking relationships and funding options with other institutions that may be better positioned to understand and support growing South African businesses.

I never expected to be considering moving our banking relationship after almost a decade, but unfortunately FNB's handling of this matter has left me feeling unsupported at a time when a banking partner should be helping businesses grow, create jobs and contribute to the economy.

I hope FNB takes this feedback seriously and reconsiders what relationship banking should mean for South African SMEs.