Monthly Luncheons at Agustinas 1389 Swent : What was the address? Haldeman: Agustinas 1389. It still has on the top part of the concrete, that not even Allende took away, that is in intaglio, indented Roman letters, "Braden Copper Company." I had the apartment turned into a nice big dining room, an office suite, another executive office, and a secretary's office. We had it all redone. We started the invitations for about sixteen people, 1:15 or 1:30 for cocktails in my office room, and the best catering service we could get. Then we'd go in and have lunch. We had oysters, lobsters, the best wine. At that time you were able to get good cigars. Of course the Chilean politician likes to live well, and I invited all the political parties. I even invited Mr. Allende, but he never accepted. When Alessandri was president, he accepted. Gonzalez Videla accepted, and, in fact, he invited me. Chilean President Jorge Alessandri I started to know the political leaders of the country--, all political, economic, social, banking, et ceteraand I mixed them up. Mario Illanes was a wonderful diplomat; he knew how to handle them. Of course, the first lunches were just as dry as could be. They were waiting for me to ask for what I wanted, and nothing happened. I just asked a couple of questions, "What do you think about this?" and so on. Word got around that these were just social lunches, and they had good food, the best liquors you could imagine, nice cigars, there were a lot of enjoyable people, and Haldeman didn't want anything; he just wanted to know. It got to be that Mario had a waiting list to be invited. The guys would stay around until 5:30 and 6:00 and booze. The radicals were the biggest bon vivants of the lunches. I got to know people who to this day are still my friends. That's why I was able to open doors, I could even call up ministers and so on . . .
Haldeman: I had come to Santiago in 1955 as head of the company (Kennecott's Braden Copper Company--RS). About that time I needed a second man, and I started to interview people who were recommended through Kennecott, other executives who had Latin American experience and Spanish or something. After a couple of attempts at hiring people and not being satisfied, which took about a year or a year and a half, I came across Mr. Byron E. Grant. He was the man whose last experience at that time had been in United States Smelting and Refining in Utah. He came down for an interview, and we talked together. About this time I became very aware of the need for incepting modern management methods in the company. We had been quite archaic, and the world was slipping us by, being so far away from the modern world. Harvard had started up, and industrial engineering became the fad, and new organization with all of the frills. And Mr. Milliken was quite a bug on management . Kennecott President Frank R Milliken I talked it over with Grant, as I was very enthused about the idea of becoming a bit more modern and bringing ourselves up to date. Mr. Grant accepted the job. Of course, I was in Santiago, and he, being in Coya, had the day-to-day business with the seven or eight thousand people involved. I was in the political arena with the government authorities and the likes, trying to get our image corrected in the country. Maybe two times a month we'd get together and plan out what we wanted to do. We decided at that time to incept all of the new tools that were out on the market- -wage and salary administration, job evaluation, reorganization, warehouse controls, training programs. We started to plan on how we would send our supervisors, superintendents, and second-in-lines abroad to get some training and mix with the rest of the world that was spinning around above us. We were too far away.