1. FIRST QUARTER 2008
THANK YOU FOR YOUR INTEREST IN NUCOR!!!

2. Nucor Overview – 2008 North America’s most DIVERSIFIED steel producer
Nucor Facilities
Bar Mill Group (12)
Structural Mills (2)
Sheet Mill Group (4)
Plate Mills (2)
Vulcraft / Verco joist & deck (16)
Cold Finish Group (5)
O Building Systems Group (10)
Fastener Division (1)
Nucon (2)
Harris Steel Group Facilities
Reinforcing Steel Fabrication Plants
- 23 Canadian Facilities
- 23 U.S. Facilities
Cold Finished Bar, Wire, Mesh (“IPG”)
- 2 Canadian Facilities
Steel & Aluminum Grating, Expanded Metal (“IPG”)
- 5 Canadian Facilities
- 6 U.S. Facilities
In 2007, Nucor’s operations became INTERNATIONAL – with the expansion into Canada through the Harris Steel Group acquisition and the start of production at our DRI facility in Trinidad.
This slide also shows that Nucor is more than just a steel mill company!!! Vertical integration has been an extremely successful strategy for Nucor for four decades in growing our profitability. Downstream steel products include: joists, decking, cold finished bars, fasteners, metal buildings, fabricated rebar, mesh, and metal grating. And, in 2007, we moved upstream with the Nu-Iron DRI plant.
Hawaii
Kapolei
Trinidad
North America’s most DIVERSIFIED steel producer
Nu-Iron DRI Facility

3. Nucor Overview – 2000
Nucor Facilities
Bar Mill Group (4)
Structural Mills (2)
Sheet Mill Group (3)
Plate Mills (1)
Vulcraft joist & deck (7)
Cold Finish Group (3)
O Building Systems Group (3)
Fastener Division (1)
Nucor’s growth over the current decade has been dramatic – and well-executed!!!

4. Nucor Overview – The Nucor Culture’s FOCUS On PROFITABLE GROWTH
Steel shipments have grown from 9.7 million tons in 1997 to 22.3 million tons in 2007
Net sales have grown from $4.2 billion in 1997 to $16.6 billion in 2007
NET INCOME HAS GROWN FROM $294 MILLION IN 1997 TO $1.5 BILLION IN 2007 (and record earnings of $1.8 billion in 2006)
And, even better, NUCOR’S BEST YEARS ARE STILL AHEAD OF US!!!
As always, the Nucor Team’s focus is on PROFITABLE GROWTH. We have absolutely no interest in getting bigger just to be bigger in terms of sales, shipments, or headcount. What we care about is growth in profitability and returns to our shareholders. We will achieve that growth by taking care of our customers!!!
Our strategy aims to achieve HIGHER HIGHS AND HIGHER LOWS through the economic cycles. Record 2007 net income of $1.758 billion was 5.7X (i.e., nearly SIX TIMES) greater than 2000 net income of $311 million at the last peak in the economy.

5. Steel Shipments 1997-2007 (millions of tons)
Over the past decade, steel shipments have grown from 9.7 million tons in 1997 to 22.3 million tons in 2007.

6. Net Sales 1997-2007 (millions of dollars)
Over the past decade, net sales have grown from $4.2 billion in 1997 to $16.6 billion in 2007.

7. Pre-Tax Profit / Ton
Pre-tax profit per ton was $104 for 2007 – and has averaged $108/ton over the past four years. This is up significantly from an average of $44/ton for the decade of the 1990s.
Record pre-tax profit per ton of $129 in 2006 surpassed the prior record of $72 per ton set in 1979.

8. Net Income 1997-2007 (millions of dollars)
Over the past decade, net income has grown from $294 Million in 1997 to $1.5 Billion in 2007.

9. Cash from Operations 1997-2007 (millions of dollars)
Over the past decade, cash generated from operations has grown from $577 Million to $1.9 Billion. Record cash from operations of $2.3 Billion was achieved in 2006.
Remembering that the steel industry is a cyclical business, it is worth noting that Nucor generated very healthy cash flow during the extremely tough steel industry years of 2001, 2002, and 2003.

10. Cash Dividends Paid 1997-2007 (millions of dollars)
Over the past decade, cash dividends paid have grown from $35 million in 1997 to $726 million in 2007 (i.e., 2007 dividends 21X greater than 1997 dividends.
Total dividends paid in 2007 of $2.43 per share included $2.00 of supplemental dividends and $0.43 of regular (or base dividends). Supplemental dividends are paid in years of strong earnings and when cash generated exceeds what can be profitably reinvested in Nucor’s business.
Nucor has increased its regular base dividend every year since it first began paying dividends in Over the past year, Nucor’s quarterly base dividend has increased by 220%, from ten cents ($0.10) per share to thirty-two cents ($0.32) per share.
This more than tripling of the base quarterly dividend reflects the Nucor Team’s success in building Nucor’s long-term earnings power through disciplined execution of our growth strategy. It also reflects our belief that the business cycle for steel will see both higher highs and higher lows going forward.

11. Cash Returned To Shareholders 2000-2007 (millions of dollars of dividends and share repurchases)
Cash that cannot be profitably reinvested back in the business will be returned to Nucor’s shareholders. As always, our first priority for cash usage will be to reinvest in the business via projects that meet or exceed our hurdle rate for investments!!!
In 2007, we returned $1.48 billion of cash to shareholders – dividends of $726 million and share repurchases of $754 million. Since 2005, we have returned $3.158 billion of cash to shareholders (dividends of $1.514 billion and share repurchases of $1.645 billion). Since reactivating our share repurchase program in 2005, we have bought back approximately 37 million shares at a cost of approximately $43 per share ($1.6 billion / 37 million shares).

12. 2007 Results
FOURTH CONSECUTIVE YEAR of EXCEPTIONALLY STRONG EARNINGS and second best earnings year in our history: pre-tax profit per ton shipped of $104; net income of $1.5 billion; EPS of $4.94; and, ROE of 30%
Over the past 4 years: net income has averaged $1.4 billion; ROE has averaged 35%; and, cash flow from operations has averaged $1.8 billion
DISCIPLINED execution of Nucor’s multi-pronged growth strategy has dramatically expanded our long-term earnings power!!! (At the last cyclical peak in U.S. economy in 2000, Nucor reported what was then record net income of $311 million.)
Quarterly base dividend rate increased 173% to $0.30 per share effective with February 2008 payment. Reflects increased long-term earnings power as well as belief in higher highs and higher lows for the business cycle for steel moving forward.
Here are some numbers that explain why we are always looking for growth projects that provide attractive rates of returns for our shareholders. Over the past 4 years: net income has averaged $1.4 billion; cash generated from operations has averaged $1.8 billion; and, Return on Equity has averaged 35%. This compares to our previous cyclical peak record performance in 2000 of: net income of $311 million; cash from operations of $821 million; and, ROE of 14%.
DISCIPLINED execution of our growth strategy has dramatically expanded our platform for generating sustainable earnings and providing attractive returns to Nucor shareholders!!!

13. 2007 Return On Equity(%)
Once again in 2007, Nucor was the North American steel industry leader in return on shareholders equity!!!

14. Nucor’s POSITION OF STRENGTH To GROW SHAREHOLDER VALUE
Our CULTURE
FINANCIAL STRENGTH
DIVERSIFIED Product Mix
Market LEADERSHIP
TECHNOLOGICAL INNOVATION
Nucor has formidable assets that place our company in a position of STRENGTH to continue to grow shareholder value. These strengths have built over the past four decades – and with our focus on continual improvement – they grow stronger and stronger each year.

15. It Starts With Our Culture
COMMITMENT TO EMPLOYEES
SAFETY FIRST!!!
TEAMWORK
Pay For Performance
Continual Improvement
Lean management + decentralized structure = entrepreneurial spirit
Nucor has been PROFITABLE EVERY YEAR AND EVERY QUARTER SINCE 1966
Nucor’s Employees Take Ownership Of Taking Care Of Our Customers & Shareholders!!!
To really understand Nucor, you have to understand our company’s Culture!!! In fact – before making an investment in Nucor, we urge you to visit some Nucor facilities. When you see our people in action, you will agree that Nucor’s employees are Nucor’s most significant competitive advantage.
The long-term sustainability of our Culture – and its FOCUS ON PROFITABLE GROWTH – is evidenced by the fact that Nucor has been profitable every year and every quarter since 1966!!!

16. Typically, at a Nucor facility, you cannot tell the difference between who is a supervisor and who is the most recent hire. Everyone pitches in – gets their hands dirty or whatever it takes – to get the job done for the Nucor Team!!!

17. Financial Strength
Cash Provided By Operations was $1.9 Billion in 2007
Over past four years, Nucor has generated cash from operations exceeding $7 Billion
Yearend 2007 balance sheet: Debt = 30% Of Total Capital; and cash & short-term investments totaled $1.6 billion
Debt Rated “A+” By S&P And “A1” By Moody’s – Highest North American Metals/Mining Debt Ratings
Simple Capital Structure – and no off-balance sheet financing arrangements
Superior Financial Flexibility
We view our strong balance sheet as an extremely important competitive advantage in a consolidating – and still cyclical – business. Nucor’s financial strength and financial flexibility has allowed our company to establish a longstanding Nucor tradition of emerging from economic downturns stronger then we were entering them.
With our operating cash flow generation of $7.348 billion over the past 4 years, we have funded acquisitions of $2.091 billion (and more on tap with the announcements of David J. Joseph and Duferco joint venture) and capital expenditures of $1.476 billion (and a 2008 budget of $800 million). Additionally, we have returned cash of $3.228 billion to shareholders (via dividends & stock buybacks).

18. Diversified Product Mix
2007 Sales Tons
Nucor is North America’s most DIVERSIFIED producer of steel and steel products!!!
Nucor’s product line diversity is significant in that our short-term performance is not tied totally to any one steel market. Through a number of steel industry cycles, relatively better conditions in some markets have cushioned the effect of more adverse conditions in other steel markets.
With our recent acquisitions, the downstream steel products percentage of 12% for 2007 is up from 7% for 2006.

19. Diversified Product Mix Steel Production Capacity (tons)
Hot Rolled Sheet
(Cold Rolled Sheet 4.1 million)
(Galvanized 1.5 million)
10.8 million
Bars
8.1 million
Structural
3.7 million
Plate
2.8 million
Total Steel
25.4 million
Our finished steel production capacity has grown from about 13 million tons in 2000 to more than 25 million tons currently.
This growth has been achieved by both acquisitions AND our ongoing work to optimize existing operations.

20. Nucor Steel Mill Capacity Growth 2000-2007 (millions of tons)
Our acquisitions have added steel mill rated annual capacity of about 6 million tons. However, most of the acquired mills had never attained those rated capacity levels (i.e., prior to Nucor owning them).
And, the Nucor Team’s passion for continual improvement – or productivity gains – has provided additional growth in annual capacity of more than 6 million tons. Of this total, about 4.8 million tons were achieved at our “base” operations (or the steel mills Nucor built) and about 1.6 million tons were achieved at the acquired mills.
These productivity gains are tangible proof of the power of our greatest competitive advantage – the Nucor Culture!!!

21. Diversified Growth: 2000 – 2007 Steel Shipments (millions of tons)
Our growth over the past seven years has enhanced Nucor’s product diversification!!!
Bar shipments are up over 150%. Sheet shipments are up 80%. The very successful start-up of Hertford County and the Tuscaloosa acquisition have established Nucor as a major player in the plate market. And, we have maintained our market leadership position in the beam business – with more growth on the way in Europe.

22. Diversified Product Mix Steel Products Production Capacity (tons)
Steel Joists 715,000
Steel Deck 530,000
Cold Finished Bars 860,000
Steel Buildings 435,000
Rebar Fabrication 1,058,000
Mesh ,000
Metal Grating ,000
Fasteners ,000
Total Steel Products 4.0 million
Vertical integration has been a winning strategy for Nucor going all the away back to the 1960s. We actually started out as steel joist company – and integrated upstream with our first steel mill beginning operations in 1969.
Our downstream steel products have consistently generated attractive returns on capital for us through the economic cycle. And, these businesses build significant shareholder value for two other reasons. They provide an ongoing profitable base load of volume for Nucor’s steel mills. That is an extremely important benefit during cyclical downturns. And, these value-added products are less vulnerable to competition from imports.

23. Nucor Steel Products Capacity Growth 2000-2007 (millions of tons)
2007 was a very productive year for expanding our downstream capabilities!!!
In March 2007, we acquired Harris Steel Group – which gave us: rebar fabrication capacity of 770,000 tons (subsequently expanded via further acquisitions to over 1 million tons); cold finished bar capacity of 240,000 tons; metal grating capacity of 90,000 tons; and, mesh capacity of 33,000 tons.
In August 2007, we acquired LMP Steel – which increased our cold finished bar capacity by 100,000 tons.
Also, in August 2007, we acquired Magnatrax Corp. – which increased our metal building capacity by 290,000 tons.
And, in October 2007, we acquired Nelson Steel – which increased our mesh capacity by 80,000 tons.

24. Market Leadership Largest U.S. structural steel producer
Largest U.S. steel bar producer
Largest U.S. steel joist producer
Largest U.S. steel deck producer
Largest U.S. cold finished bar producer
Market leadership is the critical foundation to building long-term earnings power and generating attractive returns on shareholder capital through the economic cycle.
Our goal is to be the market leader in every business in which we compete.
Our acquisitions in 2007 were big steps forward in building our market shares in core businesses such as rebar fabrication, cold finished bars, and metal buildings.

25. Technological Innovation
First to commercialize thin-slab casting
Near net shape beam blank casting of wide-flange beams (structural steel)
Focus on new disruptive and leapfrog technologies continues!!!
Castrip® – direct strip casting of carbon sheet steel
HIsmelt® – converts iron ore to liquid metal or pig iron; both a blast furnace replacement technology and a hot metal source for electric arc furnaces
Nucor’s past, present, and FUTURE success is driven by our company’s ongoing ability to adapt and continually improve our cost position relative to our competitors!!! Nucor is making the investments that will allow our company to be even more successful in the years ahead.
The Nucor Team is not afraid to take prudent risks. “Workers excel here (at Nucor) because they are allowed to fail.”

26. Scale of Operations Comparison
Castrip®
Scale of Operations Comparison
Conventional Slab Casting
mm thick
20-40 metric ton coil
1-2m/minute
Gas cutter
Cooling
Reheat furnace
Rougher
Coil box
Finisher
1-10mm thick
Coiler m
Run out table
cooling
Run out table
cooling
Thin-Slab Casting
4-6 m/minute
50-60mm thick
Holding furnace
Finisher m
1-10mm thick
Coiler
20-40 metric ton coil
Strip Casting
m/minute
Scale Control
Chamber
20-40 metric ton coil
mm thick
60 m
Mill
Coiler
Run out table
cooling
Our Castrip® technology is an excellent example of an exciting opportunity to exploit significant cost advantages by applying new and disruptive technologies!!! This technology directly casts sheet steel into final shape and thickness.
This slide highlights the capital cost savings from Castrip’s® dramatically reduced footprint. 26

27. Castrip® Energy & Emissions Comparison (ladle through hot band)
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
Energy Consumed (GJ/t) .2
1.0
1.7
0.00
0.05
0.10
0.15
0.20
0.25
GGE (t CO2 equiv/t)
.02
.12
.22
In addition to lower capital costs, the Castrip® technology dramatically reduces energy consumption – and cuts the overall environmental impact of steelmaking by generating significantly lower emissions.
From liquid steel to cold rolled gauge product, the Castrip® process consumes about 95% less energy than an integrated steelmaking facility and about 92% less energy than a thin-slab sheet mill.
Our Castrip® facility in Crawfordsville, Indiana continues to build strong momentum in productivity and quality. In late December 2007, our Crawfordsville Team set a new sequence casting record. Over a 38-hour period, 24 ladles, or 2,467 tons, of steel were cast continuously – with a prime yield of 97%.

28. Growth Opportunities: Four-Pronged Strategy
Position of strength allows us to capitalize on marketplace opportunities with our flexible growth strategy – and continue Nucor’s successful tradition as a cyclical growth company.
Nucor’s 4 Pronged Growth Strategy
Optimize Existing Operations
Pursue Strategic Acquisitions
Greenfield Growth – capitalizing on significant cost advantages from new technologies and unique marketplace niches
Grow Internationally through joint ventures leveraging new technologies and strategic partnerships
Nucor’s success will continue to be driven by DISCIPLINED execution of Nucor’s growth strategy.
Our four-pronged strategy gives us flexibility and encourages to be patient (i.e., disciplined) for the right opportunities.
Even though our company is much bigger today, our growth opportunities are much greater than when we were a smaller company pursuing only one growth strategy, greenfield plant construction.

29. Optimize Existing Operations – Raw Materials Strategy
Develop supplies of high quality scrap substitutes – control approximately one-third of Nucor’s iron units annual consumption
Raw materials strategy driven by Nucor’s ongoing expansion of our sheet & SBQ product portfolio into higher quality grades
At our current consumption rate, will require between 6,000,000 to 7,000,000 tons per year of high quality scrap substitutes
Major step forward achieved with successful start-up of Nu-Iron direct reduced iron (DRI) plant in Trinidad – with annual capacity of 2 million tons
The objective of our raw materials strategy is to optimize the profitability of our sheet and SBQ product lines – as Nucor continues to expand into higher quality grades of these products. Control over about 6 million to 7 million tons-per-year of high quality scrap substitutes will provide a hedge against volatility in the price of low-residual scrap grades used by our sheet and SBQ mills.
Our raw materials strategy is off to an excellent start with our DRI plant in Trinidad, Nu-Iron. Nu-Iron had an extremely successful start-up and first year of operations in 2007 – with production exceeding 1.4 million metric tons. And, in its first year of operations, Nu-Iron achieved the distinction of being the second highest production Midrex plant in the world!!!

30. Optimize Existing Operations – Decatur Galvanizing Facility
Sheet Mill Group constructing Nucor’s fourth galvanizing facility – located at Decatur, Alabama sheet mill. Decatur galvanizing facility will increase Nucor’s total galvanizing capacity by one-third to 2 million tons per year
Building on successful acquisitions in Decatur of hot rolled sheet mill in 2002 and cold mill in 2004 – Nucor well-positioned to capitalize on expanding Southeastern U.S. market for coated sheet steels
Annual capacity of about 500,000 tons – with ability to galvanize 72-inch wide sheet; cost of project will be approximately $150 million; production start-up in second half of 2008
Decatur’s galvanizing facility expands our Sheet Mill Group’s value-added product offerings in in an attractive growth region for coated steel.

31. Optimize Existing Operations & Strategic Acquisition – The David J
Optimize Existing Operations & Strategic Acquisition – The David J. Joseph Company
Agreement signed to purchase The David J. Joseph Co. for approximately $1.44 billion – closing expected during Q1-2008
DJJ is one of the leading U.S. scrap companies – processing over 3.5 million tons of ferrous scrap in 2008 utilizing 12 shredders in 35 yards
DJJ is more than just a scrap processing company!!! Other operations include: brokerage services (ferrous scrap, pig iron, scrap substitutes, ferro-alloys, & non-ferrous materials); mill & industrial services; rail services (owns over 2,000 scrap-related railcars); and, self-service auto parts
DJJ has been a key partner in Nucor’s growth since Now, as a member of the Nucor Family, DJJ offers Nucor a powerful growth platform in the scrap business while also broadening our raw materials strategy (providing our steelmaking operations a much larger hedge to volatility in scrap markets)
Acquiring DJJ broadens our raw materials strategy – providing a much larger natural hedge to our steel mills against scrap market volatility.
And, acquiring DJJ gives us much more than just a scrap processing company – brokerage services (ferro-alloys, pig iron, scrap substitutes); rail services (largest North American rail car fleet dedicated to scrap and largest logistics platform in scrap industry); mill and industrial services (scrap blending and industrial scrap marketing programs); and U-Pull-&-Pay self service used auto parts stores.
Transaction closing expected by February 29.

32. Strategic Acquisitions – Downstream Steel Products
Nucor’s downstream value-added products annual capacity has more than doubled over the past year to 4 million tons. We have accomplished this with our very successful acquisitions of: Verco in steel decking; Harris Steel Group in rebar fabrication, cold finished bars, & metal grating; LMP Steel in cold finished bars; Magnatrax in metal buildings; and, Nelson Wire in wire mesh.
Vertical integration has been a highly successful growth strategy for Nucor for four decades. Nucor’s downstream businesses have consistently generated attractive returns through economic cycles. And, they enhance our steel mills’ performance by providing them a profitable base load of volume.
Value-added steel products enhance Nucor’s overall margin and growth opportunities!!!
VALUE-ADDED STEEL PRODUCTS ENHANCE NUCOR’S TOTAL MARGIN & GROWTH OPPORTUNITIES!!!

33. Greenfield Growth – Memphis SBQ Mill
Bar Mill Group constructing Special Bar Quality (SBQ) products steel mill in Memphis, Tennessee to capitalize on significantly better cost structure compared to key competitors in the SBQ market, both domestic and foreign
850,000 tons annual capacity; capital costs reduced dramatically by utilizing the good assets we already have on the ground at Memphis site
Expands Nucor’s SBQ product line to rounds & round cornered squares from 2 ¼” to 9”. Complementing our mills in South Carolina and Nebraska, Memphis SBQ mill will position Nucor to provide the most diverse, highest quality, and lowest cost SBQ product offering in North America
Production start-up expected in second quarter of 2008
SBQ is an excellent growth opportunity for Nucor’s Bar Mill Group. SBQ (from our South Carolina & Nebraska mills) represented 8% (642,000 tons) of Nucor’s 2007 bar shipments.

34. Greenfield Growth – Castrip® Arkansas
Construction underway at Nucor’s second Castrip® production facility – located at Nucor-Yamato Steel in Blytheville, Arkansas. Annual capacity of approximately 500,000 tons.
The time is right for expanding our Castrip® production capability. Team at Crawfordsville facility building strong momentum in productivity and quality. Increasing value for Castrip’s dramatic reduction of energy consumption and environmental impact of steelmaking. Exciting unique product capabilities.
Production start-up expected in first quarter of 2009.
Castrip® ready to be a significant growth platform for Nucor in the years ahead!!!
With the momentum being achieved by our Crawfordsville Castrip® Team, the time is right for expanding Nucor’s Castrip® production capacity!!!

35. International Growth – Duferco beam joint venture
Memo of understanding signed in January 2008 with Duferco Group to establish 50/50 joint venture for the production of beams in Italy and the distribution of beams in Europe & North Africa.
Joint venture will encompass Duferco Group’s Duferdofin subsidiary and associated distribution companies. Duferdofin is the leader in beam production in Italy – with output exceeding 900,000 metric tons in With new merchant bar mill under construction, Duferdofin’s total capacity at its 3 Italian plants will exceed 2 million tons. Additional growth projects likely.
Nucor will contribute its considerable technical and commercial expertise to the joint venture. Nucor is the largest producer of beams in North America.
Work underway to establish the joint venture company by mid-2008.
Nucor knows how to generate excellent returns in the beam business – and, we are very excited about this opportunity to partner with the beam market leader in Italy!!!
Closing of the joint venture transaction expected in Q

36. Nucor = Profitable Growth
Sheet Mill Group’s growing portfolio of value-added products (interstitial-free steels, dual-phase steels, complex-phase steels)
Raw Materials Strategy growing Nucor’s control over supplies of high quality scrap substitutes
Acquisition of The David J. Joseph Co. as a growth platform in the scrap and raw materials markets
Expanded capacity in downstream steel products including rebar fabrication, metal buildings, decking, cold finished bars, and wire mesh
Memphis SBQ mill establishing Nucor with North America’s most diverse, highest quality, & lowest cost SBQ product offering
Castrip® technology in sheet steel – Castrip® II facility in Arkansas
Duferco beam joint venture in Europe
While WE ARE ENCOURAGED by our progress and growth through 2007, OUR TEAM IS NOT SATISFIED!!!
WE SEE EVEN BETTER DAYS – AND MORE PROFITABLE GROWTH – AHEAD FOR NUCOR. NUCOR’S SUCCESS WILL CONTINUE TO BE DRIVEN BY OUR TEAM’S DISCIPLINED EXECUTION OF OUR PROVEN GROWTH STRATEGY.

37. Nucor’s Success NUCOR’S BEST YEARS ARE STILL AHEAD OF US!!!
Nucor’s facilities
Nucor’s capabilities
Nucor’s financial strength
Nucor’s strategies
And, the single most important asset behind Nucor’s success – Nucor’s EMPLOYEES – THE RIGHT PEOPLE!!!
NUCOR’S BEST YEARS ARE STILL AHEAD OF US!!!
Here are some important numbers that are tangible evidence of Nucor’s commitment to our employees – THE RIGHT PEOPLE!!!
Since 1966, Nucor has set aside 10% of pre-tax profits for Nucor’s Profit Sharing Plan. Including 2007’s contribution of nearly $219 million, Nucor’s cumulative total contribution to Profit sharing has been $1.358 Billion. The profit sharing plan is for employees below the officer level.
The Nucor Scholarship Program was begun in The program provides four-year scholarships for children of Nucor employees pursuing higher education or vocational training past high school. The program currently pays up to $3,000 annually for each qualified student. Since 1974, the program has paid out $43.6 million to 9,090 students at over 1,200 schools. In 2007, the program paid out $3.6 million to 1,687 students.

38. “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 to people would they be as motivated and productive as they are today? Again, the answer is clearly no.”
NUCOR’S LONG-TERM FOCUS = SUPERIOR LONG-TERM SHAREHOLDER RETURNS!!!!

39. Forward-Looking Statements
Certain statements made in this presentation are forward-looking statements that involve risks and uncertainties. These forward-looking statements reflect the Company’s best judgment based on current information, and although we base these statements on circumstances that we believed to be reasonable when made, there can be no assurance that future events will not affect the accuracy of such forward-looking information. As such, the forward-looking statements are not guarantees of future performance, and actual results may vary materially from the results and expectations discussed herein. Factors that might cause the Company’s actual results to differ materially from those anticipated in forward-looking statements include, but are not limited to: (1) the sensitivity of the results of our operations to prevailing steel prices and the changes in the supply and cost of raw materials, including scrap steel; (2) availability and cost of electricity and natural gas; (3) market demand for steel products; (4) competitive pressure on sales and pricing, including pressure from imports and substitute materials; (5) uncertainties surrounding the global economy, including excess world capacity for steel production; (6) U.S. and foreign trade policy affecting steel imports or exports; (7) significant changes in government regulations affecting environmental compliance; (8) the cyclical nature of the domestic steel industry; (9) capital investments and their impact on our performance; and (10) our safety performance.
The following discussion should be read in conjunction with the audited consolidated financial statements and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” contained in Nucor’s Annual Report on Form 10-K for the year ended December 31, 2007.