This study rests on the suggestions of the Department of National Treasury (2019), Kaneva (2011) and Mugo and Misiani (2017) that an appropriately functioning central treasury, which would be the National Treasury in the case of South Africa, is critical to the efficient management of public finances in accordance with applicable financial legislation (Republic of South Africa, 1999) and the national brand, as evidenced by investor confidence amongst other considerations (Fetscherin, 2010). Kaneva (2011) defined national branding as the ability of a government to influence its nation's brand image in a manner that promotes foreign interest and trust. Anholt (2006) proposed six dimensions of the nation-brand hexagon, namely investment and immigration, export, governance, culture and heritage, tourism and people. Of these, investment and immigration, export and governance which would include financial governance and stability are within the direct control of a country's central treasury department (Department of National Treasury, 2019). In support and detailing its mission statement, the Department of National Treasury (2015) stated:[T]he National Treasury supports economic growth and development, good governance, social progress and rising living standards through the accountable, economic, efficient, equitable and sustainable management of South Africa's public finances, maintenance of macroeconomic and financial sector stability, and effective financial regulation of the economy. (p. 4)The National Treasury is, thus, mandated to provide a financial management consultancy service to broader government including the control over the implementation of the national budget in Purpose: National Treasury plays a significant role in the country's branding, and its employees are responsible for carrying out its functions. Internal branding empowers management to appropriately manage employee performance. The study aimed to determine whether internal branding practices are appropriately applied at the National Treasury, provide a non-technical reference to internal branding, and determine whether it is a predictor of employee performance.Design/methodology/approach: A quantitative approach was followed wherein two questionnaires were administered to all employees of the National Treasury (n = 1189), a response rate of 42.1% (n = 501) was achieved. Data were analysed using Statistical Package for the Social Sciences 25 (SPSS).Findings/results: Internal branding practices are somewhat appropriately applied (m = 5.819). First-and second-order internal brand identity are provided as a non-technical reference. Internal branding has been determined to be a predictor of individual work performance (r = 0.531, p < 0.005).Practical/managerial implications: Literature suggests that there exists very little research on internal branding with a particular focus on the public sector when compared to that relating to the private sector. This study aimed to create awareness of the concept and highlight its importance to National Treas...