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In the following Session Sir Henry Houghton brought it forward again, on the 17th of February. On this occasion a great many Methodist congregations petitioned against the Bill; for the Methodists, though separating themselves from the Church, still insisted that they belonged to it, and held all its tenets, at least of that section of it which is Arminian. It again passed the Commons,[160] but was rejected by the Lords. Finding the Lords so determined against the measure, it was allowed to rest for six years, when circumstances appeared more favourable, and it was again brought forward, in 1779, by Sir Henry Houghton, and carried through both Houses, with the introduction of a clause to this effect, that all who desired to be relieved by the Act should make the affirmation"I, A. B., do solemnly declare that I am a Christian and a Protestant Dissenter, and that I take the Old and New Testaments, as they are generally received in Protestant countries, for the rule of my faith and practice."The Directory began its campaigns of 1796 with much spirit and ability. The plans which had been repeatedly pointed out by Dumouriez, Pichegru, Moreau, and more recently by Buonaparte, of attacking the Austrians in Germany and Italy simultaneously, and then, on the conquest of Italy, combining their armies and marching them direct on the Austrian capital, were now adopted. Pichegru, who had lost the favour of the Directory, was superseded by Moreau, and that general and Jourdain were sent to the Rhine. Jourdain took the command of sixty-three thousand foot and eleven thousand horse, at Coblenz, and immediately invested the famous fortress of Ehrenbreitstein, on the opposite bank of the river. Moreau was sent to lead the army at Strasburg, consisting of seventy-two thousand foot and nearly seven thousand horse. Jourdain found himself soon menaced by the Archduke Charles, the Emperor's brother, the ablest and most alert general that the Austrians possessed at that period. He advanced rapidly on Jourdain's position with seventy thousand foot and twenty thousand horse, defeated a division of Jourdain's army under General Lefebvre, and compelled Jourdain himself to raise the siege. But the archduke, out of too much anxiety for Wurmser, who was opposed to[452] Moreau with much inferior forces, ascended the Rhine to support him, and Jourdain immediately availed himself of his absence to advance and seize Frankfort on the Main, Würzburg, and other towns. Moreau advanced to drive back Wurmser and the archduke, till a union with Jourdain would enable them to fall conjointly on the Austrians. But the archduke perceived that, in consequence of the orders of the Directory, Moreau was spreading his army too wide, and he retreated so as to enable Wurmser to join him. This retrograde movement was mistaken, both by friends and enemies, for a sign of weakness; and whilst Moreau advanced with increased confidence, many of the raw contingents of the archduke's army deserted, and several of the petty States of Germany sued to the Directory for peace. But the moment for the action of the archduke had now arrived. Whilst Moreau was extending his lines into Bavaria, and had seized Ulm and Donauw?rth, and was preparing to occupy the defiles of the Tyrol, the Archduke Charles made a rapid detour, and, on the 24th of August, fell on Jourdain, and completely defeated him. He then followed him to Würzburg, and on the 3rd of September routed him again. With a velocity extraordinary in an Austrian, the archduke pushed on after Jourdain's flying battalions, and on the 16th of September gave him a third beating at Aschaffenburg, and drove his army over the Rhine. Moreauleft in a critical position, so far from the frontiers of France, and hopeless of any aid from Jourdain, who had lost twenty thousand men and nearly all his artillery and baggagemade haste to retrace his steps. Thus both of the French armies were beaten back to the left bank of the Rhine, and Germany was saved.
ONE:Nevertheless, the whole army was dead beat and in the most deplorable condition when they entered Carlisle on the morning of the 19th. As the enemy did not appear, they rested that day and the following night, when they set forward again, leaving a fresh garrison. Cumberland was soon up before the walls, and they fired vigorously at him; but he sent off to Whitehaven and brought up six eighteen-pounders, with which, to their dismay, he began to play on their crumbling walls on the 29th. Next morning they hung out a white flag, and offered to capitulate; but Cumberland would hear of no terms except their surrendering on condition that they should not be put to the sword. At three o'clock in the afternoon both town and castle were surrendered, the garrison being shut up in the cathedral, and a guard set upon them. On the 3rd of January the Duke of Cumberland left the command to General Hawley, and hastened back to London, being summoned to defend the southern coast from a menaced landing of the French.

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
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.

William YEUNG
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)
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
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
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
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
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
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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Parliament again met for a few days, but only to vote Addresses of condolence and congratulation, as a dissolution had been determined on. The Marquis of Lansdowne pointed out that there was not the usual reason for a dissolution which occurred upon a demise of the Crown; but Lord Eldon explained that, at common law, the Parliament died with the Sovereign in whose name it was called; and although, by the statute of William III., it could sit six months longer, it was liable to be dissolved sooner; and constitutionally it ought to be dissolved as soon as public business would allow; so that noble lords who started any business to delay the dissolution would be obstructing the due exercise of the Royal Prerogative. He, as Lord Commissioner, therefore, concluded the Session by delivering the Royal Speech, which deplored the loss of a Sovereign, the common father of all his people, and praised the prudence and firmness with which the Lords and Commons had counteracted the designs of the disaffected.But, on the 6th of May, a blow fell on Nuncomar from an unexpected quarter. He was arrested and thrown into prison at the suit of a merchant named Mohun Persaud. The charge was, that he had forged a bond five years before. He had been brought to trial for this before the Mayor's Court at Calcuttathe Supreme Court not then being in existence. On this occasion, being in favour with Hastings, he had procured his release; but now, the merchant seeing that Hastings' favour was withdrawn, and that, therefore, he might have a better chance against him, the charge was renewed. Hastings, on the trial, declared before the Supreme Court that neither directly nor indirectly had he promoted the prosecution. The opposition members were highly incensed at this proceeding. Three days after Nuncomar's committal they realised their threat of dismissing the Munny Begum, and appointed Goordas, the son of Nuncomar, to her office. They sent encouraging messages to Nuncomar in his prison, and made violent protests to the judges against the prosecution. Their efforts were useless. The trial came on in due course. One of the judges, Sir Robert Chambers, had endeavoured to have Nuncomar tried on an earlier statute, which included no capital punishment, for forgery was no capital crime by the native laws. But Sir Elijah Impey and the other judges replied that the new Act compelled them to try him on the capital plea, and he had been, on this ground, refused bail. Nuncomar knew nothing of our estimate of forgery, and he could not comprehend how a man of his rank, and a Brahmin of high dignity, should be tried for his life on such a charge. But he was found guilty, and condemned to be hanged. Strong efforts were then made to have him respited till the judgment of the Court of Directors could be taken on the question, but Impey and the other judges declared that it could not be done unless they could assign some sufficient reasons, and they contended that there were no such reasons. Yet the new Acts expressly gave them this power, and, what made it more desirable, was that no native of any rank had been tried by the Supreme Court and the British law, and only one native had ever been capitally convicted for forgery in any of our Indian courts. Moreover, the indignity of hanging a high-caste Brahmin was so outraging to the native feeling that it was deemed most impolitic to perpetrate such an act. All was pleaded in vain; on the 5th of August, 1775, Nuncomar was brought out and publicly hanged, amid the terrified shrieks and yells of the native population, who fled at the sight, and many of them rushed into the sacred Ganges to purify them from the pollution of ever witnessing such a scene. The death of Nuncomar put an end to all hope of procuring any further native evidence against Hastings. The natives were so terrified at this new kind of execution, that nothing could convince them but that, in spite of the opposition of his colleagues, Hastings was all powerful.The situation of Lord Cornwallis was now growing desperate. An attempt to destroy the enemy's batteries failed on the 16th. "At this time," he says, "we knew that there was no part of the whole front attacked in which we could show a single gun, and our shells were nearly exhausted. I had therefore only to choose between preparing to surrender the next day, or endeavouring to get off with the greater part of the troops; and I determined to attempt the latter." Having conceived this desperate scheme of endeavouring to escape, Cornwallis that night wrote to Sir Henry Clinton, in cypher, telling him not to risk fleet or army in the attempt to rescue them. He was sure that something had prevented the fleet from sailing at the time proposed, and he sought to steal away with the bulk of his army, leaving a small number to capitulate for the town. The idea, with such troops of well-mounted cavalry at his heels, was a wild one, and there were other obstacles in the way. He must first ferry his troops across the river to Gloucester, and, as he had not vessels enough to carry all at once, he had sent over part of them, when a violent storm arose, and prevented the return of the boats. This was decisive. With his forces thus divided, Cornwallis had scarcely soldiers enough left to man the guns in York Town, and there was nothing for it but to surrender.The progress of Great Britain in commerce during the reign of George III. had been extraordinary. At the beginning of the reign the number of British vessels of all kinds amounted to only 7,075, with a tonnage of 457,316 tons; but at the end of the reign the vessels amounted to 30,000, with a tonnage of upwards of 3,000,000 tons. At the commencement of the reign the exports were 14,500,000, and the imports 9,579,159. At the end of the reign the exports had risen to 43,438,989; and the imports to 30,776,810.In the report prepared by the League it was stated that during a very considerable portion of the year there were employed in the printing, and making up of the electoral packets of tracts, upwards of 300 persons, while more than 500 other persons were employed in distributing them from house to house among the constituencies. To the Parliamentary electors alone of England and Scotland there had been distributed in this manner, of tracts and stamped publications, five millions. Besides these, there had been a large general distribution among the working classes and others, who are not electors, to the number of 3,600,000. In addition, 426,000 tracts had been stitched up with the monthly magazines and other periodicals, thus making altogether the whole number of tracts and stamped publications issued by the council during the year to amount to upwards of nine millions, or in weight more than one hundred tons. The distribution had been made in twenty-four counties containing about 237,000 electors, and in 187 boroughs containing 259,226 electors, making in boroughs and counties together the whole number of electors supplied 496,226. The labours of the lecturers employed during the year had been spread over fifty-nine counties in England, Wales, and Scotland, and they had delivered about 650 lectures during the year. A large number of meetings had been held during the year in the cities and boroughs, which had been attended by deputations of members of the council, exclusive of the metropolis. One hundred and forty towns had been thus visited, many of them twice and three times; and the report further stated that such had been the feeling existing in all parts of the kingdom that there was scarcely a town which had not urged its claim to be visited by a deputation from the council of the League.
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