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The retreat was made, and the men found themselves again in the morning on the bleak, black heath of Drummossie, hungry and worn out, yet in expectation of a battle. There was yet time to do the only wise thingretreat into the mountains, and depend upon a guerilla warfare, in which they would have the decided advantage. Lord George Murray now earnestly proposed this, but in vain. Sir Thomas Sheridan and other officers from France grew outrageous at that proposal, contending that they could easily beat the English, as they had done at Prestonpans and Falkirkforgetting that the Highlanders then were full of vigour and spirit. Unfortunately, Charles listened to this foolish reasoning, and the fatal die was cast.

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In the later period of the reign some of our chief poets appeared also as prose writers in biography, criticism, and general literature: Southey, as biographer and critic; Campbell and Moore, Leigh Hunt and Charles Lamb, in the same field; so also Hazlitt, Sydney Smith, Jeffrey, Playfair, Stewart, Brown, Mackintosh, and Benthamthe last in the philosophy of law. In physical science, Sir Humphry Davy, Leslie, Dalton, the author of the atomic theory, and Wollaston, distinguished themselves.
ONE:But, sorrowful as the sight itself was, the news of it in Great Britain excited the strongest condemnation in the party which had always doubted the power of Wellington to cope with the vast armies of France. They declared that he was carrying on a system that was ruining Portugal, and must make our name an opprobrium over the whole world, at the same time that it could not enable us to keep a footing there; that we must be driven out with terrible loss and infamy. But not so thought Wellington. Before him were the heights of Torres Vedras, about twenty-four miles from Lisbon. These, stretching in two ranges between the sea and the Tagus, presented a barrier which he did not mean the French to pass. He had already planned the whole scheme; he had already had these heights, themselves naturally strong, made tenfold stronger by military art; he had drawn the enemy after[606] him into a country stripped and destitute of everything, and there he meant to stop him, and keep him exposed to famine and winter, till he should be glad to retrace his steps. Neither should those steps be easy. Floods, and deep muddy roads, and dearths should lie before him; and at his heels should follow, keen as hornets, the Allied army, to avenge the miseries of this invaded people.

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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In the meantime rumours were in circulation, said to have emanated from Dublin Castle, to the effect that a conspiracy existed to massacre the members of the Government and the loyal citizens. However these rumours may have originated, they spread a panic through the city. People expected that when they woke some morning they would find the barricades up in the leading streets, and behold an imitation of the bloody scenes lately enacted in Paris. The Government seemed to share the alarm. Strong bodies of soldiers were posted in different parts of the city. Trinity College, the buildings of the Royal Dublin Society, the Linen Hall, and the Custom House were occupied as temporary barracks. The Bank of Ireland was put in a state of defence, and cannon were placed on the roof in such a way as to command the streets. Bullet-proof shutters were furnished for the front of Trinity College. The Viceroy evidently apprehended some serious work, for he ordered the troops in all these extemporised fortresses to be furnished with rations for several[566] days. These preparations for a siege continued throughout the months of March and April. For more than three months the chambers of the College were turned into barracks; the troops were paraded in the quadrangles every morning. In all the fortified positions the soldiers were kept under arms at unreasonable hours. In fact the whole community was in a state of painful suspense, hourly anticipating the attacks of an imaginary enemy. During all this time there was not a single dep?t of arms seized nor a single rebellious leader arrested. The clubs, indeed, were meeting and plotting, and the Government spies were amongst them, but they had made no preparations for insurrection that should have excited alarm. There was much talk of the manufacture of pikes, but the only instance made public was one in which a blacksmith had been asked to make one by a detective policeman.Very important events had during this time been taking place in Europe. In the north, Russia, checked in its encroachments on Turkey for the present, turned its eyes on the inviting region of Poland. Poland, after neglecting its own internal improvement, and the raising of the condition of its people, so as to give them a[396] real interest in the defence of the country, had suddenly set about establishing a new Constitution, very much on the model of the French Revolutionary one. The Diet declared the throne hereditary, and not elective, as hitherto; and Stanislaus Augustus, the kingthat is, Poniatowski, the former lover and favourite of Catherine of Russiawas wholly agreeable to this. The Diet proposed the Elector of Saxony as Poniatowski's successor, the king having no children. It also admitted the burgher class into its body. As there was a strong party, however, in opposition to the popular party, the patriots met secretly, and not only pledged themselves to the new Constitution, but to pass it en masse and at once, without canvassing the particular articles of it. The king, being privy to this, on the 3rd of May, 1791, entered the hall of the Diet. The new Constitution was read, passed by a majority, and signed by the king. Stanislaus then led the way to the cathedral, where he was followed by all the nuncios except twelve, and there both he and they swore to maintain this new Constitution. An unexpected difficulty was found in persuading the Elector of Saxony to accept the Crown; for, though both Russia and Prussia still professed friendship for Poland, he was too well aware of the designs of Russia on Poland to accept the dangerous post without much hesitation. At length, in the month of April, 1792, the Elector gave his reluctant consent, but not without stipulating that they should give more power to the sovereign, and limit more that of the Diet; that the right of determining peace and war should belong to the king, as well as the authority over the army. He objected to a number of things, evidently borrowed from the revolutionary French, such as the oath taken to the nation, and the education of the heir by the Diet, just as the National Assembly had claimed the right to educate the Dauphin.[See larger version]But though we punished the Dutch for their French predilections, the tide of French success was rolling on in various quarters, and presenting a prospect of a single-handed conflict with France. The powers on whose behalf we had armed were fast, one after another, making terms with the Republicans. Holland was in their hands, and the King of Prussia, on the 5th of April, concluded a peace with them at Basle, in which he agreed to surrender to France all his possessions on the left bank of the Rhine, on condition of retaining those on the right. There was a mutual exchange of prisoners, including the troops of such other German States as had served with Prussia. Spain hastened to follow the example of Prussia. A peace was concluded at the same placeBasleon the 22nd of July, by which she gave up all the Spanish part of San Domingo. To purchase the French evacuation, the Ministers of Spain itself recognised the Batavian Republicwhich was become, in reality, a province of Franceand promised to intercede with Portugal, Naples, Parma, and Sardinia. The Grand Duke of Tuscany followed with a proclamation of a treaty of neutrality with France, on the 1st of March. Sweden and the Protestant Cantons recognised the French Republic and the Batavian one, its ally; and the Duke of Hesse-Cassel, and even George III., as Elector of Hanover, were compelled to an agreement to furnish no more troops to the Emperor of Germany. Whilst the Allies were thus falling away in rapid succession before the forces of[444] Republican France, Britain, instead of taking warning, and resolving to mind only her own business, went madly into fresh treaties with Continental Powers. Russia and Austria were received into fresh treaties of mutual defence. Russia we were to assist with ships, and Austria with twenty thousand foot and six thousand horse, or to pay each month ten thousand florins for every thousand infantry, and thirty thousand florins for every thousand of cavalry. To complete the circle of treaties, Sir Gilbert Elliot, British Governor of Corsica, entered into a treaty with the Dey of Algiers, by which, on payment of a hundred and seventy-nine thousand piastres, he was to restore all the Corsicans captured and enslaved by him, and was to enjoy the strange privilege of carrying all his piratical prizes into the ports of Corsica, and to sell them therewhich was, in fact, licensing this chief of sea-robbers to plunder all the other Italian States.The earliest statistics by which the progress of popular education may be measured are contained in the Parliamentary returns of 1813, when there were in England and Wales nearly 20,000 day schools, with about 675,000 scholars, giving the proportion of 1 in 17 of the population. There were also 5,463 Sunday schools, with 477,000 scholars, or 1 in 24 of the population. Lord Kerry's Parliamentary returns for 1833 showed the number of day schools and scholars to be nearly doubled, and the proportion to be 1 in 11 of the population. The Sunday schools, during the same period, were trebled in number, and also in the aggregate of children attending; while their proportion to the population was 1 in 9the population having in the interval increased 24 per cent., the day scholars 89 per cent., and the Sunday scholars 225 per cent. Up to this time (1833) the work of education was conducted by private liberality, incited mainly by religious zeal, and acting through the agencies of the two great societies, the British and the National. In that year Government came to their aid, and a meagre grant of 20,000 a year continued to be made till 1839, when it was increased to 30,000. This was shared between the two societies,[426] representing two educational parties. The principle of the British and Foreign School Society, chiefly supported by Dissenters, was, that the Bible should be read without note or comment in the schools, and that there should be no catechism admitted, or special religious instruction of any kind. The schools of the National Society, on the other hand, were strictly Church schools, in which the Church Catechism must be taught. The total number of schools in 1841 was 46,000, of which 30,000 were private. These statistics indicate an immense amount of private energy and enterprise, the more gratifying from the fact that the greater portion of the progress was due to the working classes themselves. Great improvements had been effected in the art of teaching. Both the British and the National Societies from the beginning devoted much attention to the training of efficient teachers. In 1828 the former sent out 87 trained teachers; in 1838 as many as 183. The National Society commenced a training institution in 1811, and after forty years' progress it had five training colleges, sending out 270 teachers every year.
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