Features
SURREY IN A HURRY
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Back in England
On October 23, 1983, I arrived in London with my wife, to start a new chapter of dreams, ambitions and also some uncertainty. This was my fourth visit to the United Kingdom (UK). Previously I spent a few months in UK, as a Management Trainee with the Trust House Forte (THF) hotels in London, as a Fellow of the International Labour Organization (ILO) with assignments in four British cities, and also as a tourist in England and Scotland. We were very familiar with London and the nearby areas.

I had finally been accepted to the first batch of the world’s first master’s degree (M.Sc.) in International Hotel Management, at the University of Surrey (UoS). I was planning to be in UK as a full-time graduate student for a maximum of two years, but hopeful to complete my program within a year. To achieve that, I needed to manage my time well to pass all ten courses over a period of two semesters, and then write a dissertation within six months.
Due to unavoidable challenges, I was late by a month to arrive in UK to join the M.Sc. program. I knew that I would have further challenges but I was determined to overcome obstacles and jump over the hurdles to the best of my ability. I was focused on catching up the studies of the missed month within a few days, but I was nervous. Early in the morning of my second day in UK, I arrived at the residence of UoS.
The University of Surrey
I was welcomed by Professor Richard Kotas, the Program Coordinator for the M.Sc. His encouragement during a week in early 1982, that I spent at UoS as part of my ILO Fellowship, was the main reason I joined this program. He was very helpful in assisting me to catch up quickly the month that I had missed. He soon became my life-long mentor.
UoS is a public research university which had received its royal charter in 1966, along with a number of other institutions previously known as colleges of technology. Over the years, the university’s research output and global partnerships have led to it being regarded as one of UK’s leading research universities. UoS’s bachelors’ degree in hotel management and master’s degree in tourism development were generally considered the best British university programs in the field.
Although now, masters’ degrees are common in hotel management, in 1983, it was unique. Most hotel industry leaders in UK at that time, had commenced their careers at the lowest levels of the industry or with craft-level qualifications. They doubted if masters’ degrees were needed for a hands-on trade like hospitality.
The M.Sc. first batch had only nine students but all enhanced the ‘international’ feel of the program. We came from nine different countries – the Bahamas, Cyprus, Greece, Hong Kong, India, Kenya, Nigeria, Sri Lanka and the UK. At age 29, I was the fifth oldest in the batch. We all lived in the main university residence in Guildford for two semesters. It was a nice campus with five restaurants and pubs, a cinema, supermarket, post office, bank and a large sports complex. I was totally content to remain on the campus on my days in Guildford.

Starving and Studying
I quickly settled into my studies and assignments, but I was very unsettled about our cash flow situation. Although, we assumed that my wife could find full-time work easily and quickly, it did not happen as envisaged. I was too busy catching up with my outstanding studies, and did not have free time to do part-time work yet. Our little extra cash kept for a rainy day was gradually evaporating.
I took my cutting down on expenses to a new level. Every week from Monday to Thursday when I stayed at the campus, each day I survived with the same diet – a coffee in the morning, a small egg sandwich by noon and a glass of milk and a banana in the evening. “Chandi, how come that you became so thin?”, my wife asked me one day, with a tear in an eye, when I returned to London. I pretended that I am keeping fit and slim, intentionally.
Within a month, our financial situation improved. My wife found full-time work as a receptionist at a Dutch oil company office in Knightsbridge in London. After many attempts, I found a part-time work as a waiter in Kensington, London during the weekends. Having been a Hotel Manager and the Manager Operations in the John Keells head office, for seven hotels in Sri Lanka, my adjustment to work as a waiter again after 10 years, was not easy.
As I was able to work only for a couple of days, it was not possible to find employment in keeping with my experience and qualifications. We rented a small apartment in West Hampstead in North London. My wife stayed there and I joined her every week, from Thursday evening to Monday early morning. The other three nights, I spent in my tiny room in the campus, studying long hours till early hours in the morning.

A Weekend Waiter at the Bombay Brasserie
A letter of recommendation from Taj Samudra Hotel in Sri Lanka helped me to secure my first part-time job in London, with a sister hotel of the Taj Group. The General Manager of Baily’s Hotel, then owned and managed by the Taj Hotels of India, assigned me to work in room service at the hotel and their Indian Restaurant – Bombay Brasserie.
Bailey’s Hotel was one of the earliest, privately built hotels in London. The opening of The Langham on Regent Street in 1865, is generally considered the origin of the true luxury hotels in UK. Bailey’s Hotel was opened eleven years after that in 1876 and three years prior to the opening of the world-famous London hotel, The Savoy. Bailey’s bore the name of the developer, Sir James Bailey, a hotelier and politician.
Due to the location in West London (opposite the Gloucester Road tube station, which had opened in 1872) and the reputation of the owner, Bailey’s Hotel had attracted London’s aristocracy and wealthier inhabitants. A hundred years before I commenced working there, Bailey’s Hotel had been one of the more successful hotels in London with over 300 rooms. It also was very popular with international guests.
In 1983, although the Bailey’s Hotel appeared to be a little faded, the Taj Group had invested wisely to convert its street-front restaurant to become ranked as the best Indian restaurant in UK. It paved the way for Indian and Bombay cuisine in London. When opened in 1982, the high standards of the Bombay Brasserie were compared with a reputed competitor – then most prestigious and oldest existing Indian restaurant in London – Veeraswamy (opened in 1926), located in the Regent Street.
I did split shifts on Saturdays and Sundays, serving lunch and dinner at the Bombay Brasserie. In between my split shifts I had four hours to spare. I asked permission from the management to remain in the Bailey’s Hotel staff canteen during that time, to do my university studies. Other employees often mocked me for bringing a bag full of text books to work. “Are you a book worm?” they jokingly asked me.
I liked the gentle leadership style of the General Manager of the Bombay Brasserie – Mr. Adi Modi. Every Sunday, after the lunch customers left, he invited all kitchen and restaurant staff to sit with him in the restaurant, to consume the sumptuous buffet lunch. He achieved two things from that uncommon action – providing product knowledge to the internal customers and motivating his team. I was certainly motivated with that gesture, and a few years later, adopted similar initiatives as a Food & Beverage Director and hotel General Manager.
A Part-time Banquet Waiter at the Dorchester
As I settled in well at UoS, in addition to the weekends, I was free to work on Thursday evenings and a full-day on Fridays. I could have easily done extra shifts at Bailey’s Hotel and Bombay Brasserie, but I wanted to explore other options. My desire was to gain more diverse experiences in well-known five-star hotels in London.
I used my previous connections in London as well as new contacts to achieve that objective. I knew that five-star experiences would open new doors for me to reach my ambitious, career goal. I wanted to eventually become the General Manager of an international, five-star hotel branded by a top, global hotel corporation. My mid-term career goal was to first become the Food & Beverage Manager of a five-star international hotel. Investing time to gain valuable and high-quality experiences at any level, usually pays good dividends in the long run.

I met Mr. Wilfred Weragoda for the first time in 1974, when I was a final year student of the Ceylon Hotel School (CHS). He had returned from West Germany to Sri Lanka to manage Hotel Samudra. He was a member of the first batch of CHS, and had graduated in 1969. In the early 1980s, Wilfred and his family were living in London. He worked at the Dorchester, as the Food & Beverage Controller. A month after our arrival in UK, my wife and I were invited by the Weragoda family to lunch in their home. “I am impressed with your ambitions and perseverance, Chandana, I will help you to get into the Dorchester” Wilfred assured me.
The Dorchester is a five-star luxury hotel on Park Lane in London, to the east of Hyde Park. It was within walking distance of the Cumberland Hotel in Marble Arch, where I spent the summer of 1979 as a Management Trainee. The Dorchester had opened in 1931, and 50 years later, became a listed building. By 1983, it was generally considered the best five-star hotel in UK and one of the world’s most prestigious and expensive hotels. Throughout its history, the hotel has been closely associated with the rich and famous.

Walking into this iconic hotel in 1983, I was surprised at how well it still retained its 1930s furnishings and ambiance, despite being modernised, on a few occasions. During the Second World War, the strength of its construction gave the hotel the reputation of being one of London’s safest buildings. Leading politicians and military top brass chose it as their London residence. The hotel had since become particularly popular with movie stars, rock stars and super models. Elizabeth Taylor and Richard Burton frequently stayed at the Dorchester throughout the 1960s and 1970s. It was also Michael Jackson’s favourite place to stay in London.
By the end of November, 1983, I became a regular, part-time banquet waiter at the Dorchester. Every Thursday afternoon I left UoS after my last lecture for the week. I dressed in a well-ironed white shirt, black trousers and a pair of black dress shoes for my one-hour bus ride from Guildford to London. I then walked from the Hyde Park Corner straight to work. In the basement of the Dorchester, I put on a blue jacket and a dark blue, bow tie from the uniform room. I loved doing silver service at one of the greatest banquet rooms in UK, every Thursday and Friday. I was proud to be a gentleman, serving ladies and gentlemen who appreciated classy hospitality. Thank you, Wilfred!
I am ready and waiting to serve in the main ballroom of the Dorchester in 1983
Features
People set example for politicians to follow
Some opposition political parties have striven hard to turn the disaster of Cyclone Ditwah to their advantage. A calamity of such unanticipated proportions ought to have enabled all political parties to come together to deal with this tragedy. Failure to do so would indicate both political and moral bankruptcy. The main issue they have forcefully brought up is the government’s failure to take early action on the Meteorological Department’s warnings. The Opposition even convened a meeting of their own with former President Ranil Wickremesinghe and other senior politicians who shared their experience of dealing with natural and man-made disasters of the past, and the present government’s failures to match them.
The difficulty to anticipate the havoc caused by the cyclone was compounded by the neglect of the disaster management system, which includes previous governments that failed to utilise the allocated funds in an open, transparent and corruption free manner. Land designated as “Red Zones” by the National Building Research Organisation (NBRO), a government research and development institute, were built upon by people and ignored by successive governments, civil society and the media alike. NBRO was established in 1984. According to NBRO records, the decision to launch a formal “Landslide Hazard Zonation Mapping Project (LHMP)” dates from 1986. The institutional process of identifying landslide-prone slopes, classifying zones (including what we today call “Red Zones”), and producing hazard maps, started roughly 35 to 40 years ago.
Indonesia, Thailand and the Philippines which were lashed by cyclones at around the same time as Sri Lanka experienced Cyclone Ditwah were also unprepared and also suffered enormously. The devastation caused by cyclones in the larger southeast Asian region is due to global climate change. During Cyclone Ditwah some parts of the central highlands received more than 500 mm of rainfall. Official climatological data cite the average annual rainfall for Sri Lanka as roughly 1850 mm though this varies widely by region: from around 900 mm in the dry zones up to 5,000 mm in wet zones. The torrential rains triggered by Ditwah were so heavy that for some communities they represented a rainfall surge comparable to a major part of their typical annual rainfall.
Inclusive Approach
Climate change now joins the pantheon of Sri Lanka’s challenges that are beyond the ability of a single political party or government to resolve. It is like the economic bankruptcy, ethnic conflict and corruption in governance that requires an inclusive approach in which the Opposition, civil society, religious society and the business community need to join rather than merely criticise the government. It will be in their self-interest to do so. A younger generation (Gen Z), with more energy and familiarity with digital technologies filled, the gaps that the government was unable to fill and, in a sense, made both the Opposition and traditional civil society redundant.
Within hours of news coming in that floods and landslides were causing havoc to hundreds of thousands of people, a people’s movement for relief measures was underway. There was no one organiser or leader. There were hundreds who catalysed volunteers to mobilise to collect resources and to cook meals for the victims in community kitchens they set up. These community kitchens sprang up in schools, temples, mosques, garages and even roadside stalls. Volunteers used social media to crowdsource supplies, match donors with delivery vehicles, and coordinate routes that had become impassable due to fallen trees or mudslides. It was a level of commitment and coordination rarely achieved by formal institutions.
The spontaneous outpouring of support was not only a youth phenomenon. The larger population, too, contributed to the relief effort. The Galle District Secretariat sent 23 tons of rice to the cyclone affected areas from donations brought by the people. The Matara District Secretariat made arrangements to send teams of volunteers to the worst affected areas. Just as in the Aragalaya protest movement of 2022, those who joined the relief effort were from all ethnic and religious communities. They gave their assistance to anyone in need, regardless of community. This showed that in times of crisis, Sri Lankans treat others without discrimination as human beings, not as members of specific communities.
Turning Point
The challenge to the government will be to ensure that the unity among the people that the cyclone disaster has brought will outlive the immediate relief phase and continue into the longer term task of national reconstruction. There will be a need to rethink the course of economic development to ensure human security. President Anura Kumara Dissanayake has spoken about the need to resettle all people who live above 5000 feet and to reforest those areas. This will require finding land for resettlement elsewhere. The resettlement of people in the hill country will require that the government address the issue of land rights for the Malaiyaha Tamils.
Since independence the Malaiyaha Tamils have been collectively denied ownership to land due first to citizenship issues and now due to poverty and unwillingness of plantation managements to deal with these issues in a just and humanitarian manner beneficial to the workers. Their resettlement raises complex social, economic and political questions. It demands careful planning to avoid repeating past mistakes where displaced communities were moved to areas lacking water, infrastructure or livelihoods. It also requires political consensus, as land is one of the most contentious issues in Sri Lanka, tied closely to identity, ethnicity and historical grievances. Any sustainable solution must go beyond temporary relocation and confront the historical exclusion of the Malaiyaha Tamil community, whose labour sustains the plantation economy but who remain among the poorest groups in the country.
Cyclone Ditwah has thus become a turning point. It has highlighted the need to strengthen governance and disaster preparedness, but it has also revealed a different possibility for Sri Lanka, one in which the people lead with humanity and aspire for the wellbeing of all, and the political leadership emulates their example. The people have shown through their collective response to Cyclone Ditwah that unity and compassion remain strong, which a sincere, moral and hardworking government can tap into. The challenge to the government will be to ensure that the unity among the people that the cyclone disaster has brought will outlive the immediate relief phase and continue into the longer term task of national reconstruction with political reconciliation.
by Jehan Perera
Features
An awakening: Revisiting education policy after Cyclone Ditwah
In the short span of two or three days, Cyclone Ditwah, has caused a disaster of unprecedented proportions in our midst. Lashing away at almost the entirety of the country, it has broken through the ramparts of centuries old structures and eroded into areas, once considered safe and secure.
The rains may have passed us by. The waters will recede, shops will reopen, water will be in our taps, and we can resume the daily grind of life. But it will not be the same anymore; it should not be. It should not be business as usual for any of us, nor for the government. Within the past few years, Sri Lankan communities have found themselves in the middle of a crisis after crisis, both natural and man-made, but always made acute by the myopic policies of successive governments, and fuelled by the deeply hierarchical, gendered and ethnicised divides that exist within our societies. The need of the hour for the government today is to reassess its policies and rethink the directions the country, as a whole, has been pushed into.
Neoliberal disaster
In the aftermath of the devastation caused by the natural disaster, fundamental questions have been raised about our existence. Our disaster is, in whole or in part, the result of a badly and cruelly managed environment of the planet. Questions have been raised about the nature of our economy. We need to rethink the way land is used. Livelihoods may have to be built anew, promoting people’s welfare, and by deveoloping a policy on climate change. Mega construction projects is a major culprit as commentators have noted. Landslides in the upcountry are not merely a result of Ditwah lashing at our shores and hills, but are far more structural and points to centuries of mismanagement of land. (https://island.lk/weather-disasters-sri-lanka-flooded-by-policy-blunders-weak-enforcement-and-environmental-crime-climate-expert/). It is also about the way people have been shunted into lands, voluntarily or involuntarily, that are precarious, in their pursuit of a viable livelihood, within the limited opportunities available to them.
Neo liberal policies that demand unfettered land appropriation and built on the premise of economic growth at any expense, leading to growing rural-urban divides, need to be scrutinised for their short and long term consequences. And it is not that any of these economic drives have brought any measure of relief and rejuvenation of the economy. We have been under the tyrannical hold of the IMF, camouflaged as aid and recovery, but sinking us deeper into the debt trap. In October 2025, Ahilan Kadirgamar writes, that the IMF programme by the end of 2027, “will set up Sri Lanka for the next crisis.” He also lambasts the Central Bank and the government’s fiscal policy for their punishing interest rates in the context of disinflation and rising poverty levels. We have had to devalue the rupee last month, and continue to rely on the workforce of domestic workers in West Asia as the major source of foreign exchange. The government’s negotiations with the IMF have focused largely on relief and infrastructure rebuilding, despite calls from civil society, demanding debt justice.
The government has unabashedly repledged its support for the big business class. The cruelest cut of them all is the appointment of a set of high level corporate personalities to the post-disaster recovery committee, with the grand name, “Rebuilding Sri Lanka.” The message is loud and clear, and is clearly a slap in the face of the working people of the country, whose needs run counter to the excessive greed of extractive corporate freeloaders. Economic growth has to be understood in terms that are radically different from what we have been forced to think of it as, till now. For instance, instead of investment for high profits, and the business of buy and sell in the market, rechannel investment and labour into overall welfare. Even catch phrases like sustainable development have missed their mark. We need to think of the economy more holistically and see it as the sustainability of life, livelihood and the wellbeing of the planet.
The disaster has brought on an urgency for rethinking our policies. One of the areas where this is critical is education. There are two fundamental challenges facing education: Budget allocation and priorities. In an address at a gathering of the Chamber of Commerce, on 02 December, speaking on rebuilding efforts, the Prime Minister and Minister of Education Dr. Harini Amarasuriya restated her commitment to the budget that has been passed, a budget that has a meagre 2.4% of the GDP allocated for education. This allocation for education comes in a year that educational reforms are being rolled out, when heavy expenses will likely be incurred. In the aftermath of the disaster, this has become more urgent than ever.
Reforms in Education
The Government has announced a set of amendments to educational policy and implementation, with little warning and almost no consultation with the public, found in the document, Transforming General Education in Sri Lanka 2025 published by the Ministry of Education. Though hailed as transformative by the Prime Minister (https://www.news.lk/current-affairs/in-the-prevailing-situation-it-is-necessary-to-act-strategically-while-creating-the-proper-investments-ensuring-that-actions-are-discharged-on-proper-policies-pm), the policy is no more than a regurgitation of what is already there, made worse. There are a few welcome moves, like the importance placed on vocational training. Here, I want to raise three points relating to vital areas of the curriculum that are of concern: 1) streamlining at an early age; relatedly 2) prioritising and privileging what is seen as STEM education; and 3) introducing a credit-based modular education.
1. A study of the policy document will demonstrate very clearly that streamlining begins with Junior Secondary Education via a career interest test, that encourages students to pursue a particular stream in higher studies. Further Learning Modules at both “Junior Secondary Education” and “Senior Secondary Education Phase I,” entrench this tendency. Psychometric testing, that furthers this goal, as already written about in our column (https://kuppicollective.lk/psychometrics-and-the-curriculum-for-general-education/) points to the bizarre.
2. The kernel of the curriculum of the qualifying examination of Senior Secondary Education Phase I, has five mandatory subjects, including First Language, Math, and Science. There is no mandatory social science or humanities related subject. One can choose two subjects from a set of electives that has history and geography as separate subjects, but a Humanities/Social Science subject is not in the list of mandatory subjects. .
3. A credit-based, modular education: Even in universities, at the level of an advanced study of a discipline, many of us are struggling with module-based education. The credit system promotes a fragmented learning process, where, depth is sacrificed for quick learning, evaluated numerically, in credit values.
Units of learning, assessed, piece meal, are emphasised over fundamentals and the detailing of fundamentals. Introducing a module based curriculum in secondary education can have an adverse impact on developing the capacity of a student to learn a subject in a sustained manner at deeper levels.
Education wise, and pedagogically, we need to be concerned about rigidly compartmentalising science oriented, including technological subjects, separately from Humanities and Social Studies. This cleavage is what has led to the idea of calling science related subjects, STEM, automatically devaluing humanities and social sciences. Ironically, universities, today, have attempted, in some instances, to mix both streams in their curriculums, but with little success; for the overall paradigm of education has been less about educational goals and pedagogical imperatives, than about technocratic priorities, namely, compartmentalisation, fragmentation, and piecemeal consumerism. A holistic response to development needs to rethink such priorities, categorisations and specialisations. A social and sociological approach has to be built into all our educational and development programmes.
National Disasters and Rebuilding Community
In the aftermath of the disaster, the role of education has to be rethought radically. We need a curriculum that is not trapped in the dichotomy of STEM and Humanities, and be overly streamlined and fragmented. The introduction of climate change as a discipline, or attention to environmental destruction cannot be a STEM subject, a Social Science/Humanities subject or even a blend of the two. It is about the vision of an economic-cum-educational policy that sees the environment and the economy as a function of the welfare of the people. Educational reforms must be built on those fundamentals and not on real or imagined short term goals, promoted at the economic end by neo liberal policies and the profiteering capitalist class.
As I write this, the sky brightens with its first streaks of light, after days of incessant rain and gloom, bringing hope into our hearts, and some cheer into the hearts of those hundreds of thousands of massively affected people, anxiously waiting for a change in the weather every second of their lives. The sense of hope that allows us to forge ahead is collective and social. The response by Lankan communities, to the disaster, has been tremendously heartwarming, infusing hope into what still is a situation without hope for many. This spirit of collective endeavour holds the promise for what should be the foundation for recovery. People’s demands and needs should shape the re-envisioning of policy, particularly in the vital areas of education and economy.
(Sivamohan Sumathy was formerly attached to the Department of English, University of Peradeniya)
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
By Sivamohan Sumathy
Features
ABBA scene in Doha … Ishini in the spotlight
The group ABBA, from Sweden, officially disbanded in 1982, and that made room for several ABBA imitators to come into the scene.
What’s more, ABBA tribute concerts are also turning out to be popular with music lovers who still appreciate, and enjoy, the music of ABBA.
With this in mind, Treffen House Hotel, in Doha, decided to put together a series of ABBA Tribute Concerts which were held, in the hotel itself, on 27th, 28th and 29th November, 2025.
To do the needful, on stage, they selected our very own Ishini Fonseka and her participation certainly did highlight the global appeal of ABBA’s music and the talent of Sri Lankan artistes.
The tribute shows brought the magic of ABBA’s hits to the audience,

On stage belting out the ABBA hits
Backed by a Sri Lankan band, the Vibes, based in Qatar, Ishini was in the spotlight for one hour, each night, belting out the hits of ABBA.
She also obliged the audience, from various nationalities, with a few hit songs in Hindi, Tamil and Sinhala.
Her repertoire included the best of ABBA hits, such as ‘Mamma Mia’, ‘Dancing Queen’, ‘Chiquitita’ and many more.
Being a multi-instrumentalist, she also played the piano, and guitar, as well, while singing some of the beautiful ABBA songs.
The three-day concert was a part of a Sri Lankan food festival, held at the hotel, in which several unique Sri Lankan cuisines were promoted internationally.
The event’s main sponsor was Prime Lands, and the event focused on the importance of investing on Real Estate, especially since the foreign currency sent to Sri Lanka benefits the country’s economy vastly.
Kumudu Fonseka, the General Manager of Treffen House Hotel, the main man behind the spectacular three-day Sri Lankan Food Festival, I’m told, is very keen to highlight the uniqueness of Sri Lanka.
He also has plans to put together a charity concert to raise funds for the people in Sri Lanka, affected by Cyclone Ditwah.
The Chief Guest, on the second day, was the Ambassador of Sri Lanka, who personally appreciated and admired Ishini Fonseka for bringing back her childhood memories of ABBA.
Ishini was involved in three other events, at the hotel, as a guest star, before returning home.
Her next foreign assignment is to the Maldives, on 22nd December, with her band Ishini & The Branch.
She will be doing the Christmas and New Year’s Eve scene in the Maldives and will be back, in Sri Lanka, on 02nd January 2026.
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