Features
CONCLUSION Part ‘A’PASSIONS OF A GLOBAL HOTELIER
CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Thank You!
This 90th episode and next Sunday’s 91st episode provide the concluding narration of the ‘CONFESSIONS OF A GLOBAL GYPSY’ column. In addition, during the last 27 months, I published nine other special feature articles in the Sunday Island. Those were on topics such as: ‘My Princess of Hospitality’, ‘Tsunami’, ‘COVID-19’, ‘Baila King and I‘, a couple on ‘China’ and stories of famous people I hosted as a hotelier (President Castro, Prince Philip, Pelé.).
I thank you for reading these 100 articles. I enjoyed sharing my personal stories with you. My life is an open book and very soon ‘Confessions of a Global Gypsy’ will be published as a book. I wanted to write this book mainly for my three children, to keep a record of their father’s unusually action-packed life of his early career in hospitality operations and management.
Hospitality industry, by accident
Last 89 episodes of this column covered 18 years of my life, from age 17 to 35. My story started on April 5, 1971, the day an armed communist revolt was commenced by Janatha Vimukthi Peramuna (JVP) / People’s Liberation Front against the Government of Ceylon. I was 17-years old at that time and was a grade 12 student at Ananda College in Colombo 10. On that day my life and dreams for the future changed significantly.
Throughout my 13 years at the largest school in Ceylon (Ananda College), from kindergarten to grade 12, I was a very bad student. I did not read any assigned texts, and devoutly ignored homework assignments, in order to find time for fun and games. Therefore my teachers were surprised when I passed the Grade 10 Ordinary Level government examinations in my first attempt. I was good at sports and showed some leadership qualities, both at school and in the diverse community where my family lived – the Bambalapitiya Flats.
I was also a cadet and held the rank of Corporal in my scool platoon. My dream was to join the army as an officer cadet for a two-year training program when I turned 18. I was sad when my parents told me decisively that, “a career in the Army is now far too dangerous and we do not want our only son to die at war!” I was forced to choose another career.

My parents had doubts that I would be successful at the Grade 12 Advance Level government examinations to enter a university and eventually become a doctor, an engineer or a lawyer (as preferred for their children by most parents in then Ceylon). They gave me three career choices and wanted me to pick one. My father provided some pros and cons for all three choices.
He said that, “Once the war ends, tourism has the potential of becoming a key, non-traditional industry in Ceylon. Those who earn a recognized qualification and join the industry at an early stage will have excellent opportunities. There is a Hotel School in Colombo, run by a European faculty, which offers a three-year diploma in Hotel and Catering Operations.”
As a frequent global traveller, my father had already inspired me to follow in his footsteps. He was suggesting that a career in tourism would provide me with opportunities to travel to different countries. Such opportunities were rare in developing countries at that time and not affordable to a vast majority of Lankans. As a free-spirited teenager, living in a hostel for three years and getting good ‘free’ food were also convincing and selling points from my father. I said, “OK, I will become a hotelier!” without fully realizing what that entailed.
After an unsteady start …
Soon after joining the Ceylon Hotel School, I focused on gaining industry experience at every possible opportunity. I started at the lowest ranks within the hospitality industry and did a record number of ten part-time jobs during the next three years. Although I was fired from my first job and nearly expelled by the West German Principal of the Ceylon Hotel School for bad behaviour, a few years later I concentrated on doing well in post-graduate studies in Sri Lanka and Europe. My father was correct when he predicted to my mother who was very worried about me, “Dulcie, don’t worry. Chandana is a late developer and eventually will do well.” Thank you, Thaththa!

During the first 18 years of my adventurous career, I gained experience as a dishwasher, busboy, waiter, bellboy, roomboy, receptionist, barman, cook, assistant manager, trainee chef, executive chef, food & beverage manager, resort manager, and operations manager of John Keells Hotels Group, senior lecturer, tourist guide lecturer, travel agency director and general manager of two large resorts, and food and beverage director of a five-star, international hotel. By mid 1989, in the midst of two terrorist wars in Sri Lanka, I was ready to commence a global career in hotel management.
I continued in the tourism and hospitality industry for another 34 years in different capacities, mainly as a Hotel General Manager. I was a Professor and Dean and during the last 10 years, a Leadership Consultant. I am still involved in the hotel industry and academia, but as a coach to younger generations of hoteliers and hospitality professors, with the hope that they may benefit from some of my old stories and experiences.
I firmly believe that those who were fortunate to have colourful and unusually exciting careers have a responsibility to share their wealth of experience to help others. It is difficult to cover all of the experiences I have gained during my long career. Therefore, in the rest of the space I have in the two concluding articles of the ‘Confessions’ series, I will use more than the usual number of photographs to tell the story. As someone once said, “A picture is worth a thousand words.”
Dreams in Bombay
In May, 1989, I boarded a flight from Colombo to Bombay (re-named Mumbai six years later) with 50 former employees of Hotel Lanka Oberoi. I was the only outside recruit to join Hotel Babylon Oberoi in Iraq. As I was the only divisional head (Food & Beverage Manager) in the group of new recruits, I had to assume a leadership role during the journey and settling period in Baghdad. After a night in Bombay arranged by the Oberoi Hotels, we took a second flight to Baghdad. All 50 had some level of anxiety about working in a war-torn location with a totally different culture, but we were happy with the high salaries offered to us.
Before landing in Bombay, and the short stay in that colourful city, I wrote a one-page plan for my future. I was ambitious and keen to become the General Manager of an internationally branded hotel in a few years time. Having been a senior lecturer and trained by ILO/UNDP as a trainer, I also planned to return to the academia after completing a PhD. I had already submitted a proposal for a doctoral thesis to the University of Surrey in England, where I had completed a master’s degree in International Hotel Management four years prior. The last point I included in my hand-written plan, before we landed in Iraq, was that I eventually wanted to set up a consulting firm focusing on hospitality management. I already had done a few ad hoc consulting assignments and thoroughly enjoyed those opportunities.
Nightmares In Baghdad
I did well in Iraq, opening new restaurants and organizing a series of food festivals. I also trained many young Iraqis returning to civilian life after the eight-year long war with Iran. Although I found Iraqis to be very friendly, under the rule of Saddam Hussein, Baghdad was infested with ‘plain-clothed’ government spies closely watching every movement of the expatriate workers. No one knew who was spying on whom. My family (wife and son) were well looked after by Oberoi, with full-board accommodations in a corner suite overlooking the River Tigris. Every Friday (my off day) when we went out sightseeing and meeting with friends, on our return to the hotel we realised that someone had gone through all of our belongings and deliberately left clues that our suite had been searched.
Catering to the whims and fancies of the president’s murderous, elder son, Uday Hussein, in the hotel night club and casino was a scary challenge. A major culture shock for us was getting used to the fact that most men in Iraq openly carried firearms, and all our offices were wire tapped by secret police. In spite of these challenges, I focused on laying a good foundation for my global career, whilst working in Baghdad.

Back in London
When the University of Surrey accepted me to their MPhil/PhD program, we had a good reason to move from Iraq to England. Using our contacts in our most favourite city in the world, both my wife and I quickly found good jobs in London. I was appointed the Assistant Director (to my mentor, Professor Richard Kotas) of the School of Hotel Management at Schiller International University London Campus. In this American university I learnt a lot about the North American education system. I did three days of teaching in addition to my administrative duties and doctoral research. Later, I was promoted as the Acting Director, when Professor Kotas retired. We bought a house in London and planned to settle down in England. We were very comfortable there.
Visiting Professor in Luzern
Around the same time, I commenced doing teaching assignments as a Visiting Professor of the International Management Institute (IMI) in Switzerland. That experience prepared me for the various Visiting Professor roles I held in later years in Sri Lanka, Guyana, Canada, USA and the UK.
General Manager at Mount Lavinia
As I was doing well in academia and loved teaching, I commenced thinking that I should spend the rest of my career in post-secondary education. That plan changed when Mr. Sanath Ukwatte, Chairman of Mount Lavinia Hotel offered me an expatriate, three-year contract as the General Manager. As the benefits package was very good, it was another offer that I could not refuse. When I was leaving London, the Schiller International University offered me a teaching contract for the next three summers, which I accepted, as well.
In addition to being the General Manager of Mount Lavinia Hotel, I also managed the Catering Services for BMICH National Convention Centre of Sri Lanka, and set up another subsidiary, service company as the General Manager. Having worked there as a Trainee Waiter in 1972/1973, I was very happy to return as the General Manager after 18 years. I simply loved Mount Lavinia Hotel and did some innovative projects with its 700 employees.
Founding IHS as the Managing Director
I then conceptualized and opened the International Hotel School (IHS) of Sri Lanka within the Mount Lavinia Hotel, as the Founding Managing Director in 1991. It was a ‘Swiss-style’ functional hotel school, and the first of its kind in Sri Lanka. We secured five international accreditations/pathways for further education for IHS graduates in Europe and North America. IHS also launched Sri Lanka’s first Executive Diploma in Hotel Administration. In 2023 – the 32nd year of the school, I was appointed as a Director of IHS Guild.
The accreditation of IHS by the world’s largest professional body for hospitality managers – Hotel and Catering International Management Association (HCIMA) in the United Kingdom, opened many door for Sri Lankan hoteliers. IHS created the foundation to form the Sri Lanka Chapter (international group) of HCIMA. In 1991 I was elected as the Founding Chair of HCIMA – Sri Lanka.
IHS also led the establishment of Hotel Skills Improvement program of the Tourist Hotels Association of Sri Lanka (THASL). As the Chairman of this committee, I led the training of ‘On the Job Trainers’, with a team of top hospitality educators in Sri Lanka. It was an ambitious program, in spite of prolonging civil was in Sri Lanka continuing to affect tourism. It was considered a best practice in Asia and we were invited to share the concept at major regional conferences.

Setting up a Consulting Consortium
After I completed my three-year contract at Mount Lavinia Hotel, I had two career choices. I applied to all top international hotel corporations and indicated that I am looking for a General Manager position anywhere in the world. At the same time, I founded a consortium of hotel consultants in Sri Lanka. Our team of consultants which I led, included three other well-known Sri Lankan Hoteliers – Hiran Serasinghe (former General Manager of Ramada Renaissance), Damayantha Kuruppu (hotel equipment expert) and Kamal Happuwatte (hotel training expert and later, the Principal of the Ceylon Hotel School). While negotiating to take over two resort hotels for management, four of us did our own individual consulting assignments. Such a consortium was a new concept in Sri Lanka in 1994.
Consultant to the Chairman of Galle Face Hotel
From end of 1993, my main individual consulting assignment was at the Galle Face Hotel. I felt honoured, when the Chairman of the hotel company – the late Mr. Cyril Gardiner sought my advice as a Resident Consultant to further develop this world-famous iconic hotel established in 1864. I enjoyed working for this legendary businessman, and found it very interesting. A few months after I commenced my work at the hotel, when I was offered a General Manager post by the largest British hotel company – Forte PLC, Mr. Gardiner was very kind to release me from his assignment. “Don’t worry about leaving us so soon. Chandana, as a Sri Lankan hotelier, you have made me very proud!” he said.
General Manager in Guyana & the Amazon
In 1994, Forte PLC sent me to South America to manage two of their hotels – the only five-star hotel in the capital city of Guyana and an eco-resort in the Amazon Rainforest. In Guyana I set up a few new subsidiary companies, including a horse-riding school, and the first ever hotel school of Guyana where I was Principal. I also worked as a Visiting Professor of Tourism Marketing at the University of Guyana. I opened and curated an art gallery in the most prestigious venue in Guyana – at the lobby of the Guyana Pegasus Hotel.
Jamaica, the land I lLove…
My next assignment was to manage the largest hotel in the capital city of Jamaica. There, I had an amazing three years filled with exciting events, quality assurance initiatives, innovative training, and above all, joy of providing hospitality to over 100 celebrities. With my team, we won several prestigious awards – for food, events and eventually as the first ever hotel in North America to be awarded ISO 9002 in 1998.
After 1998, I left hotels to join academia again and to complete my doctoral studies. In 2007, I returned to hotel management briefly, when I opened the largest, five-star hotel in Guyana as the General
Manager, and Consultant to the government. There, with my team of consultants from Canada, I was responsible to train 300 hotel workers and host the Rio Summit which was attended by 18 heads of state. During my hotel career I served 35 heads of state/government.
Having married a Jamaican, I consider Jamaica as my fourth home (after Sri Lanka, Canada, and the United Kingdom). Jamaica is very close to my heart.
… To be concluded next Sunday under the theme:
‘Missions of a Global Professor’ …
Features
Trump’s Interregnum
Trump is full of surprises; he is both leader and entertainer. Nearly nine hours into a long flight, a journey that had to U-turn over technical issues and embark on a new flight, Trump came straight to the Davos stage and spoke for nearly two hours without a sip of water. What he spoke about in Davos is another issue, but the way he stands and talks is unique in this 79-year-old man who is defining the world for the worse. Now Trump comes up with the Board of Peace, a ticket to membership that demands a one-billion-dollar entrance fee for permanent participation. It works, for how long nobody knows, but as long as Trump is there it might. Look at how many Muslim-majority and wealthy countries accepted: Saudi Arabia, Turkey, Egypt, Jordan, Qatar, Pakistan, Indonesia, and the United Arab Emirates are ready to be on board. Around 25–30 countries reportedly have already expressed the willingness to join.
The most interesting question, and one rarely asked by those who speak about Donald J. Trump, is how much he has earned during the first year of his second term. Liberal Democrats, authoritarian socialists, non-aligned misled-path walkers hail and hate him, but few look at the financial outcome of his politics. His wealth has increased by about three billion dollars, largely due to the crypto economy, which is why he pardoned the founder of Binance, the China-born Changpeng Zhao. “To be rich like hell,” is what Trump wanted. To fault line liberal democracy, Trump is the perfect example. What Trump is doing — dismantling the old façade of liberal democracy at the very moment it can no longer survive — is, in a way, a greater contribution to the West. But I still respect the West, because the West still has a handful of genuine scholars who do not dare to look in the mirror and accept the havoc their leaders created in the name of humanity.
Democracy in the Arab world was dismantled by the West. You may be surprised, but that is the fact. Elizabeth Thompson of American University, in her book How the West Stole Democracy from the Arabs, meticulously details how democracy was stolen from the Arabs. “No ruler, no matter how exalted, stood above the will of the nation,” she quotes Arab constitutional writing, adding that “the people are the source of all authority.” These are not the words of European revolutionaries, nor of post-war liberal philosophers; they were spoken, written and enacted in Syria in 1919–1920 by Arab parliamentarians, Islamic reformers and constitutionalists who believed democracy to be a universal right, not a Western possession. Members of the Syrian Arab Congress in Damascus, the elected assembly that drafted a democratic constitution declaring popular sovereignty — were dissolved by French colonial forces. That was the past; now, with the Board of Peace, the old remnants return in a new form.
Trump got one thing very clear among many others: Western liberal ideology is nothing but sophisticated doublespeak dressed in various forms. They go to West Asia, which they named the Middle East, and bomb Arabs; then they go to Myanmar and other places to protect Muslims from Buddhists. They go to Africa to “contribute” to livelihoods, while generations of people were ripped from their homeland, taken as slaves and sold.
How can Gramsci, whose 135th birth anniversary fell this week on 22 January, help us escape the present social-political quagmire? Gramsci was writing in prison under Mussolini’s fascist regime. He produced a body of work that is neither a manifesto nor a programme, but a theory of power that understands domination not only as coercion but as culture, civil society and the way people perceive their world. In the Prison Notebooks he wrote, “The crisis consists precisely in the fact that the old world is dying and the new cannot be born; in this interregnum a great variety of morbid phenomena appear.” This is not a metaphor. Gramsci was identifying the structural limbo that occurs when foundational certainties collapse but no viable alternative has yet emerged.
The relevance of this insight today cannot be overstated. We are living through overlapping crises: environmental collapse, fragmentation of political consensus, erosion of trust in institutions, the acceleration of automation and algorithmic governance that replaces judgment with calculation, and the rise of leaders who treat geopolitics as purely transactional. Slavoj Žižek, in his column last year, reminded us that the crisis is not temporary. The assumption that history’s forward momentum will automatically yield a better future is a dangerous delusion. Instead, the present is a battlefield where what we thought would be the new may itself contain the seeds of degeneration. Trump’s Board of Peace, with its one-billion-dollar gatekeeping model, embodies this condition: it claims to address global violence yet operates on transactional logic, prioritizing wealth over justice and promising reconstruction without clear mechanisms of accountability or inclusion beyond those with money.
Gramsci’s critique helps us see this for what it is: not a corrective to global disorder, but a reenactment of elite domination under a new mechanism. Gramsci did not believe domination could be maintained by force alone; he argued that in advanced societies power rests on gaining “the consent and the active participation of the great masses,” and that domination is sustained by “the intellectual and moral leadership” that turns the ruling class’s values into common sense. It is not coercion alone that sustains capitalism, but ideological consensus embedded in everyday institutions — family, education, media — that make the existing order appear normal and inevitable. Trump’s Board of Peace plays directly into this mode: styled as a peace-building institution, it gains legitimacy through performance and symbolic endorsement by diverse member states, while the deeper structures of inequality and global power imbalance remain untouched.
Worse, the Board’s structure, with contributions determining permanence, mimics the logic of a marketplace for geopolitical influence. It turns peace into a commodity, something to be purchased rather than fought for through sustained collective action addressing the root causes of conflict. But this is exactly what today’s democracies are doing behind the scenes while preaching rules-based order on the stage. In Gramsci’s terms, this is transformismo — the absorption of dissent into frameworks that neutralize radical content and preserve the status quo under new branding.
If we are to extract a path out of this impasse, we must recognize that the current quagmire is more than political theatre or the result of a flawed leader. It arises from a deeper collapse of hegemonic frameworks that once allowed societies to function with coherence. The old liberal order, with its faith in institutions and incremental reform, has lost its capacity to command loyalty. The new order struggling to be born has not yet articulated a compelling vision that unifies disparate struggles — ecological, economic, racial, cultural — into a coherent project of emancipation rather than fragmentation.
To confront Trump’s phenomenon as a portal — as Žižek suggests, a threshold through which history may either proceed to annihilation or re-emerge in a radically different form — is to grasp Gramsci’s insistence that politics is a struggle for meaning and direction, not merely for offices or policies. A Gramscian approach would not waste energy on denunciation alone; it would engage in building counter-hegemony — alternative institutions, discourses, and practices that lay the groundwork for new popular consent. It would link ecological justice to economic democracy, it would affirm the agency of ordinary people rather than treating them as passive subjects, and it would reject the commodification of peace.
Gramsci’s maxim “pessimism of the intellect, optimism of the will” captures this attitude precisely: clear-eyed recognition of how deep and persistent the crisis is, coupled with an unflinching commitment to action. In an age where AI and algorithmic governance threaten to redefine humanity’s relation to decision-making, where legitimacy is increasingly measured by currency flows rather than human welfare, Gramsci offers not a simple answer but a framework to understand why the old certainties have crumbled and how the new might still be forged through collective effort. The problem is not the lack of theory or insight; it is the absence of a political subject capable of turning analysis into a sustained force for transformation. Without a new form of organized will, the interregnum will continue, and the world will remain trapped between the decay of the old and the absence of the new.
by Nilantha Ilangamuwa ✍️
Features
India, middle powers and the emerging global order
Designed by the victors and led by the US, its institutions — from the United Nations system to Bretton Woods — were shaped to preserve western strategic and economic primacy. Yet despite their self-serving elements, these arrangements helped maintain a degree of global stability, predictability and prosperity for nearly eight decades. That order is now under strain.
This was evident even at Davos, where US President Donald Trump — despite deep differences with most western allies — framed western power and prosperity as the product of a shared and “very special” culture, which he argued must be defended and strengthened. The emphasis on cultural inheritance, rather than shared rules or institutions, underscored how far the language of the old order has shifted.
As China’s rise accelerates and Russia grows more assertive, the US appears increasingly sceptical of the very system it once championed. Convinced that multilateral institutions constrain American freedom of action, and that allies have grown complacent under the security umbrella, Washington has begun to prioritise disruption over adaptation — seeking to reassert supremacy before its relative advantage diminishes further.
What remains unclear is what vision, if any, the US has for a successor order. Beyond a narrowly transactional pursuit of advantage, there is little articulation of a coherent alternative framework capable of delivering stability in a multipolar world.
The emerging great powers have not yet filled this void. India and China, despite their growing global weight and civilisational depth, have largely responded tactically to the erosion of the old order rather than advancing a compelling new one. Much of their diplomacy has focused on navigating uncertainty, rather than shaping the terms of a future settlement. Traditional middle powers — Japan, Germany, Australia, Canada and others — have also tended to react rather than lead. Even legacy great powers such as the United Kingdom and France, though still relevant, appear constrained by alliance dependencies and domestic pressures.
st Asia, countries such as Saudi Arabia and the UAE have begun to pursue more autonomous foreign policies, redefining their regional and global roles. The broader pattern is unmistakable. The international system is drifting toward fragmentation and narrow transactionalism, with diminishing regard for shared norms or institutional restraint.
Recent precedents in global diplomacy suggest a future in which arrangements are episodic and power-driven. Long before Thucydides articulated this logic in western political thought, the Mahabharata warned that in an era of rupture, “the strong devour the weak like fish in water” unless a higher order is maintained. Absent such an order, the result is a world closer to Mad Max than to any sustainable model of global governance.
It is precisely this danger that Canadian Prime Minister Mark Carney alluded to in his speech at Davos on Wednesday. Warning that “if great powers abandon even the pretense of rules and values for the unhindered pursuit of their power and interests, the gains from transactionalism will become harder to replicate,” Carney articulated a concern shared by many middle powers. His remarks underscored a simple truth: Unrestrained power politics ultimately undermine even those who believe they benefit from them.
Carney’s intervention also highlights a larger opportunity. The next phase of the global order is unlikely to be shaped by a single hegemon. Instead, it will require a coalition — particularly of middle powers — that have a shared interest in stability, openness and predictability, and the credibility to engage across ideological and geopolitical divides. For many middle powers, the question now is not whether the old order is fraying, but who has the credibility and reach to help shape what comes next.
This is where India’s role becomes pivotal. India today is no longer merely a balancing power. It is increasingly recognised as a great power in its own right, with strong relations across Europe, the Indo-Pacific, West Asia, Africa and Latin America, and a demonstrated ability to mobilise the Global South. While India’s relationship with Canada has experienced periodic strains, there is now space for recalibration within a broader convergence among middle powers concerned about the direction of the international system.
One available platform is India’s current chairmanship of BRICS — if approached with care. While often viewed through the prism of great-power rivalry, BRICS also brings together diverse emerging and middle powers with a shared interest in reforming, rather than dismantling, global governance. Used judiciously, it could complement existing institutions by helping articulate principles for a more inclusive and functional order.
More broadly, India is uniquely placed to convene an initial core group of like-minded States — middle powers, and possibly some open-minded great powers — to begin a serious conversation about what a new global order should look like. This would not be an exercise in bloc-building or institutional replacement, but an effort to restore legitimacy, balance and purpose to international cooperation. Such an endeavour will require political confidence and the willingness to step into uncharted territory. History suggests that moments of transition reward those prepared to invest early in ideas and institutions, rather than merely adapt to outcomes shaped by others.
The challenge today is not to replicate Bretton Woods or San Francisco, but to reimagine their spirit for a multipolar age — one in which power is diffused, interdependence unavoidable, and legitimacy indispensable. In a world drifting toward fragmentation, India has the credibility, relationships and confidence to help anchor that effort — if it chooses to lead.
(The Hindustan Times)
(Milinda Moragoda is a former Cabinet Minister and diplomat from Sri Lanka and founder of the Pathfinder Foundation, a strategic affairs think tank. this article can read on
https://shorturl.at/HV2Kr and please contact via email@milinda.org)
by Milinda Moragoda ✍️
For many middle powers, the question now is not whether the old order is fraying,
but who has the credibility and reach to help shape what comes next
Features
The Wilwatte (Mirigama) train crash of 1964 as I recall
Back in 1964, I was working as DMO at Mirigama Government Hospital when a major derailment of the Talaimannar/Colombo train occurred at the railway crossing in Wilwatte, near the DMO’s quarters. The first major derailment, according to records, took place in Katukurunda on March 12, 1928, when there was a head-on collision between two fast-moving trains near Katukurunda, resulting in the deaths of 28 people.
Please permit me to provide details concerning the regrettable single train derailment involving the Talaimannar Colombo train, which occurred in October 1964 at the Wilwatte railway crossing in Mirigama.
This is the first time I’m openly sharing what happened on that heartbreaking morning, as I share the story of the doctor who cared for all the victims. The Health Minister, the Health Department, and our community truly valued my efforts.
By that time, I had qualified with the Primary FRCS and gained valuable surgical experience as a registrar at the General Hospital in Colombo. I was hopeful to move to the UK to pursue the final FRCS degree and further training. Sadly, all scholarships were halted by Hon. Felix Dias Bandaranaike, the finance minister in the Bandaranaike government in 1961.
Consequently, I was transferred to Mirigama as the District Medical Officer in 1964. While training as an emerging surgeon without completing the final fellowship in the United Kingdom, I established an operating theatre in one of the hospital’s large rooms. A colleague at the Central Medical Stores in Maradana assisted me in acquiring all necessary equipment for the operating theatre, unofficially. Subsequently, I commenced performing minor surgeries under spinal anaesthesia and local anaesthesia. Fortunately, I was privileged to have a theatre-trained nursing sister and an attendant trainee at the General Hospital in Colombo.
Therefore, I was prepared to respond to any accidental injuries. I possessed a substantial stock of plaster of Paris rolls for treating fractures, and all suture material for cuts.
I was thoroughly prepared for any surgical mishaps, enabling me to manage even the most significant accidental incidents.
On Saturday, October 17, 1964, the day of the train derailment at the railway crossing at Wilwatte, Mirigama, along the Main railway line near Mirigama, my house officer, Janzse, called me at my quarters and said, “Sir, please come promptly; numerous casualties have been admitted to the hospital following the derailment.”
I asked him whether it was an April Fool’s stunt. He said, ” No, Sir, quite seriously.
I promptly proceeded to the hospital and directly accessed the operating theatre, preparing to attend to the casualties.
Meanwhile, I received a call from the site informing me that a girl was trapped on a railway wagon wheel and may require amputation of her limb to mobilise her at the location along the railway line where she was entrapped.
My theatre staff transported the surgical equipment to the site. The girl was still breathing and was in shock. A saline infusion was administered, and under local anaesthesia, I successfully performed the limb amputation and transported her to the hospital with my staff.
On inquiring, she was an apothecary student going to Colombo for the final examination to qualify as an apothecary.
Although records indicate that over forty passengers perished immediately, I recollect that the number was 26.
Over a hundred casualties, and potentially a greater number, necessitate suturing of deep lacerations, stabilisation of fractures, application of plaster, and other associated medical interventions.
No patient was transferred to Colombo for treatment. All casualties received care at this base hospital.
All the daily newspapers and other mass media commended the staff team for their commendable work and the attentive care provided to all casualties, satisfying their needs.
The following morning, the Honourable Minister of Health, Mr M. D. H. Jayawardena, and the Director of Health Services, accompanied by his staff, arrived at the hospital.
I did the rounds with the official team, bed by bed, explaining their injuries to the minister and director.
Casualties expressed their commendation to the hospital staff for the care they received.
The Honourable Minister engaged me privately at the conclusion of the rounds. He stated, “Doctor, you have been instrumental in our success, and the public is exceedingly appreciative, with no criticism. As a token of gratitude, may I inquire how I may assist you in return?”
I got the chance to tell him that I am waiting for a scholarship to proceed to the UK for my Fellowship and further training.
Within one month, the government granted me a scholarship to undertake my fellowship in the United Kingdom, and I subsequently travelled to the UK in 1965.
On the third day following the incident, Mr Don Rampala, the General Manager of Railways, accompanied by his deputy, Mr Raja Gopal, visited the hospital. A conference was held at which Mr Gopal explained and demonstrated the circumstances of the derailment using empty matchboxes.
He explained that an empty wagon was situated amid the passenger compartments. At the curve along the railway line at Wilwatte, the engine driver applied the brakes to decelerate, as Mirigama Railway Station was only a quarter of a mile distant.
The vacant wagon was lifted and transported through the air. All passenger compartments behind the wagon derailed, whereas the engine and the frontcompartments proceeded towards the station without the engine driver noticing the mishap.
After this major accident, I was privileged to be invited by the General Manager of the railways for official functions until I left Mirigama.
The press revealed my identity as the “Wilwatte Hero”.
This document presents my account of the Wilwatte historic train derailment, as I distinctly recall it.
Recalled by Dr Harold Gunatillake to serve the global Sri Lankan community with dedication. ✍️
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