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Mr. Stanley left behind him one enduring monument of his administration in Ireland which, though afterwards a subject of controversy and party strife, conferred immense advantages upon the countrythe national system of education. It has been remarked that the principle of the Irish Establishment was that of a "missionary church;" that it was never based on the theory of being called for by the wants of the population; that what it looked to was their future spiritual necessities. It was founded on the same reasons which prompt the building of churches in a thinly peopled locality, the running of roads through an uncultivated district, of drains through a desert morass. The principle was philanthropic, and often, in its application, wise; but it proceeded on one postulate, which, unfortunately, was here wantingnamely, that the people will embrace the faith intended for them. This was so far from having hitherto been the case that the reverse was the fact. For nearly three centuries this experiment was tried with respect to the education of the rising generations of the Roman Catholics, and in every age it was attended by failures the most marked and disastrous. The Commissioners of National Education refer to this uniformity of failure in their sixth report, in which they observe,"For nearly the whole of the last century the Government of Ireland laboured to promote Protestant education, and tolerated no other. Large grants of public money were voted for having children educated in the Protestant faith, while it was made a transportable offence in a Roman Catholic (and if the party returned, high treason) to act as a schoolmaster, or assistant to a schoolmaster, or even as a tutor in a private family. The Acts passed for this purpose continued in force from 1709 to 1782. They were then repealed, but Parliament continued to vote money for the support only of the[357] schools conducted on principles which were regarded by the great body of the Roman Catholics as exclusively Protestant until the present system was established."

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Sir John marched out of Edinburgh for the north on the very day that the standard of the Stuarts was erected in Glenfinnan, the 19th of August. On the following day he continued his route from Stirling, accompanied by one thousand five hundred foot, leaving, very properly, the dragoons behind him, as of no service in the mountains, nor capable of finding forage there. He then continued his march towards Fort Augustus, which he hoped to make the centre of his operations, and then to strike a sudden and annihilating blow on the handful of rebels. At Dalwhinnie he heard that the rebels now mustered six thousand, and that they meant to dispute the pass of Corriarrick, lying directly in the line of his march towards Fort Augustus. This Corriarrick had been made passable by one of General Wade's roads, constructed after the rebellion of 1715, to lay open the Highlands. The road wound up the mountain by seventeen zig-zags or traverses, and down the other side by others, called by the Highlanders the Devil's Staircase. Three hundred men were capable, much more three thousand, of stopping an army in such a situation, and Cope called a council of war. At length it was agreed that they should take a side route, and endeavour to reach Inverness and Fort George. The resolve was a fatal one, for it gave the appearance of a flight to the army, and left the road open to Stirling and the Lowlands.When the advanced guard of the Allies came in sight of the Rhine, over which the last of the hated invaders had fled, they raised such shouts of "The Rhine! the Rhine!" that those behind rushed forward, supposing that it was a call to action; but they soon learned the true cause, and joined in a mighty acclamation, that proclaimed the haughty and sanguinary oppressor driven out, and the soil of Germany at length freed from his licentious and marauding legions. It turned out that they had left behind them one hundred and forty thousand prisoners, and seven hundred and ninety-one guns. On the 2nd of November Hanover was again delivered to Great Britain; the Duke of Brunswick, who had maintained his stern hatred to Buonaparte, also returned to his patrimonial domains; the kingdom of Westphalia dissolving like a dream, the different portions of Jerome's ephemeral realm reverted to its former owners. The Confederacy of the Rhine was at an end, the members of it hastening to make peace with the Allies, and save as much of their dominions as they could. Bernadotte, immediately after the defeat of Buonaparte at Leipsic, entered Denmark, and overran the country of that ally of France. The Danish army speedily consented to an armistice, by which it was agreed that the Swedes should occupy Holstein and a part of Schleswig till the French were expelled from all the Danish fortresses. It was already stipulated as the price of his co-operation, that the Crown Prince should receive Norway to add to the Swedish Crown.
ONE:CHAPTER V. THE REIGN OF GEORGE IV.NIAGARA FALLS.

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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[277]In the House of Commons, on the same evening (the 30th of June), Sir Robert Peel moved an answer to the Address to the same effect. Lord Althorp, acting in concert with Lord Grey, moved the adjournment of the House for twenty-four hours to allow time for consideration. The discussion in the Commons, however, was not without interest, as it touched upon constitutional questions of vital importance. Mr. Brougham did his part with admirable tact. He dwelt upon the danger of allowing the people to learn that Government could go on, and every exigency of the common weal be provided for, without a king. The Act which had appointed the late Prince Regent had been passed without the Royal sanction, the king being insane, and no provision having been made to meet the calamity that occurred. The Act of Parliament was called a law, but it was no law; it had not even the semblance of a law; and the power which it conveyed was in those days called the phantom of royal authority. The fact, indeed, was that the tendency of that Act of Parliament, more than any other Act that had ever been passed by the legislature, was to inflict a blow on the royal authority; to diminish its influence and weight; to bring it into disrepute with, and to lessen it in the estimation of, the people at large; and that fact was in itself a sufficient comment upon the propriety of doing an act of legislation without having the Crown to sanction it. That, he said, was his first great and principal reason for proceeding with this question at once. He showed that one of the greatest advantages connected with the monarchical form of government was the certainty of the succession, and the facile[314] and quiet transmission of power from one hand to another, thus avoiding the inconveniences and dangers of an interregnum. The question was rendered more difficult and delicate by the fact that the Duke of Cumberland, the most unpopular man in the country, was the eldest of the remaining brothers of the king, in the event of whose death he would be Heir Apparent to the Throne of Great Britain, and King of Hanover. In the case supposed, the question would arise whether the next heir to the Throne was of right regent, should the Sovereign be incompetent, from infancy, insanity, or any other cause. If that right were established, then the regent, during the minority of the Princess Victoria, would be a foreign monarch, and one who was utterly detested by the mass of the people of Britain. Such a question, arising at a moment when the spirit of revolution was abroad, might agitate the public mind to a degree that would be perilous to the Constitution. The contingencies were sufficiently serious, therefore, to justify the efforts of Lord Grey and Mr. Brougham to have the regency question settled before the dissolution. They may not have been sorry to have a good popular case against the Government, but their conduct was not fairly liable to the imputation of faction or mere personal ambition. "Can we," asked Mr. Brougham, "promise ourselves a calm discussion of the subject when there should be an actual accession of the Duke of Cumberland to the Throne of Hanover, and Parliament is suddenly called upon to decide upon his election to the regency, to the supreme rule in this country, to which, according to the principle of Mr. Pitt, he has a paramount claim, although he has not a strict legal right?" The motion for adjournment was lost by a majority of 46the numbers being, for it, 139; against it, 185. After this debate, on the motion for adjournment, Lord Althorp moved the amendment to the Address, almost in the words of Lord Grey in the other House. Sir Robert Peel stated that he meant no disrespect by abstaining from further discussion, which would be wasting the time of the House, by repeating the arguments he had already employed. Mr. Brougham, however, took the opportunity of launching out against the Ministry in a strain of bitter invective, of sarcasm vehement even to fierceness.But a very different spirit displayed itself in America on the arrival of the news of the passing of the Act. Franklin's friend, Thompson, replied to him, that, instead of lighting candles, there would be works of darkness. The rage of the American public burst forth in unequivocal vigour. At New York, the odious Stamp Act was represented surmounted with a death's head instead of the royal arms, and was hawked through the streets with the title of "the folly of England and the ruin of America." At Boston the colours of the shipping were lowered half-mast high, and the bells of the city were muffled and tolled funeral knells. Everywhere there was a frenzied excitement, and the provincial Assemblies resounded with the clamour of indignant patriotism. It was the fortune of that of Virginia to give the leading idea of union and co-operative resistance, which led to the grand conflict, and to eventual victory over the infatuated mother country. There Patrick Henry, a very different man to Franklin, started up, and kindled by his fiery breath the torch of confederate resistance. But it was at once seen that, to acquire their full weight, the colonies must unite. Speeches, pamphlets, articles in newspapers, all called for co-operation. A print was published exhibiting a snake cut into a number of pieces, each piece inscribed with the name of a colony, and with the motto, "Join or die." In consequence, several of the states sent representatives to a general congress, to be held at New York in the month of October, to take measures for a general resistance to the Stamp Act.[69]
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