Controlling company subsidiaries in the Global South: A comparative study of itineraries to and from mining sites in Chile and Congo

ABSTRACT This paper analyses mining operations by multinational mining companies in Chile and Congo (1910s–1960s), focusing on methods to establish control over subsidiaries. It examines Andes Copper Company and Chile Exploration Company (Anaconda) in Chile and Union Minière du Haut-Katanga and Société Minière du Bécéka in Congo, and compares the role of travel and communication in managing operations. It identifies striking similarities in their approaches, including international expertise for ore prospecting and technical knowledge transfer, as well as North–South travel for supervision and strategic discussions. Communication differences were influenced by company-culture variations, as well as unique historical, social, and political backgrounds of each host country. Anaconda relied on experienced expatriate staff, certain local initiatives in Chile, and frequent mail correspondence. Belgian companies in Congo faced challenges due to colonial anxieties and limited local expertise – needing closer supervision, more site visits, and increased reporting.