Social Impact Measurement – Where Business Economic and Social Impact Coincides

Leading private and social enterprises for over 25 years in multilateral, culturally diverse environments, Virginia is passionate about bringing to life measurable impact and creating new value in our society.

Virginia has a demonstrated track record of securing strategic partnerships between corporations, governments, and non-profits to deliver on social impact projects. She started her career in telecommunications, building satellites, and the distribution of free-to-air television across 60 countries in Asia.

Virginia focuses on education, believing that investing in people is the key driver for impactful change. Bringing together diversity and crossing cultural divides is a pathway to create Shared Value in our world, aligning purpose with profit.

After serving on the board of several educational institutions including ESF and the VTC, Virginia is now a member of the Board of Directors of the Adecco Group Foundation in Switzerland a social innovation lab, incubating and accelerating new solutions in the world of work.

Johnny joined the ICTI Ethical Toy Program as the General Manager of Asia Operations in February 2017. Promoted to the Chief Operating Officer in 2022, he is responsible for overseeing the operations of the organization globally.

Before joining the Ethical Toy Program, Johnny worked at Decolav, a US-based design house of high-quality furniture and bathroom products, where he was the Managing Director of Asia Operations. Prior to this, he was the Senior Sourcing Manager at Lowe’s Global Sourcing Hong Kong Ltd. Johnny started his career working for Johnson Electric for five years managing the production for Home Appliances products. He brings a wealth of leadership and operational management experience to the Ethical Toy Program team, gained from his 22 years working in the international manufacturing industry .

He received a Bachelor of Engineering at the University of Victoria in Canada and a Master of Science in Engineering Management at the City University of Hong Kong.

Being a Gen-Y and a father of two children, Garrick is aspired to bring happiness and fulfilment to the future generations. He believes it is fundamental for every individual and every business to do good and create shared values for the community.

His experience covers social innovation, sustainability, change management and intrapreneurship, hospitality and real estate asset management, and youth development.

He currently works with a private conglomerate to integrate sustainability across various aspects of operations, target to demonstrate and advocate for the Creating Shared Value (CSV) model to all businesses.

My Sustainability Goals for 2023:

To encourage more businesses to incorporate social impact measurement to enhance transparency.

Accountability is paramount when it comes to doing good and creating shared values to all.

Vincent Mok leads Hartley McMaster’s Asia-Pacific practice and co-chairs the Energy & Utilities Committee of the Artificial Intelligence Association of Hong Kong. At Hartley McMaster he directs the firm’s decision-science and AI consulting, leading teams that quantify capital allocation, optimization and risk for asset-intensive operators, building on the firm’s 23 years of work in water, energy, aviation and transport. His current focus is the decision layer above operations: how operators turn data into optimized and defensible capital and maintenance portfolios, and whether climate and resilience risk is actually priced into capital plans. He is the creator of SAM-DD, Hartley McMaster’s strategic asset management due diligence methodology for infrastructure investors.

My Sustainability Goals for 2026:

1. To see ESG and climate risk move from disclosure to decision: quantified, monetized, and embedded in the capital-allocation frameworks of asset-intensive operators and their investors. A risk that appears in a sustainability report but not in the capital plan is not yet being managed, and in 2026 the gap between the two is still wide.
2. To see APAC utilities regulators create the conditions for AI-supported capital decision-making, because the energy transition is above all a capital-allocation challenge. Grid reinforcement, renewables integration, and climate adaptation all compete for constrained capital, and AI-supported decision-making gets measurably more decarbonization and resilience from every dollar invested. Regulatory frameworks that recognize data quality and decision auditability would accelerate that shift; today they lag well behind what the technology makes possible.