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WARREN HASTINGS.It was seldom that his name was missed from the leaders of Conservative journals, and he was the great object of attack at the meetings of the Brunswick Clubs, which were called into existence to resist the Catholic Association. But of all his assailants, none dealt him more terrible blows than the venerable Henry Grattan, the hero of 1782. "Examine their leader," he exclaimed, "Mr. O'Connell. He assumes a right to direct the Catholics of Ireland. He advises, he harangues, and he excites; he does not attempt to allay the passions of a warm and jealous people. Full of inflammatory matter, his declamations breathe everything but harmony; venting against Great Britain the most disgusting calumny, falsehood, and treachery, equalled only by his impudence, describing her as the most stupid, the most dishonest nation that ever existed. A man that could make the speeches he has made, utter the sentiments he has uttered, abuse the characters he has abused, praise the characters he has praised, violate the promises he has violated, propose such votes and such censures as he has proposed, can have little regard for private honour or for public character; he cannot comprehend the spirit of liberty, and he is unfitted to receive it."[See larger version]
ONE:In one respect the general election happened at an unseasonable time. It was the driest and warmest summer on record. On the 28th of June, the hottest day in the year, the thermometer stood at eighty-nine and a half degrees in the shade. Several deaths were occasioned by sunstroke; among the victims were a son of Earl Grey, and Mr. Butterworth, the eminent law bookseller, a candidate for Dover. The elections were carried on in many places with great spirit. But, though there were exciting contests, the struggles were not for parties, but for measures. There were three great questions at issue before the nation, and with respect to these pledges were exacted. The principal were the Corn Laws, Catholic Emancipation, and the Slave Trade. In England and Wales one hundred and thirty-three members were returned who had never before sat in Parliament. This large infusion of new blood showed that the constituencies were in earnest. In Ireland the contests turned chiefly on the Catholic question. The organisation of the Catholic Association told now with tremendous effect. In every parish the populace were so excited by inflammatory harangues, delivered in the chapel on Sundays, after public worship, both[254] by priests and laymenthe altar being converted into a platformthat irresistible pressure was brought to bear upon the Roman Catholic electors. The "forty-shilling freeholders" had been multiplied to an enormous extent by the landlords for electioneering purposes. Roman Catholic candidates being out of the question, and the Tory interest predominant in Ireland, electioneering contests had been hitherto in reality less political than personal. They had been contests for pre-eminence between great rival families; consequently, farms were cut up into small holdings, because a cabin and a potato garden gave a man who was little better than a pauper an interest which he could swear was to him worth forty shillings a year. The Protestant landlords who pursued this selfish course little dreamt that the political power they thus created would be turned with terrible effect against themselves; and they could scarcely realise their position when, in county after county, they were driven from the representation, which some of them regarded as an inheritance almost as secure as their estates. The most powerful family in Ireland, and the most influential in the Government, was that of the Beresfords, whose principal estates lay in the county Waterford, and where no one would imagine that their candidate could be opposed with the least prospect of success. But on this occasion they suffered a signal defeat. The forty-shilling freeholders, as well as the better class of Roman Catholic farmers, were so excited by the contest that they went almost to a man against their landlords. In many cases they had got their holdings at low rents on the express condition that their vote should be at the disposal of the landlord. But all such obligations were given to the winds. They followed their priests from every parish to the hustings, surrounded and driven forward by a mass of non-electors armed with sticks and shouting for their church and their country. O'Connell was now in his glory, everywhere directing the storm which he had raised. When the contest was over, many of the landlords retaliated by evicting the tenants who had betrayed their trust and forfeited their pledges. They were tauntingly told that they might go for the means of living to O'Connell and the priests. This was a new ingredient in the cauldron of popular discontent, disaffection, and agrarian crime. The gain of the Catholic party in Ireland, however, was more than counterbalanced by the gain of the opposite party in England and Scotland.

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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Soon it became apparent that the Italians were disunited, monarchists against republicans, and Milanese against Piedmontese. Radetzky, meanwhile, had received ample reinforcements, and in June set himself to reduce Venetia. Fortress after fortress fell, and by the end of the month the province, with the exception of the capital, was once more in Austrian hands. Then the sturdy[585] old warrior crushed the Piedmontese at Custozza and drove them pell-mell across the Mincio, after a battle which lasted three days. Charles Albert, unequal to his position, and worn out by the dissensions of his staff, surrendered Milan without a struggle, and by August, 1848, the fate of Lombardy was sealed. In vain the Lombards appealed to France; the cautious Cavaignac had there replaced the sentimental Lamartine. He offered, indeed, to join with England in mediation, and, with his consent, Lord Palmerston proposed the terms which had been previously offered by Baron Hummelauer. The Austrians, however, declined to negotiate on that basis, and at last on the 25th of September declared that they would consent to no cession of territory. However, there was a cessation of hostilities.Food we had none;A very instructive point of comparison is the relative increase of different classes of occupations in the decennial period from 1831 to 1841. A comparative return of the Commissioners includes males only, ages twenty years and upwards, and exhibits the following results. The number of occupiers and labourers in agriculture had decreased in that period from 1,251,751 to 1,215,264; but the Commissioners explained this result by supposing that numerous farm servants had been returned in 1841 as domestic servants instead of as agricultural labourers. Persons engaged in commerce, trade, and manufactures had increased from 1,572,292 to 2,039,409 (or 29?7 per cent.); capitalists, bankers, professional, and other educated men, from 216,263 to 286,175 (or 32?3 per cent.); labourers employed in labour not agricultural had decreased from 611,744 to 610,157; other males, twenty years of age, except servants, had increased from 237,337 to 392,211; male servants, twenty years of age and upwards, had increased from 79,737 to 164,384; including, however, as already noticed, many farm servants. For the purpose of instituting a just comparison of the relative increase of particular employments, it must be understood that the total number of male persons, twenty years of age and upwards (exclusive of army, navy, and merchant seamen), had increased in this period of ten years from 3,969,124 to 4,707,600 (or 18?6 per cent.). These[417] people were better fed than their ancestors, and had more work to do. There are three kinds of raw material the consumption of which is particularly indicative of social advancement, as giving employment to the people, adding to their comforts, and increasing the national wealth. These are timber, cotton, and wool. Taking all the different kinds of imported timber, there was an increase during the ten years of 37 per cent.; in cotton there was an increase of 61 per cent.; and of sheep and lamb's wool, in addition to the home production, there was an increased importation of more than 78 per cent.It was found that the potato was almost the only food of the Irish millions, and that it formed their chief means of obtaining the other necessaries of life. A large portion of this crop was grown under the conacre system, to which the poorest of the peasantry were obliged to have recourse, notwithstanding the minute subdivision of land. In 1841 there were 691,000 farms in Ireland exceeding one acre in extent. Nearly one-half of these were under five acres each. The number of proprietors in fee was estimated at 8,000a smaller number in proportion to the extent of territory than in any other country of Western[536] Europe except Spain. In Connaught, several proprietors had 100,000 acres each, the proportion of small farms being greater there than in the rest of Ireland. The total number of farms in the province was 155,842, and of these 100,254 consisted of from one to five acres. If all the proprietors had resided among their tenantry, and been in a position to encourage their industry and care for their welfare, matters would not have been so bad; but most of the large landowners were absentees. It frequently happened that the large estates were held in strict limitation, and they were nearly all heavily encumbered. The owners preferred living in England or on the Continent, having let their lands on long leases or in perpetuity to "middlemen," who sublet them for as high rents as they could get. Their tenants again sublet, so that it frequently happened that two, three, or four landlords intervened between the proprietors and the occupying tenant, each deriving an interest from the land. The head landlord therefore, though ever so well-disposed, had no power whatever to help the occupying tenants generally, and of those who had the power, very few felt disposed. There were extensive districts without a single resident proprietor, and when the absentees were appealed to by the local relief committees during the famine to assist the perishing people, they seldom took the trouble of answering the application.
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