The minute subdivision of land which placed the population in a state of such complete dependence upon the potato was first encouraged by the landlords, in order to multiply the number of voters, and increase their Parliamentary interest; but subsequently, as the population increased, it became in a great measure the work of the people themselves. The possession of land afforded the only certain means of subsistence, and a farm was therefore divided among the sons of the family, each one, as he was marriedwhich happened earlyreceiving some share, and each daughter also often getting a slice as her marriage-portion. In vain were clauses against subletting inserted in leases; in vain was the erection of new houses prohibited; in vain did the landlord threaten the tenant. The latter relied upon the sympathy of his class to prevent ejectment, and on his own ingenuity to defeat the other impediments to his favourite mode of providing for his family. This process was at length carried to an extreme that became perfectly ludicrous. Instead of each sub-tenant or assignee of a portion of the farm receiving his holding in one compact lot, he obtained a part of each particular quality of land, so that his tenement consisted of a number of scattered patches, each too small to be separately fenced, and exposed to the constant depredations of his neighbours' cattle, thus affording a fruitful source of quarrels, and utterly preventing the possibility of any improved system of husbandry. These small patches, however, were not numerous enough to afford "potato gardens" for the still increasing population, and hence arose the conacre system, by which those who occupied no land were enabled to grow potatoes for themselves. Tempted by the high rent, which varied from 8 to 14 an acre without manure, the farmers gave to the cottiers in their neighbourhood the use of their land merely for the potato crop, generally a quarter of an Irish acre to each. On this the cottier put all the manure he could make by his pig, or the children could scrape off the road during the year, and "planted" his crop of potatoes, which he relied upon as almost the sole support of his family. On it he also fed the pig, which paid the rent, or procured clothes and other necessaries if he had been permitted to pay the rent with his own labour. The labourer thus became a commercial speculator in potatoes. He mortgaged his labour for part of the ensuing year for the rent of his field. If his speculation proved successful, he was able to replace his capital, to fatten his pig, and to support himself and his family, while he cleared off his debt to the farmer. If it failed, his former savings were gone, his heap of manure had been expended to no purpose, and he had lost the means of rendering his pig fit for the market. But his debt to the farmer still remained, and the scanty wages which he could earn at some periods of the year were reduced, not only by the increased number of persons looking for work, but also by the diminished ability of the farmers to employ them. Speculation in potatoes, whether on a large or small scale, had always been hazardous in the southern and westerly portions of Ireland. There had been famines from the failure of that crop at various times, and a remarkably severe one in 1822, when Parliament voted 300,000 for public works and other relief purposes, and subscriptions were raised to the amount of 310,000, of which 44,000 was collected in Ireland. In 1831 violent storms and continual rain brought on another failure of the potato crop in the west of Ireland, particularly along the coast of Galway, Mayo, and Donegal. On this occasion the English public, with ready sympathy, again came forward, and subscriptions were raised, amounting to about[537] 75,000. On several other occasions subsequently, the Government found it necessary to advance money for the relief of Irish misery, invariably occasioned by the failure of the potatoes, and followed by distress and disease. The public and the Legislature had therefore repeated warnings of the danger of having millions of people dependent for existence upon so precarious a crop.
In this year the Spanish Legion, which had been sent to help the Constitutionalists in Spain was dissolved, after an inglorious career. It had been constantly attacked by the Conservatives in Parliament. Thus, in the Session of 1837, Lord Mahon, who had been Under-Secretary for Foreign Affairs in Sir Robert Peel's Government, reviewed the line of policy pursued by Lord Palmerston. He complained that the public had been kept in a[454] state of ignorance whether they were at peace or at war, and in his opinion it was a peace without tranquillity and a war without honour. The object of the Quadruple Alliance had been to appease the civil dissensions in Portugal, and not to sanction the intervention of France and Britain in Spain. He lamented the policy that led to the additional articles signed in 1834, which stipulated for a certain degree of interference. But Lord Palmerston had thought proper to proceed still further, in suspending the Foreign Enlistment Act, and allowing 12,000 Englishmen to enlist under the banners of the Queen of Spain. More than 540,000 had been already expended in the war; and in Lord Mahon's opinion the influence of Great Britain in Spain had not been augmented by these measures, in proof of which he alleged that British merchants got less fair play there than French merchants. Lord Palmerston defended his policy against the attacks of Lord Mahon and other speakers. The Quadruple Treaty, he contended, contemplated assistance to the Constitutional party in Spain as well as in Portugal. It was concluded because there was a civil war in Portugal; and when the civil war was transferred to Spain, the same parties who took part with Portugal by treaty were bound at an early period to extend its provisions to Spain, its object being expressly "the pacification of the Peninsula by the expulsion of the two Infants from it." He differed widely from Lord Mahon in thinking the suspension of the Foreign Enlistment Act was disgraceful to the Government. Examples of the same kind were to be found in the most brilliant periods of the history of England.When Washington arrived at Boston, on the 15th of June, he found the English army augmented to ten thousand by fresh forces, under Generals Burgoyne, William Howe, the brother of Lord Howe, and Henry Clinton. The American troops consisted of twenty thousand militia and volunteers, still in a most confused condition, extended over a line of twenty miles in length, that only required an attack of five thousand men, led by a general of courage and ability, to be thoroughly beaten. They were, moreover, greatly deficient in powder and other necessaries. But the English generals lay as if there were no urgent need of action. Had a sudden movement on the Neck been made from Boston, five hundred men could have broken and dispersed the Americans nearest to that position before the other ill-trained troops, some of them at great distances, could have come up; and they might have been easily defeated in detail by the simultaneous efforts of four spirited generals and ten thousand efficient soldiers. But lethargy seemed to have seized on Gage, and to have also infected his coadjutors.Halifax, possessed of this authority, returned to the House of Lords, and announced that, by the king's permission, he proposed the re-commitment of the bill, with the names only of the queen and the sons of the late king now living. Thus, the Princess Dowager was publicly stigmatised, on the authority of her own son, as incapable of reigning. The amendment, as the royal pleasure, was agreed to. The country was struck with astonishment. The Duke of Bedford is represented by Horace Walpole as almost dancing about for joy; the consternation of Bute and his party was indescribable. To cover the disgrace, they represented it as the wish of the Princess Dowager herself. But when the king was left to his own reflections, it began to dawn upon him that he had, by his weak compliance, openly insulted his own parent in the grossest manner. He bitterly upbraided Halifax with having thus stolen his consent by a surprise. But Grenville, with his usual obstinacy, declined to replace the princess's name unless it were strongly pressed upon him in the House. He trusted, however, that the Opposition, who hated the princess, would relieve him of this necessity by voting against the reinsertion of the name. But he was mistaken. Mr Morton, the chief justice of Chester, one of the Bute party, moved for the insertion of the princess's name in the bill, and the Opposition made no objection; they only too much enjoyed Grenville's embarrassment. He was therefore compelled to insert the name, whichthus falsifying Halifax's assertion to the king, that, if left in, it would be struck out by Parliamentwas carried by an overwhelming majority.
ONE:THE MANSION HOUSE, LONDON, IN 1760.
ONE:Before the conclusion of the reign of George II. a new school of fiction had appeared. De Foe had, besides his "Robinson Crusoe," opened up the inexhaustible field of incident and character existing in actual life in his "Colonel Jack," "Moll Flanders," "Roxana," and other novels, and Fielding and Richardson extended it. Fielding, too, died six years before the beginning of this reign, and Richardson in the first year of it. But their works were in full circulation, and extended their influence far into this period. They have, therefore, been left to be noticed here in connection with the class of writers to whom they gave origin, and to whom they properly belong. Richardson (b. 1689; d. 1761) seems to have originated the true novel of real life in his "Pamela," which was the history of a servant, written with that verisimilitude that belongs to biography. This was commenced in 1740, and brought to a conclusion in 1741. The extra-ordinary sensation which it created was sufficient proof that the author had struck into the very heart of nature, and not only knew where the seat of human passion lay, but had the highest command over it. It was not, in fact, from books and education, but from native insight and acute observation, that he drew his power. He was born in Derbyshire, and received his education at a common day-school. He was then apprenticed as a printer in London, and established himself as a master in that business, which he continued to pursue with great success. His "Pamela" ran through five editions in the first year. In 1748[172] appeared his "Clarissa Harlowe," and wonderfully extended his reputation, which reached its full blaze in his "Sir Charles Grandison," in 1754. In all these works he showed himself a perfect analyst of the human heart, and detector of the greatest niceties of character. Though he could have known little or nothing of aristocratic life, yet, trusting to the sure guidance of nature, he drew ladies and gentlemen, and made them act and converse as the first ladies and gentlemen of the age would have been proud to act and speak. A more finished gentleman than Sir Charles Grandison, or correcter lady than Miss Byron, was never delineated. The only thing was, that, not being deeply versed in the debaucheries and vulgarisms of the so-called high life of the time, he drew it as much purer and better than it was. It is in the pages of Fielding and Smollett that we must seek for the darker and more real character of the age. The fault of Richardson was his prolixity. He develops his plot, and draws all his characters, and works out his narrative with the minutest strokes. It is this which prevents him from being read now. Who could wade through a novel of nine volumes? Yet these were devoured by the readers of that time with an avidity that not even the novels of Sir Walter Scott were waited for in the height of his popularity.
Guiding our corporate vision for success
HKBN is steered by a Board of Directors that intermingles a range of expert abilities for visionary thinking. Our board consists of eight Directors, comprising two Executive Directors, three Non-executive Directors and three Independent Non-executive Directors.
Bradley Jay HORWITZ
Chairman and Independent Non-executive Director
Bradley Jay HORWITZ was appointed as the Chairman and an Independent Non-executive Director of the Company on 6 February 2015. In 2005, Mr. Horwitz founded Trilogy International Partners and has served as president and chief executive officer since it was established.
Bradley Jay HORWITZ was appointed as the Chairman and an Independent Non-executive Director of the Company on 6 February 2015. In 2005, Mr. Horwitz founded Trilogy International Partners and has served as President and Chief Executive Officer since it was established. Trilogy International Partners was established to acquire wireless international assets in Haiti and Bolivia and to develop additional international wireless assets, primarily in South America and the Caribbean. Prior to establishing Trilogy International Partners, Mr. Horwitz served as President of Western Wireless International, having founded the company in 1995 while also serving as an Executive Vice President of Western Wireless Corporation. Previously, he was a founder and Chief Operating Officer of SmarTone Mobile Communications Limited. Mr. Horwitz graduated from San Diego State University, U.S. with a Bachelor of Science Degree in 1978.
Chu Kwong YEUNG (William YEUNG)
Executive Director
Chu Kwong YEUNG is the Executive Vice-chairman of the Group and an Executive Director of the company. Mr. Yeung joined the Group in October 2005 as Chief Operating Officer and became Executive Vice-chairman in September 2018.
Chu Kwong YEUNG is the Executive Vice-chairman of the Group and an Executive Director of the company. Mr. Yeung joined the Group in October 2005 as Chief Operating Officer, responsible for overseeing customer engagement, relationship management and network development. In November 2008, he was appointed as Chief Executive Officer and became Executive Vice-chairman in September 2018. Prior to joining the Group, Mr. Yeung was Director of Customers Division at SmarTone Mobile Communications Limited, and served as a police inspector with the Hong Kong Police Force. Mr. Yeung holds a Bachelor of Arts Degree from Hong Kong Baptist University, a Master of Business Administration Degree from the University of Strathclyde, U.K., and a Master of Science Degree in Electronic Commerce and Internet Computing from The University of Hong Kong. Mr. Yeung was recognised as Champion of Human Resources by The Hong Kong HRM Awards 2010. Mr. Yeung is one of our proud Co-Owners.
Ni Quiaque LAI (NiQ LAI)
Executive Director
Ni Quiaque LAI (NiQ LAI) is the Chief Executive Officer of the Group, and an Executive Director of the company. Mr. Lai joined the Group in May 2004. He has rich experience in the telecommunications, research and finance industries, and is passionate about developing HKBN Talents because he believes if you get the people right, the company will do great. Prior to joining the Group, Mr. Lai was an analyst and the Director and Head of Asia Telecom Research for Credit Suisse, where he was involved in numerous global fund raising initiatives for Asian telecom carriers.
Ni Quiaque LAI (NiQ LAI) is the Chief Executive Officer of the Group, and an Executive Director of the company. Mr. Lai joined the Group in May 2004. He has rich experience in the telecommunications, research and finance industries, and is passionate about developing HKBN Talents because he believes if you get the people right, the company will do great. Prior to joining the Group, Mr. Lai was an analyst and the Director and Head of Asia Telecom Research for Credit Suisse, where he was involved in numerous global fund raising initiatives for Asian telecom carriers. Mr. Lai holds a Bachelor of Commerce Degree from the University of Western Australia, and an Executive Master of Business Administration Degree from Kellogg-HKUST, Hong Kong. He is a Fellow member of the Hong Kong Institute of Certified Public Accountants (HKICPA) and CPA Australia. In March 2016, he was recognised as Best CFO by FinanceAsia Survey of Asia's Best Companies 2016 (Hong Kong). Mr. Lai is one of our proud Co-Owners.
Deborah Keiko ORIDA
Non-executive Director
Deborah Keiko ORIDA was appointed as a Non-executive Director and a member of the Nomination Committee of the Company on 20 November 2015. Ms. Orida is the Senior Managing Director & Global Head of Active Equities at Canada Pension Plan Investment Board (“CPPIB”), a substantial shareholder (as defined in Part XV of the Securities and Futures Ordinance) of the Company.
Deborah Keiko ORIDA was appointed as a Non-executive Director and a member of the Nomination Committee of the Company on 20 November 2015. Ms. Orida is the Senior Managing Director & Global Head of Active Equities at Canada Pension Plan Investment Board (“CPPIB”), a substantial shareholder (as defined in Part XV of the Securities and Futures Ordinance) of the Company. Ms. Orida joined CPPIB in 2009 in Toronto and has held senior leadership roles, including Managing Director, Head of Relationship Investments International, covering Europe and Asia, and was most recently Managing Director and Head of Private Equity Asia. Ms. Orida is responsible for leading Active Fundamental Equities, Relationship Investments, Thematic Investing, Fundamental Equities Asia and Sustainable Investing. Prior to joining CPPIB, Ms. Orida was an investment banker at Goldman Sachs & Co. in New York and Toronto where she advised management teams and boards on mergers and acquisitions and financing transactions. Prior to Goldman Sachs & Co., Ms. Orida was a securities lawyer at Blake, Cassels & Graydon in Toronto. Ms. Orida previously served on the Board of Directors of Nord Anglia Education and the Board of Directors of the Investment Committee of the Bridgepoint Health Foundation and was the Chair of the Board of Directors of Vitalhub Corp., a mobile healthcare startup company. Ms. Orida holds a Master of Business Administration from The Wharton School and a Bachelor of Laws and a Bachelor of Arts from Queen’s University, Canada.
Zubin Jamshed IRANI
Non-executive Director
Zubin Jamshed IRANI was appointed as a Non-executive Director, a member of the Audit Committee and a member of Remuneration Committee of the Company on 30 April 2019. Mr. Irani is a Partner with TPG Capital and leads the Asia Operations Group. He brings over 20 years' experience in building strong teams, driving performance and managing change within businesses.
Zubin Jamshed IRANI was appointed as a Non-executive Director, a member of the Audit Committee and a member of Remuneration Committee of the Company on 30 April 2019. Mr. Irani is a Partner with TPG Capital and leads the Asia Operations Group. He brings over 20 years' experience in building strong teams, driving performance and managing change within businesses. At TPG Capital, Mr. Irani has worked in the consumer, healthcare, financial services, telecom and technology sectors. Prior to TPG Capital, Mr. Irani was with United Technologies Corporation ("UTC") where he led the business in India which included Carrier Air-conditioning and Refrigeration, Otis Elevators and UTC Fire & Security. Mr. Irani started his career at McKinsey & Company and worked in the Cleveland, Detroit, Copenhagen and Mumbai offices, serving several multi-national clients with a focus on automotive, industrial and post merger management. Mr. Irani holds a Masters in Materials Science and Engineering from Massachusetts Institute of Technology, U.S. and a Bachelor of Technology in Materials Engineering from Indian Institute of Technology Kanpur, India.
Teck Chien KONG
Non-executive Director
Teck Chien KONG was appointed as a Non-executive Director and a member of the Nomination Committee of the Company on 30 April 2019. Mr. Kong is a Partner at MBK Partners and is based in Hong Kong. With extensive investment experiences in both the telecommunication and media industries, he has led MBK Partners’ investments in WTT Holding Corp, China Network Systems Co., Ltd. and Gala TV Corp.
Teck Chien KONG was appointed as a Non-executive Director and a member of the Nomination Committee of the Company on 30 April 2019. Mr. Kong is a Partner at MBK Partners and is based in Hong Kong. With extensive investment experiences in both the telecommunication and media industries, he has led MBK Partners’ investments in WTT Holding Corp, China Network Systems Co., Ltd. and Gala TV Corp. Prior to MBK Partners, Mr. Kong spent five years at Carlyle Asia Partners, where he was Vice President and co-head of the Singapore office, and three years in the investment banking division at Salomon Smith Barney in New York and Hong Kong. Mr. Kong currently serves on the Board of Directors of Apex International Corporation, Teamsport Topco Limited and Siyanli Co. Ltd., and has experience serving on Board of Directors of Beijing Bowei Airport Support Limited, China Network Systems Co., Ltd., Gala TV Corp., GSE Investment Corporation, Luye Pharma Group Ltd and WTT HK Limited. Mr. Kong holds a Bachelor of Business Administration from the University of Michigan Business School, U.S., and has completed an executive management programme at Harvard Business School, U.S..
Stanley CHOW
Independent Non-executive Director
Stanley CHOW was appointed as an Independent Non-executive Director of the Company on 6 February 2015. Mr. Chow has over 21 years of experience as a corporate lawyer in Hong Kong and Canada, including more than 18 years of expertise in dealing with the Stock Exchange's Listing Rules during his time in private practice and as a senior manager at the Stock Exchange's Listing Division.
Stanley CHOW was appointed as an Independent Non-executive Director of the Company on 6 February 2015. Mr. Chow has over 21 years of experience as a corporate lawyer in Hong Kong and Canada, including more than 18 years of expertise in dealing with the Stock Exchange's Listing Rules during his time in private practice and as a senior manager at the Stock Exchange's Listing Division. Mr. Chow was a partner in the Hong Kong office of Latham & Watkins, an international law firm, from March 2009 to February 2014. Prior to joining Latham & Watkins, Mr. Chow practised law with Allen & Overy, from November 1996 to January 2009 where he was a partner in its Hong Kong office for over 8 years. As a corporate lawyer in Hong Kong, Mr. Chow has advised on a broad range of corporate finance and mergers and acquisitions transactions. Prior to his time in private practice, he was a senior manager in the Stock Exchange's Listing Division from May 1995 to October 1996 and also practised law with Canadian law firms in Hong Kong and Canada. Mr. Chow is a member of The Law Society of Hong Kong's Company Law Committee and was admitted as a solicitor in Hong Kong in 1995 and in England and Wales in 1994. He was also admitted as a barrister and solicitor in British Columbia, Canada in 1994 and in Ontario, Canada in 1991. Mr. Chow graduated from Queen's University, Canada with a Bachelor of Commerce (Honours) Degree and holds a Juris Doctor from the University of Toronto, Canada.
Quinn Yee Kwan LAW, SBS, JP
Independent Non-executive Director
Quinn Yee Kwan LAW, SBS, JP, was appointed as an Independent Non-executive Director of the Company on 6 February 2015. Mr. Law currently serves as the Deputy Chairman of Professional Conduct Committee of the Hong Kong Institute of Certified Public Accountants, and is an advisor of the Hong Kong Business Accountants Association.
Quinn Yee Kwan LAW, SBS, JP, was appointed as an Independent Non-executive Director of the Company on 6 February 2015. Mr. Law currently serves as the Deputy Chairman of Professional Conduct Committee of the Hong Kong Institute of Certified Public Accountants, and is an advisor of the Hong Kong Business Accountants Association which he was previously the Director and the Vice President of such Association. Mr. Law is currently an Independent Nonexecutive Director of Bank of Tianjin Co., Ltd. (stock code:1578) and ENN Energy Holdings Limited (stock code: 2688), both of which are listed on the Main Board of the Stock Exchange. From 1 August 2012 to 31 July 2018, Mr. Law was a council member cum Audit Committee Chairman at the Hong Kong University of Science and Technology. From 1 March 2008 to 28 February 2013, Mr. Law was the Deputy Chairman and the Managing Director of the Urban Renewal Authority, a statutory organisation in Hong Kong. Mr. Law is a Fellow of the Hong Kong Institute of Certified Public Accountants and is also a Fellow of the Association of Chartered Certified Accountants. He was admitted as an Associate of the Institute of Chartered Secretaries and Administrators on 11 November 1980. In view of Mr. Law’s experience in reviewing or analysing audited financial statements of private and public companies, the Directors believe that Mr. Law has the appropriate accounting or related financial management expertise for the purposes of Rule 3.10 of the Listing Rules.
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ATTACK ON THE CHINESE JUNKS. (See p. 474.)[See larger version]By permission, from the Picture in the Corporation of Leicester Art Gallery.
