• 1862 - 1884. Opening of the new “Baños Nuevos de Elorrio” spa in 1862.

    A spa was opened in 1862 under the name “Baños Nuevos de Elorrio”. From the outset, and more so following its renovation in 1879, this spa gradually acquired an excellent reputation.

  • 1885 - 1889. Fire and reconstruction of the spa

    In 1885 the spa suffered a fire that destroyed it almost entirely. It was totally rebuilt and restored, and reopened in 1887.

    Two years later, in 1889, a hotel was opened under the name Nuevo Hotel de los Baños Nuevos. This hotel was a European benchmark in its class for many years.

  • 1889 - 1936: Decline in activities and evacuation in 1936 (Spanish Civil War)

    In the 20th century the spa was affected by the gradual decline suffered by the sector as a whole. Activities were gradually wound down and the establishment was closed down in 1936.

  • 1941 - 1980. Incorporation of the company BELERÍN, SA on the site of the spa

    In 1941 a group of local families founded a company under the name BELERÍN, S.A.

    • Foundry and mechanical workshops, malleable iron, casting, brass, copper
    • Cast steel – horizontal moulding line/carousel (valve components)
    • Cast-iron – horizontal moulding line/carousel (grey/malleable iron components)
    • Manual moulding line (workpieces up to 150 kg/compressors)

    The company operated prosperously for the next 40 years.

  • 1980 - 1988. The industrial recession and solvency problems at BELERÍN S.A.

    In the context of the major recession suffered by the metalworking industry in the 1980s, BELERÍN SA suffered from major solvency problems which resulted in changes in the ownership of the company.

  • 1989 - 1994. Founding of BETSAIDE S.A.L. with 120 founder members

    The current company BETSAIDE, S.A.L. was founded as a worker-owned limited company [Sociedad Anónima Laboral] in 1989, with 120 founder members.

    In the 1990s the company invested in vertical moulding lines (DISAMATIC) and gradually phased out its horizontal moulding lines.

    It worked mainly with grey iron and malleable iron for the valve-manufacturing industry.

  • 1995 - 2004. Commencement of sales to the car/truck manufacturing industry

    BETSAIDE began to supply products to major European customers in the car/truck manufacturing industry, which entailed medium to long production runs.

    Within a few years the company had secured major customers in the automotive industry (Tier 1), truck manufacturers (OEMs) and agricultural machinery manufacturers (OEMs & Tier 1).

    Most of this production was in nodular iron.

  • 2005 - 2010. Raising of the company’s international profile and supply of finished products via outsourced additional operations

    Raising of the company’s international profile and supply of finished products via outsourced additional operations.

    In 2006 a new building was completed to house the robotised logistics warehouse, the finished products section, the shipping section and new offices for the Quality, Logistics and Finished Products Departments.

    In 2008 a smelting and moulding line was purchased from the neighbouring foundry LINCE, a DISAMATIC moulding machine was installed and a fourth manufacturing line was introduced.

  • 2010 - 2013. Investment in new DISAMATIC core making and moulding machines

    • DISAMATIC Flex and DISAMATIC 231 Fast machines were purchased, a new cooling line was installed, along with a built-in shot blaster and core making machine.
    • The strategic direction for 2010-2014 was rethought: it was decided to emphasise for strategic sectors:
      • Industrial vehicles/trucks
      • Private cars
      • Agricultural machinery
      • Valve components (water/gas)
    • It was decided to develop and seek out projects from major new customers in the European car (Tier 1) and truck (OEMs) making industries.
  • 2014. Preparing for the future

    • Final purchase of the land and buildings of LINCE (LA INDUSTRIAL CERRAJERA, S.A)
    • Refurbishing and adaptation of both production plants (layout, raising of roofs, adaptation of buildings, construction of new offices, et cetera)
    • Installation of a new (shuttle) cooling line
    • Implementation of new management structures and continuous improvement
    • Redesign of the strategic plan