NLMK Group is a top-20 global and the No.1 Russian steelmaker. Its 2025 annual report tells a defensive one built on vertical integration and rock-bottom costs — holding volumes and liquidity under the combined squeeze of shrinking demand, record Chinese exports and a stronger rouble, while keeping decarbonization options open through a roadmap that reaches to 2050.

[SMM Analysis: In-Depth Analysis of Anode Prelithiation Technology Panorama and Industrialisation Progress] Anode prelithiation is a key technology that pre-supplements active lithium into silicon-based anodes to compensate for the irreversible capacity loss during the initial charge-discharge cycle, aiming to overcome the industrialisation bottleneck of low initial coulombic efficiency and poor cycling stability of silicon-based anodes.

India's localized PV manufacturing has welcomed another major implementation project. Avaada Electro Ltd, the PV manufacturing entity under Avaada Group, has successfully started production of the first phase 3GW line of its 6GW high-efficiency n-type TOPCon cell project at the Butibori Park in Nagpur. The remaining 3GW capacity is steadily ramping up and is about to fully release capacity. As the core segment of Avaada's local integrated PV manufacturing industrial park, this cell factory will also be equipped with 3GW silicon ingot and wafer capacity, filling in the upstream core material link, further improving the vertical integration layout of the entire PV industry chain, and significantly enhancing local supporting capabilities.

On July 7, 2026, the first batch of production line equipment was moved into the workshop of Glory Sunergy Global (Tieling)'s 10GWh solid-state battery AI intelligent manufacturing project, marking a decisive shift from infrastructure construction to equipment installation and commissioning. The project covers three business segments: system integration, material recycling, and semi-solid (solid-liquid hybrid) battery manufacturing.

[SMM Rare Earth Flash] On June 22, the Ministry of Commerce issued Announcement No. 23 of 2026. In accordance with the Export Control Law of the People's Republic of China, the Regulations on the Export Control of Dual-Use Items of the People's Republic of China, and other laws and regulations, and to safeguard national security and interests and fulfill international obligations such as non-proliferation, it decided to add 10 US entities, including Avioxx Corporation, to the export control list. Effective immediately, export operators are prohibited from exporting dual-use items to the above entities, and organizations and individuals in any country or region are prohibited from transferring or supplying dual-use items originating in China to the above entities. Under special circumstances where export is genuinely necessary, an application must be submitted to the Ministry of Commerce. The 10 US entities added to the list this time cover sectors such as aerospace, drones, robotics, and defense. Notably, two US rare earth enterprises — MP Materials Corp. and USA Rare Earth, Inc. — are both included. MP Materials is the only operating rare earth mine operator in the US, and USA Rare Earth is advancing a vertical integration strategy from mining to magnet manufacturing. This marks the first time China has included US rare earth enterprises on its export control list.

By 2026, China's new energy vehicle market has evolved from an early-stage race over electric motors, batteries, and electronic controls into a systemic contest centered on battery technology roadmaps, supply chain depth, and cost-control capabilities. Leading domestic players — NIO, Li Auto, XPeng, BYD, and Leapmotor — have each charted a distinctly different path in their battery strategies. What lies beneath these divergent choices is not merely a matter of technical preference, but a reflection of fundamentally different business models, brand identities, and competitive philosophies. NIO: Anchored by Battery Swapping, Building a Multi-Supplier, Multi-Chemistry Matrix NIO's battery strategy stands apart within the industry. At its core is not the choice of a single supplier or chemistry, but rather a battery-swapping network serving as infrastructure, upwardly compatible with battery packs of varying capacities, chemistries, and suppliers. Currently, NIO's lineup runs primarily on 75 kWh and 100 kWh packs, while a higher-energy-density 150 kWh semi-solid-state pack, produced by WeLion New Energy, has already entered volume production and deployment. On the chemistry front, certain NIO models employ a hybrid cell arrangement blending ternary lithium and LFP cells — the LFP cells provide foundational range and cost advantages, while the ternary cells serve as a state-of-charge reference, addressing the well-known pain point of inaccurate SOC estimation inherent to LFP's flat voltage curve. On the supplier side, CATL has long held a core position, with CALB and WeLion also playing significant roles in the supply chain. In early 2026, NIO and CATL further signed a five-year comprehensive strategic cooperation agreement covering long-life batteries, swap-station compatibility, and overseas market expansion. For the full year 2025, NIO Group delivered 326,000 vehicles, up 46.9% year-on-year, and achieved its first quarterly operating profit in Q4 — signaling that its battery-swapping business model is beginning to enter a virtuous cycle. The ramp-up of its two sub-brands, ONVO and Firefly, has further amplified the scale effects of the swapping ecosystem, diluting the per-unit cost of infrastructure. Li Auto: EREV-Led, BEV in Pursuit — Deep Supplier Ties and the Shift Toward In-House Development Li Auto's battery strategy presents a sharp contrast to NIO's. Where NIO pursues breadth in its swapping network and flexibility in battery pack compatibility, Li Auto places greater emphasis on deep ties with top-tier suppliers and meticulous cost-side management. Li Auto's EREV models have long relied on ternary lithium batteries as their primary solution and are now progressively introducing LFP to optimize vehicle cost structures. In the pure-electric domain, the flagship MPV MEGA carries a high-performance ternary pack co-developed with CATL; in 2025, the i6 electric SUV formally adopted a dual-supplier model, sourcing from both CATL and Sunwoda for complementary supply. More significantly, in September 2025, Li Auto and Sunwoda jointly established a battery company, marking a definitive shift from a procurement relationship to one of equity-linked co-development. In May 2026, Li Auto delivered 33,350 vehicles, with the i6 surpassing 20,000 monthly deliveries for the third consecutive month and ranking among the top three electric SUVs by volume, while the EREV L-series remained its sales backbone. With "family comfort" as its core brand proposition, Li Auto's battery strategy has always served a single through-line: eliminating range anxiety while optimizing total cost of ownership — pragmatic and focused. XPeng: LFP as the Mainstay, a Three-Supplier Landscape Taking Shape, and the Dual-Powertrain Strategy Accelerating XPeng's battery strategy is centered on LFP, with a stable landscape of three core suppliers: CALB, EVE Energy, and FinDreams Battery (BYD). CALB has been one of XPeng's first-tier battery suppliers since 2021 and has long held the dominant share. In September 2025, EVE Energy formally entered XPeng's MONA series supply chain, providing prismatic cell solutions for base MONA variants, while longer-range versions continue to use BYD FinDreams cells. XPeng's technology identity has always revolved around full-stack self-developed AI — spanning advanced intelligent driving, proprietary chips, and large-model integration — which gives its battery strategy a notably pragmatic character: choose a mature, safe, and cost-controllable LFP route so that more resources can be concentrated on its core competence in intelligence. Since 2025, XPeng has fully embraced a dual-powertrain strategy of BEV plus EREV, with the addition of range-extender models introducing new variables to its battery demand structure. In May 2026, XPeng Group delivered 32,158 vehicles, with the flagship SUV GX becoming a core incremental contributor right from its debut, while the MONA series and P7+ continued to scale, validating the market appeal of its "technology for all" positioning. BYD: Full Vertical Integration as the Ultimate Moat If NIO, Li Auto, and XPeng respectively embody the brand paths of "service-driven battery swapping," "family comfort," and "technology intelligence," then BYD's defining label points squarely at vertical integration. From FinDreams battery cells and FinDreams Powertrain motors and electronic controls, to in-house IGBT and SiC power semiconductors, BYD has mastered the manufacturing of virtually every core component in a new energy vehicle — a level of supply chain depth unmatched both domestically and globally. The Blade Battery, BYD's signature technology, builds on an LFP foundation and achieves a balance of safety and energy density through structural innovation; it has now achieved scaled deployment across the entire lineup. On the cost side, the scale effects of selling 4.6 million units in 2025 have endowed BYD with extreme supply chain bargaining power. On the technology side, the "Eye of the Gods" advanced driver-assistance system has been deployed in over 2.5 million vehicles, generating more than 160 million kilometers of real-world driving data daily — a data flywheel that competitors will find difficult to replicate. In 2025, BYD's battery-electric vehicle sales reached 2.26 million units, surpassing Tesla (approximately 1.63 million) for the first time to claim the global BEV sales crown. From the Seagull at RMB 70,000 to the Yangwang at over RMB 1 million, from city commuters to hardcore off-roaders, BYD has built the world's most complete new energy product matrix, with its multi-brand strategy covering every mainstream price band and use case. Leapmotor: Full-Stack Self-Development Driving Extreme Value, Multi-Supplier Strategy Fueling the Volume Leap Leapmotor has emerged as a dark horse that can no longer be ignored among China's new-energy startups. Its battery strategy is defined by a clear formula: all-LFP plus parallel multi-sourcing, with core cell suppliers including Gotion High-Tech and CALB, among others — different batches of the same model may mix cells from different brands, but core parameters remain consistent. In November 2025, Leapmotor and CALB jointly established a battery factory, signaling Leapmotor's progression from multi-source procurement toward equity-linked core-supplier relationships. Leapmotor's true moat lies in its full-stack self-development approach — over 65% of core components are developed in-house, spanning electric drives, battery BMS, intelligent cockpits, and autonomous-driving chips. This is what enables Leapmotor to deliver extreme value in the RMB 100,000–200,000 mainstream price band. In May 2026, Leapmotor delivered 81,569 vehicles, up 81% year-on-year, holding the new-energy startup sales crown for multiple consecutive months, with the one-million-unit annual target now within reach. Leapmotor's product matrix has expanded into four series — A, B, C, and D — covering sedans, SUVs, and MPVs, while overseas exports have rapidly climbed to over 37% of total volume, becoming a second engine for growth. The Industrial Logic Behind Divergent Strategies When the battery strategies of these five automakers are examined side by side, several clear industrial patterns emerge. First, LFP's dominance in the mainstream market continues to strengthen. Whether it is BYD's Blade Battery, XPeng's all-LFP lineup, Leapmotor's extreme value proposition, or Li Auto's progressive LFP adoption in its EREV models, all point to the same trend: in the RMB 100,000–250,000 core consumption band, LFP's combined advantages in cost, safety, and cycle life have made it an unshakable baseline. Second, supply chain relationships are upgrading from simple buyer-seller transactions to capital-linked co-development. The joint ventures between Li Auto and Sunwoda, between Leapmotor and CALB, and the five-year agreement between NIO and CATL are all reflections of this trend. Third, battery strategy choices are increasingly dictated by each automaker's business model: NIO's battery-swapping system demands pack standardization and compatibility; BYD's vertical integration demands in-house production; Li Auto's EREV approach imposes unique requirements on battery capacity and cost. For participants in the upstream lithium resource and battery materials industries, understanding the battery strategies of leading automakers — and the direction in which they are evolving — is a critical entry point for gauging mid- and downstream demand structures, the cadence of technology-route shifts, and the changing landscape of supply chain dynamics. In this industrial contest that remains very much at halftime, the divergence in battery strategies not only determines each automaker's cost structure and product competitiveness, but will also profoundly reshape the value distribution across the entire lithium battery supply chain.

【SMM Titanium Flash】China’s titanium ore leader, Anning Co., Ltd., plans to issue convertible bonds to raise up to RMB 2.5 billion. The funds will be allocated to iron ore and titanium industry chain expansion projects. Key allocations include RMB 1.157 billion for the Duijingou tailings storage facility to secure long-term iron ore resources, and RMB 715 million for a cold rolling and logistics project in Changzhou. This initiative bridges the gap between semi-finished titanium products and end-users, integrating its "60,000-ton energy-grade titanium materials" project. The move aims to perfect the "titanium ore—titanium materials" full-industry-chain layout, solidifying the company's vertical integration and market competitiveness.

Indian state-run miner NMDC Limited has announced a massive investment plan of $5.22 billion over the next three years to almost double its iron ore production capacity to 100 million metric tons (mt) per year, up from the 52 million mt produced in the 2025-2026 fiscal year. The company will deploy around $626 million in the current fiscal year, with capital expenditures rising to $1.04 billion in each subsequent year. The strategic expansion also includes $208 million earmarked for the acquisition of overseas critical mineral assets, and a separate $313 million investment to construct a blending yard at the port of Vishakhapatnam for branded value-added iron ore products. The market impact highlights NMDC's aggressive vertical integration and capacity expansion to secure domestic raw material supply for India's booming crude steel sector. By venturing into overseas acquisitions and branded blended ores, NMDC is strategically positioning itself to reduce India's vulnerability to global supply chain shocks while fully capitalizing on the nation's rapid industrial consumption growth.

ArcelorMittal (AM) — 2025 Annual Report Summary ArcelorMittal, the world's second-largest steel producer, released its 2025 Annual Report in March 2026. During the year, the Group's steelmaking operations experienced a broad-based slowdown: crude steel output in Europe contracted sharply by 6.6% year-on-year, while volumes in India and Brazil also declined. Only North America recorded output growth, driven by the consolidation of an additional steelworks. These dynamics reflect softening apparent steel consumption (ASC) globally, compounded by intensifying competitive pressures. Nonetheless, the Mining segment delivered an outstanding performance — iron ore shipments from Liberia surged 37.5%, providing a meaningful offset to the headwinds in the steelmaking divisions. I. 2025 Key Production, Shipment & Financial Overview In 2025, ArcelorMittal demonstrated strong operational resilience against the backdrop of subdued global steel demand and complex trade barriers. Portfolio optimisation — notably the full consolidation of the Calvert flat-rolled finishing facility — and robust growth in the iron ore business were the key highlights of the year. Despite a marginal decline in crude steel production and shipments, net profit expanded materially, primarily driven by non-recurring items — in particular, a US$1.9 billion accounting gain arising from the acquisition of the remaining 50% equity interest in AMNS Calvert. The increase in net debt was principally attributable to the full consolidation of Calvert and other M&A activities. II. Segment Distribution & Operational Performance In 2025, ArcelorMittal's global operational footprint underwent significant structural reconfiguration, most notably through the full acquisition of the North American Calvert flat-rolling facility and the divestiture of non-core assets in Bosnia-Herzegovina, further optimising the Group's production and shipment mix. The following presents a detailed comparison of key segment production and shipment data for 2025 versus the prior year: North America The segment recorded growth in both output and shipments in 2025, primarily benefiting from the full consolidation of the AMNS Calvert facility in the second half of the year, and the recovery of Mexican production following the 2024 labour strike. Crude Steel Production: 7.8 Mt (2024: 7.5 Mt), up 2.9% YoY Steel Shipments: 10.3 Mt (2024: 10.1 Mt), up 2.2% YoY Key Development: The 1.5 Mtpa Electric Arc Furnace (EAF) at the Calvert facility was commissioned in June 2025, enhancing the supply capability of high value-added flat products in the region. 2026 Volume Outlook: Both production and shipments are expected to increase in line with broader regional trends. Growth Driver: The 1.5 Mtpa EAF at Calvert, consolidated in H2 2025, is currently in capacity ramp-up phase and will contribute incremental volumes in 2026. Brazil Despite margin pressure, the Brazil segment maintained highly stable production and shipment volumes, continuing to serve as a key profitability pillar for the Group. Crude Steel Production: 14.3 Mt (2024: 14.5 Mt), down 1.3% YoY Steel Shipments: 13.9 Mt (2024: 14.1 Mt), down 0.9% YoY Key Development: The Barra Mansa long products mill expansion was commissioned in H2 2025, adding 0.4 Mtpa of high value-added long steel capacity. 2026 Volume Outlook: Steel shipments are projected to reach 15.4 Mt in 2026, significantly above the 13.95 Mt recorded in 2025. Growth Driver: Despite demand headwinds in 2025 caused by elevated interest rates and a surge in Chinese imports, the Group holds an optimistic outlook for 2026 growth. Europe Affected by soft market demand and a planned major reline of Blast Furnace No. 4 at Dunkirk, European crude steel output contracted. However, the smaller decline in shipments indicates relatively resilient market penetration. Crude Steel Production: 29.2 Mt (2024: 31.2 Mt), down 6.6% YoY Steel Shipments: 28.4 Mt (2024: 28.7 Mt), down 0.9% YoY Key Development: The divestiture of the Zenica long products integrated steelworks in Bosnia-Herzegovina was completed in October, reflecting the Group's strategic transition toward lower-carbon assets. 2026 Volume Outlook: Shipments are expected to recover and grow. Growth Driver: As the EU Carbon Border Adjustment Mechanism (CBAM) and the revised Tariff Rate Quota (TRQ) regime progressively take effect in 2026, the Group anticipates European domestic steelmakers recapturing market share from import competition. India & Other Joint Ventures Focus on the strategic joint venture AMNS India (60% equity interest): Crude Steel Production: 7.2 Mt (2024: 7.5 Mt), down 4.5% YoY, impacted by market volatility in H1 and unplanned maintenance outages Steel Shipments: 7.9 Mt (2024: 7.9 Mt), shipments remained resilient Key Development: The Hazira integrated steelworks in India is being expanded to 15 Mtpa capacity. The Group has also announced a long-term greenfield project in Andhra Pradesh with an 8.2 Mtpa capacity target, with the objective of increasing hot-rolled coil (HRC) capacity to 15 Mtpa by H2 2026, providing incremental production and shipment uplift. Crude Steel Production (Other Subsidiaries): 4.3 Mt (2024: 4.6 Mt), down 6.52% YoY Mining The Mining segment was the Group's strongest growth engine in 2025, driven by the successful ramp-up of the Phase II expansion project in Liberia. Own Iron Ore Production (Mining segment only): 35.3 Mt (2024: 27.9 Mt), up 26.5% YoY Iron Ore Shipments: 36.3 Mt (2024: 26.4 Mt), up 37.5% YoY Key Development: Liberia achieved a record annual shipment of 10 Mt and is progressing steadily toward a 20 Mtpa production target. 2026 Mining Segment Outlook: Liberia (AML): Volume Target: 20 Mtpa shipment target. The Group specifically projects that by end-2026, as the Phase II expansion and the beneficiation plant continue to ramp up, annualised shipments will exceed 18 Mtpa (vs. 10 Mt in 2025). Key Progress: A blended production model combining sinter fines and concentrates from Phase II will support a significant increase in production and shipment volumes, with rail haulage capacity being expanded toward a 30 Mtpa annual throughput target. Canada (AMMC): Trend: Stable production maintained. The conversion of the high-grade iron ore pellet plant for Direct Reduced Iron (DRI) production is expected to be completed in Q2 2026. 2026 Production & Shipment Outlook Summary The 2025 production and shipment profile signals ArcelorMittal's strategic pivot toward quality over pure volume. Despite marginal fluctuations in crude steel output in Europe and Brazil, the growth from high value-added assets in North America and low-cost iron ore operations in Liberia is structurally rebuilding the Group's cost and margin base. The Group projects global apparent steel consumption (ASC) ex-China to grow by 2% in 2026. Against this macro backdrop, the Group forecasts an increase in steel production and shipments across all regions in 2026 compared to 2025, underpinned by improvements in operational efficiency and the positive impact of trade protection measures. III. Production Infrastructure & Process Technology Profile ArcelorMittal operates a highly diversified asset portfolio spanning the full upstream-to-downstream value chain — from iron ore mining to downstream finishing and processing. As of end-2025, the Group's production process structure is as follows: Process Mix: Basic Oxygen Furnace (BOF) output accounts for 74% (41.2 Mt); Electric Arc Furnace (EAF) accounts for 26% (14.4 Mt). Facility Scale: The Group currently operates 30 Blast Furnaces (BF) and 27 Electric Arc Furnaces (EAF) . Capacity Distribution: Europe remains the largest production base, with an annual crude steel capacity of 39.5 Mt (53% of total), followed by Brazil (16.4 Mt) and North America (12.5 Mt). IV. Raw Material Self-Sufficiency & Supply Chain Integration The Group maintains a high degree of vertical integration upstream and downstream to hedge against market volatility — a core pillar of its industrial competitive advantage: Iron Ore Supply: Own iron ore production grew 15.1% YoY to 48.8 Mt in 2025. Canada (AMMC) contributed 25.6 Mt, while Liberia (AML) surged to 9.7 Mt. Self-Sufficiency Rates: In 2025, the Group achieved an iron ore self-sufficiency rate of 72% , a coking coal self-sufficiency rate of 91% , and a scrap steel and Direct Reduced Iron (DRI) self-sufficiency rate of 55% . Logistics Capacity: The Group operates 18 deep-water port facilities and associated rail infrastructure, handling over 51 Mt of freight annually. V. Key Asset Restructuring & Industrial Portfolio Realignment 2025 was a year of deep portfolio optimisation for the Group — divesting weaker assets and concentrating resources in high-growth, high value-added operations. Full Consolidation of Calvert (USA): In June 2025, the Group completed the acquisition of the remaining 50% equity interest in AMNS Calvert (previously a joint venture with Nippon Steel Corporation) at a nominal consideration. The facility is the most advanced flat-rolled steel finishing complex in North America. The newly constructed 1.5 Mtpa EAF produced its first slab in June 2025. Asset Divestitures & Operational Rationalisation: Bosnia-Herzegovina: Completed the sale of the Zenica integrated steelworks and the Prijedor iron ore mine. South Africa: Rationalisation of the long products business and the idling of the Newcastle steelworks were completed by end of January 2026. India Expansion: AMNS India remains a core growth engine. The Hazira integrated steelworks is on track to expand capacity to 15 Mtpa by H2 2026. VI. Major Capital Project Progress (Capex Allocation) ArcelorMittal is currently in a dual capital expenditure cycle: EAF transition and upstream iron ore capacity expansion . Total capital expenditure in 2025 amounted to US$4.34 billion . VII. Decarbonisation Pathway & Industrial Technology Upgrade ArcelorMittal is at a critical juncture in its transition from conventional blast furnace-based integrated steelmaking toward low-carbon process routes: EAF Capacity Expansion: By end-2026, the Group expects to add 3.4 Mtpa of EAF capacity, spanning Gijón and Sestao in Spain, and Calvert in the USA. Key Technology Projects: The 2.0 Mtpa EAF project at Dunkirk, France (€1.3 billion investment) is planned for commissioning in 2029 and is expected to generate carbon emissions at approximately one-third of the level of a conventional blast furnace. Energy Transition: By end-2025, the Group had commissioned 1.6 GW of renewable energy equity capacity, with a further 1.2 GW under construction, primarily in India and South America, with the objective of supplying low-cost clean electricity to steelmaking operations. Carbon Footprint: Absolute carbon emissions declined 3.1% YoY in 2025, representing a cumulative reduction of 47% from the 2018 baseline. It is noteworthy that, given the limited commercial-scale deployment of low-carbon technologies (green hydrogen, Carbon Capture and Storage), the Group's emissions reductions are currently achieved primarily through portfolio restructuring and EAF electrification . VIII. Additional Key Information Portfolio Optimisation: Full Acquisition of Calvert: By acquiring NSC's 50% equity stake, ArcelorMittal has gained full operational control of North America's most advanced flat-rolled steel finishing complex. Exit from Non-Core Assets: The divestiture of the high-carbon-intensity integrated steelworks at Zenica, Bosnia-Herzegovina, and associated iron ore mines reflects a "decarbonise first, then grow" portfolio strategy. Operational Risks: Geopolitical Risk: The Kryvyi Rih steelworks in Ukraine (AMKR) is currently operating at only 35% of rated capacity , facing significant logistics and supply chain disruption. Trade Barriers: US Section 232 tariffs were raised to 50% in 2025, increasing the cost burden on cross-regional material flows. 2026 Outlook: Global apparent steel consumption (ASC) ex-China is projected to grow 2% . The Group's capital expenditure plan for 2026 is budgeted in the range of US$4.5–5.0 billion , with continued focus on the Liberia iron ore expansion and the electrification of process technology in Europe. Summary: 2025 was a year of "deepening asset quality" for ArcelorMittal. By converting its core North American joint venture Calvert into a wholly-owned subsidiary, and achieving successful delivery milestones at the Liberia iron ore mine and India's green energy projects, the Group further consolidated its vertically integrated competitive advantages. For investors, the sustainability of free cash flow generation and the recovery of market share under the EU CBAM framework remain the key monitoring indicators over the next one to two years.

[SMM Global Steel Enterprise Special Report] A Detailed Analysis of US "Steel King" Nucor: 100% Electric Arc Furnace Forging High Profits, Vertical Integration Mitigating Cost Fluctuations Nucor Corporation is a company incorporated in Delaware in 1958. The company and its subsidiaries are engaged in the manufacture of steel and steel products. It also produces and procures ferrous and non-ferrous metal materials, primarily for use in its steelmaking operations. Most of its operating facilities and clients are located in North America. Its operations include international trading and sales companies responsible for buying and selling steel and steel products manufactured by the company and others. Nucor is also the largest recycler in North America, using steel scrap as the primary raw material for producing steel and steel products. In 2025, it recycled approximately 20 million gross tons of steel scrap. Operating Performance Data source: Nucor Corporation Annual Report、SMM Reasons behind the performance changes: ① Decline in gross profit: The primary reason for the decline in gross profit in 2025 was the compression of profit margins in the steel products segment. Due to lower average selling prices, gross profits from the grating and decking, building systems, and rebar fabrication businesses under this segment all experienced significant declines. ② Steel mill segment growth: In contrast, gross profit in the steel mill segment increased, primarily driven by higher sales and improved steel industry spreads. ③ Investment expenditures: Over the past three years, Nucor invested approximately $9.73 billion in capital expenditures and acquisitions, aiming to expand its product portfolio and enhance operational flexibility. Segments, Major Products, and Marketing Nucor reports its results in three segments: the steel mills segment, the steel products segment, and the raw materials segment. The steel mills segment is Nucor's largest segment, accounting for 62% of the company's sales to external clients for the fiscal year ended 2025. It primarily sells its products to steel service centers, manufacturers, and fabricating enterprises located in the US, Canada, and Mexico. In 2025, the steel mills segment sold approximately 19,848 kt of products to external clients. Data source: Nucor Corporation Annual Report、SMM The Steel Products segment primarily produces high-value-added downstream construction and industrial components, holding leading positions across the U.S. in multiple sub-segments including steel joists, prefabricated metal buildings, and insulated metal panels. It accounted for 29% of the Company's net sales to external clients for the year ended 2025. In 2025, total sales of major products in the Steel Products segment were approximately 1.478 million mt, including approximately 658,000 mt of steel joists and joist girders, approximately 436,000 mt of steel deck, and approximately 384,000 mt of metal building systems. Although physical sales volume (tonnage) was far below that of the Steel Mills segment, the per-mt selling price and profit margin were much higher than those of basic steel, and the segment also ranked first in market share across the U.S. in multiple areas. Data source: Nucor Corporation Annual Report、SMM The Raw Materials segment is the cornerstone of Nucor's vertical integration strategy, primarily operated through its wholly-owned subsidiary The David J. Joseph Company (DJJ), and manages DRI production facilities in Louisiana and Trinidad. By blending DRI with steel scrap, it supports electric arc furnace (EAF) production of higher-grade sheets & plates while ensuring cost advantages and supply security of raw materials. It accounted for 9% of the Company's net sales to external clients for the year ended 2025. In 2025, approximately 20 million gross tons of steel scrap were recycled and processed. Data source: Nucor Corporation Annual Report、SMM Clients and Markets Data source: Nucor Corporation Annual Report、SMM Major Development Projects in Recent Years The vast majority (91%) of Nucor's capital was allocated to internal construction (CapEx), strengthening core competitiveness through technology upgrades (such as electric arc furnaces and micro mills); a small portion was used for strategic acquisitions to achieve "outward expansion" into high-margin downstream areas. Through acquisitions such as SWDP, the company quickly entered high-barrier, high-growth sub-segments including data centers and green energy, making its business structure more resilient to cyclical downturns. Data source: Nucor Corporation Annual Report、SMM Core Logic of Vertical Integration for Cost Reduction: Raw Material Supply Structure Data source: Nucor Corporation Annual Report、SMM Core Risk Factors The greatest risk facing Nucor is a combination of internal and external challenges — internally, cost fluctuations in steel scrap and energy; externally, the impact of low-priced imported steel resulting from global (especially China's) overcapacity. Specifically: 1. Core Industry Risks ① Severe global supply-demand imbalance: Global steel surplus capacity reached 704 million net mt in 2025 (8 times US annual production). It is expected to further increase to 795 million mt by 2027. ② Regional impact: China's annual production has exceeded 1 billion mt in each of the past 8 years, and Chinese steelmakers continue to invest in new capacity in Southeast Asia and Africa. ② Import shock: This surplus leads to a flood of low-priced steel into the US market, creating significant downward pressure on Nucor's product prices, sales, and profit margins. 2. Production Cost Risks ① Steel scrap price sensitivity: Nucor uses 100% electric arc furnaces (EAF), with steel scrap being the largest cost item. Steel scrap prices fluctuate significantly and are beyond Nucor's control. ② Supply chain uncertainty: Although Nucor has achieved a degree of self-sufficiency through its DRI plants and DJJ recycling system, pig iron and iron ore pellets still rely on international procurement, facing geopolitical risks (e.g., Ukraine, Russia, Brazil). 3. Operational Challenges ① Energy-intensive nature: Steelmaking relies on large amounts of electricity (for melting) and natural gas (for heating and DRI production). ② Cost pass-through: Energy prices are affected by demand, the regulatory environment, and transmission infrastructure (pipelines/power grid), and cost surges may erode profits. 4. Compliance and ESG Risks ① Emission reduction pressure: The steel industry faces intense scrutiny due to greenhouse gas (GHG) emissions. ② Policy risk: Although Nucor's emission intensity is far lower than its blast furnace peers, increasingly stringent environmental protection laws and regulations may increase capital expenditures or restrict operations at existing facilities. 5. End-Use Market Risks ① Industry cyclicality: The steel industry is highly correlated with the macro economy. ② End-use market fluctuations: Nucor's largest market is non-residential construction. If this sector (e.g., commercial offices, industrial facilities) contracts due to high interest rates or economic recession, it will directly impact Nucor's performance severely. Copyright and Intellectual Property Statement: This report is independently created or compiled by SMM Information & Technology Co., Ltd. (hereinafter referred to as "SMM"), and SMM legally enjoys complete copyright and related intellectual property rights. The copyright, trademark rights, domain name rights, commercial data information property rights, and other related intellectual property rights of all content contained in this report (including but not limited to information, articles, data, charts, pictures, audio, video, logos, advertisements, trademarks, trade names, domain names, layout designs, etc.) are owned or held by SMM or its related right holders. 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