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CONCLUSION Part ‘A’PASSIONS OF A GLOBAL HOTELIER

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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’ …



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Features

Nourishing the roots: Tackling malnutrition in Sri Lanka’s tea country

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Plantation children (Representative image)

By Prof. M.W. Amarasiri de Silva

Malnutrition in Sri Lanka’s tea-producing regions represents a significant public health challenge. Defined as a state where an individual’s dietary intake does not meet their nutritional needs, malnutrition can manifest in various forms, including undernutrition and micronutrient deficiencies. Addressing malnutrition is crucial, particularly in vulnerable communities like those within the tea plantations, where socioeconomic factors compound the problem. These areas are home to marginalised populations that have historically faced barriers to essential services, resulting in alarming rates of malnutrition, especially among children.

The tea plantations of Sri Lanka not only contribute to the country’s economy but also reflect deep-rooted social inequalities. Many families rely on these plantations for their livelihoods, yet they often struggle with inadequate access to nutritious foods, further exacerbating their health issues. With alarming statistics indicating a high prevalence of underweight, stunting, and wasting among children, immediate action is necessary to reverse these trends.

Understanding the current state of malnutrition, especially within these tea communities, is vital to developing effective interventions. As the dietary landscape changes, traditional practices clash with the rise of unhealthy processed foods, leading to a complex cycle of malnutrition. This interplay lays the groundwork for exploring the current state of malnutrition in Sri Lanka’s tea country, where the urgent need for comprehensive solutions is clearer than ever.

Current state of malnutrition

The current state of malnutrition in Sri Lanka’s tea plantation communities reveals concerning statistics that highlight the severity of the issue. Reports indicate that around 35.6% of children, between the ages of 01 and 15, are classified as underweight, while 26.9% experience stunting, and 32.9% face wasting. These figures starkly contrast with national averages, suggesting that children in these areas suffer more acutely from nutritional deficiencies compared to their counterparts in other regions of the country. The high rates of undernutrition not only reflect immediate health risks but also indicate long-term consequences for child health, including impaired cognitive development, reduced academic performance, and increased susceptibility to chronic diseases later in life.

The prevalence of stunting and wasting is particularly alarming, as these conditions can hinder children’s growth and development, affecting their physical and mental well-being. This situation is compounded by the rise of cheap, processed foods that are easily accessible but nutritionally inadequate. As the dietary patterns shift, families often struggle to maintain traditional dietary practices that could provide necessary nutrients.

Understanding these statistics and their implications leads naturally to a closer examination of the socioeconomic factors that contribute to malnutrition. These underlying influences, such as income levels, education, and access to healthcare, are key to addressing the challenges faced by these vulnerable communities and developing effective interventions.

Socioeconomic factors influencing malnutrition

The socioeconomic factors influencing malnutrition in Sri Lanka’s tea plantation communities are intertwined with various dimensions of daily life, including employment, income, and education. Maternal employment plays a critical role in shaping nutritional outcomes, as many mothers in these communities are engaged in labour-intensive jobs that demand long hours and provide little flexibility. This often limits their ability to prepare nutritious meals at home or attend to their children’s dietary needs, resulting in increased risks of malnutrition among their children.

Household income is another significant factor. Many families in the plantations depend on seasonal wages, which can lead to periods of financial instability. Low incomes constrain access to diverse and healthy food options, forcing families to rely on cheaper, unhealthy alternatives that can exacerbate nutritional deficiencies. Consequently, these economic pressures create a cycle of poor health and limited opportunities for better livelihoods.

Education levels within these communities also contribute to malnutrition. Limited educational attainment restricts awareness of nutrition and healthy dietary practices. Parents who lack knowledge about balanced diets may not prioritise essential nutrients for their children, further deepening the cycle of undernutrition and its long-term consequences.

Understanding these socioeconomic challenges requires a look back at the historical context of tea plantations in Sri Lanka. The legacy of colonialism and economic marginalisation continues to shape the lives of plantation workers today, affecting their access to resources, education, and opportunities for improving their health and nutrition.

Historical context of tea plantations

The historical context of tea plantations in Sri Lanka reveals a complex interplay of colonial legacy, social isolation, and economic disparity that continues to shape the lives of local communities. Initially established during British colonial rule, tea plantations relied on imported labour, primarily from South India, creating a workforce that was segregated from both the local populations and urban centres. This separation fostered social isolation, restricting access to essential services, such as healthcare and education, which are crucial for nutritional well-being.

Over generations, the descendants of these labourers have faced enduring economic disadvantages. The plantation system, designed to maximise profit for colonial interests, often left workers with meager wages and poor living conditions. This economic hardship is a significant factor contributing to malnutrition, as families struggle to afford nutritious food. The reliance on a narrow selection of low-cost, processed foods has intensified nutritional deficiencies, leaving many communities vulnerable to a range of health issues.

The transition from traditional diets to reliance on cheaper, unhealthy options illustrates how historical conditions have impacted dietary practices. Today, this has resulted in a triple burden of malnutrition, where undernutrition, micronutrient deficiencies, and diet-related diseases coexist. Understanding this historical backdrop is vital for addressing current malnutrition challenges, highlighting the need for interventions that consider both the past and present of these communities.

Triple burden of malnutrition

The triple burden of malnutrition in Sri Lanka’s tea country refers to the coexistence of undernutrition, micronutrient deficiencies, and diet-related noncommunicable diseases. This term encapsulates the various dietary challenges faced by communities where traditional food practices are increasingly overshadowed by modern, processed food options. As these communities have shifted from nutrient-rich diets to cheaper, less healthy alternatives, they encounter unique health implications.

Children, in particular, suffer from this transition. The alarming rates of undernutrition among young ones not only lead to immediate health risks but also hinder long-term development, impacting cognitive abilities and future productivity. Moreover, the intake of processed foods often lacks essential vitamins and minerals, contributing to deficiencies that can have lasting effects on growth and immunity. Concurrently, the rise of diet-related diseases, such as obesity and diabetes, presents a growing concern, often linked to a sedentary lifestyle and poor eating habits.

Understanding the triple burden is essential for crafting effective community-based interventions. By addressing dietary challenges through localised strategies, such as promoting nutritious food options and educational programmes, health practitioners can help shift behaviours and improve health outcomes. This focus on community engagement is vital for creating sustainable change and overcoming the barriers that have historically limited access to healthy foods in these marginalised areas.

The next step involves exploring specific community initiatives that can promote better nutritional practices and empower local families.

Community-based interventions and initiatives

Community-based interventions and initiatives are crucial in addressing malnutrition in Sri Lanka’s tea plantation communities. These programmes depend significantly on the involvement of Community Development Officers (CDOs) and Plantation Family Welfare Officers (PFWOs), who are essential in fostering local engagement. Through targeted training programmes, these community leaders acquire the knowledge and skills necessary to promote better nutritional practices.

The training emphasises hands-on cooking techniques and the importance of using locally available foods, enabling CDOs and PFWOs to act as educators within their communities. They organise workshops that create spaces for collective learning and sharing, which is essential in building trust and collaboration among families. This communal approach not only disseminates nutritional knowledge but also strengthens community ties, making it easier for families to adopt healthier eating habits.

Engagement strategies play a vital role in the success of these initiatives. By involving community members in the planning and execution of programmes, the initiatives become more relevant and culturally appropriate. This grassroots involvement fosters a sense of ownership and accountability, encouraging families to prioritise nutrition in their daily lives.

As these local leaders gain momentum in their efforts, it becomes evident that sustainable improvements in health and nutrition are possible through community-driven actions. Looking ahead, the emphasis must shift towards consolidating these grassroots efforts and exploring how to institutionalise support systems that enhance the impact of community interventions.

Conclusion and future directions

Addressing malnutrition in Sri Lanka’s tea plantation communities requires a comprehensive understanding of the unique challenges faced by these populations. Key findings highlight alarming rates of undernutrition, with many children suffering from conditions such as stunting and wasting. Socioeconomic factors, including low incomes and limited access to education, compound these issues, creating a cycle of poor health and wellbeing.

Sustainable approaches to improving nutrition are essential for long-term success. Empowering local leaders, such as Community Development Officers and Plantation Family Welfare Officers, has proven effective in promoting better dietary practices. Their grassroots initiatives foster trust and engagement within communities, making it easier to introduce healthier food options and nutritional education.

Future policy recommendations should focus on expanding these community efforts. This includes integrating nutritional education into health staff training, promoting organic farming, and regulating the availability of unhealthy processed foods. Additionally, enhancing access to nutrition information through digital platforms can help bridge knowledge gaps and support healthier choices.

Ultimately, the path forward lies in ensuring that local communities are equipped with the knowledge and resources needed to make sustainable changes. By prioritising these strategies, Sri Lanka can tackle malnutrition effectively, paving the way for healthier futures for its tea plantation residents.

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After the parade: What a traffic OIC’s walk-out tells us

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The parade and the post: Ceremony at a distance, the information book left open on the road

by Mahil Dole
Senior Superintendent of Police (Retd.);
former Member, Sri Lanka Wakfs Board

On 03 September. 2026. the Sri Lanka Police marked 160 years with the full ceremonial apparatus of the State. At the Field Force Headquarters, in Thimbirigasyaya, President Anura Kumara Dissanayake received a guard of honour, a commemorative stamp was presented, long-service promotions were conferred, and a new mobile application and website were unveiled. He promised a new uniform by mid-2027, a risk allowance, a proper promotion scheme, official housing, vehicles, a modern headquarters, and approval to recruit 10,000 officers. He also warned that officers who can be purchased by the underworld should leave the uniform. It was a day of history, optics and declared intent.

Two days later, the Officer-in-Charge of the Traffic Division, at Dehiwala Police Station, made an entry in the routine information book, left his post and went home. He wrote that he could no longer cope with the workload and the pressure of the job. Mount Lavinia Division SSP Ashoka Gunasekara ordered the Crimes Investigation Bureau to inquire. Statements were recorded from the Inspector and the supervising ASP after advice from the Police Legal Division. The SSP’s reported worry was not only the officer’s welfare. It was precedent: that other traffic officers might follow.

That reflex is understandable. A disciplined force cannot treat walking off a post as ordinary industrial action. An OIC holds keys, files, exhibits, court dates and daily command of men and women on the road. Desertion of duty, even when dressed as despair, is a breach. But if the inquiry stops at the man and the entry in the book, the service will have treated a symptom as if it were the disease. The episode is not interesting because one Inspector lost his nerve. It is interesting because the nerve was lost in the same week the State spent public money and presidential time announcing that a new police service is being built.

The numbers behind the pageant

The Sri Lanka Police is not a decaying relic. It runs some 609 stations across 47 territorial and 78 functional divisions. In the past two years it has recorded the largest narcotics seizures in recent memory, more than five tonnes of heroin, nearly 10 tonnes of crystal methamphetamine, tens of tonnes of Kerala cannabis, and more than 16 million tablets, and has brought armed fugitives home from abroad. That record is real.

The same institution is running on a deficit no parade can conceal. Police Headquarters has acknowledged more than 30,000 vacancies, on some official reckonings closer to 32,000. Since 2020 more than 4,300 officers have left. Departures peaked in 2025 and remained high through the first half of 2026. Thousands more are due to retire in the next two years.

Applications have thinned as young people look overseas and serving officers leave early for work that pays better and humiliates less. Approval to take in 10,000 recruits is not trivial. It is also not a cure. A force that loses about two thousand people a year and starts 30 thousand short cannot be restored by a single intake, especially if training, housing and supervision cannot absorb newcomers without breaking them.

The President was right to say that officers work 12- to 18-hour stretches. Traffic OICs in the Colombo suburbs live inside a particular version of that grind. Dehiwala sits on one of the island’s most congested corridors. It absorbs school runs, funerals, political motorcades, night-time drunk driving and a motoring public that treats lane markings as optional. Accident files multiply. Court lists lengthen. Every fatal crash must be walked through the Magistrate’s Court, the JMO, insurers and grieving families. The same officer is then pulled into VIP movements, festivals, flood deployments, elections and the expanding list of “other duties” that have little to do with traffic law and everything to do with the State’s habit of using the police as a general-purpose labour pool. Firearm offences and narcotics have not stood still while traffic thickened. A single video of an officer losing his temper on Galle Road travels farther in an hour than a year’s worth of quiet competence. The public sees the outburst. It rarely sees the 16th hour.

The household the uniform does not protect

Work pressure is only the official half of the story. The unofficial half is the household. A constable’s or inspector’s pay still does not absorb the cost of living without anxiety. Quarters are scarce, often poor, and frequently far from the station. A sudden transfer turns schooling into a private crisis. Medical bills, tuition and the small humiliations of falling behind civilian neighbours accumulate. Job security, once the great consolation of the service, feels thinner when overseas markets offer an exit and a disciplinary file, sometimes necessary, sometimes political, can end a career in a week.

Teachers, nurses and soldiers carry their own weights; the police have never had a monopoly on hardship. What is distinctive is the bargain the State still recites and no longer quite honours. In harder years the compact was simple and was taught as S.S.S.: loyalty to the State, the Service and the Superior. That instruction was never a one-way street. It assumed a Superior who would not spend subordinates as disposable hours; a Service that would shield its own from avoidable misery; and a State that would not treat the policeman as both first responder and last resort for every failure of other institutions. When the roster is left to rot, when quarters and schooling are treated as private inconveniences, and when an officer’s first public mention after distress is “precedent,” the compact is already broken. Pageantry cannot put it back together.

Trust from top to bottom is what is fraying. Juniors already hear the message when welfare is announced at an anniversary and felt only as a circular months later, and when promotions stall for years before arriving in a ceremonial bundle. Loyalty cannot be drilled into people who no longer believe the institution will stand behind them when the file, the politician, the video or the debt collector arrives.

Discipline is not denial

An inquiry into the Dehiwala OIC is in order. The information book is an official record; walking off a post has consequences; other officers will watch what happens next. If the Inspector was in genuine distress, the professional response is medical and administrative support, not a theatrical charge designed to frighten the traffic branch. If misconduct is mixed with the distress, deal with the misconduct without using it to bury the distress. The worst outcome would be a finding that treats the episode as a one-man failure of character. Character is not irrelevant. It is not a staffing plan.

Sri Lankan policing already knows what happens when exhaustion is ignored: suicides after double shifts, public confrontations that began as fatigue, quiet desertions that never made the papers. Burnout studies here are not new. They describe too much demand, too little recovery and too little support from above. Research and Development does not need a five-year consultancy to discover this. It needs permission to say it in language headquarters cannot file away.

Immediate, short and long

Immediate measures are unglamorous. Audit actual hours at traffic divisions in the Western Province and cap them. Stop treating leave as a favour. Put a working counselling line in every division that an Inspector can use without becoming a case for the Legal Division. Temporary reinforcement of Dehiwala and similar corridors would cost less than another viral incident. Publish, internally, a simple rule: an officer who records distress in the information book is first a welfare case, then, if needed, a disciplinary one.

Short-term measures are already half-promised and must be made real on a calendar, not a podium. Stagger the 10,000 recruits so trainers and barracks are not overwhelmed. Let the risk allowance reach the constable on the road. Weigh schooling years in transfers. Treat quarters as operational infrastructure.

Reorganise court duty so the same handful of officers are not living in Magistrate’s Courts while the road goes unsupervised. Use the new app and cameras to cut paperwork, not to add another layer on top of the old books.

Long-term measures are political, which is why they are postponed. The police cannot remain the residual employer of every State anxiety — drugs, school gates, temple crowds, politician security, disaster relief and traffic. Some of those tasks belong to other agencies, or to a properly staffed traffic police with its own career path and rest rules. The President’s warning about purchasable uniforms was necessary, but integrity campaigns fail when the honest officer is the poorest man in the room.

None of this requires sentimentality. The public has reasons for anger: corruption cases, rough handling, political servility, the officer mysteriously unavailable until a call from above. Those failures are part of the same story. An understaffed, poorly housed force is easier to buy, easier to bully and quicker to snap. Reform that only lectures the ranks on ethics while leaving the roster untouched is not reform. It is a speech.

What the week actually said

The 160th anniversary was entitled to its dignity. A service that has buried officers in war, tsunami, pandemic and ordinary crime has a right to stand in formation and be thanked. Promises of uniforms, allowances and buildings are not empty if they arrive. But a uniform does not shorten a shift, an app does not find a school for a transferred child, and a commemorative stamp does not sit with an OIC at midnight while the next accident file is opened.

The Dehiwala Inspector may be right or wrong in the particular. That is what the inquiry is for. The conditions he pointed to are not in dispute: cadre shortfall, thinning applications, thin welfare, long hours, growing crime, traffic and court work, and daily media humiliation. Trust between the top and the bottom is weaker than the anniversary photographs suggest.

If Research and Development is good for anything this month, it should take the entry in that information book as a research question, not a disciplinary exhibit: actual weekly hours of traffic OICs in the Western Province, vacancy rates on those rosters, applications for early release or overseas no-pay, and access to counselling that is not a rumour. The answers will be uncomfortable. They will be more useful than another circular on loyalty.

S.S.S

. still has a meaning. Loyalty to the State requires a State that does not consume its own guardians. Loyalty to the Service requires a Service that tells itself the truth between parades. Loyalty to the Superior requires superiors who are alarmed by exhaustion, not only by precedent. The Inspector who went home from Dehiwala did not invent the pressure. He only wrote it down. The test of the next year is whether the men who stood on the saluting dais on 03 September are prepared to read that sentence as an order of the day.

Mahil Dole, SSP (Retired), is the former Head of the Counter-Terrorism Division of the State Intelligence Service and a former Director of the Police Special Branch.

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The art of the empty plate: Some medical aspects of periodic fasting

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by Dr B. J. C. Perera  
MBBS(Cey), DCH(Cey), DCH(Eng),
MD(Paediatrics), MRCP(UK), FRCP(Edin),
FRCP(Lond), FRCPCH(UK), FSLCPaed, FCCP,
Hony. FRCPCH(UK), Hony. FCGP(SL)
Specialist Consultant Paediatrician and Honorary Senior Fellow,
Postgraduate Institute of Medicine,
University of Colombo, Sri Lanka.
An independent freelance medical correspondent.

Could the spectacle of taking timed breaks from eating be the missing link to human health, or is it another fad or just a fleeting modern craze? Let us see the scientific picture and arrive at an evidence-based guide to how planned fasting works, its distinct styles, the proven benefits, and the essential safety guidelines.

In a culture accustomed to round-the-clock snacking, late-night refrigerator and kitchen raids, and endless food delivery apps, the concept of voluntarily abstaining from food can sound rather counterintuitive and radical. Yet, periodic fasting has evolved from an ancient spiritual ritual into one of the most rigorously researched health interventions of modern medicine. Over the past two decades, the medical fraternity of cardiologists, endocrinologists, and neuroscientists has shifted their gaze from what we eat to when we eat. Medical research has demonstrated that giving the digestive system structured pauses can trigger a cascade of cellular repair mechanisms, refine metabolic efficiency, and support long-term vital health.

However, voluntary fasting is not a single, one-size-fits-all prescription. From daily eating windows to multi-day fasts, the approaches vary widely in intensity, suitability, and clinical impact. Presented here is a comprehensive look at what happens inside the body when you fast, the primary methods available, the science-backed benefits, the potential drawbacks, and who should or should not give it a try.

The Biology Behind the Break: What Happens When You Fast?

To understand why fasting works, it helps to view the human body as a hybrid vehicle capable of running on two distinct energy sources: glucose (sugar derived from carbohydrates) and ketones (fatty acids broken down from stored body fat).

When you eat regularly throughout the day, your body constantly secretes the hormone insulin from the organ pancreas to transport glucose into your cells for immediate energy or store it in the liver and muscles as glycogen. As long as insulin levels remain elevated, your body stays in “storage mode,” rarely needing to tap into its long-term fat reserves. When you refrain from food for several consecutive hours, insulin levels drop significantly. Once the body exhausts its readily available liver glycogen reserves, typically after 12 to 16 hours of fasting, it reaches a metabolic turning point known as the metabolic switch. The liver begins converting stored body fat into ketones, shifting the body into a “burning mode.”

Beyond burning fat, extended periods without food trigger a fundamental cellular maintenance process called autophagy, derived from the Greek words for “self-eating“. During autophagy, cells clean the house, recycling damaged proteins, clearing out useless cellular debris, and stimulating mitochondrial regeneration; mitochondria being the multi-functional powerhouses of cells. Think of it as your body’s internal spring-cleaning service, which remains largely dormant when energy is constantly coming in.

The Main Types of Fasting: Methods and Their Pros and Cons

Periodic and intermittent fasting encompass several distinct protocols. Choosing the right pattern depends entirely on your lifestyle, health goals, and personal schedule.

1. Time-Restricted Eating (The 16:8 or 14:10 Method)

This is the most popular and accessible form of fasting. It involves limiting your daily food intake to a specific window of time each day and fasting for the remaining hours.

· How it works: In a typical 16:8 routine, you fast for 16 hours overnight and during the morning, restricting all meals to an 8-hour window (for instance, eating only between 11:00 AM and 7:00 PM).

· Pros:

Highly sustainable, easy to integrate into social schedules, does not require calorie counting or special meal plans.

· Cons:

Less dramatic autophagy response compared to longer fasts; easy to overeat or consume poor-quality foods during the feeding window if unmindful.

2. The 5:2 Protocol (The Weekly Fast)

Popularised by medical journalists and researchers, the 5:2 diet approaches fasting on a weekly rather than daily cycle.

· How it works: You eat normally for five days of the week. On the remaining two non-consecutive days (e.g., Tuesdays and Thursdays), you limit calorie intake to approximately 500 to 600 calories per day.

· Pros:

Offers flexibility since you only modify your habits two days a week; yields significant improvements in insulin sensitivity.

· Cons:

The two low-calorie days can cause persistent hunger, irritability, and low energy, especially during the first few weeks of adaptation.

3. Alternate-Day Fasting (ADF)

A more intensive protocol often studied in clinical trials for rapid metabolic improvement and weight loss.

· How it works: You alternate between days of unrestricted eating and days where you either consume zero calories or a single micro-meal of about 500 calories.

· Pros:

Highly effective for weight reduction and blood sugar regulation; triggers robust physiological adaptations.

· Cons:

Difficult to sustain long-term for most individuals; high risk of evening hunger pangs and social disruption on fasting days.

4. Prolonged Periodic Fasting (24 to 48 Hours)

This involves taking extended breaks from food once or twice a month, or once a season.

· How it works: Abstaining from all caloric intake (water, herbal teas, and black coffee are allowed) for a full 24 to 48 hours.

· Pros:

Maximises deep cellular repair (autophagy), immune system reset, and ketone production.

· Cons:

Requires strict medical awareness and psychological readiness; carries higher risks of light-headedness, electrolyte imbalances, and muscle loss if done too frequently or without adequate nutrition afterwards.

What Medical Research Shows: The Health Benefits

Clinical research published in many reputed medical journals highlights several major biological benefits associated with periodic fasting:

· Weight Loss and Visceral Fat Reduction: By narrowing the eating window, most people naturally consume fewer calories. Furthermore, lower insulin levels combined with elevated noradrenaline levels make it easier for the body to access stubborn visceral fat (E.g. the metabolic fat stored around abdominal organs).

· Improved Insulin Sensitivity and Type 2 Diabetes Management:

Fasting gives the pancreas a rest and reduces chronic insulin exposure. Studies show marked drops in fasting blood glucose and resting insulin levels, significantly reducing the risk of developing insulin resistance.

· Cardiovascular Support:

Regular fasting patterns have been associated with improvements in key heart health markers, including reduced systemic inflammation (reduced C-reactive protein), lower blood pressure, decreased resting heart rate, and improved blood triglyceride levels.

· Brain Health and Mental Clarity:

Fasting stimulates the production of a protein called Brain-Derived Neurotrophic Factor (BDNF). It promotes the growth of new neurons and protects against neurodegenerative decline. Many practitioners report heightened focus and mental sharpness once their body adapts to burning ketones.

· Cellular Renewal and Reduced Inflammation:

By clearing out damaged cellular components through autophagy, fasting helps suppress chronic low-grade inflammation; a fundamental driver of premature ageing, heart disease, and autoimmune conditions.

Undesirable Effects and Possible Pitfalls

While periodic fasting offers substantial benefits, it is not without potential downsides, particularly during the initial adaptation period or when practised incorrectly.

· The “Adaptation Phase” Symptoms: During the first 1 to 2 weeks, as the body transitions away from constant sugar reliance, individuals frequently experience headaches, fatigue, brain fog, irritability, and mild dizziness.

· Digestive Disturbances:

Changes in meal timing and volume can lead to constipation, heartburn, or loose stools as gut motility adapts.

· Nutritional Deficiencies and Muscle Loss:

If you do not eat nutrient-dense meals during your eating windows, fasting can lead to deficiencies in essential vitamins, minerals, and protein. Insufficient protein intake combined with fasting can cause the body to break down lean muscle mass alongside fat.

· Disrupted Relationship with Food:

For individuals prone to disordered eating, strict fasting windows can trigger unhealthy cycles of restriction followed by severe binge eating during open windows.

· Sleep Problems:

Fasting raises cortisol and adrenaline levels slightly to maintain blood glucose. For some, late-evening hunger or elevated alertness can interfere with sleep.

Age Groups: Who Should Fast, and Who Should Avoid It?

Fasting affects the human body differently depending on life stage, hormonal status, and metabolic demands.

Recommended Age Groups (Healthy Adults Ages 18 to 65)

· Young & Middle-Aged Adults (18–50):

They generally tolerate all forms of fasting exceptionally well. This age bracket stands to gain significant preventative metabolic benefits against lifestyle diseases.

· Older Adults (51–65): Benefit greatly from improved insulin sensitivity and cardiovascular support. However, they need to pay careful attention to maintaining adequate muscle mass by consuming sufficient protein and performing resistance exercises.

Groups Who Must Exercise Caution or Seek Supervision

· Seniors Over 65–70:

Older individuals face higher risks of unintended weight loss, sarcopenia (muscle wasting), and frailty. Any fasting regimen for seniors should be mild (e.g., 12 to 14 hours) and supervised by a physician.

· Individuals with Chronic Conditions: Anyone taking medications for high blood pressure, thyroid function, or diabetes (especially insulin or sulfonylureas) must consult their doctor before fasting, as dosage adjustments are often necessary to prevent severe low blood sugar (hypoglycaemia).

Groups Who Should Avoid Fasting Completely

· Children and Adolescents (Under 18):

Developing bodies require continuous, reliable nutrients and energy for growth, organ development, and hormonal balance.

· Pregnant or Breastfeeding Women: Nutrient and energy demands are significantly elevated to support foetal development and milk production. Restricting food can harm both mother and child.

· Individuals with a History of Eating Disorders:

Fasting rules can exacerbate behaviours related to anorexia, bulimia, or compulsive bingeing.

· Underweight Individuals:

Those with a Body Mass Index (BMI) below 18.5 should not fast, as fat stores are insufficient to support metabolic switching safely.

Practical Tips for Starting Safely

If you decide to incorporate periodic fasting into your life, keep these medical best practices in mind:

· Start Slowly: Don’t jump straight into a 24-hour fast. Begin with a simple 12-hour overnight fast (e.g., 7:00 PM to 7:00 AM) and gradually extend it to 14 or 16 hours over several weeks.

· Prioritise Hydration:

Fasting means abstaining from calories, not fluids. Drink plenty of water throughout the day. Black coffee, plain green or black tea, and herbal infusions without sugar or milk, do not break a fast and help suppress mild hunger.

· Electrolytes Matter:

As insulin drops, the kidneys excrete sodium and water more rapidly. If you experience headaches or light-headedness, adding a tiny pinch of salt to your water can help restore balance.

· Focus on Food Quality:

Fasting is not a free pass to eat junk food during your feeding window. Centre your meals around whole foods: lean proteins, healthy fats (olive oil, avocados, nuts), complex carbohydrates, and plenty of vegetables.

· Listen to Your Body:

Mild hunger pangs that come in waves are normal; severe weakness, persistent dizziness, nausea, or confusion are not. If you feel genuinely unwell, break your fast calmly with a light meal.

The Key Takeaway

(the witticism and pun is intended!)

Periodic fasting is not a quick-fix diet or a magical remedy. Rather, it is a flexible, cost-free tool that aligns our eating patterns with human evolutionary biology. By giving your body regular, structured breaks from digestion, you allow internal repair systems to kick in, sharpen metabolic efficiency, and support long-term vitality.

Whether you choose a gentle 14-hour daily rest or a structured 5:2 weekly routine, the key to success in periodic fasting lies in consistency, the provision of adequate nutrition despite fasting, good hydration and listening closely to your body’s signals. Fasting should be designed and undertaken to empower your life and health: not overtake it and take complete control of it. It is another voluntary mechanism that humans can undertake to stay healthy, but it definitely is NOT a panacea for all ills.

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