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Shell and St. Paul’s Hospital Drive low-carbon development in Hong Kong’s healthcare sector
City’s first hospital to adopt Renewable Diesel Blend R33, reducing up to 30% lifecycle CO2e emissions
HONG KONG SAR – Media OutReach Newswire – 18 June 2026 – Shell Hong Kong Limited (Shell) and St. Paul’s Hospital on Tuesday held the “Shell x St. Paul’s Hospital – Integrated Decarbonisation Solutions Kick-off Ceremony”, reinforcing their shared commitment to sustainable development. As one of the world’s largest suppliers of biofuels, Shell has been promoting renewable diesel as a practical, lower-carbon energy solution. St. Paul’s Hospital is the first hospital in Hong Kong to adopt Shell Renewable Diesel Blend R33¹ for its boiler system. The switch required no modification to its existing equipment and offers up to 30%2 less CO2e emissions on a life cycle basis3 compared to EN 590 B0 diesel4. In addition, St. Paul’s Hospital installed Shell Recharge electric vehicle charging facilities in its parking lot and joined Shell’s CO2 Compensation Programme as part of its low-carbon initiatives.
First hospital in Hong Kong: adopting renewable diesel for boiler systems
Shell is committed to “Power Progress Together” by working together with their customers and partners, to provide the energy products that people need to power their lives and businesses today, while helping to build the low-carbon energy system of the future. With Shell’s support, St. Paul’s Hospital has pioneered a healthcare first in Hong Kong to implement Shell Renewable Diesel Blend R331 to power its boiler system.

Renewable diesel: enabling value chain decarbonisation for businesses
In response to St. Paul’s Hospital’s need for a stable low-carbon energy solution, Shell introduced Renewable Diesel Blend R331, which offers up to 30%2 less CO2e emissions on a life cycle basis3 compared to EN 590 B0 diesel4, helping the hospital reduce value chain emissions and meet its Scope 1 and Scope 2 targets.
Compatible with conventional diesel equipment
The launch of Shell Renewable Diesel marks a significant milestone in Shell’s support in the energy transition journey in Hong Kong. Mr. Dick Chan, General Manager of Shell Commercial Fuels – Hong Kong and Macau of Shell Hong Kong Limited, said: “We are honoured to witness St. Paul’s Hospital becoming a low-carbon promoter in Hong Kong’s healthcare sector, as the first to adopt Shell Renewable Diesel Blend R331. This represents the shared commitment of both the energy sector and the healthcare sector to work together for a sustainable future.”
Businesses selecting sustainable low-carbon energy solutions often face challenges such as capital investment, equipment compatibility, and operational impact. Shell Renewable Diesel is fully compatible with conventional diesel boilers or engines and can serve as a direct replacement fuel without any modifications or adding new equipment5, helping businesses lower costs and emissions. It also reduces regulated air pollutants6, making it suitable for use across various industries including construction, transport and logistics, industrial operations, and healthcare.
Comprehensive technical support for a smooth transition
A hospital’s boiler system is essential to daily operations. It supplies hot water and steam for the central heating system, wards, operating theatres, laundry services, and sterilisation equipment. Any disruption to boiler operations would have a significant impact on the hospital functioning. For this reason, St. Paul’s Hospital places great importance on the stability of its fuel supply. Switching to Shell Renewable Diesel Blend R331 required no modification to the hospital’s existing boiler system. To ensure a smooth transition, Shell provided professional technical support and conducted comprehensive inspections of the boiler system before the switch to ensure continued safe and reliable operation.
Mr. Gilbert Lee, General Manager of St. Paul’s Hospital, welcomed the collaboration. He said: “It is an undeniable fact that renewable energy has become a key direction of future energy transition, aligning with the global trend towards low carbon and environmental sustainability. Looking ahead, St. Paul’s Hospital will continue to collaborate with different sectors to promote more practical and effective low-carbon measures, contributing to a greener and healthier future for both the hospital and the wider community.”
Advancing low-carbon operations towards a sustainable future
In addition, St. Paul’s Hospital continues to advance low-carbon operations through its collaboration with Shell, taking a multi-pronged approach to building a low-carbon energy ecosystem. This includes the installation of two 50kW Shell Recharge fast-charging facilities in the hospital’s parking lot, providing visitors and staff with a more environmentally friendly and convenient energy option. At the same time, the hospital has adopted low-carbon fuel solutions and actively participated in Shell’s CO₂ Compensation Programme, supporting independently verified environmental, technology, and waste management projects. Through a simple and cost-efficient approach, these initiatives help compensate unavoidable carbon emissions from daily operations while promoting sustainable development in the communities where the projects are located.
Together, these initiatives not only enhance the hospital’s overall sustainability performance but also encourage the healthcare sector to explore low-carbon operational models, contributing to a healthier and more sustainable future.
Shell will continue to work with St. Paul’s Hospital and other partners to promote practical low-carbon solutions, which fully support Hong Kong’s goal of achieving carbon neutrality by 2050 and create a sustainable environment for future generations.
Notes:
- Shell Renewable Diesel Blend R33 contains up to 33% ISCC-certified renewable components.
- Between 27% and 30% less CO2e. CO2e (carbon dioxide equivalent) includes CO2, CH4, N2O emissions.
- The life-cycle assessment of a product’s CO2e emissions includes emissions associated with feedstock production, feedstock transport, fuel production, fuel transportation and distribution, and combustion.
- Calculated by comparing to a GHG baseline intensity of 92g CO2e/MJ on a Well-to-Wheel basis, representative of an EN590 B0 diesel and calculated by Shell with emission factors from JEC Well-to-Tank report v5 (Link: https://data.europa.eu/doi/10.2760/959137) and internal Shell studies.
- When switching from diesel. Based on Shell’s operability studies and market experience to date. Vehicle handbook and/or label at the fuel tank socket must be checked for OEM approval. Not applicable for passenger cars.
- Actual effects and benefits may vary according to vehicle type, vehicle condition and driving style. Compared to EN590 B0 diesel. Not applicable for passenger cars. The tailpipe out emission benefit can be limited for vehicles with advanced exhaust aftertreatment systems.
- Between 80% and 90% less CO2e. CO2e (carbon dioxide equivalent) includes CO2, CH4, N2O emissions.
The companies in which Shell plc directly and indirectly owns investments are separate legal entities. In this content “Shell”, “Shell Group” and “Group” are sometimes used for convenience to reference Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ”Subsidiaries”, “Shell subsidiaries” and “Shell companies” as used in this content refer to entities over which Shell plc either directly or indirectly has control. The terms “joint venture”, “joint operations”, “joint arrangements”, and “associates” may also be used to refer to a commercial arrangement in which Shell has a direct or indirect ownership interest with one or more parties. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest.
Forward-Looking statements
This content contains forward-looking statements (within the meaning of the U.S. Private Securities Litigation Reform Act of 1995) concerning the financial condition, results of operations and businesses of Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “aim”; “ambition”; ”anticipate”; “aspire”, “aspiration”, ”believe”; “commit”; “commitment”; ”could”; “desire”; ”estimate”; ”expect”; ”goals”; ”intend”; ”may”; “milestones”; ”objectives”; ”outlook”; ”plan”; ”probably”; ”project”; ”risks”; “schedule”; ”seek”; ”should”; ”target”; “vision”; ”will”; “would” and similar terms and phrases. There are a number of factors that could affect the future operations of Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this content, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks, including climate change; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, judicial, fiscal and regulatory developments including tariffs and regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; (m) risks associated with the impact of pandemics, regional conflicts, such as the Russia-Ukraine war and the conflict in the Middle East, and a significant cyber security, data privacy or IT incident; (n) the pace of the energy transition; and (o) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forward-looking statements contained in this content are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Shell plc’s Form 20-F for the year ended December 31, 2025 (available at www.shell.com/investors/news-and-filings/sec-filings.html and www.sec.gov). These risk factors also expressly qualify all forward-looking statements contained in this contentand should be considered by the reader. Each forward-looking statement speaks only as of the date of this content. Neither Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this content.
Shell’s net carbon intensity
Also, in this contentwe may refer to Shell’s “net carbon intensity” (NCI), which includes Shell’s carbon emissions from the production of our energy products, our suppliers’ carbon emissions in supplying energy for that production and our customers’ carbon emissions associated with their use of the energy products we sell. Shell’s NCI also includes the emissions associated with the production and use of energy products produced by others which Shell purchases for resale. Shell only controls its own emissions. The use of the terms Shell’s “net carbon intensity” or NCI is for convenience only and not intended to suggest these emissions are those of Shell plc or its subsidiaries.
Shell’s net-zero emissions target
Shell’s operating plan and outlook are forecasted for a three-year period and ten-year period, respectively, and are updated every year. They reflect the current economic environment and what we can reasonably expect to see over the next three and ten years. Accordingly, the outlook reflects our combined Scope 1 and 2 target, NCI target and our oil products ambition over the next ten years. However, Shell’s operating plan and outlook cannot reflect our 2050 net-zero emissions target, as this target is outside our planning period. Such future operating plans and outlooks could include changes to our portfolio, efficiency improvements and the use of carbon capture and storage and carbon credits. In the future, as society moves towards net-zero emissions, we expect Shell’s operating plans and outlooks to reflect this movement. However, if society is not net zero in 2050, as of today, there would be significant risk that Shell may not meet this target.
Forward-Looking non-GAAP measures
This content may contain certain forward-looking non-GAAP measures such as free cash flow and underlying operating expenses. We are unable to provide a reconciliation of these forward-looking non-GAAP measures to the most comparable GAAP financial measures because certain information needed to reconcile those non-GAAP measures to the most comparable GAAP financial measures is dependent on future events some of which are outside the control of Shell, such as oil and gas prices, interest rates and exchange rates. Moreover, estimating such GAAP measures with the required precision necessary to provide a meaningful reconciliation is extremely difficult and could not be accomplished without unreasonable effort. Non-GAAP measures in respect of future periods which cannot be reconciled to the most comparable GAAP financial measure are calculated in a manner which is consistent with the accounting policies applied in Shell plc’s consolidated financial statements.
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We may have used certain terms, such as resources, in this content that the United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.
Hashtag: #Shell #StPaulsHospital #ESG #LowCarbon
The issuer is solely responsible for the content of this announcement.
About Shell
Shell Hong Kong (Shell) is an operating company of Shell plc – a global group of energy and petrochemical companies which use advanced technologies and take an innovative approach to help build a sustainable energy future. With more than 100 years of history locally, Shell supplies Hong Kong and Macau with a wide range of oil products from its technologically advanced Tsing Yi Installation. Shell’s business activities include Retail filling and service stations, fuel and lubricants to Commercial sectors, Bitumen, Aviation fuel, Marine fuel and lubricants. As a responsible corporate citizen in Hong Kong, Shell actively contributes to the well-being of the community through its social investment programmes.
About Shell Renewable Diesel
Shell Renewable Diesel is a high-quality Hydrotreated Vegetable Oil (HVO) made with 100% renewable bio-components such as used cooking oil, animal fats, crop-based or other wastes through hydrogenation (treatment with hydrogen). Compared to EN 590 B0 diesel 4, Shell Renewable Diesel can reduce CO2e emissions by up to 90%7 on a lifecycle basis 3.
Shell Renewable Diesel Blend R331 contains up to 33% renewable content — including 7% Fatty Acid Methyl Ester (FAME) and 26% Hydrotreated Vegetable Oil (HVO) — and complies with the European EN 590 diesel standard. It offers up to 30%2 less CO2e emissions on a life cycle basis3 compared to EN 590 B0 diesel4
About Shell’s CO₂ Compensation Programme
Shell is one of the most established traders of carbon credits in the world. On the journey to reduce carbon emissions, Shell offers commercial customers carbon offset solutions that provide a simple and cost-effective way to offset hard-to-abate emissions. Shell automatically helps commercial customers calculate their carbon emissions and offsets them through carbon credits generated from various environmental, technology and waste management projects – such as initiatives related to protecting or re-developing natural ecosystems like forests, grasslands and wetlands, as well as investing in renewable energy and low-emission cooking appliances – to reduce concentrations of greenhouse gases in the atmosphere.
These projects include the Reducing Emissions from Deforestation and Forest Degradation (REDD+) project in Congo, the protection of peat swamp forests in Indonesia, and tropical forest protection projects in Acre, Brazil. Taking the Katingan Mentaya Wildlife and Conservation Project in Indonesia as an example, it protects approximately 150,000 hectares of intact peat swamp forest and five endangered species, generating an average of 7.45 million carbon credits each year (equivalent to offsetting 7.45 million tonnes of CO2e) – an impact equivalent to removing 2 million cars from the road each year, making a significant contribution to global carbon reduction.
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SIM Global Education Students Connect with Industry Mentors Through Campus Life
At SIM Global Education (SIM GE), campus life is designed to complement academic learning by helping students develop networks, soft skills, career awareness and a stronger sense of community. SIM GE’s holistic learning approach and culturally diverse environment aim to equip students with an all-rounded global education, while student life, career development and networking activities help students build competencies needed to thrive in the real world.
This is increasingly important in higher education. UNESCO’s International Institute for Higher Education notes that student wellbeing is critical to academic success and personal development, and that inadequate support can affect learning outcomes, career readiness and students’ ability to contribute meaningfully to society.
Addressing student concerns beyond the classroom
Students exploring higher education often face several practical concerns. They may wonder whether they will make friends, whether they will be supported if they struggle, whether they will have opportunities to develop leadership skills, and whether they can access career guidance before entering the workforce.
SIM GE addresses these concerns through a campus ecosystem that combines student clubs, leadership development, peer support, wellbeing programmes and career services. Through Project 1095, SIM GE highlights that education extends beyond books, exams and qualifications, encompassing knowledge, skills and activities both inside and outside the classroom. This approach supports students who want a fuller higher education experience to grow personally, socially and professionally.
Building networks through clubs and co-curricular activities
Student clubs and co-curricular activities are among the first ways SIM GE students build connections on campus. SIM offers nearly 80 student clubs across areas such as arts and culture, international student clubs, student councils, special interest groups, sports and fitness. These activities allow students to broaden their interests, discover new talents and interact with peers beyond their academic programmes.
For students, these communities can make networking feel more natural. Instead of viewing networking only as a formal career activity, students can begin by working with peers on events, competitions, club projects and leadership initiatives. These experiences help students develop communication, teamwork, confidence and relationship-building skills that are valuable in both campus life and the workplace.
Developing leadership and workplace-ready skills
Leadership opportunities are another important part of the SIM GE student experience. Project 1095 states that SIM aims to prepare every student to be a leader, with opportunities ranging from leadership positions in clubs, to workshops that help students take charge of their learning journey.
These experiences are relevant to students who want to strengthen their employability before graduation. By organising activities, leading teams, managing projects and engaging with different student groups, students can develop confidence and practical skills that support their future careers. Such skills are increasingly valued by employers. The World Economic Forum’s Future of Jobs 2025 report identifies skills such as analytical thinking, resilience, flexibility, agility, leadership and social influence as important for the future workforce.
Connecting students with career guidance and industry networks
For students seeking more direct career support, SIM Career Connect helps students develop a competitive edge, build industry networks and professional connections, and align their career aspirations with real-world opportunities. This is a key part of helping students transition from academic learning to career readiness. Through career guidance, networking opportunities and employer engagement, students can better understand industry expectations and explore potential career pathways.
SIM’s Employer Engagement team also works with industry partners to connect employers with SIM GE students, supporting employers in finding the right fit from its pool of talent, and provides. For students, this access to industry networks can help reduce uncertainty about life after graduation. It also gives them opportunities to gain exposure to professional environments, employer expectations and potential career directions while still studying.
The role of mentoring in student career development
Mentoring and professional guidance are important because students often need perspective as much as information. Research on employability-oriented higher education programmes has highlighted that higher education has increasingly focused on developing students’ employability competences through mentoring programmes.
Within SIM GE’s broader campus life and career ecosystem, students can connect with peers, student leaders, career advisors, employers and industry opportunities. These touchpoints help students build confidence, ask the right questions, learn from others’ experiences and make more informed decisions about their future.
Helping students make a more confident higher education choice
As students consider their higher education options, many are looking for more than a classroom experience. They want to know whether they will be supported, whether they can build friendships, whether they will have access to career resources, and whether they can connect with people who can help them understand the world of work. At SIM Global Education, student life plays an important role in addressing these concerns. Through clubs, co-curricular activities, student leadership, peer support, wellbeing services, career guidance and employer engagement, SIM GE provides students with opportunities to build meaningful connections and develop future-ready skills.
For students choosing their next step in higher education, these experiences can make a significant difference. They help you move from uncertainty to confidence, from participation to leadership, and from academic learning to stronger career readiness.
Reference
- SIM Global Education – https://www.sim.edu.sg/degrees-diplomas/sim-global-education/university-partners-sim-ge/sim-ge
- New insights on countries’ objectives to support student well-being in higher education – https://www.iesalc.unesco.org/en/articles/new-insights-countries-objectives-support-student-well-being-higher-education
- Project1095 – https://project1095.simge.edu.sg/
- Future of Job Report – https://www.weforum.org/publications/the-future-of-jobs-report-2025/
- SIM Career Service – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/career-services
- Measuring mentoring in employability-oriented higher education programs: scale development and validation – https://pmc.ncbi.nlm.nih.gov/articles/PMC10170025/
- Wellness and Counselling – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/student-care
Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills
The issuer is solely responsible for the content of this announcement.
About SIM Global Education
SIM Global Education (SIM GE) is a leading private education institution in Singapore and the region. We offer more than 140 academic programmes ranging from diplomas and graduate diploma programmes to bachelor’s and master’s degree programmes with some of the world’s most reputable universities from Australia, Canada, Europe, United Kingdom, and the United States. SIM GE’s cohort is made up of 17,000 full- and part-time students and adult learners, of which approximately 41% are international students hailing from over 50 countries.
SIM GE’s holistic learning approach and culturally diverse learning environment aim to equip students with knowledge, industry skills and employability competencies, as well as a global perspective to succeed as future leaders in a fast-changing, technologically driven world.
For more information on SIM Global Education, visit www.sim.edu.sg
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Thailand’s “trust capital” a potential strategic advantage amid global realignment: NUS Business School Dean
Speaking to the media during a visit to Bangkok, Professor Rose said economies with deep international trust and stable regional relationships are increasingly well positioned as businesses rethink where they invest, manufacture and expand.
“In a world where global alignments are shifting and supply chains are being redrawn, trust becomes a strategic asset,” said Professor Rose. “Thailand has spent decades building strong relationships across Asia and beyond. That foundation becomes more valuable in periods of uncertainty.”
A pivotal moment for Thailand
Thailand’s current environment is demanding, and the International Monetary Fund’s World Economic Outlook (April 2026) projects growth of 1.5 per cent in 2026.
Professor Rose noted that rising energy costs, softer long-haul tourism demand and rapid AI adoption are creating near-term pressure across key sectors of the Thai economy. However, he said periods of disruption often create the conditions for long-term competitive repositioning.
“The economies that emerge stronger are usually the ones that adapt earliest,” as Professor Rose. “Leadership capability, agility and the ability to navigate change will determine who captures the next decade of growth.”
The comments come as businesses across Southeast Asia accelerate investment in AI, digital transformation and workforce reskilling amid growing global economic fragmentation.
A 2026 Milieu Insight study of 3,000 workers across six Southeast Asian markets including Thailand found that 53 per cent ranked over-dependence on AI as their top concern, ahead of privacy risks and job displacement. This suggests that organisations in Thailand and across the region must do more to guide, not just deploy, new technology.
Building regional leadership capability
Addressing these challenges requires more than a policy response alone. Professor Rose emphasised that both multinationals and SMEs must build their adaptation strategies around talent and leadership development to power Thailand’s growth engine.
Ms Usa Skulkerewathana, Senior Lecturer at NUS Business School, said Thai organisations should consider focusing on strengthening talent development and practical AI readiness rather than treating technology as a standalone solution.
“This is not a wait-and-see moment,” said Ms Skulkerewathana. “Thai businesses that invest early in leadership, digital capability and workforce resilience will be better positioned to compete regionally and internationally.”
Singapore’s role as Asia’s financial and educational hub offers Thai professionals and organisations a natural gateway to build regional leadership capability. Thai professionals and executives have, for decades, benefitted from NUS Business School’s MBA, MSc and executive education programmes, including the Stanford–NUS Executive Programme and other senior leadership initiatives developed with global academic and industry partners. Thai enrolment has remained steady over the past five years as professionals seek regional exposure and globally benchmarked leadership training.
Thailand’s “trust capital” is intact, and its position within a reorganising ASEAN is reinforced by the changes underway. The Thai institutions and business leaders that treat “trust capital” as a competitive asset, and build the leadership depth to deploy it, will define the country’s next chapter of growth.
Hashtag: #NUSBusinessSchool
https://bschool.nus.edu.sg/
https://www.linkedin.com/school/nus-business-school/
https://x.com/NUSBizSchool
https://www.facebook.com/NUSBusinessSchool/
https://www.instagram.com/nusbizschool/?hl=en
The issuer is solely responsible for the content of this announcement.
About NUS Business School
With 50,000 alumni and 60 global chapters, the National University of Singapore (NUS) Business School is known for providing management thought leadership from an Asian perspective, enabling its students and corporate partners to leverage global knowledge and Asian insights.
The school has consistently ranked first in Asia by independent publications and agencies, such as The Financial Times and Quacquarelli Symonds, in recognition of the quality of its programmes, faculty research and graduates.
The school is accredited by AACSB International (Association to Advance Collegiate Schools of Business) and EQUIS (European Quality Improvement System), endorsements that the school has met the highest standards for business education.
For more information about NUS Business School, please visit
bschool.nus.edu.sg.
To discover our MBA, MSc or Executive Education courses, visit
https://mscbiz.nus.edu.sg/,
https://mba.nus.edu.sg/ or
https://executive-education.nus.edu.sg/
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Dayos Releases Athena: Agentic Replacement for Oracle and Workday AMS Contracts, Now Generally Available
Hero performs full end-to-end report development, Application configuration, and token management, closing tickets at no marginal cost on top of the platform fee while customers keep their existing systems, controls, and access model.
SINGAPORE –
The release addresses four structural problems with the AMS model that enterprises running Oracle and Workday have lived with for two decades.
Time to deploy. Traditional AMS engagements take months to scope, onboard, and ramp to full coverage. Athena Starter deploys in two weeks – from contract execution to production agents running inside the customer’s Oracle or Workday tenant.
Quality of work. Hero’s agents reason through tickets in the customer’s actual tenant – exploring, planning, and validating before posting. Report development tickets, historically the worst offenders on enterprise SLA reports, complete 70% faster on Hero. Plain English in, validated SQL out, executed inside the tenant.
Long-term support drag. Hero reduces Oracle ticket backlogs by 50% in the first 30 days for Starter customers, with a sustained 60% reduction in the active ticket queue by the end of year one for Pro customers. SLAs across customer engagements run 50% faster. Every ticket Hero closes is a ticket the customer’s AMS provider does not bill for.
Proof. Dayos used Hero internally to retire its own ServiceNow ITSM environment in 45 days, with 60% of Tier 1 tickets now resolved autonomously. The deployment is documented as a reference case in Section 2.1 of the IMDA Model AI Governance Framework for Agentic AI, published by Singapore’s Infocomm Media Development Authority at ATxSG in May 2026, alongside case studies from AWS, DBS, Google, Workday, OCBC, Tencent, PwC, and GovTech.
“AMS providers bill per ticket or per hour. Hero closes tickets at no marginal cost on top of the platform fee. Every ticket Hero closes is one your AMS provider doesn’t bill for,” said Brad McElhannon, Founder and CEO of Dayos.
AVAILABLE NOW AND AHEAD
Athena Starter is available at USD 60,000 per year, delivering 50% Oracle ticket backlog reduction in 30 days, 70% faster report development, and 50% faster SLAs. Athena Pro is available at USD 150,000 per year, adding custom agent development and a contractually committed 60% sustained reduction in the active ticket queue by the end of year one. Plan details and outcome breakdowns by tier are at dayos.com/plans (https://www.dayos.com/plans).
The Athena Hero release ships with full support for Oracle and Workday. SAP availability is targeted for January 2027.
Hero is built on Google’s Agent Development Kit (ADK) with Gemini as the lead reasoning model, and operates under ISO 42001-aligned governance with SOC 2 Type II controls. Athena enters general availability, with active enterprise deployments across the Asia-Pacific region.
Hashtag: #AgenticAI #Oracle #Workday #SAP #EnterpriseAI #AMS
https://www.dayos.com
https://www.linkedin.com/company/dayos/
https://www.youtube.com/watch?v=GnCEgiDBw1g
The issuer is solely responsible for the content of this announcement.
About Dayos
Dayos is an AI-native platform company headquartered in Singapore. Its platform, Hero, automates the Oracle and Workday application-managed services work that enterprises have historically outsourced, including configuration, report development, reconciliations, transaction entry, monitoring, and incident resolution. Rather than replacing a customer’s systems, Hero works inside their existing Oracle and Workday environments and respects their established controls and role-based access model.
Dayos is ISO 42001 and SOC 2 Type 2 certified and was published as a reference deployment in the IMDA Model AI Governance Framework for Agentic AI. The company was founded by Brad McElhannon, who spent more than 20 years in enterprise Oracle implementation across 200+ clients and led Finance Engineering at Robinhood through its IPO. Learn more at www.dayos.com.
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