01 of 08

Commercial Excellence

“We care about our teammates, our customers, the environment and the communities in which we live and work. It’s not just our way of doing business; it’s our nature.”


“A stronger Nucor is one that is continually improving its capability to take care of all of our customers, the people who buy and use our products, our teammates, and our shareholders.” - John Ferriola

Day in day out, we make sure our customers are served by the safest, highest quality, most productive and profitable steel and steel products company on the planet. And we do so by practicing  five pillars of commercial excellence:

We are cultural and environmental stewards for the communities in which we live and work. Every day we aspire to raise Nucor’s commercial prowess and reputation to the highest levels possible.

All with our customers in mind.

  • Stay market driven
  • Be easy to do business with
  • Forge strong loyal relationships
  • Create sustainable results
  • Do it together

Companies with great safety records tend to perform well in quality, costs, timeliness and productivity. It’s smart business.

Here, treating workers well starts with assuring their safety, which means:  a safety coordinator in every division made up of workers from a variety of departments;  teammates who meet regularly to discuss how to make work safer; and on a larger scale, gather bi-annually to share information, best practices, and receive advanced training.

We succeed, not because we’re safe, but because safety has become a part of Nucor culture. Managers even sign their correspondence,  “Be safe.”

Eliminating Hierarchy

Much has been written about the  lack of hierarchy at Nucor. No surprise considering our headquarters is under 100 people, with just five layers of management. So while some believe our disdain for hierarchy is controversial, it’s actually quite simple:  Teammates – not managers – drive our success. We promote the importance of equality for everyone. And when times get tight, we believe in “pain sharing,” where top management takes a cut in pay before anyone else.

Nothing should distance managers from teammates.

Trust And Freedom

We trust their instincts.
Or as one general manager puts it,
each mill is “Honest-to-God” autonomous.

Nucor more closely resembles a family of smaller companies than it does a Fortune 500. Each facility has a great amount of freedom in running its own operations and meeting its customers’ needs. From product procurement and setting production goals to creating and administering safety programs, the buck stops with the general manager of each operation.

Giving all workers
A Stake In The Company

At Nucor, everyone’s compensation is based on  pay for performance. That means income is tied directly to the amount of “prime” steel produced each day. And for management, how well the company does overall. You see, in our experience, teammates perform better when they have the opportunity to earn according to their productivity. Maybe that’s why they enjoy pay above the industry average, and why our productivity records are the envy of the industry.

Turning everyone into
A Decision Maker

Talk to the front line workers at Nucor and it won’t be long until you hear the phrase, “Push decision-making down to the lowest level.” Empowerment isn’t just a corporate buzzword; it’s a way of life at Nucor. Teammates know they should never feel reluctant, whether stopping production when they see a potential hazard, to suggesting new and better ways to produce steel.

“Vision without execution is a hallucination. We have a great vision. It's up to all of us to execute effectively on that vision.” - John Ferriola

A Work Ethic

Our people excel because they are allowed to fail. It’s why our managers encourage their teammates to try out their new ideas. Given respect and control, Nucor teammates don’t need a memo to get going. It’s this freedom to try that gives us one of the most creative, get-it-done workforces in the world.

“We are living in very challenging times, but this is good news for us. Because great challenges present great opportunities to great companies. And Nucor is a GREAT company!” - John Ferriola


Nucor Teammates Know:

  1. Their suggested ideas won’t get buried in bureaucracy
  2. They can ask for a review of a complaint if they feel a supervisor has not provided a fair hearing
  3. They can appeal the decision with the general manager and corporate office
  4. They have the right to be treated fairly and must believe they will