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A characteristic of growth in the global wine industry for some decades is slowly creeping into artisanal mezcal production in the southern Mexico state of Oaxaca. That is, small producers are using their new-found disposable income to educate their children, with a view to increasing manufacture in a sustainable fashion while at the same time improving sales through tapping new markets.
Oaxaca is where most of Mexico’s mezcal, the typically high alcohol content agave-based spirit, is distilled. In the early years of this decade the state began to witness a dramatic increase in sales of mezcal, both in the domestic market and for export to the US and further abroad. Mezcal tourism was born. Visitors began to make a pilgrimage to primarily the state capital and its central valley production regions, coming to learn about artisanal production, to sample and buy for home consumption, to educate themselves and their staff with a view to attracting sales at bars and mezcalerías, and to consider a business plan for export to foreign and to non-Oaxacan Mexican markets.
Lidia Hernández and Baneza García are representative of this sweeping new trend in Oaxacan mezcal production, not because they are young women (in their early twenties), but because of education. In both cases their parents, integrally involved in family artisanal distillation dating back generations, did not progress beyond primary school. Ms. Hernández has recently completed law school at the state run university and Ms. García is in third year industrial engineering at a private college. Both, however, work in the mezcal business and are using their education to advance the economic wellbeing of their respective families, and to preserve and improve the industry. And of course as is typical in virtually all families which produce artisanal mezcal, both began learning how to make the spirit at a very early age, literally upon taking their first steps.
The impetus for the meteoric growth in the industry occurred in the mid-1990s with the introduction of Mezcal de Maguey’s brilliant “single village mezcal” marketing, with other brands following suit (i.e. Pierde Almas, Alipus, Vago). Virtually all artisanal producers began experiencing a dramatic increase in sales. Initially the new-found wealth meant the ability to buy toys such as flat screen TVs, new pick-up trucks and the latest in computer technology. But then a curious phenomenon began to emerge in families, not only those with ready access to the export market, but those in which domestic sales had begun to skyrocket. More families began perceiving the value in higher education, creating opportunities both for their children and for their own advancement. Therefore they began to divert funds in this new direction.
To best understand the part these two women have already begun to play in the mezcal trade, we must step back several years to industry changes which began to impact the Hernández and García families, and of course many others. But before doing so we should note that lawyers don’t just learn the law, and industrial engineers don’t just learn how to design buildings and factories. Higher education impacts the ways in which we think more generally, how we process information, our spatial perception of the world, as well as about options for dealing with change and adaptation. But still the pedagogic strategies these women have been learning are rooted in their particular disciplines. And while palenqueros with a lack of formal education do not necessarily understand the intricacies, niceties and full impact of the foregoing, at least today in Oaxaca they do get it; that is, the broad though not fully digestible positive implications for the family of supporting higher education of their progeny.
If we accept that it takes an average of eight years to mature an Agave angustifolia Haw (espadín, the most common type of agave used to make mezcal) to the point at which it is best harvested to be transformed into mezcal, and that it was only about 2012 that producers, farmers and brand owners began to in earnest take notice of the “agave shortage” (more appropriately put as the dramatic increase in price of the succulent), then we are still a couple of years away from being inundated with an abundance of the agave sub specie ready to be harvested, baked, fermented and distilled. The phenomenon has been created by both businesses from the state of Jalisco sending tractor trailers to Oaxaca to buy up fields of espadín, and the mezcal boom. The latter has resulted in many palenqueros of modest means all of a sudden experiencing a dramatic increase in sales and corresponding extra income for the family, albeit now having to pay much more for raw material.
Communities are struggling with waterways above and below ground being chemically altered by distillation practices and wastewater, wild agave being stripped forever from landscapes, and several aspects of sustainability. At the same time regulatory stresses abound; from discussions with palenqueros and others in the industry, it is clear that the Consejo Regulador del Mezcal (the mezcal regulatory board, or CRM) is exerting pressure by “encouraging” palenqueros to become certified, and whether by design or not then adversely impacting those who do not comply by making it more difficult for them to eke out a living selling the distillate. The movement has been spearheaded by those who believe that uncertified agave spirit should not be termed “mezcal” nor sold and certainly not exported as such. It is of course trite to suggest that there are implications regarding taxation.
Lidia Hernández’s parents are in their early 50s. They have three children aside from Lidia, and all help in the family business; 30-year-old Valente lived in the US for a few years then returned home at the request of his mother and is now a full-time palenquero, 27-year-old Bety is a nurse who helps out with mezcal on her day off, and 16-year-old Nayeli is in high school in an education system known as COBAO, a hybrid between public and private to which many bright students in rural communities have access. While Lidia is writing her law school thesis she is working in the family palenque in Santiago Matatlán full time. After completing her dissertation she intends to continue on with mezcal until she believes that her expertise is no longer required on a continual basis. Even then, she will use her skills to advance the economic lot of the family.
Lidia attended public school. While initially she was interested in history and anthropology, because Oaxaca did not offer that program at the university level she opted for law. “I wanted to help people, to defend them because regular Oaxacans are really not very good problem solvers, at least when it comes to dealing with the law, police, family issues, business plans, and so on,” she explains. By age eight she had learned about and participated in virtually all steps in mezcal production. Early on she realized she could help grow the family business, using her new skills to help navigate through the rules and regulations in a changing mezcal industry. For in excess of the past year she has been:
• Helping her parents and brother with the paperwork required to become a palenque certified by CRM
• Charged with the process of coming up with an attractive brand name for the spirit the family has been distilling for generations, and working with a graphic designer regarding labelling and bottle style
• Assessing market trends in ABV and desirable nuances in agave species and sub-species
• Learning about taxation, transportation and export, and prerequisites for bottling on the premises
• Determining the best avenues for investing family funds in order to grow the business while at the same time exploring government assistance programs.
Lidia sums it up:
“Of course down the road once all is in order and the family business is certified and is running more efficiently and productively, and profitability is where we think it can be, I’ll get a job working as a lawyer, perhaps for government; but I’ll always be there for my family and continually strive to help produce high quality mezcals at market driven prices.”
Baneza García’s mother is 43. Her father died of alcohol related ailments three years ago at age 40. There are six children in the family ranging in age from 9 – 25. The two youngest are in primary and junior high and the next oldest attends high school at a COBAO. The eldest completed junior high and now works in the family tomato growing business. Baneza and a younger brother attend a private university just outside of the city, both studying industrial engineering. Baneza is in third year of a five year program. She and her brother rent an apartment close to school, but return home to the family homestead in San Pablo Güilá on weekends and for holidays. The extended family all helps out in the mezcal business which was started in 1914 by Baneza’s great grandfather. The family includes her aunt and uncle who are slowly assuming more responsibility, yet are still learning from Baneza’s grandfather Don Lencho.
The García family’s palenque became certified a few years ago, when an opportunity arose to sell mezcal which now reaches, of all places, China. More recently Baneza and family have been working with a different brand owner to produce mezcal which they are on the cusp of bottling and shipping to the US.
The Hernández and García families are in very different circumstances. Nevertheless, there is a common thread in the education of both Lidia and Baneza; utilizing the skills and opportunities to ultimately advance their respective family businesses.
Baneza is interested in both improving efficiency in her family’s mezcal production, and reducing adverse environmental impact of traditional practices. With regard to the former, although her family is still resistant to the idea, she is interested in giving more thought to replacing horsepower currently used to crush the baked sweet agave, with a motor on a track directly above the tahona, similar to that employed in other types of Mexican agave distillate production. The heavy limestone wheel and shallow stone/cement pit would remain thereby not altering flavor profiles, often the result when for example metal blades in an adapted wood chipper or on a conveyor belt are employed.
Regarding environmental impact, Baneza is working on ideas to transform otherwise waste product such as discarded agave leaves and the spent fiber produced at the conclusion of distillation, into commodities of utility. Both materials have traditionally found secondary and tertiary uses (i.e. the latter, that is the bagazo, being used as compost, as mulch, as a principal ingredient in fabricating adobe bricks, for making paper, and as the substratum for commercial mushroom production); but the bounds of ingenuity are endless, especially as learned in the course of a five year program in industrial engineering. The family has already adopted Baneza’s suggestion for recirculating water in the distillation process, rather than the more costly and typical (at least when water was not as scarce a commodity) practice of simply discarding it.
The application of Baneza’s classes in industrial psychology will have a long-term effect on how her family views its place in Oaxacan society:
“It’s a matter of convincing my family, through discussion, illustration and perhaps trial and error, that there are many ways to improve production which will ultimately lead to an easier and more self-fulfilling life for me and my relatives, and better sustain our industry.”
Lidia Hernández and Baneza García are not alone. They are representative of a much broader trend. Both young men and women who are children of palenqueros without higher education, exemplify change in the Oaxacan artisanal mezcal industry. I have spoken with students and graduates in business administration, tourism, linguistics, amongst other university programs, and their stories are similar: help the family artisanal mezcal business in Oaxaca. Then, down the road embark upon an independent career while maintaining an integral connection with the family’s spirit distillation.
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Source by Alvin Starkman
