The African Development Bank Group has approved a $50m Trade Finance Unfunded Risk Participation Agreement (RPA) for StandardChartered Bank.
This was contained in a statement titled ‘African Development Bank approves a $50m Multinational Trade Finance Risk Participation Agreement facility for Standard Chartered Bank’ published on the bank’s website on Wednesday.
The statement said, “The board of directors of the African Development Bank Group has approved a $50m Trade Finance Unfunded Risk Participation Agreement facility between the African Development Bank and Standard Chartered Bank.”
The essence of this agreement is to promote intra-Africa trade, ensure regional integration and lessen the trade finance gap in Africa.
“The agreement is expected to boost intra-Africa trade, promote regional integration, and contribute to the reduction of the trade finance gap in Africa, in line with implementation aspirations of the African Continental Free Trade Area,”
The bank’s Director for Financial Sector Development, Stefan Nalletamby, stated that “We are excited about finalising this facility with Standard Chartered Bank as it offers us the flexibility to use our strong AAA-rated risk-bearing capacity to increase access to trade finance and boost intra/extra-African trade on the continent, in support of the AfCFTA.
“This partnership is expected to catalyze more than $600m in value of trade finance transactions across multi-sectors such as agriculture, manufacturing and energy over the next three years.”
Director-General of the bank’s Southern Africa region, Leila Mokadem, was quoted to have said, “The advent of COVID-19, coupled with stringent regulatory/capital requirements and Know Your Customer compliance enforcement, has seen many global banks reduce their correspondent banking relationships in Africa, while some are exiting the market altogether.
“There is, therefore, an urgent need for financing to reenergise Africa’s trade, which requires more participation of institutions like the African Development Bank.”
The parties in the agreement are expected to share the default risk on a portfolio of eligible trade transactions originated by African Issuing Banks and indemnified by Standard Chartered Bank.
Beneficiaries of this facility are issuing banks in Africa with the ability to grow their trade finance business has been constrained by inadequate trade confirmation lines from international banks.
Other beneficiaries are small and medium enterprises (SMEs) and domestic firms which rely on these issuing banks to fulfill their trade finance commitments.
The RPA facility is aligned with the AfDB’s High 5 priority goals which are: light up and power Africa, feed Africa, industrialize Africa, integrate Africa, and improve the quality of life for the people of Africa.
Business Registration in Rwanda: How Digitization Improved Business Environment and Spurred Economic Growth
When it comes to doing business in Africa, the continent has grown and improved dramatically over the last decade or so, but the majority of nations are still dealing with inefficient tax collection and business registration, corruption, lack of infrastructure, and other issues. Yet Rwanda, together with partners like NRD Companies and others, has managed to transform itself into one of the leading economies in the developing world.
A country not long ago plagued by civil war and political instability, Rwanda is currently ranked second in the Sub-Saharan region and 38th globally in the World Bank’s Ease of Doing Business rankings. It is the only low-income country ranked among the first 100 countries.
But it took more than a decade of successful reforms to reach the stage the country is now at. Richard Kayibanda, who has been Registrar General at Rwanda Development Board (RDB) since 2018, talks about Rwanda’s transformation in more depth.
What were the most inefficient procedures that stalled business development in Rwanda a decade or two ago?
The most inefficient procedures were to do with business registration. Before implementing reforms in 2008, the legal system was outdated, with some legal aspects dating back to the 1960s. On top of that, all services were delivered manually, and many government institutions had overlapping responsibilities, which furthered unnecessary costs and overregulation. During this period, the country struggled to incentivize local entrepreneurs to start businesses or attract foreign investors.
What were the main challenges when registering a business prior to the reforms?
You needed an Article of Association (AoA) to register a business, which a lawyer could only do. The drafting of AoAs took approximately two days and cost at least US$300. Additionally, the documents required authentication by a public notary at the cost of US$150 and took at least one week to complete. So, in total, you are looking at more than two weeks and more than US$450 just to legally open your business. The cost of opening a business was largely prohibitive.
When did the first catalyst for change come about?
The first significant indicator of the changes coming came in 2007. The government established the Doing Business Steering Committee, bringing together representatives from different ministries and public agencies to lead the way towards implementing business-related reforms. Since then, Rwanda has introduced more than 50 legal and institutional reforms to improve the business environment. This has made the country the top reformer in the world in the last ten years.
What were the most important areas that the reforms aimed to improve?
The main goal was to introduce a digitized and automated version of the registry to incentivize business creation. An equally important objective was to make the process as timely and cost-efficient as possible. The new business registration system introduced free online registration for all companies. It presented the option to register a business without Articles of Association and removed the minimum capital requirements.
The online business registration, acting as a one-stop-shop for everything business registration-related, also made post-registration procedures like VAT registration online faster and enforcing contracts easier. In a few years, registering a business in Rwanda became free and fast: four procedures and five days compared to nine procedures and 16 days in 2008.
Did the changes require outside partnerships? If yes, who were your partners? Why did you choose them?
We have had many partners throughout our reforming journey. We partnered with NRD Companies to work on the technological part of the project. Since 2009, the company has helped Rwanda with the design, implementation, operation, and monitoring of the Rwandan commercial registration services. This included company registration, business information, registration of secured transactions and registration of intellectual property rights.
What made NRD stand out was that they recognized the importance of educating and informing society about such a significant change in their lives. NRD Companies prepared an awareness and outreach campaign, which allowed us to navigate the transition as smoothly as possible. They also offered continuous technological support after the project was implemented. We are still in contact with them and are invited to share our experience with other countries from time to time.
Seems like the reform framework and the digitization of business-related services has been successful. Rwanda is now the second-fastest growing economy in Africa, with 10.3% growth per year in the last 15 years. What advice would you give to other countries eyeing similar reforms?
The first thing I would say is that government support is essential. Resistance from stakeholders and beneficiaries is something you will most likely face in your journey, so having backing from the government helps ease the process. Also, reforms and infrastructure cost money. Additionally, sufficient ICT knowledge is paramount.
But at the end of the day, big changes are always accompanied by significant challenges, so try to be one step ahead of time and plan everything accordingly. I think soon we will see an increasing number of governments around the world introducing technological solutions to spur societal, political, and economic growth.
How FirstBank Employees Are Making A Difference in Their Immediate Environments Through The SPARK Initiative
Every other day, social media brings us a picture or video of a dilapidated school somewhere in Nigeria or shares images of a distraught widow, a struggling roadside trader or street hawker or some other hapless victims of the extremely harsh realities of living in Nigeria.
Immediately, as if on cue or automated, viewers launch into stinging attacks of government, public officials, the privileged class and even Nigeria itself. The attacking mob wastes no time in calling for the government’s head or the heads of public officials with responsibilities in the jurisdiction or sector where the unfortunate sights surfaced from.
The online mob seems unconcerned that while its eyes and ears, aided and locked in by the binoculars and headsets of social media, are completely focused on distressing situations it may not be able to help other than rant about, countless situations that it can help are calling for attention in its immediate neighbourhood every single day.
Focusing on things so far away while ignoring or pretending not to see the things in one’s immediate vicinity is a human tendency that is well recognised. Journalists even have a term for a similar or related behaviour among their own. “Afghanistanism” is the tendency of the media to focus on news and happenings in remote places and other parts of the world to the exclusion or neglect of covering happenings and problems in the local environment of the media. It is like the psychological or emotional equivalent of the eye defect medical practitioners refer to as hyperopia or farsightedness. Sufferers can see objects that are far away but have difficulty focusing on objects that are up close.
By focusing on faraway objects people do not have to offer to give a helping hand but can offer their finger to point at others and their tongue to criticise and pontificate. Everyone can criticise and pontificate online or become an “e-warrior”, like Nigerians like to call it, fighting government and whoever and whatever in society they are unhappy with from the comfort and safety of their bedroom and behind their keyboard. It is the easiest of things to do but not the noblest or kindest. It is a well-trodden path but should never be confused with taking the high road in reaching out with compassion to people around whose lives and circumstances could do with some kindness.
Taking the high road rather than practising Afghanistanism or psychological hyperopia is the approach adopted by First Bank of Nigeria Limited, the premier bank in West Africa with its impact woven into the fabric of society. This approach has played an important role in sustaining FirstBank’s development-oriented services for over 127 years as the region’s foremost financial inclusion services provider. It has been a driving motivation for how the bank operates.
FirstBank always considers the impact of all its operations and actions on customers and other stakeholders, including the environment, to ensure it is making a net positive difference in the end. And this orientation has attracted the bank people who share a similar outlook – whether as employees, partners, or other stakeholders. They look forward every year to an opportunity to follow in the footsteps of the bank and make a net positive difference in their own immediate environments. These men and women do not pretend that they can solve or intervene in all the challenging situations confronting people in their immediate environments but they do not refrain whenever they can lend a helping hand and make a difference.
Through an Employee Giving and Volunteering programme employees of FirstBank find a ready platform to fully identify with the compassionate disposition of the bank, which further has a number of initiatives that enable employees to give expression to this identification. The Start Performing Acts of Random Kindness (SPARK) Initiative is but one such initiative. Aimed at expanding and deepening FirstBank’s involvement within the communities of its various stakeholders, SPARK seeks to do so by integrating and institutionalising random acts of kindness in society.
Among employees, SPARK has inspired and encouraged kindness and empathy as well as consideration for others. It has also contributed to employee bonding and teamwork, which have been critical to enhancing work performance.
This year’s implementation of the SPARK Initiative has seen employees under the banner of their various departments make choices regarding the specific nature of intervention they would want to undertake and the specific group of people or institutions within their immediate communities that they would want to extend the milk of human kindness to. Employees and their departments could choose any one of the four areas that constitute FirstBank’s corporate responsibility and sustainability (CR&S) pillars: Education, entrepreneurship, health and welfare, and environment.
Under education, they have had a choice to make between support for infrastructural facilities in schools, such as the renovation of dilapidated buildings, painting of school buildings, and provision of laptops and desktops; or donation of items such as classroom chairs and tables, books and stationaries; or provision of scholarships for best students, feeding of school students per day or week, funding of a school initiative such as JETS club, bootcamp, space club, etc.
If employees and their departments were interested in supporting entrepreneurship, then they had the chance to empower through entrepreneurship programmes of their choosing such as sponsoring youth and women to acquire skills like fashion designing, baking, hairstyling, make-up artistry, electrical repairs, event decoration and planning, catering, etc., or enabling entrepreneurs with tools and equipment to work or supporting SMEs and start-ups.
Where the health and welfare area was their preferred area of intervention, employees and their departments could choose from: donations to orphanages (selected from an approved list of orphanages); support to a good cause, for example lending a helping hand to the Down Syndrome Foundation; support to widows; support to people with health-related issues; and off-setting medical bills.
And if employees and their departments were to decide to go for the environment, then they could choose from: support to environmental issues, such as support to Nigerian Conservation Foundation (NCF) initiatives; donation of garbage cans to a community; partnership with a recycling firm to recycle waste; support to LAWMA such as donating cleaning tools (brooms, dustbin parkers), etc.
While several departments in FirstBank did things worth showcasing so the good citizens of Nigeria (individual and corporate) can emulate, this piece has just enough space to accommodate the activities of only three departments: Human Capital Management and Development (HCMD), Compliance, and Marketing and Corporate Communications (M&CC) departments. The employees in these departments seemed involved in efforts to outdo each other in acts of kindness, which made more sense and would leave a real difference on the ground as against criticising and pontificating online on faraway issues.
The Human Capital Management and Development department decided that reaching out to one of the most vulnerable groups in Nigeria – underprivileged widows and their underfed children – was the best way they could stay true to the “Human” in their name. And employees in the department moved beyond their Marina location to the nearest environment where some of the most vulnerable widows are to be found to go show kindness.
The Makoko community situated in Lagos Mainland and which CNN once described in a report as “Nigeria’s floating slum” was overwhelmed to receive the august visitors from HCMD bearing so much foodstuff to benefit their widows and children. What they did not realise was the overwhelming sense of gratitude felt by their benefactors for the opportunity to be able to give back.
Tagged “Feed a Widow Initiative”, the undertaking was HCMD employees’ way of putting a smile back on the faces of widows in impoverished communities and they got more than they could ever have imagined. Their hosts received them with the broadest of smiles and said goodbye to them with the grandest of gratitude; and they left with very broad smiles on their own faces. The jury is still out on who between the hosts and their guests ended up with the broadest of smiles on the day. And given the “fierce contest” to outdo the other in smiling, one is again forced to wonder why people labelled e-warriors would choose to forfeit this kind of real joy for the joyless world they have locked themselves in by clinging on to Afghanistanism and psychological hyperopia.
Not so for employees in the Compliance department. Not to be outdone and, in fact, as though going up the hierarchy of human needs, Compliance employees decided that they would focus on the education need of their beneficiary community. HCMD had done an excellent job of providing the basic “stomach infrastructure” without which it would be difficult, if not impossible, to get any of the beneficiaries interested in any talk about more sublime matters like education and mental development.
So, employees of Compliance department, in order to encourage pupils to continue their pursuit of education, procured Mathematics and English Language textbooks for 617 pupils who would be in senior secondary (SS) 1 and 2 classes of Gbara Community Secondary School in Jakande, Ajah in the next academic session. The visit to the school and book donation were undertaken when the pupils were in the third term preceding the new academic session.
The gesture was Compliance employees’ own way of giving back in such a manner as to relieve the pupils of this public school, particularly those from indigent homes, and their parents or guardians of the financial burden involved in providing textbooks for the two core subjects. It was also, in an uncanny way, an attempt by the employees to ensure the pupils were in full compliance with the requirements for taking on the two most important subjects in the secondary school curriculum, putting the pupils at a vantage position to excel in these two essential subjects.
There were other benefits of the engagement that the employees noted. They observed that their presence in the school inspired the children, giving them “hope that a better life was within reach and could be achieved.” The employees thus expressed optimism that the engagement boosted the children’s interest in succeeding in life through the pursuit of education.
For employees of the Marketing and Corporate Communications department (M&CC), entrepreneurship was the area they decided to focus on, to make a difference in their own immediate environment. Every day they came to their office on Broad Street or the bank’s head office in Marina, they passed by a number of roadside traders around the various office buildings in the locations. They observed that some of these traders were exposed to the elements or having difficulties in their business and struggling to make ends meet, and decided that they would do something about it. And true to their word, they did something about it that made so much difference in the businesses and circumstances of the traders. They provided the traders the following: branded umbrella to offer shade from both sun and rain, improving the conditions under which they operated and their quality of life; branded chairs and tables to accommodate more customers in their corner as well as grants to boost their business capital.
Anyone who has met with employees in the corporate communications department of any major bank in Nigeria would readily admit that these professionals have among them some of the most skilful digital marketers around. So, it is not for lack of skills to be e-warriors that M&CC employees chose to extend the milk of human kindness flowing in them to roadside traders around their office rather than practise Afghanistanism. They could have chosen to concentrate all their time and resources on attacking the government online and blaming public officials for all the challenges in the economy and the spate of insecurity all over the nation and whatever else would make M&CC employees true champions of Afghanistanism and psychological hyperopia. But would that make any difference to the lot of the roadside traders around them and lessen their burden? So, M&CC employees chose the road less travelled but one that could deliver the desired impact, and it did.
There are so many lessons to draw and feelings to take away from the examples demonstrated by employees of these three departments in Nigeria’s foremost lender. Besides committing their time and resources to their chosen humanitarian initiatives using the platform of the SPARK Initiative that places FirstBank at the forefront of the social impact space through employee advocacy, the employees have shown that they have the milk of human kindness flowing through their veins. They have demonstrated that they would rather consider how they could extend kindness to people around them and make a difference than pretend not to see the situations affecting those around them while playing Afghanistanism and psychological hyperopia online.
For the rest of us who are not FirstBank employees, the message could not be clearer: The next time we feel like we must share on social media distressing images to provoke government-bashing or we feel constrained to make stinging comments on such images that are shared to criticise Nigeria, we should first pause and look around us. We should look to see if we can identify situations where we, not the government or Nigeria, can make a difference. Then we should take our fingers off the keyboard and go out there or make that call that will make a difference in some other person’s life and circumstances. We should be like FirstBank and its employees. We should follow their example of trying to outdo themselves in showing kindness to others. We should start where we are with what we have, to make a difference right now – yes, this very minute and not some future time.
Nigeria is Africa’s Most Valuable Nation Brand
Nigeria has held its position as Africa’s most valuable nation brand, with a brand value of US$236 billion, according to the latest Brand Finance Nation Brands 2021 report. Despite the turmoil of the pandemic, Nigeria has recorded a 9% increase in brand value – ahead of the 7% average of the overall ranking – and climbed two spots to 38th to reach its highest ever position.
Africa’s largest economy suffered its deepest recession in four decades during the pandemic but has begun its return to growth thanks to the recovery of oil prices as well as the government’s timely fiscal policies to protect the economy. In response to the pandemic, the government also launched an online portal and app aimed at upskilling its population as part of its Digital Nigeria programme and plans to install solar panel equipment on five million households – providing power those not connected to the national grid.
Babatunde Odumeru, Managing Director, Brand Finance Nigeria, commented: “It is thrilling that Nigeria continues to grow its brand value and maintain its position as Africa’s most valuable nation brand. While these results are mainly driven by GDP considerations, we need to start developing a framework that would enable us to get to a place where intangible assets such as innovation and strong brands are what is impacting our GDP.”
Total brand value of top 100 up 7%
The top 100 most valuable nation brands in the world have recorded a 7% increase in brand value since 2020, signalling that recovery is underway from the COVID-19 pandemic according to the latest Brand Finance Nation Brands 2021 report.
Although this is a positive sign, uncertainty still lingers and the recovery has not reached pre-pandemic levels yet. At US$90.8 trillion, this year’s total brand value of the top 100 ranking is 7% lower compared to 2019.
David Haigh, Chairman and CEO, Brand Finance, commented: “Unlike previous economic crashes, recovery is uneven and is pinned on the combination of initial COVID-19 response strategies and a successful vaccination rollout. We are starting to turn a corner, as the world’s most valuable nation brands begin to return to pre-pandemic brand values. But results are varied, and it may take years for some to recoup lost brand value, creating even greater disparity between the most and least valuable nation brands.”
US & China lead the pack
There has been no movement in the top 10 this year, with each nation retaining its rank from last year. All the top 10 have recorded a modest uplift in brand value, however, in line with the global trend across the ranking.
The United States and China remain in a league of their own, claiming the first and second spot in the ranking, respectively. The US has recorded a 5% brand value increase to US$24.8 trillion in a year that has been marked by great political and economic change with President Joe Biden taking the helm. Similarly, China saw a 6% uptick in nation brand value to US$19.9 trillion. Both nations have celebrated economic recovery since the outbreak of the pandemic, contributing to their uplift in brand value. China’s economy was the first to recover – doing so at a meteoric pace – as the only nation to register positive GDP growth at the end of 2020 and growing at record pace in the first quarter of this year.
Many thought that relations would improve between the two superpowers under Biden’s leadership, following the turbulent Trump years, but this has not been the case thus far.
David Haigh, Chairman and CEO, Brand Finance, commented: “The superpowers from the West and the East unsurprisingly dominate the Brand Finance Nation Brands ranking, with China remaining hot on the heels of long-standing leader, the US. With China’s recovery and economic rise showing no signs of slowing down, as growth hit a record high at the beginning of the year, no doubt the gap will continue to close in the coming years.”
Digital Estonia is world’s fastest-growing nation brand
Recording a 38% brand value growth from last year and outpacing modest increases across the ranking, Estonia is the world’s fastest-growing nation brand of 2021. The Baltic state had invested in digital infrastructure long before the COVID-19 pandemic hit the world. Anyone around the world can apply for e-residency in Estonia, which allows them to run an EU-based company online, and a staggering 99% of the country’s governmental services are offered online.
The advanced digitisation of the country put it on the front foot during the pandemic. On the same day the government announced a state of emergency, the Estonian Ministry of Economic Affairs and Communications launched an online hackathon to identify solutions to pandemic-induced problems, resulting in a chatbot to answer the public’s queries and the re-purposing of online platforms to match volunteers with those in need.
David Haigh, Chairman and CEO, Brand Finance, commented:
“Estonia is this year’s fastest-growing nation brand largely thanks to its world-class digital infrastructure. With some of the leading economies having their digital shortcomings highlighted during the pandemic, Estonia’s digital-first model should be one for others to follow.”
Myanmar and Ethiopia are fastest fallers
In stark contrast, Myanmar and Ethiopia are among the fastest-falling nation brands in the ranking. The unrest across the two countries has caused significant damage to their nation brand values, which have dropped 26% and 22%, respectively.
Brazil has also suffered a steep decline in brand value as the COVID-19 pandemic wreaks havoc on its society and economy. The continent’s largest economy, Brazil has lost 12% of its brand value this year and dropped out of the top 20 in the Brand Finance Nation Brands 2021. Famous for its vibrant culture, lifestyle, and sports, Brazil is the highest-ranked South American nation in the ranking, but the combination of high COVID-19 cases and damage to the agriculture sector from severe droughts have caused substantial damage to the economy.
Switzerland is the world’s strongest nation brand
In addition to measuring nation brand value, Brand Finance also determines the relative strength of nation brands through a balanced scorecard of metrics evaluating brand investment, brand equity, and brand performance. The nation brand strength methodology includes the results of the Global Soft Power Index – the world’s most comprehensive research study on nation brand perceptions, surveying opinions of over 75,000 people based in more than 100 countries. According to these criteria, Switzerland is the world’s strongest nation brand with a Brand Strength Index (BSI) score of 83.3 out of 100.
Switzerland’s BSI score has remained stable, while the nations around it saw theirs take a hit, resulting in Switzerland moving to the top spot for brand strength. According to Brand Finance’s research, the Alpine nation saw external perceptions slightly rise following its strong response to COVID-19. It used a mix of compulsory and non-compulsory measures during the pandemic to control the spread of the virus. For example, non-essential businesses had to close, but the government’s order to stay at home was only ever advisory – entrusting the people to make the decision for themselves.
This is reflective of Switzerland’s model of government, with the public allowed to voice their opinions on laws through frequent referenda – last year the population rejected a motion to end its freedom of movement agreement with the EU and voted to make discrimination on the basis of sexual orientation illegal.
David Haigh, Chairman and CEO, Brand Finance, commented:
“Small size is no barrier to occupying a solid position for nation brand strength and Switzerland securing the top spot this year is the perfect example. Switzerland has held firm whilst other nations have faltered over the course of the pandemic. The nation has recently been thrust under the spotlight, however, with the leak of the Pandora Papers, which could taint its reputation as Swiss financial advisers are scrutinised on the global stage.”
Germany slips to 5th
Last year’s strongest nation, Germany, has dropped down to 5th position in the brand strength ranking, following a 2.3 point drop in BSI to 82.6 out of 100. Despite garnering praise on the global stage for her strong and stable leadership spanning 16 years, Angela Merkel sees mixed results on home soil. Domestic perceptions are consistently less favourable across the metrics to their overseas counterparts, particularly in regard to the Global Soft Power Index Business & Trade and Influence pillars.
Australia and New Zealand move into top 10
Australia, up five places in the ranking to 6th, and New Zealand, up seven places to 10th, have both entered the top 10 for brand strength, with BSI scores of 81.3 and 80.2 respectively. The Australasian countries were deemed to have handled the early days of the pandemic extremely well. Both were lauded for their severe lockdowns and quick reaction to subsequent outbreaks, which resulted in minimal cases and allowed them to open back up internally considerably earlier than others.
At the time of our research, both scored well across our data points with internal and external perceptions of their handling of the pandemic. However, the vaccine rollout in both countries has lagged behind their global counterparts, which could hamper their BSI scores moving forward.
Breaking the Western monopoly
Singapore and the United Arab Emirates have broken the Western monopoly in the brand strength ranking, claiming 4th and 11th position respectively. Scoring particularly high for Global Soft Power Index pillars of Business & Trade and Governance, Singapore continues to prosper both in the Southeast Asian region as well as globally. The city-state – renowned for its high-quality and economically efficient healthcare – has already fully vaccinated 82% of the total population. Singapore is on the right path to achieve the government’s aim of a “whole new normal”.
The UAE has climbed three spots in the brand strength ranking following a 2.5-point increase in its BSI score to 79.1 out of 100. Overseas perceptions of the nation’s prowess in the Education & Science pillar are high, and the successful Emirates Mars Mission is clearly a factor. The UAE also stands out for its COVID-19 response, and scores high for the Influence and Business & Trade pillars, both of which should see a further boost from Expo 2020 inaugurated in Dubai this month. The UAE’s continued increases in brand strength and value are testament to the nation’s strategy of diversifying its economy for long-term growth.
COVID-19 hurts perceptions of world’s largest economies
At the same time, the UK, US, Japan, and France have all fallen out of the top 10 strongest nation brands ranking due to the perception of how they handled COVID-19.
The UK, falling from 2nd to 14th with a BSI score of 77.4, and France, falling from 9th to 16th with a score of 75.4, recorded average Global Soft Power Index scores for overseas perceptions of their handling of the pandemic, but perceptions domestically were particularly low.
Japan, falling from 7th to 15th with a score of 76.7, saw a similar story with the perception at home that the pandemic was mishandled. However, this is polarised when compared to their perception abroad, where it achieved some of the highest scores in the Global Soft Power Index research.
The US, dropping from 4th to 17th with a score of 75.1, saw poor scores at home and abroad, and was also one of the lowest ranked nations by the specialists.
Despite their brand strength taking a hit, these nations all still feature in an unchanged top 10 when ranked by nation brand value.
David Haigh, Chairman and CEO, Brand Finance, commented: “It will be important for the world’s largest economies to focus on making up the ground they have lost in brand strength, in order to protect their brand value. The UK, US, Japan, and France have all scored poorly domestically for their handling of COVID and they need to rebuild this trust with their respective populations.”
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