kb financial group

Fortune Staff

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

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KB Financial Group | 2022 Global 500

legacy

KB Financial Group

Key Financials (Last Fiscal Year)

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KB Financial Group | 2022 Global 500 | Fortune

Houston says liquidity and listening to employee concerns has helped Principal weather the crisis so far.

Principal Financial's Dan Houston on biggest risks and predictions for the COVID-19 pandemic

Leadership

Houston reveals what helped Principal weather the crisis.

Principal Financial CEO on pandemic risks and predictions

[ MUSIC ] When you think about where millennials are gonna invest their money over the next couple of decades, I think that there is a really interesting transformation that's happening in the financial markets where they're gonna have available To them globally a whole new category, a whole new group of investment opportunities that didn't exist in our older generation. Things, in large part, to something like digital currency and blockchain. When I speak to kind of an older generation, digital assets like Bitcoin or Ether are foreign, are strange. They challenge a whole bunch of preconceived notions around what is money and is it even legal or not, but I think for Millenials and the younger generation that they're being brought up in an environment where Crypto's been around since as early as they can remember. I do think that Crypto assets are gonna be a part of their investment thesis in their portfolio, going forward, and it's largely because they came up Along with the development of the asset class. [ MUSIC ] Millennials, I think, look at money in two different ways, my view. One is it depends upon how much money they have. So on the lower end, when you talk about smaller amounts of money, I think they're looking for only about [ UNKNOWN ] It's Robin Hood. It's places like that that are really coming on the scene and taking a digital First approach. But individuals, even millenials, they want advice, they want people who are gonna sit there and be their advocate. Because they want to as they accumulate wealth, they wanna make sure to do and making the right decision. So I do think there's still a bifurcation when you are talking about real dollars for or smaller dollars, right. And I think that's the big difference. I think there's two types either they're like super optimizers, and they take pride on that. So they're the type of millennial that uses like, the best savings accounts with the best APYRA. And they have six different credit cards they're optimizing A lot of it and then the other set of people are people who just want to use it as and friendliness a day to day. So I think one there, they're going to park their money everywhere. As soon as someone razor reduce the rate, the other set will choose the one that's easy. And most simple base on their current [ UNKNOWN ]. [ MUSIC ] I think what millennials focused on first is being treated as a customer. They've grown up in a digital era where information and Accessibility is fast and quick. And they expect it to be treated like an individual, not a number. So companies who can deliver on that customer value proposition I think win with millennials in the future, whether that's large banks or small startup. They. They want their money to have a positive impact. They're actually beginning to realize their money is having an impact even if they don't mean fortune. That if their money is over at XYZ bank in a deposit and they're making loans to gun manufactures. Right, you know their money is having that effect. So either their money can have the positive effect they wanted. Too, or it can have an effect that they're ignoring on the fact they might not want. I love it because millennials aren't, don't want to compromise in the jobs they take. I want a job where I'm paid, you know, competitive wage and we have a positive impact. I'm not willing to take a pay cut for it and I'm not willing to work at something where I don't see the positive impact. Go millennials, go Gen Z give us help. Give the baby boomers help, we're cool. [ BLANK_AUDIO ]

Where Are Millennials Investing Their Money?

Finance

Ellevest’s Sally Krawcheck, Bakkt’s Adam White, SVB’s Greg Becker, and others, chime in.  

[ MUSIC ] Dan you know, these days when people talk leadership and in particular business leadership, their expectations have changed a lot in recent years, and dramatically. Whether it's employees, or customers, or even the public. They once CEOs to do more than just make money for their companies. For sure. They want them to do good. Mm- hm. What does that mean to you? Well, I think it starts with legacy. And we're fortunate, we're nearly 140 years old, in 2019 we will be. And we have a long- standing history of giving back to the communities in which we do business. We have a global platform, we do business in 80 countries. And so what we do here in the United States Back into the community are those same things we're doing in India, we're doing it in Chile, we're doing it in Mexico, so that history, that heritage of giving back to the community is part of the DNA of the organization, it's the basic ethos of the company. You mentioned that Principal Financial is coming up on on 140 years and going back over all those years, the company was always focused on helping people with their financial Issues, but I'm wondering for you as the CEO, how are things different today than it was for your predecessors .>> You no longer again have the luxury of having the head of HR send out a memo talking about the good works. I have to live, you're involved in the habitat for humanity and you're helping build, you're helping In the poverty- stricken areas of cities in which we do business, where you're volunteering your time. We provide to our employees eight hours every year of voluntary time off. Whatever they find interesting to them. And the tens, and nearly hundreds of thousands of hours now that are given back to the community. Before, you did it through payroll deduction. Today Payroll deduction, and through your hands, and making sure that the community is benefiting from our involvement in that community. You know we see a lot of CEO's or at least many CEO's who speak up very vocally on a lot of social problems. How much preasure to do you feel to adress social issues? I think it has to be taken seriously because there's some really serious issues. And we talk about it in the board room that these are matters that principal needs to engage. We have committed ourselves to diversity and inclusion not because it became popular in the last ten years, but because its been part of the organization for the last 50 plus years. Including people to be part of diversity is just a standard practice. We have great diversity among our board members, great diversity among our senior management. And we also enjoy that same diversity among our employees. Why, because that's what our customers look like. They, our board our senior management should look like our customer base. Do you feel a lot of pressure that Principle success and it's ability to hire talented people depends a lot on how the company addresses social problems. Millennials increasingly higher percentage of sort of job satisfaction from the environmental issues. What are corporate governances? How do we treat our employees? Are we doing good? For the commune reason what we're doing increasingly they're gonna be the largest percentage of our workforce and so if we're not conscious of that, Paying attention and taking concrete steps to embrace that then we'll find ourselves in a very difficult position to recruit the right talent for the organization So I wanna ask you a question and you fill in the blank I am making the world better because. I'm having a profound impact on the number of people that have retirement savings when they most need it in their old age. [ BLANK_AUDIO ]

Principal Financial CEO: Gain Trust By Giving Back to Community

Dan Houston says companies must give back to the community in which they serve.

Dan, when you were tapped to become CEO of Principle Financial, this is this first time that you've ever held a CEO job. So what have you learned in this past year or so about what it takes to be an effective leader? Communications, you've got to constantly be reminding our employees what our strategy is, what our culture is, living the culture of the organization. Communicating the culture of the organization. Reminding people of what our strategy is. And then of course encouraging them to reach and satisfy the needs of our customers. What is the one leadership skill that you wish you knew when you took the CEO job but you know it now? Yeah, so I really think it's patience. And I'm an impatient person. And you expect people to come along on the voyage with you. And that they're keeping up with you. When in reality, you have to retrace your steps from time to time. Reiterate why we're doing what we're doing, and why it's important. If it's something that's important to me because I think it's important to our customers and to our shareholders, then I have to continue to be patient. And communicate it, and communicate it, and communicate it. I don't know if you've heard this before, but it's been said that a good leader knows how to manage people, but a great leader knows himself. In your experience, have you found that knowing yourself is a precursor to being a great leader? I think keeping your ego in check is always in good order, no matter what you're doing for any company. But I do believe that's part of it. My view is, managers manage a process, leaders lead people. That's how I would distinguish the difference between managers and leaders. What are you doing to groom the next generation of leaders? Collaboration. I really believe you've gotta have a collaborative environment. From my perspective there's nothing more important than culture. What's the DNA of the organization? What's the ethos of the organization? If you don't have collaboration, if you don't have good teaming in today's day and age, if you're not able to work across your business lines and fully leverage the resource of the company You'll be suboptimal, and today you can't be a suboptimally run organization. Mhm, I know you're also trying to create a culture of innovation at Principal, what are you doing on all levels of the company to get all of your employees to take more risks, to try new things, to experiment rather than going The old fashioned comfortable way in playing it safe. I'll give you one example we are in partnership with an organization called Plug and PLay. Plug and Play is an innovation center that is located in Silicon Valley. WE have people Pool that will be working with these very creative entrepreneurs trying to extract some of those great ideas. Partnering with them even though they're not employees but partnering and hearing and understanding and leveraging their thinking and how we can bring that to our customers. So what is your message to your executives and employees on every level about Doing things differently. Yeah, I think it's just that. I think it's having an open mind. The reality is this, if we can have self- driving cars people will figure out much of what we do in principle. So how do we add value to our customers? How do we differentiate our product relative to the competition? And at the end of the day it's getting better outcomes for our customers. Dan you joined Principal right out of college. I did. So you spent your whole career with the company I'm sure you had a lot of mentors along the way. What is the best leadership advice you ever received and why did it stick with you all the years .>> The best piece of advice I got from my Father who got it from my Grandfather. Which is you think you have a big problem, take nine other executives sit around a table. Throw in the worst problem that you think you've got. By the time you hear the other nine, you'll find out that your problem isn't that big. It's good leadership advice for me, because at times you can get a bit of a brain cramp. Or you can get locked into a certain way of thinking, when in reality you know your industry. You know how to solve problems. Figure it out.

Principal Financial Group CEO shares what he learned on the job.

Year	Revenues ($M)	Profits ($M)	Assets ($M)	Total Stockholder Equity ($M)
2021	$33,20112.7%	$2,9293.1%	$561,843	$39,105
2020	$29,4701.6%	$2,8422.1%	$448,446	$33,325
2019	$29,00115.8%	$2,783-5%	$429,854	$32,001
2018	$25,05256.4%	$2,93058.6%	$408,058	$31,800

KB Financial Group

Company Information

Key Financials (Last Fiscal Year)
As of 8/3/2022

Profit Ratios
As of 8/3/2022

KB Financial Group Rank History

Historical Data

KB Financial Group

Company Information

Key Financials (Last Fiscal Year)As of 8/3/2022

Profit RatiosAs of 8/3/2022

KB Financial Group Rank History

Historical Data

Key Financials (Last Fiscal Year)
As of 8/3/2022

Profit Ratios
As of 8/3/2022