The success of a company is inevitably drawn from the personality of its promoter.

Origins. Background. Education. Business acumen.

People-management. Ethical standing. Ambition.

For all those wanting to know where Sudar Industries is headed need to look no farther than where its founder has come from.

Paul Murugan Thevar. Founder, Sudar Industries. Started his professional career in

humble circumstances. Grew his garments stitching business from 11 machines

(one location) to 45 machines (two locations) to 76 machines (four locations), 126

machines (nine locations) to 486 machines and now 700 machines.

Paul Murugan Thevar has grown his garments business from an annual turnover of ` 50 lacs in 2001-02 to ` 195 cr in 2011-12 and a projected ` 400 cr in 2013-14.

Driven by his philosophy: “Always do something that

you are passionate about and can live for. This is very

important because living an indifferent life will neither

help you as an individual nor the society. Have a goal in

life and pursue it with passion and dedication.”

When Sudar Garments went public in March 2011, the management of the company had assured its prospective shareholders that the company would grow revenues and profits while being engaged in the garments business.Within less than two years of its IPO, the management

of Sudar has extended from one business to two.

From garments manufacture to pharmaceuticals.

When Sudar Garments went public in March 2011, the management of the companyhad internally estimated 2013-14 revenues of ` 225 cr.

Within less than two years of its IPO, the management of Sudar

Industries (renamed) is pleased to revise its estimated 2013-14

revenues to ` 400 cr (with no additional networth infusion from

existing minority shareholders).

So what is the sum of this classical success story?

That it took Sudar Industries 20 patient years to grow

its revenues to ` 195 cr. The Company now intends

to grow nearly fi ve times as fast in a tenth of the time.

Sudar Industries represents the coming together of two manufacturing businesses. Garments. Which Paul Murugan Thevar started in 1992 and grew into a 700 stitching machine organisation by 2012 with a market capitalisation of ` 200 cr.

And the business of pharmaceuticals which Sudar Industries acquired in 2012 to capitalise on a rare opportunity and emerge as a dependable global supplier.

Safety excellenceVisionTo set a precedent in the global manufacturing industry

through continuous innovation, exceptional products, focused

services and enhanced customer satisfaction to the entire

benefi t of all shareholders, fi nancial institutions and associates

including our management staff, supervisors and labour staff.

Mission

Deliver on-time, every time, anywhere in the world

Keep a sharp eye on product quality and put in all efforts to

continuously raise the bar

Comply fl awlessly with all statutory regulations required by

our customers in any country

Create a logistics infrastructure that adheres to the highest

levels of effi ciency and seamlessly blends with our customers’

supply chain

Ensure escalating productivity standards at the lowest

operating cost, offering our customers products of the

highest quality at the most competitive prices

Vision and mission

Sudar drives innovation through a focus on niche product

manufacture, cutting-edge technology and superior people

capabilities.

Valuing peopleWe value people capabilities. Our unique ‘People and

Process Paradigm’ helps address regulatory compliance,

innovation and creativity.

Peak performanceWe seek to build a sustainable organisational ecosystem

where one is constantly motivated to attain new heights

and empowered to discover new growth avenues. Our

performance in the past couple of years stands testimony to

this pursuit.

QualityOur quality initiative covers product quality, operational

discipline, environmental quality and a superior life quality for

all the people associated with us.

Harmony with societyWe seek to balance our environmental impact and economic

interests. We are committed to the development of society,

culture and economy; we respect laws, demonstrate high

ethical standards and preserve the environment.

Philosophy

Safety firstAt Sudar, safety is a part of the corporate culture. This

includes infrastructural, employee, environmental and

community safety. Starting with employee induction, safety

training is conducted periodically. A number of safety

initiatives have been designed in association with a global

expert to ensure safest manufacturing processes and

systems. These initiatives include:

Use of high-end technologies to recycle discharge,

progressively leading to a zero manufacturing discharge

status

Three-tier safety committees to monitor safety initiatives,

standard operating procedures as well as process and

working standards for R&D and manufacturing units

Round-the-clock medical care and mandatory safety

training for all employees

Use of sophisticated equipment to monitor plant air quality

(inside and ambient)

Safety visionTo become a world-class, safety-driven, pharmaceutical

manufacturing organisation by conducting business

processes and operations with a commitment towards the

highest standards of safety, health and environment. As our

garments unit does not generate effl uents, impact on the

environment and community is relatively lower.

Safety goalOur safety vision is inspired by the succinctly stated goal:

‘zero incident’.

We believe the goal of a zero incident workplace is achievable

by developing and maintaining management systems that

allow us to control risk by ensuring engineering controls and

administrative controls. Our ultimate goal is to have zero

accidents, zero injuries and zero fatalities – leading to ‘zero

incident’.

Our safety principlesThe Company has formulated seven safety principles:

Safety is a core organisational value

Management is responsible for preventing injuries

All injuries can be prevented and occupational exposures

minimised

All incidents must be reported and acted upon

Working safely is a condition of employment and contract

Training employees in safety is essential

Safety ensures good business

Growing scaleSudar strengthened revenues 68.5%

from ` 115.62 cr in FY2011 to

` 194.78 cr in FY2012. The Company

reported a CAGR of 118% over the four

years leading to FY2012, continuously

outperforming its target.

Improving marginsSudar strengthened EBIDTA margins

from 16.7% in FY2011 to 18% in

FY2012 with a corresponding growth

in EBIDTA by 81.5%. Correspondingly,

PAT margins increased from 6.0%

in FY2011 to 6.8% in FY2012. This

improvement was achieved on account

of manufacturing integration, cost

cutting and process rationalisation.

Increased asset utilisationSudar strengthened garments

throughput from 34 lac pieces in

FY2011 to 54 lac pieces in FY2012.

AcquisitionSudar acquired the plant and

equipment (including land and

buildings) of Benzo Petro International

Limited, engaged in the manufacture of

pharmaceutical intermediaries including

CRAMS. This acquisition will generate

sustainable and profi table growth over

the foreseeable future.

How we have enhanced value for our stakeholders

Our garments business

BACKGROUND Incorporated as Sudar Garments Private Limited on January 28, 2002 and reconverted into a public company (Sudar Garments

Ltd) in 2010.

INTEGRATED Sudar is an integrated apparel manufacturer with the capability of designing and manufacturing readymade garments including

cutting, body-stitching, washing, ironing and fi nishing. The Company’s captive embroidery unit addresses the growing needs of

the fashion-conscious, resulting in value-addition.

BRANDSThe Company manufactures and markets apparel under its own brand called ‘Glory to Glory’ and brands like ‘St. Paul’ and

‘Majesty’. The Company also engages in contract manufacture for domestic brands and merchant exporters.

PRODUCTS

Men’s and kids wear Plain shirts l Striped shirts l Trousers l

Casual wear l Knitwear l Patchwork shirts l

Embroidery shirts l Mix and Match shirts l

Denim l Cargos

Women’s wear Ladies shirts l Casual wear l Knitwear l

Tank tops

LOCATIONHeadquartered in Mumbai, Maharashtra. The

manufacturing unit is located at Khalapur Taluka,

Raigad District, Maharashtra.

MARKETSThe Company’s products are marketed to prominent

export houses who, in turn, export the material to

the US, Italy, the UK and the UAE. Nearly 60% of the

Company’s output is exported (indirectly through export

houses), leveraging on the existence of the Jawaharlal

Nehru Port Trust only 30 kms away.

QUALITY STANDARDS ISO 9001:2008-certifi ed

ISO 14001 Quality-certifi ed

Adopted Total Quality Management System (TQM)

Programme, Kaizen.

TECHNOLOGYThe Company invested in cutting-edge stitching

equipment from major suppliers/distributors like JUKI,

Over Lock Machine – light duty (FDM), Flat Lock

Machine (FDM) – regular, Steam Iron Table (Toniy) and

End Cutting Machine (Eastman). Nearly 90% of the

Company’s equipment is less than three years old.

SCALEThe Company enhanced its capacity from 500,000

garments to 800,000 garments per annum in 2008-

09 to 20 lac garments per annum in 2009-10 to 200

lac garments in 2012. The Company possesses 700

normal manually-operated tailoring machines (300 for

shirts, 100 for trousers, 100 for knitted hosiery and

100 for ladies garments) and 200 automatic fi nishing

machines. The Company has one of the largest

capacities in Mumbai, resulting in a preference among

Mumbai-based garment exporters. The Company has

invested in technology; while SGL takes a few seconds

to stitch fi ve buttons; other garment companies usually

take 10 minutes.

ADVANCEDThe Company procures fabric from manufacturers

and authorised distributors. The Company follows

ERP process and an advance logistics system leading

to superior inventory control. This helps effectively

service the requirements of distributors and multi-brand

outlets.

Rich experience: The Company has a 25-member

team with at least 15 years of textile industry

experience. SGL workers undergo comprehensive

and thorough training, including hands-on orientation

around sophisticated equipment.

Our strengths

Volume: At Sudar, we are presently working on an order

booking of around 25,000 units per style, resulting in low batch

changeover time and economies of continuous working.

Integrated: Sudar’s is the only garments unit within the

Mumbai region to be integrated from raw material (fabric) to

garment manufacture to washing to ironing and dispatch under

one roof.

Location: Sudar is located in a prime industrial zone within 35

kms of downtown Mumbai, 80 kms from Mumbai’s international

airport and less than 35 kms from JNPT Port (Nhava Sheva).

The proposed development of Mumbai’s new airport (Ulwe) is

expected only 20 kms from the Company’s plant. The cluster of

villages around the plant offers abundant manpower.

Product mix: Our product mix (shirts, trousers, knitwear,

children and ladies garments) represents a balance between

value-addition and productivity.

Experience: Sudar’s Chairman and Managing Director,

Mr. Paul Mr. Thevar Murugan, possesses a rich experience of

more than 20 years in the garment industry from the

grassroots level. This experience has been reinforced by qualifi ed

professionals at the Board and management levels.

People: Sudar is the only company with dedicated equipment

for training guided by experienced masters. The provision of

furnished labour quarters in an adjoining facility to accommodate

around 350 workers is an advantage. This has translated in an

increase in revenues from ` 115 cr in 2010-11 to ` 195 cr

in 2011-12.

Product mix: Sudar’s product mix (shirts, trousers, knitwear,

children and ladies garments) represents a balance between

value-addition and productivity.

Facilities: Sudar has invested in residential, recreation and

canteen facilities within its premises, resulting in higher worker

productivity than the industry average.

Turnkey: Sudar procures fabric at competitive rates through

volume-based negotiation, resulting in economies of turnkey

manufacture

Value-addition: Sudar, achieved progressive value-addition

through a combination of tailoring, embroidery, washing and

ironing: average realisation per SKU increased from ` 30 in

2010-11 to ` 60 in 2011-12

Labour mix: At Sudar Garments, half the labour is resident

and half is non-resident, strengthening productivity.

Capacity utilisation: Sudar demonstrated a strong

operational discipline marked by meticulous scheduling and

production incentives, minimising downtime.

Economies of scale: Sudar’s existing location comprises

300 workers – a fair critical mass - and we expect to grow the

location to 500 by the end of 2012-13.

Customised raw materials: Sudar has leveraged its

longstanding understanding of the dynamics of the fabric sector

to be able to procure material around the best price-value. No

single supplier accounts for more than 9% of procurement.

Around 60% of the Company’s fabric consumption was sourced

from within 250 kms from its plant.

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Committed clients: Sudar works with large or growing

garment marketing and exporting companies without needing

to incur marketing expenditure to reach products to consumers

with the marketing companies not needing to invest in garment

manufacture

Cash fl ow: Sudar reported a signifi cant improvement in its

operating cash fl ows by striking the right balance between cash

and credit purchases as well as a reasonable receivables cycle.

Relationships: Sudar has countered the risk arising from

price-based competition by selecting to work across extended

relationships with customers. All clients associated with Sudar

since inception continue to work with it, resulting in a higher

ticket size of repeat orders.

Customer concentration: Until 2011, Sudar’s seven leading

customers accounted for almost 99% of its revenues, which

has now extended to 17 clients. Contribution from the largest

customer declined from 27% of revenues in FY11 to 15% in

FY12. Sudar’s increased export of industrial garments will widen

the client base and enhance de-risking.

Order-based revenues: Sudar undertakes garment

manufacture only against orders to counter design

obsolescence. This back-to-back mechanism has enabled the

Company to maintain minimum inventory and insulate from raw

material fl uctuations.

Repeat orders: Sudar generated 75% of revenues in FY2012

from repeat orders derived from longstanding clients.

Gearing: Sudar’s acquisition of the assets of Benzo Petro

International Ltd. was funded through an issue of 40 lac equity

shares. Since the business will not require any major capex, no

additional long-term debt will be taken. The promoters expect

to infuse ` 20 cr of networth in FY13 through fully-convertible

preference shares to reduce the gearing.

Diversifi ed portfolio: Sudar reduced its dependence on

men’s shirts from 80% of revenues to 52%, while revenues

from men’s trousers, garments for children and women and

proprietary labels increased.

Latest equipment: Sudar invested in the latest equipment

from major suppliers/distributors for stitching (JUKI), light duty

Over Lock Machine (FDM), regular Flat Lock Machine (FDM),

steam iron table (Toniy) and end cutting machine (Eastman).

The complement of this modern equipment helps maintain high

quality standards. SIL has invested in 700 normal, manually

operated tailoring machines (300 for shirts, 100 for trousers,

100 for knitted hosiery and 100 for ladies garments). It has 200

fi nishing machines as opposed to other companies who do it

manually. The result is that it takes SIL a few seconds to stitch

fi ve buttons compared to other companies who take 10 minutes.

Minimal outsourcing: Sudar delivers branded wear for

Indian companies and export houses with minimal outsourcing.

Capacity expansion: Sudar expects to increase its capacity

from 54 lac pieces per annum to 96 lac pieces per annum,

which will progressively enhance revenues and margins.

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BackgroundIn 2012-13, Sudar Industries made a momentous decision to

diversify from the manufacture of garments into the manufacture

of pharmaceuticals.

AcquisitionThe Company acquired Benzo Petro (petrochemicals) for

` 26 cr.

LocationsThe units of the acquired company were in the industrial belts of

Vadodara

Acquisition rationaleThis diversifi cation was the result of the Company’s need to

accelerate growth, diversify revenues and de-risk the Company.

* There is a growing international opportunity for the manufacture

of pharmaceuticals on account of a growing generics preference,

patent expiry, a rising patent expiration of blockbuster drugs and

market growth

The acquired company would have taken at least four years to

replicate the business model and clearances

The acquired business possessed rich intellectual capital

(management teams retained) but was in need of fi nancial

investments

The country’s pharmaceutical industry is moving towards the

organised sector; there is a growing international intellectually-driven

wage and currency arbitrage opportunity in this space

The diversifi cation will extend the Company to a business that is

asset-based with a quicker capacity to be scaled rather than remain

excessively dependant on people

There is no gestation in entering the pharmaceutical business; the

existing unit possesses all relevant licenses and clearances, making

it possible to immediately capitalise on opportunities

The pharmaceuticals business possesses an extensive room for

synergic product addition; the signifi cant number of grades that can

be added can catalyse revenues in a sustainable way

The pharmaceuticals business can generate revenue increase

faster than can be derived from garments. The acquired business

will more than break even during 2012-13

The Company intends to capitalize on the high demand for Indian

products (pharma intermediaries, pesticides and fungicides) from the

European and American markets.

* Sudar will selectively retain key Benzo Petro personnel. The

technical operations will be carried out under the leadership of

Dr. Soundararajan (PhD in Organic Chemistry) with a rich

international experience in both academic and industrial fi elds

(having worked with a Nobel Laureate, leading his team in USA and

managed industrial API projects while in Pfi zer (Animal Health) as

Director).

* The acquisition of an existing company has reduced the gestation

period of around 12 to 15 months for securing necessary pollution

control board clearances.

* Sudar received sizeable orders for Contract Manufacturing

(including CRAMS) resulting in the prospect of attractive revenues.

The acquisition of Benzo Petro International Ltd. was a no-cash

transaction. Sudar issued 40 lac equity shares at ` 65 share valuing

the business around ` 26 cr. No debt was raised nor accruals used

for funding the acquisition. The promoters are expected to infuse

equity worth ` 20 cr.

Our pharmaceuticals business

Sudar Industries acquired the assets and

business of Benzo Petro International

Limited for ` 26 cr in 2012. Incorporated

in 1991 by Dhirajlal C Gami and Ramesh

C Gami, Gujarat-based Benzo Petro

manufactures and exports various

benzaldehyde products. The unit possesses

capabilities in AIDS/HIV, diabetes, ACE

inhibitors and CNS.

The acquisition will strengthen the business

of Sudar Industries Limited for the following

reasons:

SIL will emerge as a fully-integrated

pharmaceutical company

SIL will save environmental clearances

time of around two years, while opening

markets and preponing revenues.

SIL will acquire BPIL’s business of AIDS/

HIV, diabetes, ACE inhibitors and CNS,

which would otherwise have taken around

four years.

SIL will enter a tender-based business

where volume will drive the Company’s

topline and reduce SIL’s dependence on

garment manufacture.

Core capabilities of the Benzo Petro team 17 years of experience in broad range

complex chemical reactions

Strong R&D, engineering and

manufacturing capabilities

Track record of multi-step synthesis

Sound understanding of global regulatory

requirements

Professional dedication to product quality

standards

High health, safety and environmental

standards

Dedication to confi dentiality obligations

and IPR protection

Robust business process and project

management capability

Assured achievement of milestones and

deliverables

Partnering with R&D industry, pharma/

biotech and specialty/cosmetic chemical

companies

Highly qualifi ed and experienced CRAMS

team

Going ahead, Sudar intends to leverage its

acquired competencies and emerge as a

preferred CRAMS partner. By leveraging

acquired competencies and technologies,

the Company proposes to assist customers

by developing required products and

delivering required quantities.

Benzo Petro Location: Vadodara, GujaratManufacturing capacity: 1,200 TPA

investments Sudar will invest about ` 30 cr until 2014 to enhance capacity and infrastructure in its CRAMS business.

This will double exports to an estimated ` 370 cr across three years. Nearly 80% of the revenues are likely to be derived through

exports to CIS countries, South East Asia, Africa and MENA countries.

The Company entered into long-term contracts with globally reputed pharmaceutical companies leading to an estimated 100%

annual revenue growth.

big picture

Revenues

` 194 cr, 2011-12

` 650 cr, 2014-15E

Anthraquinone

China exported 13,500 MT in 2010 with a value

of around 45 million USD. The major overseas

markets for anthraquinone products are USA,

Canada, India and Brazil, among others. The African market

is also growing. The export value of anthraquinone to USA

by China alone during the year 2010 amounted to a bit over

US$ 45 million.

Anthraquinone, also called anthracenedione or

dioxoanthracene, The term anthraquinone, invariably

refers to one specific isomer – 9,10-anthraquinone. It is a

building block of many dyes and used in bleaching pulp for

papermaking.

Dyestuff precursor applicationSynthetic dyes are often derived from 9,10-

anthraquinone, such as alizarin. Important derivatiwves

are 1-nitroanthraquinone, anthraquinone-1-sulphonic acid,

and the dinitroanthraquinone. Natural pigments that are

derivatives of anthraquinone are found, inter alia, in aloe

latex, senna, rhubarb, and cascara buckthorn), fungi,

lichens, and some insects.

Digester additive application in paper making9,10-anthraquinone is used as a digester additive in

production of paper pulp by alkaline processes, like the

ANNUAL PRODUCTION VOLUME IS HUGE FOR THIS PRODUCT AS IT HAS MULTIFACETED APPLICATIONS RANGING FROM IT, HARDWARE TO PHARMA AND POLYMER ARENA.

O

O

Kraft, the alkaline sulphite or the Soda-AQ processes. The

anthraquinone is a redox catalyst. This process increases

in yield of pulp, typically 1-3 % and a reduction in kappa

number.

Sodium 2-anthraquinonesulfonate (AMS) is a water-soluble

anthraquinone derivative that was the first anthraquinone

derivative discovered to have a catalytic effect in the alkaline

pulping processes.

Hydrogen peroxide manufactureA large industrial application of anthraquinones is for the

production of hydrogen peroxide.

Catalytic hydrogen peroxide production with the

anthraquinone process

Pharmaceutical applications

Derivatives of 9,10-anthraquinone include many important

drugs (collectively called anthracenediones).

They include -

Laxatives such as dantron, emodin, and aloe emodin,

and some of the senna glycosides

Anti-malarials such as rufigallol

Antineoplastics used in the treatment of cancer, such as

mitoxantrone, pixantrone, and the anthracyclines.

Aloe emodin mitoxantrone pixantrone

Niche applications9,10-anthraquinone is used as a bird repellent on seeds and

as a gas generator in satellite balloons.

Natural anthraquinone derivatives tend to have laxative

effects. Prolonged use and abuse leads to melanosis coli. 5

anthraquinones have been shown to inhibit the formation of

Tau aggregates and dissolve paired helical filaments thought

to be critical to Alzheimer’s disease progression in both

experimental models and in vitro testing but have not been

investigated as a therapeutic agent.

For Example: Emodin…Emodin is being studied as a potential agent that could

reduce the impact of type 2 diabetes. It is a potent

selective inhibitor of the enzyme 11-HSD1. In studies in

obese mice, emodin limits the effect of glucocorticoids and

may therefore ameliorate diabetes and insulin resistance.

Pharmacological studies have demonstrated that emodin

when isolated from rhubarb, exhibits anti-cancer effects on

several human cancers, including human pancreatic cancer.

Emodin in rhubarb extracts may also have neuroprotective

properties against glutamate toxicity.

Precursor to Anthraquinone in our process:1,4-naphthoquinone is mainly used as a precursor to

anthroquinone by reaction with butadiene followed by

oxidation. Nitration gives 5-nitro-1, 4-naphthalenedione,

precursor to an aminoanthroquinone that is used as a dye

precursor.

Naphthoquinone forms the central chemical structure of

many natural compounds, most notably the Vitamin K.

2-methylnaphthoquinone is a more effective coagulant that

Vitamin K.

N-methylmorpholine

N-METHYLMORPHOLINE IS AN ORGANIC BASE OF INTERMEDIATE STRENGTH. ITS MAIN USE IS

AS THE STARTING MATERIAL FOR PREPARING N-METHYLMORPHOLINE N-OXIDE.

OHO

O CH2

OC2H2CH

NHCH2C-v2CH2L2

NHCH2C-v2CH2L2

O

O

OHO

OCH CH2

CH2

CH2

OC2H2

NHl2

NH

O

O

N-methylmorpholine-N-oxide, NMO or NMMO is

heterocyclic amine oxide and morpholine derivative and

used as a co-oxidant and sacrificial catalyst in oxidation

reactions for instance in osmium tetroxide oxidations and

the sharpless asymmetric dihydroxylation or oxidations

with TPAP. NMO is commercially supplied both as a

monohydrate C5H11NO2.H2O and as the anhydrous

compound. The monohydrate is used as a solvent for

cellulose in the Lyocell process to produce cellulose fibres

N-[6-chloro-5-(2-methoxyphenoxy)-(2,2-bipyrimidine)4-4-yl]-

(1,1-dimethylethyl)-benzenesulphonamide

CAS number: 150727-06-3

Used in API BosentanBosentan is a dual endothelin receptor antagonist used in

the treatment of pulmonary artery hypertension (PAH). It is

licensed in the US, the EU and other countries by Actelion

Pharmaceuticals for the management of PAH under the

trade name Tracleer.

Bosentan is indicated mainly for the treatment of pulmonary

hypertension. In 2007, Bosentan was approved in the

European Union also for reducing the number of new digital

ulcers in patients with systemic sclerosis and ongoing digital

ulcer disease.

In the United States, Bosentan is indicated for the treatment

of pulmonary arterial hypertension (WHO Group-I) in patients

with WHO Class II-Iv symptoms, to improve exercise

capacity and decrease the rate of clinical worsening.

N-methyliminodiacetic acid (MIDA)CAS number: 4408-64-4

Uses of N-methyliminodiacetic acid: (1) it is used in organic

synthesis as in MIDA boronates an important building block;

(2) it is used to produce other intermediate drug chemicals

like zolodronic acid.

For example, it can react with benzene-1,2-diamine to get

bis-(1H-benzoimidazol-2-ylmethyl)-methyl-amine.

MIDA Boronates are very much used in complex drug

syntheses

[Source: http://www.sigmaaldrich.com/chemistry/chemical-

synthesis/technology-spotlights/mida-boronates.html]

For Example: (+)-Crocacin C.

2,4-DICHLOROACETOPHENONE

CAS number: 2234-16-4It is used as a polymerisation catalyst for the manufacture

of olefins. It is used as an intermediate for pharmaceuticals,

agrochemicals and other organic compounds. It also has

been used as a soporific. It is used as a solvent for plastics,

resins, cellulose ethers, and esters. The dimer (dipnone)

is used as a plasticiser. Acetophenone and its derivatives,

having additionally substituted saturated alkyls, oxygenated

alkyl groups, thio groups, additional aromatic groups,

unsaturated aliphatic side chains, and other functional

groups, are ingredients for flavour and fragrance in soaps,

detergents, cosmetics, and perfumes as well as in foods,

beverages, and tobacco. An example of end product

from 2,4-dichloroacetophenone is an anti-fungal agent

(ketoconazole).

HexaconazoleHexaconazole is a systemic fungicide used for the

control of many fungi particularly for ascomycetes and

basidiomycetes.

CAS no: 79983-71-4

Formula: C14H17Cl2N3O activity: fungicides (conazole fungicides)

R

OH

OH

O2

H2

H2 O2

R

O

O