2009 Sustainability Report-PDF

“Managing with a long-term perspective is just common sense to us.”

KEN IVERSONFORMER CHAIRMAN AND

CHIEF EXECUTIVE OFFICER

NUCOR TENURE 1962-1998

DANIEL R. DIMICCOCHAIRMAN, PRESIDENT AND

CHIEF EXECUTIVE OFFICER

NUCOR TENURE 1982-PRESENT

“Sustainability—through profitable and responsible long-term growth.

We are committed to being cultural and environmental stewards in the

communities where we live and work. We are succeeding by working together.”

THIS REPORT IS DEDICATED TO THE 20,400 MEN AND WOMEN OF NUCOR CORPORATION

AND OUR SUBSIDIARIES WHO CONTINUE TO PROVE EVERY DAY THAT STEEL IS NOT

OUR STRONGEST ASSET.

I T ’S RESOLVE.

4LETTER FROM DAN DIMICCO

6OVERVIEW

10HEALTH & SAFETY PERFORMANCE

20EMPLOYEE RELATIONS

32ENVIRONMENTAL PERFORMANCE

48COMMUNITY RELATIONS

56CUSTOMER RELATIONS

64GOVERNANCE

72COMMITMENT TO SUSTAINABILITY

LET ’S DO IT TOGETHER.

How will you remember 2009? When I look back, what strikes me most are the things that didn’t change at Nucor.

The things that didn’t go away under the tremendous pressure we all endured:

• For starters, our Nucor teammates still had a job to come to every day. Even

while the manufacturing sector lost more than two million jobs, we didn’t lay off any

of our Nucor teammates due to lack of work. Sure, our teammates earned less money,

but they still had paychecks, benefits and a promise for a better tomorrow.

• We didn’t close any of our Nucor facilities. So, even though many of our valued

customers did not need steel last year, they can rest assured they will have a local and

reliable source of sustainably produced steel tomorrow.

• We historically take advantage of downturns to improve our skills and our operations,

and grow our company to be prepared to take advantage of the upturn when it occurs.

• Our company’s generosity did not falter. In 2009, we made more than $4.6 million

in charitable donations, and contributed a record $4.4 million in scholarship funds for

the children of our employees. Speaking of our teammates, they donated an outstanding

75,000 volunteer hours to their local communities.

• Our focus on—and investment in—employee safety and environmental performance

never skipped a beat. All safety and environmental programs, including internal audits and

our own safety boot-camp program, were fully funded and exempt from any restrictions

to curb travel expenses. In fact, 2009 was Nucor’s safest year despite the downturn!

A COMMITMENT TO LONG-TERM SUCCESS

missionIT’S OUR

04 NUCOR SUSTAINABIL I TY REPORT 2009

• Nucor’s steel recycling technology is many times cleaner and less polluting than the

traditional integrated steel mills. But we’re not stopping here. Again, Nucor continued to invest in

improvements. This included conducting our environmental boot camps.

• We continued to invest in what already is the most energy-efficient family of steel mills

in the world. We did not use the drop in demand as an excuse to shutter facilities. Instead,

we viewed it as an opportunity to make important improvements in our long-term

environmental performance.

What didn’t change were our core values and our commitment to long-term success.

Our culture—based on integrity, teamwork, personal responsibility, courage and the

Nucor can-do attitude—did not change. These are the things that allowed us to make the

improvements we did in 2009.

While this may be our first sustainability report, our commitment to sustainable

management is nothing new.

Great companies always prepare for the good times in the tough times and for the tough

times in the good times.

Focusing on the long-term goal is what has enabled us all to prosper during good times.

As a result, we will emerge from today’s challenge stronger than ever.

Because one other thing that didn’t change is the enduring spirit of the 20,400 men and

women of Nucor Corporation and subsidiaries to whom this report is dedicated.

Let’s do it together.

Sincerely,

Daniel R. DiMicco

Chairman, President and Chief Executive Officer

05

Our first Nucor sustainability report provides a sense of Nucor’s culture, which you will

clearly see is what makes us a truly sustainable company.

Each topic in this report—health & safety, employee relations, environmental performance,

community relations, customer relations and governance—includes a description of how

these topics are part of the Nucor culture. This report includes our Nucor Steel mills and

product facilities, David J. Joseph Company and Harris Steel Group operations

in the United States, Canada and Trinidad.

Reflecting our ongoing commitment to sustainability, this initial report is a small sample

of Nucor’s commitment and culture. The stories used throughout the report are just some

examples of the hundreds of submissions we received from our valued teammates.

At the end of some of these sections, we include the applicable global reporting initiative

(gri) indicators. The specific gri metrics are reported in tabular format when applicable.

About This Report


As the team at Nucor has strived to achieve this goal,

we have created an extraordinary sustainable company.

Please enjoy reading the contents of this report as much as

we have enjoyed compiling it for you, one of our valued customers.

At Nucor, sustainability is not something that was planned recently;

it is the result of decades of a culture centered around our CEO Dan DiMicco’s goal:

“Our Goal is to ‘Take Care of Our Customers.’

We are accomplishing this by being the Safest, Highest Quality,

Lowest Cost, Most Productive and Most Profitable Steel and

Steel Products Company in the World.

We are accomplishing this by being cultural and environmental

stewards in the communities where we live and work.

We are succeeding by working together.

Taking care of our customers means all of our customers:

our employees, our shareholders and the people who purchase

and use our products.”

OVERVIEW 07


OVERVIEW 09

OUR MISSION

Nucor Corporation is made up of 20,400 teammates

whose goal is to take care of our customers. We are

accomplishing this by being the safest, highest quality,

lowest cost, most productive and most profitable

steel and steel products company in the world. We

are committed to doing this while being cultural

and environmental stewards in our communities

where we live and work. We are succeeding by

working together.

ORGANIZATION PROFILE

Our mills have a production capacity that exceeds

26 million tons. Nucor is the largest producer of

steel, joist and deck in the United States. We are

the Western Hemisphere’s largest recycler.

LEARN MORE AT:WWW.NUCOR.COM/PRODUCTS/

LEARN MORE AT:WWW.NUCOR.COM/PRODUCTS/LOCATIONS/

http://www.nucor.com/products/

http://www.nucor.com/products/locations/

AT NUCOR, NOTHING IS MORE IMPORTANT THAN SAFETY. NOTHING.

! KEEPING SAFETY TOP OF MIND. Some of our workers carry photos of their families inside their hard hats to remind them of the importance of safe behavior in the plant.

IT’S OUR

H E A L T H & S A F E T Y P E R F O R M A N C E

“Safety of our employees

is our number one priority.

No matter how you look

at safety—personal, business, moral

or ethical—it just makes sense for it

to be a number one priority.

Period.”

“We run Nucor first and

foremost to ensure that, a decade

or two from now, there will be

a place for our children and

grandchildren to work...that is

our higher cause.”

KEN IVERSON1962—1998

DANIEL R. DIMICCO1982—PRESENT

HEALTH & SAFETY 11


Looking at the indexes for health and safety, it is clear we have done

a remarkable job. Our performance, however, tells only a small part of the story.

Safety is everything to us. It is not something that we do because we have to.

It is something we do because it makes sense. Our teams have realized that by working safely,

they increase their productivity, profitability, and, most important, their health and happiness.

Taking safety this seriously isn’t easy, but when the entire team is focused on the goal,

we find new and innovative ways of getting the job done.

That innovation is what sets us apart.

We approach safety with the same “can do” attitude that our teams bring to every task.

When that force is applied, just sit back and watch the results—it’s impressive.

Safety is everyone’s responsibility.

Health & Safety

AT NUCOR, WE TARGET ZERO INJURIES AND ILLNESSES. So it

should come as no great surprise that safety is the first topic of

virtually every meeting we conduct—from every plant meeting to every boardroom meeting. Or that we have teams dedicated exclusively to improving the working conditions and practices at all of our operations—right down to auditing every one of our facilities for safety performance. Or that personal responsibility is a significant part of our safety culture. These efforts played an important role in ensuring zero fatalities in 2009, not to mention bringing our injury and illness rate to its lowest point in our history. Yet, while we’re proud of these achievements, we’re anything but satisfied. Because, of course, our ultimate goal is to have zero injuries of any kind. That’s why Nucor has created and implemented a number of systems to drive continuous process improvement in safety and health. This approach includes the Safety Incident Reporting Network (SIRN), SharePoint and ongoing audit programs.

Why the most important production figurewe’ll ever achieve is

zero

! JEWETT, TEXAS Teammates at our Jewett, Texas, facility conduct a safety drill at our confined space training center.

HEALTH & SAFETY 13

2009 WAS NUCOR’S SAFEST YEAR

continued 1

2009 TOTAL OCCUPATIONAL INJURY & ILLNESS RATES | PER 100 WORKERS/200,000 HOURS PER YEAR

5.071.46STEEL MILLS

SIRN is a program that enables all Nucor divisions to share information on incidents, best practices and corrective actions. Once an incident occurs, a report is entered into the Microsoft® SharePoint® portal, an internal Web site, so that all Nucor facility safety coordinators are aware of what happened and, most important, how it can be prevented. SharePoint enables Nucor to disseminate information across the company, share best practices and promote discussions pertaining to safety.

We audit every one of our production facilities for environmental and safety performance at regular intervals. These audits are unique in that each Nucor facility is audited by its peers from other divisions to discover best practices. They then refine and share them. The process lasts several days at each location and consists of compliance, program and procedural reviews, along with an innovative cultural audit that focuses on employee internalization of safety practices, and solicits their input on the safety process. In addition, each Nucor facility has a dedicated safety coordinator or safety director. These representatives meet twice a year to gather and share information and best practices, discuss new trends and receive training.

9.702.03FABRICATORS

7.601.28BUILDING GROUP

NATIONAL INDUSTRY AVERAGENUCOR


NATIONAL INDUSTRY AVERAGENUCOR

2009 TOTAL LOST WORKDAYS & RESTRICTED CASE RATES | PER 100 WORKERS/200,000 HOURS PER YEAR

2.700.68STEEL MILLS

5.231.31FABRICATORS

4.030.69BUILDING GROUP

HEALTH & SAFETY 15

An Annual Fair That Gives Our Employees Something to Celebrate

e launched the first annual health fair at Nucor Steel in Tuscaloosa, Alabama, in 2007 to improve the health and well-being of our teammates. The week-long health fair is open for

12 hours each day to ensure that all teammates have the opportunity to visit. Additionally, Nucor encourages teammate spouses and their children to participate in the health fair. An integral part of the fair is the on-site diagnostics team that conducts carotid artery and abdominal ultrasounds and blood screenings to alert those who might be predisposed to heart disease. These screenings have proven to be life saving. During one of these tests at the first annual fair in 2007, the wife of a teammate was found to have a 99 percent blockage in her

carotid artery. She underwent successful surgery the very next morning. Testing that year also revealed a teammate who had a 75 percent blockage of his carotid artery. He is now taking medication and being monitored. Additionally, the on-site screenings have caught many cases of pre-diabetes and cholesterol problems before they became serious health problems. “It’s definitely worthwhile to offer this fair and to catch problems that may have otherwise gone unnoticed,” said Randy Skagen, vice president and general manager of Nucor Steel Tuscaloosa, Inc. The fair has been very popular, drawing more than 250 participants in the first year. It has since drawn more than 300 participants each year.


MPLOYEE HEALTH IS A LARGE PART OF OUR SAFETY MISSION. Our local plants have the freedom they need to determine how to best address the employee health challenge. In some cases, our local plants offer on-site workout rooms to

provide a convenient way to exercise. For others, local plants offer on-site medical clinics, which are designed to provide quality medical services to our teammates and their families, to improve wellness, and to reduce overall costs for Nucor and our Nucor families. For example, Nucor Steel – Berkeley and Nucor Steel – South Carolina together constructed on-site medical clinics in 2008, which have reduced healthcare costs. Studies show that most companies save 15 percent to 20 percent annually

How We’reProtecting Employees...Inside and Out

with on-site clinic services, but for us, it is more than saving dollars. It’s about saving lives.

THE DOCTOR WILL SEE YOU NOWOur on-site medical clinics provide several benefits to teammates, including physician availability, lower medical costs, more one-on-one healthcare education and greater access to physicals and health screenings. Our Nucor Steel – South Carolina on-site medical clinic offers occupational health and primary care medical programs and is equipped with three exam rooms, two labs, two chiropractic rooms, and a massage therapy and occupational medicine room.

! JESSICA ROBINSON (L), ENVIRONMENTAL ENGINEER, AND DANIELLE POWERS, ENVIRONMENTAL INTERN Nucor Steel – Berkeley

“One of the most visible benefits for teammates is getting in to see a physician when they need to, which is important because many mills are in rural areas, where getting in to see a physician can take some time,” says Mike Gurley, former vice president and general manager of Nucor Steel – South Carolina, now vice president and general manager of Nucor Steel Memphis, Inc. “Now, teammates can walk to the clinic instead of taking time off work to go visit a doctor.” Since the beginning of 2009, teammates and their families have visited Nucor’s own health clinics more than 2,000 times. More than 80 percent of the workforce and 150 family members have taken advantage of the program. In addition, more than 83 percent of our teammates have seen a physician more than once. Teammates also have access to lower prescription drug costs. “We have 47 in-house medications at an average cost of $7 for a course of treatment. There are only three medications that cost more than $12—and the most expensive one is only $14,” continues Gurley. “That’s a significant savings for employees.” The on-site physicians are instrumental in teammate education and preventive programs and can help teammates make more educated decisions with regard to treatments and prescription medications.

100%PERSONAL RESPONSIBILITY FOR SAFETY

13,500MATERIAL SAFETY DATA SHEETS DISTRIBUTED

TO CUSTOMERS IN 2009

MORE THAN

GREATER COST CONTROL, REDUCED ABSENTEEISMThe program has resulted in lower healthcare costs for the company. We saved $2.6 million last year, excluding the additional saving realized by increased productivity and reduced absenteeism. “As a result of the on-site medical clinics, we’ve reduced the cost of physician visits, medications, lab work, imaging and other testing significantly,” says Gurley. “Having a knowledgeable medical advocate working on our behalf helps us negotiate better rates with pharmaceutical and medical technology companies.” In addition to Nucor’s financial benefits, the on-site medical clinics have improved long-term workers’ compensation case management and improved team morale.

HEALTH & SAFETY 17


afety first is a mindset that permeates throughout Nucor’s workforce. That’s why it was no surprise when six of the company’s facilities received certification in OSHA’s coveted Voluntary Protection Program (VPP) in 2009. There have

been two Nucor facilities that have been recognized in an OSHA cooperative program called the Safety & Health Achievement Recognition Program (SHARP). The VPP and SHARP recognizes companies that meet rigorous safety standards across many spectrums. Adhering to those standards takes dedication—driven at all levels of the company and supported by our teammates and management team. Since 2005, the VPP has recognized 13 total Nucor facilities for their comprehensive safety and health management systems and the SHARP program has recognized two Nucor facilities. Companies receiving this designation typically see 60 percent to 80 percent fewer lost workday injuries than their peers, according to OSHA. The core of VPP is a meticulous on-site OSHA evaluation that sifts through all aspects of day-to-day plant

Fifteen Nucor PlantsEarn Coveted OSHA Status

We can be safe one second at a time, and we’ve proven that over and over again.

The VPP process brought an awareness to our team that wasn’t there before. It brought our team closer, because we were working

on projects that would benefit our own safety in the area in which we work every day.

When it comes to safety, you can be good or even great. But there is ALWAYS room for improvement.

SOME OF THE REVELATIONS PUBLISHED IN THE BOOK:

activity. From general housekeeping to confined space management, to procedures for locking down machines, companies must show that safety is built into the production schedule and ingrained in their thinking. At Nucor’s Decatur, Ala., facility, which recycles scrap metal to produce steel coils, the VPP process quickly became a plant-wide, team-building effort. Despite the plant’s vigorous 24/7 production schedule, the teammates had plenty of energy to funnel into creating an overall VPP team, along with 15 specialized teams focusing on issues such as hazard analysis, emergency preparedness, electrical safety, fall protection and ergonomics. Our Decatur facility shared their insight and key learnings in Pathfinder: Nucor Decatur’s Journey to VPP. “The VPP process was an incredible team effort that involved everyone in the mill,” said George Stephenson, safety coordinator, Nucor Steel Decatur, LLC. “Everyone was so hands-on that, instead of having a safety coordinator or two on site, we wound up with hundreds of safety experts as a result.”

Rewarding What We Value Most

t Nucor, we reward our employees based on the performance we all hold most important: safety. This is why we established the Nucor President’s Safety Award, a distinction that is given to divisions that have an exemplary safety record —

for example, their accident and injury levels are one third of the Bureau of Labor Statistics’ (BLS) national average for the industry. While these are lofty standards, at least 70 percent of our company’s divisions meet or exceed this benchmark.

THE 2009 PRESIDENT’S SAFETY AWARDS WERE GIVEN TO 36 FACILITIES. TO SEE A FULL LIST OF THE PLANTS THAT EARNED THIS IMPORTANT RECOGNITION, GO TO WWW.NUCOR.COM

HEALTH AND SAFETY PERFORMANCE INDICATORS

GRI NUMBER DESCRIPTION REPORTED PAGE

ASPECT: OCCUPATIONAL HEALTH AND SAFETY

LA6 Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs.

Partially Reported 14, 17

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.

Partially Reported 14-15

LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

Partially Reported 17

HEALTH & SAFETY 19

http://www.nucor.com

WE HAVE ONE OF THE MOST MOTIVATED AND BEST-TRAINED WORKFORCES IN THE INDUSTRY. NUCOR STEEL – HERTFORD DID NOT LAY OFF ANY EMPLOYEES DURING THE 2009 ECONOMIC DOWNTURN DUE TO LACK OF WORK.

! Stephen Bond, an employee at our Hertford, N.C., facility, is welcomed home by his family. Bond says he’s grateful for the peace of mind Nucor provides his family.

“When is laying people off the practical or sensible thing to do? Can we expect employees to be loyal and motivated if we lay them off at every dip of the economy, while we go on padding our own pockets?”– Ken Iverson, 1987

IT’S OUR

E M P L O Y E E R E L A T I O N S

“Our company’s success

is the direct result of our most

valuable asset—our employees.

They give Nucor its innovative

culture and competitive edge.”

“At Nucor, people get what they

ought to get from their work:

Good pay. Real job security.

Interesting challenges. Respectful

treatment. The chance to accomplish

something every day. A fair and

equitable workplace. The pride

of being a part of a very

successful enterprise.”



EMPLOYEE RELAT IONS 21


Nucor’s most valuable asset is our teammates.

Empowering, training and challenging our team is the essence of Nucor.

Managers, supervisors and hourly teammates working side by side are commonplace as we strive

to reach our goals. Compensation plans provide incentives for everyone at Nucor to be rewarded

for his or her performance. Nucor teammates thrive on the opportunity to excel,

and Nucor rewards that performance.

The bottom line? Nucor teammates are rewarded for taking care of their customers.

We are always striving to improve every aspect of our business. We are never satisfied.

As soon as we reach a goal, we establish a new one and begin reaching for it.

Importantly, we recognize that our teammates are our greatest asset. We ARE Nucor.

We Are Nucor


N AN ECONOMY WHERE THE MANUFACTURING SECTOR LOST TWO MILLION JOBS OVER A 19-MONTH PERIOD ENDING IN JULY 2009*, NUCOR DID WHAT WE ALWAYS DO DURING CHALLENGING TIMES: WE SHARED THE PAIN. We protected one another, and we persevered. “The morale is miraculously high at Nucor,” said

Kevin Barksdale, a production manager at Nucor Cold Finish Nebraska. “When the economy recovers, we know we will again share in the bounty of the good times.” At Nucor, we use an incentive pay system that has led us to a practice of not laying off employees in a down economy. We have found that when everyone in the company takes a pay cut, all employees are incentivized to work together to ensure our company’s success. When market conditions are difficult, Nucor employees are not laid off. Instead, they work to optimize our systems, receive cross-training, and perform maintenance so that we are positioned to take full advantage of improved market conditions when the economy grows again. Our wholly owned subsidiaries, David J. Joseph and Harris Steel Group, do not participate in the Nucor incentive pay system. We retained 93 percent of teammates from 2008 to 2009. We lead the industry in tons of steel produced per employees and, as a result, we’re consistently one of the lowest-cost producers in North America.

continued 1

steelresolve

EMPLOYEE RETENTION | PER YEAR

93% 2009

* Source: National Association of Manufacturers’ Annual Labor Day Report.

! PRODUCTION LINE Vulcraft – South Carolina

! CHRIS JONES — strand tender, Nucor Steel – Texas Our employees are the reason for our success as a company, and they are why we are known as cultural and environmental stewards in the community.

⁄10%TOTAL AVERAGE EARNINGS

FOR NUCOR EMPLOYEES IN 2009 OVER PREVIOUS YEARS

Nucor has programs in place to recruit minorities

and women to our workforce. For example, in May 2010,

the company opened the Nucor Education and Resource

Center on the Tuskegee University campus in Alabama, one

of the top historically black universities in the United States.

This facility will help educate approximately 50 students

annually.

Additionally, Nucor is a major sponsor of the

National Society of Black Engineers, the Society of Women

Engineers, the Women Engineering Proactive Network,

Association of Women in the Metal Industries, and the

National Association of Multicultural Engineering Program

Advocates. Annually, Nucor donates approximately $100,000

to these important organizations.

“We invest and support engineering diversity programs

at a number of universities,” says Wayne Robinson, Nucor

Corporation talent recruiting manager. “Our goal is to

ensure Nucor has exposure to the diverse population on

each campus.”

Nucor has a robust benefits package, and our support

for employees does not end there. Our Nucor Foundation

Scholarship Program offers scholarships for every child

of every employee for four years of their post-high-

school education.

Finally, Nucor is committed to ensuring that all

employees are treated fairly. There are no reserved parking

spots, no special vacation plans and no first-class travel perks.

Our success is driven by teamwork. It is why we call our

employees “teammates.” Our teammates are the reason for

our success as a company and also why we are known

as cultural and environmental stewards in the community.

2009 TOTAL WORKFORCE | BY REGION

CANADA 1,380US 18,900

TRINIDAD 110

.....................................

.....................................

............


ATTRACTING, KEEPING THE BESTNucor is committed to the ongoing development and

education of our employees and offers a number of

programs to accomplish this, including NuPerformance,

a curriculum that ensures Nucor teammates are given

the resources they need to reach their personal and

professional goals.

Instead of a template career path, Nucor teammates

have the opportunity to take responsibility for their career

progression. Entitlement never plays a role in a teammate’s

progression. Hard work and perseverance alone are rewarded.

Additionally, we have continued hiring and recruiting

both experienced workers and college graduates. Nucor has

been quietly stocking up on the best and brightest in the

industry.

“We’ve continued to build our pipeline because we

think about talent in the long run,” said Dan Krug, director,

human resources and organizational development at Nucor

Corporation. “When the economy rebounds, we will be in

the best position to take advantage of every opportunity.”

any industrial companies pay for the hours an

employee works. Regardless of the quality or

the quantity of the type of product produced,

employees receive the same pay. Nucor, as usual,

does it differently.

Quite simply, we pay for performance. In Nucor

facilities, that means pay is tied directly to the amount

of quality steel produced each day. For administrative,

professionals and management, it means how well the

company performs overall.

The production bonus system compensates teammates

for the time and effort they put into improving the process

—including safely delivering higher quality product and

operating more efficiently. This approach means teammates

are compensated well when high-quality, on-spec products

are being manufactured and sold.

“Each teammate, from the CEO to our teammates at

the divisions, is compensated under the pay-for-performance

model,” said Donovan Marks, director of benefits and

compensation for Nucor Corporation.

TYPES OF COMPENSATIONWhile our teammates rely on their hourly rate or base salary

for hours worked, three of the sources in Nucor’s teammate

compensation package—bonus/incentives, profit sharing and

the 401(k) match—vary along with company performance.

As a result, while our teammates may start with a lower

base pay than counterparts, through their performance

they can—and have—become some of the most well-

compensated employees in the industry.

Teammates are compensated in three additional ways:

• Bonuses/Incentives.Bonusesareanessentialpartofour

compensationprogram.Abonusispaidweeklyforproduction

teammates.Abonusforadministrative,professionalsand

managementispaidsemiannuallybasedonareturnonassets.

Additionally,allemployeesreceiveabonusbasedonoverall

performanceofthecompany.Historically,teammatesarepaid

anextraordinarybonusinayearinwhichNucorachieves

recordearnings.Infact,withourrecordearningsin2008,even

thoughthemarketbythenhadstalled,Nucorstillrewarded

ourteammateswithanextraordinarybonus.

• Profit Sharing.Thecompanyhastraditionallysetaside

10percentofearningsbeforetaxesandgivesthisamountto

employeesintheformofprofitsharing.Employeesreceivea

smallportionoftheirprofitsharingincash,andtheremainder

isplacedintoaretirementaccount.

• 401(k) Match.Nucor’s401(k)matchisbasedon

profitability—itincreasesingoodtimes.

This pay-for-performance model enables Nucor to share its

success with the reason we are successful: our teammates.

Paying for Performance

Employee Relations PrinciplesThe four employee relations principles are beneficial to

Nucor’s workforce and another reason the company’s

employee turnover is approximately seven percent per

year, according to Marks.

2 Teammates have the opportunity to earn

according to their productivity.

2 Teammates should feel confident that if

they do their jobs properly, they will have

a job tomorrow.

2 Teammates have the right to be treated fairly.

2 Teammates must have an avenue of appeal

when they believe they are being treated

unfairly.



e could tell you about how much we at

Nucor believe in promoting from within

our own ranks. Or we could simply point to

the remarkable career path of Dan DiMicco,

who started as a metallurgist in one of our

production facilities and rose to become our chairman

and CEO.

Hired in November 1982, Dan DiMicco began his

Nucor career as a metallurgist. By 2000, only eighteen years

later, he became president and chief executive officer. Then,

six years later in 2006, he became the chairman of the board.

Dan DiMicco, like so many others throughout the

company, is a testament to our belief that, with hard work

and talent, our teammates have limitless potential.

“At Nucor, you can take your career as far as your

abilities and desire can take you,” he says. “You can be the

best engineer you want to be or the best manager you want

to be.”

Dirk Petersen couldn’t agree more. Petersen started as

a sales engineer at Vulcraft – Nebraska in 1979. Today he is

Nucor Steel Nebraska’s vice president and general manager.

Petersen credits his success to Nucor’s willingness to

empower teammates to take risks and make decisions.

“Nucor doesn’t put us in any boxes,” he said. “To me,

that means you have boundless opportunities here, and you

can do just about anything if you put your mind to it.”

Ron Dickerson got his first taste of Nucor culture in

1988, when he was hired as a frontline worker in the hot

rolling mill at our Crawfordsville, Ind., plant. By 1992, he

was promoted to supervisor and, after successive roles as hot

mill manager and cold mill manager, Dickerson was named

general manager of the Crawfordsville plant.

“Every now and then, I get folks who call me and ask

me how I did it,” said Dickerson. “I don’t have a college

degree, but I am willing to take on responsibility. I did the

Promoting From Within… All the Way to the Top

same things that Dan DiMicco and others did: you do your

job, and then you do a little bit more.”

Hamilton Lott, Jr., now the executive vice president of

the fabrication division at Nucor’s corporate office, started

out as a design engineer in 1975 at Vulcraft’s facility in

Florence, S.C. After several promotions, Lott moved to Texas

to serve as general manager for another Vulcraft facility. Six

years later, he returned to Florence as general manager. In

1999, Lott moved to the Charlotte, N.C., corporate office

for his current role, starting the same day as Dan DiMicco.

“This is a company that—by and large—promotes from

within,” Lott said. “Many of our employees are working for

people who have been promoted through the company.”

But Lott says the reason he has stayed with Nucor for

34 years is due to his belief in the company’s core values and

the way Nucor treats its employees.

“It’s been a wonderful experience,” Lott said. “I could

not imagine working anywhere else.”

2009 WAGES | PER YEAR

AN ENTRY-LEVEL STEEL MILL WORKER WITH BONUS

A PERSON WORKING AT THE FEDERAL MINIMUM WAGE RATE OF $7.25 PER HOUR AND WORKING A TOTAL OF 2,080 HOURS

$47 THOUSAND

$15 THOUSAND

ny company is only as strong as its employees.

At Nucor, we understand that helping our

teammates be successful is the only way we

can continue to thrive and grow in the future.

That is why we developed NuPerformance,

a curriculum that ensures every Nucor employee is

given the resources he or she needs to reach personal and

professional goals.

At the heart of this curriculum is the personal

continuous improvement (PCI) process, which helps

employees identify their strengths and weaknesses, and

holds them accountable for continually improving.

“The PCI process is an important part of Nucor’s

growth strategy,” said Dan Krug, director, human resources

and organizational development at Nucor. “It communicates

Nucor’s plan for the future and identifies how each

teammate fits in to that plan.

“It’s a process that includes everyone in Nucor’s growth

and success.”

A key element of the NuPerformance curriculum and

the PCI process is the Nucor Way, a list of 10 of the most

important values that describe Nucor’s culture.

“We consider our culture to be our biggest competitive

advantage,” Krug said. “For us to remain successful, we need

to make sure we are living up to—and helping others live

up to—the Nucor Way.”

Nucor Teammates:

Our Secret for Success

THE NUCOR WAY01 INTEGRITY

02 PERSONAL RESPONSIBILITY

03 TEAMWORK

04 OPEN COMMUNICATIONS

05 WORK ETHIC

06 PRIDE

07 INNOVATIVE/INTELLIGENT

RISKS

08 TREAT PEOPLE

THE RIGHT WAY

09 OPTIMISM

10 CAN-DO ATTITUDE

Harvesting the Best TalentDuring the recession of 2009, many talented people were

looking for work.

One such person was Stephen Bond. Laid off from his

manufacturing job in North Carolina early in 2009, Bond

spent more than 10 months looking for a job.

Unlike other companies in the area, Nucor was

looking to build and strengthen our teams with talented,

motivated employees. While other companies were laying

off employees, Nucor was hiring and recruiting talented

people to join our ranks.

Bond had friends at Nucor, and had long admired

Nucor’s generous benefits and compensation. So, in late

2009, Bond joined the Nucor team.

“I was able to get one of the premier jobs in the

area—in the state, actually—during the absolute worst time

in the local economy,” Bond said. “Now I come home at

the end of the day and I know my family is secure.”

Although Bond is happy to be working for Nucor,

he hasn’t forgotten all of the people who are still unable to

find work.

“I don’t take my job for granted,” he said. “I go in

there every day and work to the best of my ability.”



t’s no secret that we invest in our employees.

But we also invest in their children. The Nucor

Foundation Scholarship Program is evidence

of this investment.

Through our program, we provide a

scholarship or educational disbursement for every

child of every employee for four years of post-high-

school education at $3,000 per year.

Despite the troubled economy in 2009, we

provided a record $4.4 million to nearly 2,000 students.

The Nucor Foundation has been one of the most

popular programs among our teammates—especially

with the rising cost of higher education—and has

Strong Future Yields:The Nucor Foundation Scholarship Program

created a tremendous amount of company loyalty.

Ken Iverson, the founder of Nucor, started the Nucor

Foundation in 1974 to support our families.

“We are firm supporters of education and

believe that the economic and social progress of

the nation is built upon furthering education,”

said Liz Wells, Nucor Corporation’s human

resources and scholarships supervisor. “The Nucor

Foundation is an excellent way for us to encourage

personal, community and national development.”

When you consider those kinds of returns, we can’t

think of a better investment in the future.

THE NUCOR FOUNDATION

SINCE ITS INCEPTION, WE HAVE GIVEN MORE THAN $52 MILLION TO 10,500 STUDENTS AT MORE THAN 1,300 DIFFERENT COLLEGES. IN 2008, NUCOR PAID OUT $4.2 MILLION IN SCHOLARSHIPS TO NUCORSCHOLARS. IN 2009, NUCOR PAID OUT A RECORD $4.4 MILLION.

ne of the advantages of being known as a great

company to work for is that there never seems

to be a shortage of strong prospective employees.

In fact, it’s not unusual to have hundreds of

qualified people apply for a single production

job opening at one of our plants.

In addition to the quest for qualified production people,

we are also working to encourage the new generation to

pursue engineering, as fewer and fewer choose that field

of study.

“The trend at universities today is to phase out

programs in steel, alloys and metallurgy in favor of

composites, nano materials and newer technologies,” states

Dr. Hesmat Aglan, associate dean of engineering, Tuskegee

University. “The conventional departments of 20 or

30 years ago have transformed to materials science and

engineering. As a result, there’s now a shortage of trained

steel designers.”

To reverse this trend, Nucor is working with more than

30 universities to actively recruit graduates and, in some

cases, actually help train students.

How We’re Training Our EngineersLong Before They’re Hired

$2.1MILLION+ AMOUNT DONATED TO THE F. KENNETH IVERSON

CHAIR OF STEELMAKING TECHNOLOGIES AT MISSOURI UNIVERSITY SINCE 2006


At Tuskegee University, for example, we have established

the Nucor Education and Research Center (NERC), which

is designed to showcase the best undergraduate students and

lead them into careers in metallurgy and steel manufacturing

technologies.

“You hear a lot of talk about the importance of students

getting a real-world education,” said Wayne Robinson,

Nucor Corporation’s talent and recruiting manager. “Nucor

is making sure students are getting just that.”

Nucor has long been a proponent of education. But that’s not just

ensuring our employees’ children have money for college. We have

also given grants to teachers in our local communities to help with

their educational efforts.

For example, in 2009, Charlie Zurcher and Steve Rowlan of

Nucor presented dozens of teachers at the Cache County School

District in Smithfield, Utah, with grants totaling $12,000.

Each teacher received grants of $200 to $500.

What makes these gifts even more extraordinary is that

despite the economic downturn of 2009, Nucor was able to

continue to donate to schools and teachers.

This is just one example. Across the country, Nucor makes

these grants in most locations where facilities exist.

Giving to Those Who Give So Much

LABOR PRACTICES AND DECENT WORK PERFORMANCE INDICATORS


ASPECT: EMPLOYMENT

LA1 Total workforce by employment type, employment contract, and region. Partially Reported 25

LA2 Total number and rate of employee turnover by age group, gender, and region. Partially Reported 23

LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

Completely Reported 26

ASPECT: ECONOMIC PERFORMANCE

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

Partially Reported 27, 51,

67

ASPECT: MARKET PRESENCE

EC5 Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation.


EC7 Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.


EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts.

Partially Reported 50-51


IN 2009, NUCOR CONTINUED TO INVEST IN REDUCING OUR ENVIRONMENTAL FOOTPRINT.

! THE LARGEST RECYCLER IN THEWESTERN HEMISPHERE. Because weuse scrap as our primary feedstock, Nucor prevents millions of cars from heading into landfills every single year.

IT’S OUR

E N V I R O N M E N T A L P E R F O R M A N C E

“Protecting the environment

is critical to the communities

in which we work, our

operations and the company’s

long-term success.”

“Steel is the most recyclable product

in the world. You can build a house

from steel derived from about eight

old cars, using materials that are

entirely recyclable, and save about

a dozen trees. And that house will

stand indefinitely. We want to get the

facts about steel to consumers.”



ENVIRONMENTAL PERFORMANCE 33

Nucor continues to be a leader by raising the bar by which steel mills

and recycling centers should be judged. With most of our operations equipped with continuous

emissions monitors, Nucor not only talks the talk but walks it as well. Nucor’s policy that

“environmental compliance is the individual responsibility of every Nucor employee” clearly shows

that it is our culture that makes the difference.

A company that is built on the model of recycling steel in massive volumes is truly founded

on a sustainable model—Nucor was founded on the principle of making reinforced steel and light

structural shapes with scrap metal. Nucor, from the beginning to this day, has and continues to

push recycled content into steel products where recycled content was not considered viable.

We have been so successful that, today, most domestically produced steel contains some

amount of recycled steel.

The commitment to the environment runs deep in Nucor culture, where investments are continually

being made to improve equipment and performance, recycle materials and reduce waste, and,

finally, to perfect new technologies that reduce emissions and increase energy efficiency.

Quite simply, our long-term goal is twofold:

1. we want to recycle all steel products.

2. we want all steel products to have recycled content.

At Nucor, our culture drives us to define the standard rather than simply meet it.

That is the reason one inspector simply said, “I wish everyone would do this.”

Environmental Vision


UCOR HAS HISTORICALLY BEEN KNOWN FOR MAKING DECISIONS THAT WERE GEARED TOWARD LONG-TERM SUCCESS. THE DOWNTURN OF 2009 WAS NO EXCEPTION. We used the lull in production to make further improvements to our plants—at

a time when many of our competitors were shutting down some of their facilities. We improved our facilities and became even more lean and efficient—although we were already among the most energy-efficient companies in the world.

1. OPERATIONALENHANCEMENTSLOWERCOSTS, INCREASEEFFICIENCY We have always been focused on lowering our energy and water use per ton of steel produced across all of our facilities. It’s good for the environment and good for business. In 2009, we continued installing technology that reduces our energy use during peak times when supplies are lower and prices are higher. This approach not only trims our costs, but it also reduces the likelihood of a work stoppage as a result of a brownout. “We’re not just talking about installing energy-efficient bulbs. We’re thinking bigger,” says Brian Avery, environmental manager for Nucor Steel Decatur LLC. “We’re incorporating computerized controls on large horsepower motors and pumps. These controls restrict energy use to non-peak hours, which will save the company millions annually and reduce our environmental footprint.” In addition, we’re incorporating energy-recovery systems in our mills to capture and reuse energy that would normally

be wasted—lowering energy use and costs even more. How are we doing? Very well, when you consider how the United States measures steel manufacturers’ energy consumption in energy intensity per ton of steel. Thanks to our approach to sustainability, Nucor beat the category’s industry average. And when you consider that American steel companies lead all other countries in energy efficiency, it’s not a stretch to say we’re among the most energy-efficient steel companies in the world.

2. PEOPLEMAKETHEDIFFERENCE We continued to invest in our teammates’ development even during the economic downturn. One example is our ongoing investment in our Environmental Boot Camp program, a sustainability initiative that aims to improve our environmental compliance and operational support, while ensuring employees understand how to operate and maintain environmental equipment. “Environmental professionals are grouped into one of four categories, based on their roles at the company,” said Jeff Braun, environmental affairs manager at Nucor Corporation. “These categories include environmental managers, engineers, coordinators and technicians. These groups meet at least once a year to discuss sustainable best practices. They share ‘lessons learned’ with colleagues when they return to their respective facilities.” In addition to meeting as individual groups, teammates in the program also meet for a week-long session to explore how to further develop sustainability initiatives at the

InvestingDespite the Economic Downturn


continued 1

HOWNUCORCONTINUALLYINVESTS INENVIRONMENTALPERFORMANCE:

ENERGY THAT WOULD NORMALLY BE WASTED

OF COMPANY RESOURCES INTO ENVIRONMENTAL BOOT CAMPS

CAPTURE & REUSE

CONTINUED INVESTMENT

CERTIFICATIONS

ISO 14001:2004

NEW PLANTS AND FACILITIES

“NUCORIZE”

company. Our teammates participate in ongoing peripheral training classes on such topics as radiation safety officer responsibilities. “Nucor takes its Environmental Boot Camp program seriously. We spend up to $50,000 on each of these meetings, because they are key to our sustainability and safety objectives,” says Jim Sheble, vice president and general manager, Nucor Steel Jackson, Inc.

3. SETTINGTHEINDUSTRYSTANDARD One of the ways we are doing our part to make the world a better place is by achieving ISO 14001:2004 certification. In fact, 42 of our facilities have achieved this certification. Achieving ISO 14001:2004 certification means that Nucor mills put an Environmental Management System in place that makes environmental commitment each teammate’s responsibility—not just the environmental department. This approach ensures the environmental policy becomes a motto for each facility. The entire facility is evaluated for how significantly it can impact the environment. There are measurable objectives and targets in place, such as reducing the use of oil and grease, minimizing electricity use and implementing site-wide recycling programs.

! CALVIN BROWN —Roller Assembler, Nucor Steel Texas

Nucor teammates are the key ingredient in helping us meet our environmental goals.


continued 1

The Environmental Management System looks at the environmental performance of an entire facility in a comprehensive way. “Nucor is committed to ISO 14001 certification because ISO-certified facilities run better,” continues Sheble. “Our first plant was certified in 2001 and we never looked back.”

4. GROWINGBYLEAPSANDBOUNDS The current economic environment hasn’t slowed Nucor’s production expansion strategy. Last year, we established a new galvanizing line at our Decatur, Ala., plant to support the automotive industry. We built a second strip-casting plant in Blytheville, Ark., and added a heat-treat product line at our Cofield, N.C., facility. “We also started up our Kingman, Ariz., facility, which supports our West Coast customers and opened a Memphis, Tenn., plant to produce large windmill components, among other products,” explains Mike Gurley, vice president and general manager, Nucor Steel Memphis, Inc. What do building new mills have to do with our environmental mission? First, they are key to sustaining our customer relationships. We provide the most value to our customers if we can sustain these relationships throughout the economic cycle. Second, once we acquire plants, we immediately begin getting them up to Nucor standards. We call it “Nucorizing.” These newly acquired facilities often see a drastic change in priorities from past ownership. Safety and environmental excellence truly become a priority over production and other commitments. “By increasing the operational efficiency of the mills we acquire, we can make them more environmentally sound, not to mention dramatically reduce the amount of time, space, energy and manpower required to produce steel,” says Gurley.

$25.7MILLION AMOUNT NUCOR APPROVED FOR CAPITAL EXPENDITURE

REQUESTS FOR ENVIRONMENTAL PROJECTS IN 2009


LEARN MORE AT:WWW.NUCOR.COM/RESPONSIBILITY/ENVIRONMENT/CERTIFICATIONS/

American Buildings Company – AtlanticAmerican Buildings Company – MidwestAmerican Buildings Company – SouthAmerican Buildings Company – West CBC Steel Buildings LLCGulf States Manufacturers LLCKirby Building Systems LLCNUCON Steel CorporationNucor Building Systems – INNucor Building Systems – SCNucor Building Systems – TXNucor Building Systems Utah LLCNucor Cold Finish NebraskaNucor Cold Finish South CarolinaNucor Cold Finish Wisconsin, Inc.Nucor Fastener – IndianaNucor Steel – ArkansasNucor Steel Auburn, Inc.Nucor Steel – BerkeleyNucor Steel Birmingham, Inc.Nucor Steel Connecticut Inc.Nucor Steel Decatur, LLC Nucor Steel – HertfordNucor Steel – IndianaNucor Steel Jackson, Inc.Nucor Steel Kankakee, Inc.Nucor Steel Marion Inc.Nucor Steel – NebraskaNucor Steel Seattle, Inc.Nucor Steel – South CarolinaNucor Steel – TexasNucor Steel Tuscaloosa, Inc.Nucor Steel – UtahNucor-Yamato Steel CompanyVerco Decking, Inc.Vulcraft – AlabamaVulcraft – Indiana Vulcraft – NebraskaVulcraft Of New York, Inc.Vulcraft – South CarolinaVulcraft – Texas Vulcraft – Utah

ISO14001:2004CERTIFIEDNUCORFACILIT IES

http://www.nucor.com/responsibility/environment/certifications/


here are a lot of materials to recycle, but one of the areas of focus for us at Nucor is our dust. No, seriously. We even recycle dust. Nucor uses electric arc furnaces (EAFs) to recycle steel. One of the byproducts is EAF dust.

Due to galvanizing auto bodies, EAF dust contains enough zinc to be a desired recyclable. Previously, this dust was sent to landfills for disposal, but as further testament to our environmental commitment, Nucor recycles the dust by converting it into usable products. We capture dust in our state-of-the-art baghouse air pollution control devices. These devices filter the exhaust of the furnace to ensure that all of the dust is removed for recycling. “This process cleans the air going into our discharges, removing more than 99 percent of the particulate in the air,” said John Farris, vice president and general manager, Nucor Steel Kankakee, Inc. “We then send the dust to a recycler, where it converts the dust into steel slag, zinc oxide and pig iron. Afterward, this material can be used in other products.” We are continually working to increase the percentage of EAF dust we recycle every year. In 2007, our steel mills recycled 59 percent of the EAF dust generated by our operations. In 2009, this total was 87 percent.

“Dusting” Off Recycling Efforts

59%2007

PERCENTAGEOFEAFDUSTRECYCLEDVERSUSLANDFILL

87%2009

ur long history as an innovator in the steel industry has done more than position us for growth as a company. It has created lasting environmental benefits for the entire steel industry. In 1969, we pioneered the mini-mill concept.

Mini-mills are small-scale steel plants that not only use less energy in production but also employ scrap as their main raw material source. That means less wattage and less waste, as we put old material back to work. The industry greeted mini-mills with skepticism, but now 60 percent of U.S. steel production comes from mini-mills. At the heart of the mini-mill process is the electric arc furnace (EAF). Nucor was instrumental in perfecting the EAF process. Each EAF features giant electrodes that are lowered into the center of the furnace, casting an arc of molten steel at 3,000 degrees Fahrenheit. The 90 megawatts to 150 megawatts of power produced is enough to melt 130 tons to 170 tons of scrap and iron units into liquid steel in roughly the same amount of time it takes to bake a cake. The steel can have typically more than 70 percent recycled content, contingent on the type of product the mini-mill is creating. Each EAF can hold the equivalent of several crushed automobiles’ worth of scrap, keeping them out of junkyards, landfills or other places where the material would blight the environment. In contrast, a traditional furnace, the basic oxygen furnace (BOF), typically allows for less than 30 percent recycled content for domestic steel and even lower for foreign steel. Chalk one up for recycling using Nucor innovation.

Nucor Innovations Lower Greenhouse Gas Emissions for Steel Industry

OF STEEL PRODUCED IN U.S.HAS BEEN RECYCLED*

*SOURCE: STEEL RECYCLING INSTITUTE

IN THE PAST 50 YEARS,

50%

>70%RECYCLED STEEL CONTENT

THE BOF METHOD TYPICALLY ALLOWS FOR LESS THAN 30 PERCENT (TRADITIONAL DOMESTICALLY PRODUCED)

NUCOR’S EAF METHODTYPICALLY ALLOWS FOR


alking about environmental impact is one thing. Calculating, documenting and cataloging environmental impact metrics is another. Again, we have talked the talk and walked the walk. In February 2009, we embarked on a complete

cradle-to-cradle life cycle assessment (LCA) to identify the environmental impacts of our steel bar products produced by our mini-mill electric arc furnaces (EAF) process. To our knowledge, U.S. steel producers historically have not created their own LCAs. Most steel LCAs currently available have been done by trade associations and are varying composite averages of both integrated and mini-mill processes.

The market demand for life cycle data on the environmental performance of steel products is growing significantly. This demand is being driven by a number of factors, including:

• Green building initiatives including the U.S. Green Building Council (USGBC) Leadership in Energy and Environmental Design (LEED®) certifications that promote the use of environmentally friendly material selection in new building construction. Product comparison with respect to environmental impacts is being studied for green building material selection.

USEPHASE

LB C

O 2 E

Q/TON C

AST

HOTMETA

L TONS

ENDOFL IF

E

LB C

O 2 E

Q/TON C

AST

TOTA

LGWP TO

NS

TONS G

WP/

TO

N CAST

STEELP

RODUCTION

LB C

O 2 E

Q/TON C

AST

TOTA

LGLOBALW

ARMING

P

OTENTIA

L(GWP)

LB C

O 2 E

Q/TON C

AST

BAR 1,326.9 38.6 153.8 1,519.3 5,158,792 3,918,876 0.76

BEAM/PLATE 1,783.6 11.1 172.8 1,967.5 3,551,348 3,493,639 0.98

SHEET 1,794.3 11.1 217.1 2,022.5 6,376,187 6,447,919 1.01

2009NUCORCORPORATIONLIFECYCLEASSESSMENTSUMMARY* | BY PRODUCT GROUP

Considering the size of our portfolio, our steelmaking operations’ total global warming potential (GWP) from cradle to cradle was approximately 13.8 million tons in 2009. *This study based on 2007 data.


The Nucor Life Cycle Assessment:

Leading the Industry

SUMMARY

TOTAL HOT METAL TONS—NUCOR MILLS 15,086,327

TOTAL GWP TONS—NUCOR MILLS 13,860,434

• Regulatory agencies and policy makers who want to stimulate the generation of information on the life cycle performance of materials to support both reductions in the footprint of upstream activities to harvest the materials as well as more sustainable applications of materials in products.

In order to respond appropriately to the sustainability drivers stated above, Nucor has commissioned this LCA study to identify the environmental impacts of the steel products produced by Nucor. Our assessment includes our major product groups, representing the majority of our steel mill offerings. The primary goal of this study is to identify the environmental impact of the significant environmental contributors throughout the life cycle of Nucor steel products. The significant environmental contributors to be reported

100%PROCESS WATER RECYCLED MULTIPLE TIMES

(NUCOR DOES NOT HAVE ONCE-THROUGH COOLING SYSTEMS)

2009CRITERIAPOLLUTANTS | LBS PER TON

0.3 0.7 0.1 4.0 0.4

39.8 5.0 0.5 44.0 1.4

PART ICULATEMATTER

RECYCL INGMINI -MILL

BLASTFURNACE

SULFUROXIDES

NITROGENOXIDES

CARBONMONOXIDE

VOLAT ILEORGANIC

COMPOUNDS

NATIONAL INDUSTRY AVG.NUCOR

| MBTU PER TONS

INDUSTRY ENERGY INTENSITY ACCORDING TO AMERICAN IRON AND STEEL INSTITUTE

NUCOR ENERGY INTENSITY

DIRECTENERGYCONSUMPTIONBY PRIMARY ENERGY SOURCE

*Data not published in time for this report

2006

4.45 11.62007

4.4 10.92008

4.25 11.32009

4.74 *


continued 1


are greenhouse gases, ozone depletion, smog generation, acidification and eutrophication along with renewable and non-renewable primary energy consumption. An additional goal is to establish an accurate baseline for Nucor-produced steel that may be used in future LCA studies. The results of the LCA study will help Nucor and other interested customers understand and communicate the environmental contributions of steel with high recycled content. To ensure objectivity and transparency, the study conforms to the requirements of the ISO 14040 standards for Life Cycle Assessment and has been critically reviewed by an independent panel. Included in the cradle-to-cradle assessment of the total life cycle are the environmental impacts associated with transportation and processing of the recycled steel. Scrap metal is gathered, processed and transported largely to Nucor mills by truck, rail and river barge by Nucor’s subsidiary, DJJ. Finished steel is transported to the customer and, at end of life, is recycled as scrap metal and returned to a Nucor mill. Typically, scrap metal going to a Nucor bar mill is transported an average of 80 miles by truck or 304 miles by river barge. The distance and method of transportation are important in determining environmental impact. Averaging the fuel usage across the three transportation modes, one gallon of diesel fuel will transport one ton of steel 303 miles. What did we find in our first LCA assessment? Our products have significant environmental advantages over products of other manufacturers. And our products offer significant benefits to customers using our products in LEED certified projects. Our first-year results are included on the previous page. “We believe the results of the life cycle assessment strengthen our position as a primary recycler and manufacturer of sustainable steel products,” said Steve Rowlan, director, environmental affairs.

2009TOTALMATERIALCHARGED| MILL IONS TONS

13.4

2.98

SCRAP

IRON

7.6 BILLIONGALLONS OF WATER WITHDRAWN BY SOURCE

BY NUCOR STEEL MILLS(DOES NOT INCLUDE RAIN WATER)


Steel Producer as an

Environmental Activist?

It’s Our Nature

MANY PEOPLE KNOW THAT AS THE LARGEST RECYCLER OF STEEL IN THE WESTERN HEMISPHERE,

Nucor recycles millions of cars. But did you know that we successfully fought to make the process of recycling cars even more environmentally friendly? Nucor has facilitated the removal of mercury switches from scrapped automobiles. Nucor participated in an effort to encourage U.S. car manufacturers to stop installing mercury switches in cars and to require the removal of the switches by salvage yard operators prior to the shredding or compacting of a vehicle.

As a result of our involvement in these efforts, automobile manufacturers stopped using mercury switches in 2002. Today, most states have programs requiring the removal of the switches by salvage yards before shredding or compaction. In 2008, we began training independent

scrap yards to recover these materials. The results have

justified our years of persistence. According to the End of Life

Vehicle Solutions’ Web site, more than 3 million mercury switches have

been properly recycled to date. We will continue our vigilance.

MERCURY SWITCHMORE THAN 3 MILLION MERCURY SWITCHES IN THE UNITED STATES HAVE BEEN PROPERLY RECYCLED TO DATE.

ucor’s long-standing commitment to the environment is defined by our policy. Well, make that “policies.” We didn’t stop at creating a corporate, “one size fits all” environmental policy. Our facilities

have adapted our core corporate environmental principles— and created location- or division-specific policies to ensure environmentalism is embraced throughout our organization. Environmental compliance is the responsibility of each and every teammate.

NUCORCORPORATIONENVIRONMENTALPOLICYAs the largest recycling company in the Western Hemisphere, Nucor recognizes our role in protecting the environment. We value the environment of the communities in which we operate and recognize its importance to our teammates, their families and our continued welfare. Protecting the environment is critical to our operations and the company’s long-term success. To this end, we endorse these principles to demonstrate our commitment to the environment.

Environmental Responsibility

OURPRINCIPLES

STANDARDS• NucorCorporationanditsdivisionswillcomplywiththelaws andregulationsgoverningtheiroperations.Environmental complianceisapriorityforNucormanagementequalwithall otherbusinessfunctions.

RESPONSIBILITY• Environmentalprotectionistheindividualobligationofeach Nucoremployeeandaprimaryresponsibilityofmanagement. Nucoralsorequirescontractors,vendorsandsupplierstocomply withapplicableenvironmentallaws.

STEWARDSHIP• Nucorrecognizesitspotentialforenvironmentalimpactupon thecommunitiesinwhichitoperates.Wewillcontinually strivetominimizetheseimpactsbyevaluatingouroperations andresearchingnewtechnologiesandopportunities.

PERFORMANCETocontinuallyimprovetheeffectivenessofourEnvironmentalManagementSystem,Nucorwill:• Pursuepollutionpreventionandwasteminimization opportunities• Investigateanddeveloptechnologiesandoperationsthat improveenvironmentalperformance• RegularlyevaluatetheEnvironmentalManagement Systemandmakeappropriateimprovements OUTREACH• Nucorwillstrivetofosteropendialoguesothatwemay effectivelycommunicatewithouremployees,ourneighborsand otherconcernedparties.

LEARN MORE AT:WWW.NUCOR.COM/RESPONSIBILITY/ENVIRONMENT/EMS


THE NUCOR PRESIDENT’S

ENVIRONMENTAL AWARD IS GIVEN

TO FACILITIES THAT EXCEED VERY

STRICT REQUIREMENTS.

http://www.nucor.com/responsibility/environment/ems

rotecting the environment is something we take very seriously. Many of the steps we take to reduce our environmental footprint, including decreasing energy consumption, have a positive effect on our

bottom line. To encourage our facilities to continually improve their environmental metrics, we developed the Nucor President’s Environmental Award to recognize excellence in environmental stewardship. “Our facilities must meet or exceed very strict requirements to earn the President’s Environmental Award,” said Anna Schorr, environmental engineer at Nucor Corporation. “The award isn’t meant to recognize facilities for average performance. It is given to our top performers who go above and beyond.” Facilities are measured based on nine criteria including energy consumption, waste reduction and environmental compliance. Those facilities that meet or exceed the metrics developed by Nucor will receive the President’s Environmental Award. Our efforts have received recognition externally from various organizations:

• InMarch2010,NucorCorporationreceivedtheChemical SafetyAwardfromCSXCorporation,oneofthenation’s leadingrail-basedtransportationcompanies.Inordertobe eligible,Nucorhadtoshipmorethan600hazardousmaterial carloadswithzeronon-accidentreleases.Basedonour performancein2009,CSXrecognizedNucorforsafe shipmentofhazardousmaterialsbyrail.

• In2008,NucorCorporationearnedtheGreenforProfit BusinessAwardfromtheCharlotteBusinessJournal.The2008 GreenAwardswereco-sponsoredbytheCharlotteregionchapter oftheU.S.GreenBuildingCouncil(USGBC).

Being Green is Rewarding at Nucor

• In2009,NucorBuildingSystems–TexasearnedtheEnergy ChampionAward,whichisissuedthroughtheU.S.Department ofEnergy’sindustrialassessmentprogram.Throughthisprogram, TexasA&MUniversityengineeringstudentsworkedwiththe NucorBuildingsSystemsfacilitytohelpthecollegereduceits energyconsumptionby20percentormore.

• Additionally,twoofourfacilitieshavequalifiedforthe EnvironmentalProtectionAgency(EPA)National EnvironmentalPerformanceTrack.NucorSteel–Nebraska earnedtheawardin2008and2007,whileNucor Steel–Auburnreceivedtherecognitionfrom2002to2009. PerformanceTrackrecognizesanddrivesenvironmental excellencebyencouragingfacilitieswithstrongenvironmental recordstogoaboveandbeyondtheirlegalrequirements.

• In2007,theSouthCarolinaDepartmentofCommercenamed NucorColdFinishSouthCarolinatheRecycleroftheYear.

• In2007,NucorFastener–IndianaearnedtheIndustrialWaste WaterPlantAward.

• In2007,NucorSteelJackson,Inc.receivedtheSecretaryof DefenseEmployerSupportFreedomAward.

While we have already accomplished a lot to reduce our environmental footprint, we are always looking for ways to do more. “Nucor continues to search for other ways to improve energy efficiency,” Schorr said. “We do this through research and investments in new technologies that can facilitate further reductions in greenhouse gas emissions from the steel-making and recycling process.”

FOR A COMPLETE LIST OF OUR AWARDS:WWW.NUCOR.COM/RESPONSIBILITY/ENVIRONMENT/AWARDS


http://www.nucor.com/responsibility/environment/awards

aking part in nature conservancy efforts comes naturally to our teammates. In fact, across our company, our teammates have made a commitment to improving the world around us—whether that’s planting trees or saving

a bird habitat. For example, Nucor facilities and teammates in South Carolina, Indiana and Texas are enhancing their communities and the environment with tree plantings and tree giveaways. In Darlington, S.C., our teammates decided to share the fun with 80 children from the Montessori School of Florence, S.C., planting 400 trees in Nucor Park and giving the students

It Just Comes Naturally: How Nucor Improves Our World

a hands-on Earth Day lesson. “It was the perfect opportunity to combine tree planting with an Earth Day activity for children,” says Mike Gipko, environmental manager at Nucor Steel – South Carolina. Our employees in Crawfordsville, Ind., commemorate Earth Day by giving away trees at the annual Montgomery County Flower and Garden Show. Since starting the program in 2000, they’ve distributed 55,700 trees to Montgomery area residents. It’s one of the most popular attractions at the flower and garden show. Our Nucor Steel – Texas location in Jewett actually has a certification as a tree farm in the American Tree Farm System.

ENVIRONMENTALPERFORMANCE INDICATORS


ASPECT: MATERIALS

EN1 Materials used by weight or volume. Completely Reported 42

EN2 Percentage of materials used that are recycled input materials. Completely Reported 60

ASPECT: ENERGY

EN3 Direct energy consumption by primary energy source. Completely Reported 41

EN5 Energy saved due to conservation and efficiency improvements. Partially Reported 39

EN6 Initiatives to provide energy-efficient or renewable-energy-based products and services, and reductions in energy requirements as a result of these initiatives.


EN7 Initiatives to reduce indirect energy consumption and reductions achieved. Partially Reported 45

EN8 Total water withdrawal by source. Partially Reported 42

EN10 Percentage and total volume of water recycled and reused. Completely Reported 41

ASPECT: BIODIVERSITY

EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.


EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.


EN13 Habitats protected or restored. Partially Reported 46-47



ASPECT: EMISSIONS, EFFLUENTS, AND WASTE

EN16 Total direct and indirect greenhouse gas emissions by weight. Completely Reported 40

EN17 Other relevant indirect greenhouse gas emissions by weight. Partially Reported 40

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. Completely Reported 39

EN20 NOx, SOx, and other significant air emissions by type and weight. Completely Reported 41

EN22 Total weight of waste by type and disposal method. Completely Reported 38

ASPECT: PRODUCTS AND SERVICES

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

Completely Reported 40-42

EN27 Percentage of products sold and their packaging materials that are reclaimed by category.


ASPECT: TRANSPORT

EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.


ASPECT: OVERALL

EN30 Total environmental protection expenditures and investments by type. Partially Reported 37

PRODUCT RESPONSIBILITY AND PERFORMANCE INDICATORS

ASPECT: CONSUMER HEALTH AND SAFETY

PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.


“We’ve planted thousands of trees, mostly loblolly pine and a variety of hardwoods over the years on the site where we’re located,” says Kim Pritchard, environmental manager for Nucor Steel – Texas. The trees also provide wildlife habitat for a local population of deer and help prevent soil erosion. Wildlife habitats are also very important to our Nucor-Decatur teammates because our facility adjoins the Mallard-Fox Creek Wildlife Management Area in Alabama. Employees at the facility partnered with the Alabama Department of Conservation and Natural Resources (ADCNR) to build a birding kiosk site on part of the northwest loop of the North Alabama Birding Trail. We also graveled the access road to the kiosk and provided funding for

informational signage at the kiosk. “Not only do we work in Decatur, but many of us live here and have family and friends in the area,” said Brian Avery, environmental manager for Nucor Steel Decatur LLC. “When we realized we could assist our next-door neighbors and help educate the public about the wildlife at Mallard-Fox Creek, we were happy to lend a hand.” The Mallard-Fox Creek Wildlife Management area is a 1,483-acre site along the southern shore of Wheeler Lake. It offers many opportunities to view waterfowl, wading birds, and woodland and grassland songbirds. Visitors can see wood ducks on the water or mixed flocks of Carolina chickadees, tufted titmice, migrant warblers and downy woodpeckers in the wooded area.


NUCOR AND ITS TEAMMATES ARE STRONG SUPPORTERS AND HARDWORKING MEMBERS IN THE COMMUNITIES THAT SUPPORT THEM.

! Hillary Edwards, Nucor Steel – Hertford, stands with Tyreke Sutton outside of his life-skills and mentoring home for young male individuals from the community in Cofield, N.C.

IT’S OUR

C O M M U N I T Y R E L A T I O N S

“We value the productivity,

the work ethic, and the sense of

community that our employees

and their families share where

they live and work. We value

the people and their communities,

and they value our investment and

commitment to them.”

“To know a company, you have

to know its people. In this crucial

area, as in so many others,

business decision makers

consistently overlook the virtues

of smallness—in this case, of

small towns.”



COMMUNITY RELAT IONS 49

If there is an area where the various aspects of Nucor culture combine, it is our dedication

to strong community relations. The communities in which Nucor operates are influenced by our

safety, economic and environmental practices. These practices are an essential part of our employee

relations at the community level because that is where Nucor teammates and their families live.

The Nucor culture drives us to make certain that we take care of these communities.

Our Nucor teammates voluntarily participate in academics, local government and sports. Nucor

often financially supports these and other groups. In addition to awarding engineering scholarships

and internships that anyone is free to pursue, Nucor supports the college education of our

employees’ families. Nucor has funded thousands of acres of wildlife preserves, bought hundreds

of 4-H animals and supported programs where our teammates are—and are not—participants.

Equally as important is the impact that Nucor’s purchases have on the local economy.

Contractors, vendors and suppliers, along with their employees and families, live in these

communities—and this further enhances the impact of Nucor and our teammates on

the local communities.

Community Relations

COMPANY CONTRIBUTIONS

EMPLOYEECONTRIBUTIONS

CHARITY EVENTS

DIRECT CASH CONTRIBUTIONS

(TO UNIVERSITIES OR COLLEGES)

ENDOWMENTS/SCHOLARSHIPS

$3.2MILLION

$586THOUSAND

$369THOUSAND

$256THOUSAND

$117THOUSAND

2009 CHARITABLE CONTRIBUTIONS

TOTAL CHARITABLE CONTRIBUTIONS = $4.6 million


HEN WE SET OUT TO REINVENT THE STEEL INDUSTRY, WE DIDN’T JUST CHANGE HOW STEEL IS MADE, BUT WHERE IT IS MADE. Most of our

mills are located in small, rural communities—

close to our customers and right in the heart

of the best work ethic in the world.

Nucor understands the importance and the value of

being a good neighbor in these communities. But more than

the value we bring, this philosophy just makes sense.

Indeed, our business hinges on the thriving local

communities in which we operate.

In 2009, our role in supporting these communities

included charitable donations totaling more than $4.6

million and an astonishing level of in-kind contributions,

which tallied nearly 75,000 hours. Those volunteer hours are

the equivalent of more than 35 full-time workers dedicated

to 22 communities.

“That’s the thing about being a good neighbor: you can’t

fake it,” says Hillary Edwards, rolling mill supervisor at Nucor

Steel – Hertford. “Writing checks is always appreciated,

believe me. But what’s really remembered is getting out into

the community and making a difference.”

The Foundation of

big cities and the soul of

small towns

! JOSEPH OLIVER, JR., SUPERVISOR — Vulcraft – South Carolina

Edwards speaks from personal experience. He started a

mentoring program for underprivileged children. Edwards

not only volunteers his own time, but also personally leased

a building to serve as a learning center for his organization,

which is now equipped with two computer labs.

His example inspired others in Nucor, including CEO

Dan DiMicco and other senior managers who met with

some of the children and agreed to help support his unique

program.


74,888HOURS DONATED BY OUR TEAMMATES

FOR COMMUNITY OR SERVICE ORGANIZATIONS


UR HERTFORD, N.C., PRODUCTION FACILITY IS A GOOD EXAMPLE OF THE KIND OF ECONOMIC IMPACT A COMPANY CAN HAVE ON A RURAL AREA. The

plant is credited with triggering an economic

turnaround that has boosted area salaries above the

state average, lowered unemployment rates and helped dozens

of other area businesses.

“Since this mill opened, we’ve invested more than $500

million in the mill and, with the addition of our heat treat

facility that is currently under construction, we will have

$600 million invested by this time next year,” says Terry

Hairston, environmental manager at Nucor Steel – Hertford.

“The facility employs more than 400 individuals—22 percent

of the county’s manufacturing labor force.”

Even though the state’s unemployment rate recently

reached 11.2 percent, the highest since 1976, the Nucor

mill has helped Hertford County register one of the lowest

unemployment rates in Northeastern North Carolina.

“The mill hasn’t laid off a single worker since it

opened,” says Hairston. “We offer a stable work environment

for employees, and while the economy does impact our

production and our pay, we know we have a place to work

tomorrow and that we will be able to provide for our

families.”

When Nucor came to town: triggering an

economic turnaroundin rural america

$970COMPARED TO STATEWIDE AVERAGE $906

2009 AVERAGE WEEKLY MANUFACTURING WAGE IN HERTFORD AFTER NUCOR ARRIVAL

continued 1

$465COMPARED TO STATEWIDE AVERAGE $653

1999 AVERAGE WEEKLY MANUFACTURING WAGE IN HERTFORD PRIOR TO NUCOR ARRIVAL

The mill has also raised average wages and improved the

quality of life throughout the county. Our teammates have

been able to purchase homes, pay off debt, send children to

college and quit second jobs.

“In 1999, the average manufacturing wage in Hertford

County was $465 per week, compared to the statewide

average manufacturing wage of $653 per week,” says Bill

Early, executive director of the Hertford County Economic

Development Commission. “In 2009, 10 years after

Nucor opened its mill, the average manufacturing wage

was $970 per week, compared to the statewide average of

$906 per week.”

And Nucor workers aren’t the only ones who are

benefiting from rising incomes: Since we opened the mill,

more than 20 other companies, employing 420 individuals,

have located on or near the site. These companies have

invested more than $32 million in the community.

“The county has seen an increase in inquiries from

Nucor customers seeking to be close to the Hertford mill,”

continues Early. “The Nucor mill in Hertford County

has brought economic advancement with decreased

unemployment and increased wages, retail sales, county

property taxes and economic stability.”

During the recent economic downturn, Hertford

County has remained much more stable than other areas

of the state. The Nucor mill has played a large role in this

stability.

We are supplying the joists, C-channels, roof decking and

metal siding, along with furnishing and installing the electrical

components for the building.

Vulcraft is also planning to support Chemung

volunteer firefighters with new lockers for their

gear and a new, lightweight water tank for

its brush-firefighting truck.

“The cooperation is a two-way street,”

adds Scott Bennett, maintenance

supervisor for Vulcraft of New York Inc.

“The Chemung Fire Department has

been a great resource for us as well, as we’ve

used their meeting room for training.”

The fire department awarded a plaque to the facility in

appreciation for all of the help.

“Vulcraft and its staff take pride in the community,

and their overwhelming positive attitude is exceptional,”

Bowers says.

ur Vulcraft New York facility has called the town of

Chemung home for 10 years. During that time, we

have forged a special relationship

with the town’s 18-member

volunteer fire company.

Our employees have helped

with a number of projects for the

department, such as building new

racks for storing fire hoses and

oxygen tanks, installing new steel steps

and repairing a water tank used to fight brush fires.

We’ve even built new barbecue pits.

And we’re not done. This year we’ll assist in constructing

a new 43-foot-by-60-foot building to house fire equipment,

which will be located next to the current station.

“Vulcraft is working with the fire company engineer

to design the building,” says Chemung Fire Chief Karl

Bowers, Sr. “This is a very positive thing not only for the fire

company, but also for the taxpayers.”

Vulcraft New York Heats Up Involvement in Community Fire Department



After the steel is used in welding class, the school brings

the steel back to CBC for recycling; it is then delivered to

our Plymouth, Utah, plant for reprocessing.

The lesson learned? Students are not only able to

increase their welding skills, but they also become an

integral part of the reuse and recycling effort that’s at the

heart of Nucor’s business.

STEEL AS SHELTERShortly after the opening of the Newport, Ky., River Metals

Recycling facility, a division of DJJ, one of our teammates,

Arvil Pennington, was looking across the street and saw a

number of the neighborhood schoolchildren arriving at the

bus stop in the pouring rain.

Immediately, he got to work to determine how to build

a bus shelter to protect the kids from inclement weather.

With immediate support from management, Pennington

worked to contact the property owner, school principal and

school superintendent about the plan. After receiving their

enthusiastic support, River Metals Recycling constructed

the shelter in its Greensburg, Ind., facility.

Pennington and his teammates installed the bus shelter

in Newport, and then painted it in the school’s colors.

As icing on the cake, Pennington’s wife

painted the school’s mascot, a pirate,

on two plaques to hang on the shelter.

The kids and school love the

new shelter—and wrote a front-

page story about River Metals

Recycling’s generous deed in

their school paper.

ucor doesn’t just recycle. We teach others the

importance of recycling. Nucor does so by using

steel as the medium. Nucor has donated steel for

art competitions and welding practice, as well as

for school bus shelters.

SCRAP INTO ARTNucor Steel – Nebraska launched the first annual “Ken

Iverson Project” in late 2009, in which we donated bundles

of scrap steel to Norfolk area high schools, colleges and

artists for an artistic sculpture and structure competition and

auction. The competition’s only rule? Only steel could be

used. No other outside materials or hinges were allowed.

The artists showcased their work at the Northeast

Community College Home Show, where 17 sculptures were

voted on by community members.

“It’s beneficial for kids to be rewarded for their

creativity and hard work,” said Jeff Furst, warehouseman

and member of Nucor Steel – Nebraska’s community

outreach team. “If kids continually think creatively, that’s

what we need. That’s our future.”

Winning projects included a windmill (titled “Royal

Flush”), a flag (titled “Freedom Flag”) and a globe with

wings (titled “Home of the Brave”).

WELDING PRACTICEIn Lathrop, Calif., CBC Steel Buildings LLC, a division of

Nucor, supports two local high schools’ welding programs

by donating scrap steel. The scrap is used to practice welding

techniques, which significantly lessens the schools’ need for

purchasing materials.

Lessons Learned:Teaching Recycling through Generosity and Donations

egardless of how Americans feel about

healthcare, financial reform, budget deficits, the

economy or the size of government, one thing

they can all agree on is the need for jobs. Jobs

directly impact the economy, and many argue

that this country cannot reignite its vigorous

economy without putting Americans back to work.

We have been talking about the importance of

American manufacturing and jobs for years. Our CEO,

Dan DiMicco, has been crusading to safeguard American

jobs by encouraging our country’s leaders to make job

creation their number one priority.

DiMicco understands that jobs can be created and

sustained only if we invest in our country and rebuild our

manufacturing sector. He is quick to point out how unfair trade

practices are eroding good-paying jobs for American workers.

He is passionate about jobs. He’s been featured in

numerous news articles and broadcast segments, penned

an article for the Wall Street Journal and testified before

Congress on the importance of job creation and trade

policies. There is a section on our Web site dedicated

to taking this critical message around the nation and

to our elected officials.

DiMicco is a powerful advocate for the American

worker, and he’s attracted the attention of people in high

places. In July 2009, he was invited to the White House for

lunch with President Obama. He—along with three other

CEOs—discussed with the president their perspective on

key business and economic issues.

ne of the most sustainable things about Nucor is

that most of our high-recycled-content products

are “Made in the USA.” That little tag line or small

stamp says a lot about the product and the people

who made it.

“That ‘Made in the USA’ label means we’ve

manufactured our products to certain labor standards that

have been drawn up in the interests of business, workers and

their families,” says Dan DiMicco, Nucor’s CEO. “This labor

law has meaning because it is enforced in an open system

of government with checks and balances. Some countries

have similar laws on the books, but it is entirely up to the

government as to whether to enforce the laws, and the

people have no power or recourse to change things.”

Nucor is continually working with legislators to make

sure that the currency manipulation and illegal dumping of

steel from China does not go unnoticed.

“More than 30 American steel companies, representing

35 percent of our steel-making capacity, have been driven

to bankruptcy by the surge of imported steel, including steel

‘dumped’ onto the market below cost,” adds DiMicco. “More

than 50,000 American steel jobs have been lost as a result.”

Nucor’s American-made products are more than

just locally manufactured products. These products are a

symbol of hard work and dedication, and they stand for the

opportunities given to our teammates and their families—

and are a direct reflection of Nucor’s impact on the

communities where our facilities are located.

“Made in the USA” stands for high-quality, recycled

steel products safely produced in environmentally conscious

facilities.

Now that’s sustainable.

Steel Made in the USA Meets Higher Quality and Environmental Standards

Crusading to Put Americans Back to Work

FIND OUT MORE ABOUT NUCOR’S PUBLIC POLICY POSITIONS:WWW.NUCOR.COM/VOICE


http://www.nucor.com/VOICE

“NUCOR’S EXCELLENT RESPONSIVENESS IS CRITICAL TO OUR BUSINESS,” SAYS WAYNE BISHOP, GENERAL MANAGER OF CARRY-ON TRAILERS.

! KEEPING CLOSE TO CUSTOMERS.Paul Sandlin, sales, Nucor Steel – Texas, talks with Nucor customer Wayne Bishop.

IT’S OUR

C U S T O M E R R E L A T I O N S

“Our Goal is to

‘Take Care of Our Customers.’

We are accomplishing this by

being the safest, highest quality,

lowest cost, most productive, and

most profitable steel and steel

products company in the world.

We are accomplishing this by

being cultural and environmental

stewards in the communities where

we live and work. We are succeeding

by working together.”

“One of the great advantages

of consistently doing just what

you say you’ll do is the credibility

you gain with customers.”



CUSTOMER RELAT IONS 57

Throughout this report, we’ve shared that our goal is to “take care of our customers.”

Let’s look at that important word—customer. Customers are traditionally defined as those people

and companies who buy and use our products.

We expand this definition of customer to include the people who live and work in the buildings

made with our products, and those who drive over the bridges and roads reinforced with our steel.

Our customers are also our shareholders—the people who entrust their hard-earned money

to us. And, yes, our customers are each and every teammate.

So, when we talk about “taking care of our customers,” we mean beyond just satisfying their needs.

At Nucor, it is our job to work together to ensure we are continually improving the customer

experience and bringing new innovations that will improve their lives and their products.

Because our customers—all our customers—are the reason we’re in business.

Who Are Our Customers?


UR APPROACH TO CUSTOMER RELATIONS IS PRETTY SIMPLE WHEN YOU GET RIGHT DOWN TO IT: TAKING CARE OF OUR CUSTOMERS. Because every one of our plants, and our teammates, means so much to our customers, we do everything we can to keep them

operational—even during tough times. In 2009, all of our Nucor plants remained open despite the challenging economy. “It was great to tell customers that our mill made it through the tough economy,” said Matt Brooks, sales, Nucor Steel – Texas. “In the long run, this will give us a great competitive advantage.”

DECENTRALIZED REGIONAL APPROACH ENCOURAGES SUSTAINABILITYOur decentralized approach offers our customers upstream

mills, and relationships, that can

withstand tough timessustainable advantages because our proximity helps to minimize

costs and our environmental footprint.

Because we use scrap as our primary feedstock, the product

we deliver to our customers is sustainable by its very nature.

“It’s more energy efficient and sustainable to recycle scrap

into new steel than to produce it from iron ore,” says Dave

Smith, vice president and general manager, Nucor Steel – Utah.

This offers an advantage to companies planning to submit

their buildings for LEED certification. Our sustainable products,

energy-efficient manufacturing process and regional presence

help them achieve credits toward certification.

For example, LEED takes into account the distance raw

materials travel to the job site. To earn maximum LEED credits,

this distance has to be within 500 miles. Our network is the

largest in the country, and we can deliver steel from the closest

facility to meet LEED requirements.

! MIKE TAYLOR, LEE FULTON, GRANT ASHLEY AND TOMMY BANKS — Nucor Steel Hertford County


continued 1

Regulations in EuropeAs we expand the places our steel

products are distributed, we need

to ensure that we are proactively in compliance with other

countries’ regulations.

For example, product registration for a company,

subsidiary or affiliate was initiated with the European

Union (EU) chemicals regulation Registration, Evaluation,

Authorization and Restriction of Chemicals (REACH) at the

end of 2009.

For Commission Decision 2005/618/EC for Directive

2002/95/EC of the European Parliament, and the Commission

Decision of June 27, 2002, amending Annex II of Directive

2000/53/EC of the European Parliament, or restriction of

the use of hazardous substances, Nucor provides an average

concentration range of the prohibited substances in the steel.

Additionally, when certifications are requested, Nucor often

samples products to ensure that the steel is below the threshold

for the specific product.

We evaluate and are committed to meeting the legal

obligations under international environmental regulations in

the course of our global business endeavors.

QUALITY PRODUCTS AND UNMATCHED CUSTOMER SERVICENucor provides our customers the highest quality steel

products available. One of the ways we ensure this is by

tying employee compensation directly to product quality.

We empower every employee to stop the line if he or she

sees something that may impact the final quality of

a product.

Another way we ensure quality is by manufacturing

custom products. Many of the products that we make come

from a precise heat, produced to a specific grade quality and

made to a customer’s exact order. For many of the products

we produce, we know who the customer is and in what

application it will be used. This knowledge ensures that

our customers will get the right material for the job.

Nucor’s quality control process and employee

empowerment philosophy extends to customer service

as well.

“Our employees are empowered to not only meet

customers’ expectations, but to also exceed them,” says

Smith. “Our primary goal is to take care of our customers the

best way possible.”

2009 RECYCLED STEEL CONTENT OF NUCOR PRODUCTS | PERCENTAGE BY TOTAL WEIGHT

TOTAL NUCOR STEEL COMBINED: 91.7

99.9NUCOR

BAR PRODUCTS

82.9NUCORBEAM

PRODUCTS

92.2NUCORPLATE

PRODUCTS

72.9NUCORSHEET

PRODUCTS

99.7VULCRAFT

STRUCTURALPRODUCTS

72.7VULCRAFTDECKING

67.9NUCOR

BUILDINGGROUP

72.9NUCON

LIGHT GAUGEFRAMING

99.9NUCOR

FASTENER PRODUCTS

94.7NUCORWIRE

PRODUCTS

91.3NUCORCOLD

FINISH


MINI MILL PROCESS | FROM CARS TO REBAR TO ROADS

very day, cars literally drive on top of other cars.

It’s not reason for concern—it is by design.

Old automobiles comprise part of the more

than 80 million tons of steel recycled each year

in North America, according to the American

Iron and Steel Institute. By weight, steel is the most recycled

material. And Nucor is the largest recycler in the Western

Hemisphere of post-consumer scrap metal.

Metal made from this post-consumer scrap is extremely

well suited to make rebar, which is commonly used as

reinforcement in concrete structures. Rebar is used to

reinforce buildings, dams, bridges and roads, which is why

cars literally drive on top of other cars.

The journey from car to rebar to road is a study in

post-consumer reuse and recycling.

Once a used car is sold to a scrap processor like

our DJJ subsidiary, the car is crushed at the junkyard and

transported on rail or flatbed to the processor, where it is

On the Road to in the Road

put into a shredder. The shredder makes small pieces of steel

from large pieces.

The ferrous metals are subsequently separated from

plastic and non-ferrous metals. The ferrous scrap becomes

“shredded automotive,” which is sold to a steel mill.

Nucor has 11 bar mills in the United States, nine of

which make rebar for roadway use.

The environmental benefit doesn’t end with the reuse

of the shredded automotive. Nucor uses electric arc furnaces

(EAFs) in its scrap-melting process, whereas many mills use

basic oxygen furnaces or blast furnaces.

Carbon emissions from EAFs are dramatically less than

traditional blast furnaces and EAFs do not require coal.

Typically, the ratio of carbon emissions from a blast furnace

per ton of steel as compared to an EAF is anywhere from

3:1 to 6:1.

Thanks to Nucor, steel that was once in an automobile

driving on a road is reused as rebar that will go in a road.

ELECTRIC ARC FURNACE

CASTER

TORCH MILL RUN OUT COOLING COILER


ur Memphis mini-mill reclaimed and revamped

a former industrial brownfield site, making it a

cleaner, new-production mill—one that provides

a secondary benefit to the environment by

reusing scrap metal for new products.

But that’s not all.

Nucor Steel Memphis, Inc. produces 20-inch-diameter-

by-18-foot-long billets, which are used to make the giant

turbines that harness wind energy.

“This is an expanded capability mill, for the special

bar quality market,” explains Brian Hill, environmental

manager for Nucor Steel Memphis, Inc. “We cast rounds,

large round billets and more.”

Specifically, our Nucor Steel Memphis facility

makes housings for bearings, forging seamless tube

pipe for natural gas exploration, as well as other

material for moving parts in the automotive

and heavy machinery industries.

For the wind turbine work, massive

billets the size of telephone poles

are shipped to a manufacturer

that develops parts for the giant

turbines. The billets are ring-

rolled, heated and then

machined into a housing.

The steel shipped for the

turbine work is comprised of up

to 80 percent recycled scrap metal.

That recycled scrap is then used

in a wind turbine that creates

renewable energy.

Nucor Steel Memphis: Three Times as Sustainable

Green Steel for Green Power

or a wind farm to work, it has to be built where

there are the right atmospheric conditions.

For a field’s wind power to

be used, it has to be able to get

to the grid. New wind farms

are being built in North Texas, where the

conditions are very conducive to wind-generated

power, but the location required new power lines.

The solution? Using recycled green steel to

build the green transmission towers.

We partnered with Oncor, an electric distribution

and transmission company, and Falcon Steel, a

transmission tower manufacturer, to win the contract

to build 3,800 transmission towers for the Competitive

Renewable Energy Zones (CREZ) project over five years.

The contract was awarded in early 2009.

All three companies operate in Texas, keeping the

project and jobs in the state.

Each of the lattice towers is 120 feet to 130 feet

tall; the completed set of towers will use 80,000 tons

of our steel. We delivered the first 14,000 tons of steel to

Falcon in 2009.

We furthered the green environment by using

recycled steel to build the towers, eliminating the need

to mine new raw materials.

“For every one kilowatt-hour that we use

to melt the steel for recycling, we ‘harvest’ three

kilowatt-hours invested in the original steel,”

said Kim Prichard, environmental manager at

Nucor Steel Texas.

80%RECYCLED

SCRAP

STEEL FOR WIND TURBINES


BMW:

The Ultimate Recycled Machine

customer relat ions 63

MW’s tag line has been “The Ultimate Driving

Machine” for many years, and the auto maker has

long been known for its innovative quality and

performance. In fact, BMW’s frame standards are

so exacting for their required properties that, in

Europe, there were very limited numbers

of steel manufacturers who could

produce the grade required. That is,

until we came along.

Today, many of BMW’s

automotive frames are produced

using Nucor Steel Berkeley’s flat-

rolled steel and are made using

recycled scrap. Our NuPhase® product,

developed specifically for BMW, is

an important part of the safety design technology

that makes the BMW one of the world’s safest cars—

and very green.

“Our relationship with BMW goes back several years,”

explains Jim Doyle, district sales manager for Nucor’s

automotive business in Charleston, S.C. “We took the lead

with our Berkeley team and developed the grade they need.

“Now the luxury auto maker has realized the

cost saving and ability to source from a domestic mill.

Our responsiveness and team approach has led to other

opportunities with BMW, and we are currently supplying

additional grades to the company,” continued Doyle. “The

mini-mill process, which we pioneered, didn’t exist in Europe

for the manufacture of flat-rolled products, and high value-

added grades were primarily the domain of the

integrated producers. But we demonstrated

that we could do what only a select

number of people could do, and it has

led to an increased confidence level

at BMW.”

NuPhase steel, with its recycled

content, is placed in the frame at some

critical parts of the car body to reduce

weight while improving safety in the

event of a car crash. BMW is at the forefront of the worldwide

automotive industry in the development of the next

generation of green, fuel-efficient cars using electric, hybrid

and advanced diesel technology.

Nucor, with our focus on the environment, is a

natural partner.

After all, “It’s our Nature.”

WE OPERATE OUR BUSINESS WITH THE HIGHEST COMMITMENT TO ETHICS AND UNWAVERING INTEGRITY.

IT’S OUR

G O V E R N A N C E

“Again, our goal is to

‘Take Care of Our Customers.’

Taking care of our customers means

all of our customers: our employees,

our shareholders and the people

who purchase our products.”

“If, during the bad times, we had failed to

look past the short-term consideration of this

quarter’s earnings, would we have gone on to

compile such a record of sustained growth and

profitability? I’m certain we would not.

If management had thought of our employees

as nothing but ‘headcount’—a term that seems

far more appropriate to cattle than people—

would they be as motivated and productive

as they are today? The answer is clearly no.”



GOVERNANCE 65

LEARN MORE ABOUT OUR GOVERNANCE ATWWW.NUCOR.COM/GOVERNANCE

Nucor culture is one that respects the individual.

The open door and phone practice of the corporate office and local facilities foster

a culture where all participate and contribute to the progress of the company.

Our employees, neighbors and shareholders should always be treated fairly, honestly

and respectfully. At the same time, we—that’s everyone in our company—should conduct

ourselves in a manner of the highest ethical standards.

As a result, all of our teammates are accessible and accountable.

The Highest Ethical Standards:

Nucor Governance

Nucor’s policies have helped us become one of the largest and most profitable steel producers in the world by encouraging honesty, accountability and the highest ethical standards. Our policies are grounded in such principles as sustainability, respect and honesty. Nucor’s “Standards of Business Conduct and Ethics” define how we handle conflicts of interest, fair dealing, public reporting and confidentiality. Just as we expect our own employees to conduct business in an ethical, professional way, we also hold our suppliers to

Governance Policies

the same standard. In our “Supplier Code of Conduct,” we promote social responsibility by notifying each contractor and supplier of our strict code of conduct that includes standards for environmental impact. Additionally, we owe it to our employees, investors and customers to provide the most accurate financial information possible. Accordingly, our senior financial officers are held to our “Code of Ethics for Senior Financial Professionals,” and are committed to acting honestly and with integrity when preparing Nucor’s financial statements.


http://www.nucor.com/governance

FINANCIAL HIGHLIGHTS(IN THOUSANDS, EXCEPT PER SHARE DATA)

FOR THE YEAR 2009 2008 2007

NET SALES $11,190,296 $23,663,324 $16,592,976

GROSS MARGIN $154,393 $4,051,041 $3,130,049

NET EARNINGS (LOSS)ATTRIBUTABLE TO NUCOR STOCKHOLDERS ($293,613) $1,830,990 $1,471,947

NET EARNINGS (LOSS) PER SHARE, DILUTED ($0.94) $5.98 $4.94

DIVIDENDS DECLARED PER SHARE $1.41 $1.91 $2.44

CASH PROVIDED BY OPERATING ACTIVITIES $1,182,297 $2,498,728 $1,935,306

NET INCOME TAXES PAID $213,200 $952,700 $875,600

KEY FINANCIAL DATA

AT YEAR-END

WORKING CAPITAL $3,955,191 $4,543,294 $3,491,213

PROPERTY, PLANT AND EQUIPMENT, NET $4,013,836 $4,131,861 $3,232,998

LONG-TERM DEBT $3,086,200 $3,266,600 $2,250,300

STOCKHOLDERS’ EQUITY $7,390,526 $7,929,204 $5,112,917

GOVERNANCE 67

250

200

150

100

50

S&P 500 INDEX S&P STEEL GROUP INDEX

STOCK PERFORMANCE

NUCOR CORPORATION

2004 2005 2006 2007 2008 2009

DOLL

ARS

YEAR

This graphic comparison assumes the investment of $100 in Nucor Corporation common stock, $100 in the S&P 500 Index and $100 in the S&P Steel Group Index, all at year-end 2004. The resulting cumulative total return assumes that cash dividends were reinvested. Nucor common stock comprised 42% of the S&P Steel Group Index at year-end 2009 (51% at year-end 2004).

American Iron and Steel Institute (AISI)www.steel.org

World Steel Association (formerly International Iron Steel Institute)www.worldsteel.org

Steel Manufacturers Association (SMA)www.steelnet.org

Association for Iron and Steel Technology (AIST)www.iss.org

American Institute of Steel Construction (AISC)www.aisc.org

Steel Recycling Institute (SRI)www.recycle-steel.org

Steel Framing Alliancewww.steelframing.org

Metal Building Manufacturers Association (MBMA)www.mbma.com

Concrete Reinforced Steel Institute (CRSI)www.crsi.org

Steel Joist Institutewww.steeljoist.org

Steel Deck Institute (SDI)www.sdi.org

United States Green Building Council (USGBC) National and Local Chapterswww.usgbc.org

State Manufacturers’ Alliances

City/State Manufacturers’ Sustainability Councils

Nucor Trade Associations

Nucor plays an active role in the following trade associations and related groups:

LEARN MORE ABOUT OUR OPERATIONS AND FINANCIAL REPORTING AT:WWW.NUCOR.COM/INVESTOR


Taking on the Issue of Forced LaborIn addition to our concern for the environment and safety, Nucor is

working to ensure forced labor is eliminated from our supply chain.

One of our key areas of focus is in Northern Brazil, which is

the source of one of Nucor’s significant feedstock ingredients—pig

iron. Pig iron is an intermediate iron product that is created by

smelting raw iron ore at high temperature with a carbon-reducing

agent; in Northern Brazil, this agent is often charcoal. The charcoal

production process in Brazil is very labor-intensive and takes place

in relatively remote and inaccessible areas. In some cases, charcoal

production has created difficult working conditions—at times

falling to the level of forced labor.

Nucor has taken a proactive approach to help ensure that the

charcoal used to make our pig iron does not come from forced

labor, including:

• Nucor requires each pig iron manufacturer that ships

product to Nucor must certify that its pig iron was

manufactured without the use of involuntary labor.

• Nucor retains a Brazilian law firm to monitor the Brazilian

Labor Ministry’s Black List of firms that have been found to

use forced labor; we then remove these firms from our list of

acceptable suppliers.

• Nucor requires that all of our suppliers of charcoal-based

pig iron in Northern Brazil to either belong to the Citizen’s

Charcoal Institute (ICC) and subject their pig iron suppliers

to random, unannounced audits, or become signatories to

the National Pact to Eradicate Slave Labor in Brazil (the

National Pact) and comply with its commitments.

• Nucor has become a patron of the Citizen’s Charcoal

Institute (ICC). As a patron, Nucor contributes to the

ICC’s funding and receives reports of audits conducted

on charcoal producers.

Nucor is not alone in facing this issue; we endorse the efforts

of the Brazilian companies and nongovernmental organizations

working to eliminate forced labor in Brazilian industries. We care

about the materials we use to produce our steel, and are aggressively

working to eradicate this problem.

http://www.nucor.com/investor

GOVERNANCE PERFORMANCE INDICATORS


STRATEGY AND ANALYSIS

1.1 Statement from the most senior decision-maker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.


ORGANIZATION PROFILE

2.1 Name of the organization. Completely Reported Cover

2.2 Primary brands, products, and/or services. Completely Reported 09

2.4 Location of organization’s headquarters. Completely Reported 71

2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.


2.6 Nature of ownership and legal form. Completely Reported 68

2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).


2.8 Scale of the reporting organization including: Number of employees Net sales (for private sector organizations) or net revenues (for public sector organizations) Total capitalization broken down in terms of debt and equity (for private sector organizations) Quantity of products or services provided

Completely Reported 05, 68

GOVERNANCE 69

continued



REPORT PARAMETERS

3.1 Reporting period. (e.g., fiscal/calendar year) for information provided) Completely Reported 05

3.4 Contact point for questions regarding the report or contents. Completely Reported 71

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).


3.7 State any specific limitation on the scope or boundary of the report. Completely Reported 06

3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report.


3.12 Table identifying the location of the Standard Disclosures in the report. Completely Reported 19, 31,

46, 47,

69-71

GOVERNANCE

4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.


4.2 Indicate whether the Chair of the highest governance body is also an executive officer.


4.3 For organizations that have a unitary board structure, state the number of mem-bers of the highest governance body that are independent and/or non-executive members.


4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.


4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance.


4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance.

Partially Reported 44, 66

GOVERNANCE PERFORMANCE INDICATORS

CORPORATE HEADQUARTERS1915 Rexford RoadCharlotte, NC 28211

N

GOVERNANCE 71


4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.


4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives which the organization subscribes to or endorses.


4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organization in which the organization: has positions in governance bodies, participates in projects or committees, provides substantive funding beyond rout.


4.14 List of stakeholder groups engaged by the organization. Completely Reported 12, 22,

34, 50,

58

HUMAN RIGHTS PERFORMANCE INDICATORS

ASPECT: INVESTMENT AND PROCUREMENT PRACTICES

HR1 Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.


ASPECT: PUBLIC POLICY

S05 Public policy positions and participation in public policy development and lobbying.


FOR MORE INFORMATION ABOUT NUCOR SUSTAINABILITY EFFORTS,PLEASE CONTACT US AT: [email protected]

http://[email protected]

IT’S OUR Natu re

“The people of Nucor stand in sharp, even defiant, contrast to the status quo. We’re big on informality, caring, freedom,

respect, equality and the simple truth.

“We have little tolerance for the politics, the pettiness, the fixation on rank and status, and the insensitivity

to employees’ legitimate needs that people in most big companies endure as a matter of course.”


“Amen, Ken.”


COMMITMENT TO SUSTAINABIL I TY 73

WANT TO KNOW MORE ? SEE THIS REPORT AND OTHER ARTICLES @ NUCOR.COM


LEARN MORE ONLINE @ NUCOR.COM

A S U S T A I N A B L E R E P O R T

1915 Rexford RoadCharlotte, NC 28211


2009 Sustainability Report-PDF

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