Nucor 2013 Annual Report Download - page 10

When Dan DiMicco took the helm as CEO of Nucor in 2000, “The Little Steel Company that Could” was one of the great success stories
of American manufacturing. By combining technological innovation with a unique teammate-driven culture, Nucor had carved a niche
for itself in an ultra-competitive industry and proved naysayers wrong. Yet there were challenges: In 2000 the American steel industry
was in its worst slump in decades, and just eight years later, the global economy entered the harshest economic recession since the
Great Depression. Dan refused to run from these crises. Following Nucor’s strategy of saving in the good times and investing in the
bad times, Dan led the company through a period of unprecedented growth and diversification that established Nucor as the nation’s
leading producer of steel and steel products.
Dan realized that no amount of consolidation could save the American steel industry from the threat of illegally traded foreign steel.
He led Nucor head-on into the fight to enforce trade laws and hold trading partners accountable for illegal behavior. His leadership —
from working with government officials to speaking at town hall meetings around the country — raised the profile of the issue and
resulted in better enforcement of the laws. And while illegally traded foreign steel will continue to be a challenge, Dan’s leadership
ensured that Nucor will always be a leading voice in the fight to enforce the rules of free trade.
Under Dan’s leadership, the Nucor executive team prepared for the future by
implementing a five-pronged growth strategy: investment in existing operations,
investment in raw materials, greenfield growth in new technologies and market
niches, international joint ventures and strategic acquisitions. During Dan’s tenure,
Nucor’s team grew by 153% as Nucor completed more than 50 acquisitions from
2000-2012, expanding from 18 facilities to more than 200. Revenue increased
300% and shareholder return was 720% — nearly four times greater than the S&P
Steel Group Index and 28 times greater than the S&P 500.
Through it all, Dan encouraged Nucor’s unique culture to
grow and evolve, based on its core principles of putting the
customer first, continuous improvement and keeping the
right people on the team through the bad times. Dan’s tenure
left Nucor in a position to better withstand the challenges
created by illegally traded imports and economic downturns
and established Nucor as the cultural, environmental and
technological pacesetter of the global steel industry.
Daniel R. DiMicco
Nucor Steel Utah • Plant Metallurgist & Manager of Quality Control • 1982-1991
Nucor-Yamato Steel Company • General Manager & Vice President • 1991-1999
Executive Vice President • 1999-2000 | President, CEO and Chairman of the Board • 2000-2012 | Executive Chairman • 2013
Chairman Emeritus
“The men and women of Nucor are working safely, working
hard and working together to reward our shareholders with
attractive long-term returns on their valuable capital. I am very
confident that Nucor’s best years are still ahead of us.”
“When you have the right people,
you need to keep the right people.”
“THE NUMBER ONE RULE OF LEADERSHIP IS
YOU DON’T RUN FROM A CRISIS.”
“In more than 12 years as Nucor’s chief executive, Dan DiMicco
led the Charlotte-based steelmaker through explosive growth and
became a national spokesman on manufacturing and trade issues.”
Charlotte Observer, November 30, 2013
Dan poses with teammates at Nucor-Yamato Steel Company, where he served as General Manager
prior to becoming CEO.
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