Glencore Copper drives innovation through teamwork

For Justine Arsenault Savard, technical development superintendent at Glencore Canada Corporation, Copper Division, there are countless reasons to value her role. Two aspects stand out: continuous learning and driving innovation.

Heading a team of eight, Arsenault Savard provides technical support across Glencore Copper Canada, headquartered in Laval. “My position allows me to collaborate with different teams, overcome challenges, and learn about our operational processes,” she says. “We’re also responsible for identifying and driving innovation to enhance performance.”

Glencore Copper Canada produces industrial-grade copper and other critical metals. It operates the only integrated North expanding recycling to increase that part of the business,” he says. “Glencore is part of the solution for the future.” American copper value-added chain and is a major recycler of electronic equipment. As part of Swiss-based Glencore plc, a global mining leader, Canadian employees benefit from access to international expertise.

“This is really helpful because you leverage the experience of people throughout the organization, and managers are very approachable,” says Arsenault Savard, who has been with Glencore for eight years. “Top managers are open to new ideas and feedback. The organization is driven by innovation and staying on the cutting edge.”

Claude Bélanger, chief operations officer, says Glencore’s purpose is producing copper, a metal crucial for global decarbonization efforts. “Our product is essential for electrification, and we’re

Glencore provides generous and flexible benefits to help balance work and family life. It also invests in its workforce by offering opportunities to develop new skills, whether through on-the-job learning or formal training programs like leadership development.

Bélanger notes that managers put a lot of energy into ensuring that every employee gets to contribute to Glencore Copper Canada’s success. The company does that by incorporating the Japanese principle of kaizen, which was developed at Toyota Motor Corp. after the Second World War. At Glencore Copper Canada, that means frequently bringing employees from different fields together in meetings to brainstorm, discuss ideas and find ways to continuously improve operations.

“We want to be a workplace where each employee feels empowered to present innovative ideas and is accountable for our performance,” Bélanger says.

Arsenault Savard is a prime example of how the company supports its employees’ growth. During the COVID-19 pandemic, she pursued an online MBA in business digitalization with Glencore’s backing.

“The mining and metallurgy industries are moving towards greater digitalization,” she explains. “So, I started a degree in business digitalization since my work focuses on innovation, and it’s something I’m very passionate about.”

Because the company draws employees from different cultures and countries, Bélanger says it’s a priority to expand initiatives around diversity, equity and inclusion (DEI), a focus that has the added benefit of fortifying team-building.

Arsenault Savard concurs that Glencore Copper Canada’s DEI initiatives are a positive force, enhancing a corporate culture centred on teamwork, respect and innovation. “It’s a really good environment that is inclusive and supportive,” she says, “and it promotes collaboration throughout the organization.”

From fostering innovation to offering access to a global network of expertise, Glencore Copper Canada creates an environment where employees like Arsenault Savard can thrive. By prioritizing continuous learning and providing the tools to achieve both personal and professional goals, the company is not just advancing careers but also driving progress in everyday life.

“At Glencore, innovation isn’t just encouraged, it’s expected,” she says. “Every challenge is an opportunity to learn, collaborate and push boundaries.”

This article appeared in the magazine announcing this year's Montreal’s Top Employers winners, published March 18, 2025 in the Montreal Gazette. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.