Below is a concise, evidence‑based summary of how SME banking support and relationship management have been performing in Sri Lanka (situation and reporting through mid‑2025), followed by practical takeaways SMEs can use when choosing or dealing with a bank.

Short summary — current picture (mid‑2025)

• Regulatory relief and rescheduling measures: The Central Bank of Sri Lanka (CBSL) issued circulars and relief measures for SMEs (loan rescheduling, concessions, timelines for implementation) in late 2024 and early 2025 to help SMEs recover from the macroeconomic crisis; banks were asked to reschedule eligible SME loans and provide concessions. Deadlines were extended into mid‑2025. (adaderana.lk)
• Mixed performance by banks but stronger SME focus by some players: Awards and industry reports show certain banks (for example HNB) positioning themselves as SME partners with investments in digital services and SME advisory; other banks also show strong financial performance but SME support and RM experience vary by bank and branch. (hnb.net)
• SME frustration and gaps in practice: SME groups and news reporting through 2025 indicate many SMEs remained dissatisfied — citing high interest rates on legacy loans, slow or inconsistent application of relief/rescheduling, and weak on‑the‑ground implementation of CBSL directives by some banks. (LankaNewsWeb.net)

What reviews, reporting and awards tell us about SME relationship management

• Proactive banks / best practice indicators

  • Dedicated SME desks, relationship managers (RMs) with SME training and sector knowledge, and bundled advisory services (cash‑flow coaching, export facilitation, technical assistance) are frequently highlighted as strengths of the better performers. HNB publicly emphasised SME advisory, digital adoption and targeted SME support in its recent awards and communications. (hnb.net)
  • Digital channels that integrate with RM work (online loan tracking, document upload, e‑signing) reduce friction and speed decisions — banks investing in digital SME journeys score better on user experience in industry commentary. (lankabizz.net)

• Common weaknesses reported by SMEs

  • Inconsistent application of relief/rescheduling: Despite CBSL circulars, many SMEs report banks have been slow to reschedule loans or apply concessions, or have required onerous documentation — creating frustration and a sense that central directives aren’t fully enforced. (adaderana.lk)
  • Relationship manager availability & capability gaps: SMEs often say RMs change frequently, are overloaded, or lack sector‑specific knowledge; this reduces trust and the usefulness of “relationship banking” for small enterprises. (Reported in SME advocacy coverage and news summaries.) (LankaNewsWeb.net)
  • Cost and credit access: High effective interest rates (legacy loans) and cautious new lending practices remain a constraint for many SMEs despite relief windows. (LankaNewsWeb.net)

Practical notes on major bank types (typical patterns seen in reporting)

• Large commercial banks (Commercial Bank, HNB, Sampath, etc.): tend to have better digital platforms and formal SME programmes, dedicated RM teams in larger branches, and product breadth (working capital, trade, term loans). Performance varies by branch and RM. HNB, for example, has been publicly recognised for SME support. (hnb.net)
• State and larger state‑owned banks (Bank of Ceylon, People’s Bank): wide branch networks and outreach but variable turnaround times and RM consistency; often important for government‑linked SME schemes or subsidised lending.
• Development/DFI and specialized lenders (NDB, DFCC): offer sectoral financing, project and growth capital, and structured support — useful for growing SMEs that need advisory as well as capital.
• Smaller/private banks and fintechs: can be faster and more flexible for small ticket lending and digital onboarding, but relationship and long‑term credit capacity vary.

How to evaluate a bank’s SME relationship management (checklist for SMEs)

• Ask for an RM introduction and SLA: request a named RM, their contact, and a simple SLA (response times for queries, approval timelines). If a bank hesitates to provide a named RM, treat that as a warning sign.
• Test responsiveness before committing: open a small product (e.g., trade facility or overdraft) to see actual turnaround times, documentation burden, and RM involvement.
• Verify relief/rescheduling handling in practice: if you need restructuring, ask the bank how they implemented CBSL Circular No. 04 of 2024 and related addendums (what documentation, standard reschedule templates, timeline to agreement). Banks’ stated policies can differ from branch practice. (adaderana.lk)
• Check value‑added support: does the bank offer training, market linkages, export facilitation, or technical advisory? These services materially improve the relationship beyond pure lending.
• Look at digital service quality: document upload, online loan status, e‑approvals, and integrated accounting/payment APIs reduce friction and limit RM time spent on routine tasks.

Recommendations for SMEs to get better outcomes from RMs and banks

• Be organized: have up‑to‑date financials, a short business revival or growth plan, and clear forecasts (3–12 months). This speeds decisions and improves credibility with RMs.
• Use leverage: obtain competing offers, and ask RMs to match or explain differences (rate, covenants, fees). Banks respond better when they know they are benchmarked.
• Insist on written steps and timelines for restructures or relief measures: get commitment in writing (email + expected dates). If timelines slip, escalate to branch manager or the bank’s SME helpline.
• Engage industry associations: SME alliances and trade bodies can help apply pressure and escalate systemic issues to regulators; those groups have been active in seeking better implementation of CBSL measures. (LankaNewsWeb.net)

If you need a short, actionable next step (choose one)

• If your priority is quick operating finance and lower paperwork: pilot with a bank known for strong digital SME onboarding (ask them to show their SME portal/demo).
• If you need restructuring: approach your current bank with a prioritized set of documents and request an RM meeting; simultaneously notify the bank you expect application of the CBSL rescheduling framework and set a deadline for an initial response. (adaderana.lk)
• If growth and advisory are key: target DFIs or banks advertising SME advisory services (ask for case studies and RM credentials).

Sources and recent coverage (select)

• HNB statements and award for SME banking and digital investments (Euromoney awards, 2024) — highlights banks investing in SME advisory and digital channels. (hnb.net)
• Industry performance/analysis and bank rankings commentary (mid‑2024 banking sector analysis). (lankabizz.net)
• CBSL relief measures and loan rescheduling circulars for SMEs (Dec 2024 circulars and addendums; extensions into mid‑2025). (adaderana.lk)
• News reporting on SME dissatisfaction and calls for more effective relief (SME Alliance reaction, January 2025). (LankaNewsWeb.net)

If you want, I can:

• Look up and compare the SME product pages, RM contact/process descriptions, and SME helplines for 3 specific banks you name; or
• Draft a short email template you can send to your bank to request a named RM and start a rescheduling/review process.

Which of those would help you most?