Features
NEW DOORS OPENED IN LONDON – Part 41
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
Trust House Forte
I arrived in London during the summer of 1979 to undergo a special Management Observer/Trainee program with the largest hotel chain in the United Kingdom – Trust House Forte (THF). I had worked at their hotel in Sri Lanka, the Pegasus Reef Hotel, during my first year at the Ceylon Hotel School seven years before as a part-time bus boy. What I did not know about THF was that by 1979 it had emerged as the largest and the most profitable hotel and catering company in the world.

As required, I went to the THF Personnel Division on my first Monday in London. “I am Geoffrey Pye, the Director of Personnel for THF hotels in London. I will personally conduct your orientation to THF”, a well-dressed and kind gentleman informed me. “Meet Miss Linda Woodhouse, the new Training Officer of the Cumberland Hotel.” He introduced a young and friendly lady who was assigned to coordinate my management observation/training program.
Linda informed me that by staying at the Regent Palace Hotel I would be a guest observer there. My main assignment was at the Cumberland, a 900-room hotel located above the Marble Arch underground station. “Chandi, you are lucky to be able to understudy Mr. Bejaramo, our famous Catering Manager”, Linda told me. It was my first orientation program.
As a British-owned group, THF’s presence in the United Kingdom was clearly visible with massive contract catering operations, large restaurant chains and some of the most iconic hotels. In London, THF owned and managed some of the greatest hotels in the Commonwealth, such the Grosvenor House, Hyde Park Hotel, the Cumberland, the Strand Palace, the Browns, the Russell, and the Waldorf. THF also owned and managed the famous banquet venue – Café Royal situated very close to the Regent Palace Hotel and Piccadilly Circus.
Linda provided me with many interesting facts about THF’s history and current operations. Sir Charles Forte had become the CEO of THF in 1971. He was an Italian-born British caterer and hotelier who founded the leisure and hotel conglomerate that ultimately became known as the Forte Group in later years. When he was four years of age, Charles had migrated from Italy to Scotland with his family. After working in milk bars operated by his father in Scotland, at age 26 Charles moved to the capital city with £2,000 borrowed from his father to set up his own first milk bar in London in 1935. Having expanded his business into catering and hotel businesses, in 1970 he orchestrated a clever merger of the Forte Holdings with an older hotel and catering group, Trust Houses Ltd. That merger resulted in the formation of Trust House Forte or THF.
In Britain, THF continued its hotel expansion with various ambitious acquisitions including the 1976 purchase of the Lyons Hotel Group, a substantial assortment of first-class hotels including the Cumberland and the Regent Palace. For decades, Sir Charles attempted to take control of, arguably, the most famous hotel in the United Kingdom since 1889 – Savoy Hotel. The vision, hard work and business acumen of Sir Charles resulted in THF managing over 900 hotels in 44 countries by the year 1979.
Sir Charles’s only son, Rocco Forte, an Oxford‐educated linguist and a chartered accountant, was expected to eventually succeed his father to lead the THF empire. A subsequent acquisition of Le Meridien from Air France was a prestigious addition to the group. For decades the Forte family was successful in keeping hostile takeover bidders at bay, until 1996. I never had the opportunity of meeting Sir Charles, but in later years, as the general manager of two Forte hotels in South America, I had the opportunity of welcoming and hosting Sir Rocco Forte (he was knighted in 1995). Sir Rocco established his own company – Rocco Forte Hotels in the year 1996.

Building an International Career
In professional life, opportunities gained, contacts made and relationships nurtured can significantly and positively impact career progression. After 1979, I kept in touch with Linda Woodhouse, who helped me by arranging two more useful management observer assignments in London with THF. These were during the mid-1980s at the Grosvenor House Hotel and the Hyde Park Hotel. That exposure opened another door for me to secure a position as an internationally mobile expatriate hotel general manager of THF/Forte PLC in 1994, with special help from Mr. Bodhipala Wijesinghe, who worked at the TFH head office in London.
In that capacity I managed three of their hotels – Forte Crest/Guyana Pegasus Hotel, Timberhead Eco Resort in the Amazon Rainforest and Forte Grand/ Le Meridien/Jamaica Pegasus Hotel. In 1994, out of nearly 1,000 hotel general managers in the group, only four came from developing countries, and I was one of them. Sri Lankan accountant and hotelier, Ranjan Nadarajah (Nada) who passed away last week in UAE was another. In the year 1998, the two hotels managed by Nada and I became the first hotels to be awarded ISO 9002 certifications in our two regions (The Middle East and North America). Nada was a very nice colleague, and I did a short mystery shopper assignment for him at Le Meridien Dubai in the year 2000.
I also did the General Manager’s Foundation study program at the Forte Academy in the UK. I shadowed some of my peers, general managers of sister Forte Hotels in the UK, Barbados, the Bahamas, Bermuda, USA and Canada. In 1998, the group kindly arranged for me to have a two-year sabbatical leave in order to complete my doctoral studies in the UK. “This is a very unusual request! You are one of our best GMs, so why do you need a PhD?” a confused Human Resource Vice President of the corporate office of Forte PLC asked me, prior to approving my request for the sabbatical leave.
After successfully defending my doctoral thesis in London, in the early 2000s, I declined three lucrative offers from Forte PLC/Rocco Forte Hotels to work in Egypt, India and Russia. That was due to my family commitments in Canada and my new desire to pursue a second career in post-secondary education and management consulting. In 2002, I did a long mystery shopper assignment with my wife, at Le Royal Meridien King Edward Hotel in Toronto, Canada. Altogether I gained some type of work experience at 14 Forte hotels located in ten countries between 1971 and 2002. In the years 2003 and 2004, I also did a leadership development consulting assignment for Rocco Forte Hotels in England and Scotland. Thank you for all these amazing opportunities, THF/Forte PLC/Rocco Forte hotels!
A Guest at the Largest Hotel in the UK
In 1979, being the manager of the small 52-room Hotel Swanee in Sri Lanka, staying at THF as well as UK’s largest hotel (1,068 rooms), the Regent Palace was overwhelming for me. The hotel looked after me very well by providing full board accommodation on a complimentary basis for two months. Like most of the major hotels of THF chain at that time, the Regent Palace offered a carvery buffet every day. I was a frequent diner at that sumptuous carvery whenever I did not have my meals at the Cumberland Hotel where I worked.
Although it was the largest hotel in Europe when it was opened in 1915 by J. Lyons & Company, most of the rooms at the Regent Palace were very small, similar to hotels opened before or during World War I. I was surprised that some rooms did not have attached bathrooms, only wash basins. In spite of some shortcomings, I was very happy staying right in the heart of London. It was the most convenient location for me.
The Regent Palace was within close proximity to the Piccadilly Circus, Trafalgar Square, West End theatres, Leicester Square movie theatres, Regent Street shops as well as to many museums and art galleries. I was very happy to be there and walked all over London. If it was not raining, I walked to the Marble Arch to work. On rainy days I took the subway or a bus.
Some weekends I had many invitations from Sri Lankan friends, members of my family, a few former guests of Hotel Swanee, and the Swedish and Sri Lankan couple who worked at the Tjaereborg Tour Company’s office in London – Kurt Hansen and Bobby Jordan, who were my friends from Ceysands days. I had a busy social calendar during the evenings and free weekends. I also visited a few of my younger Sri Lankan friends who worked at Wimpy Bars in the West End.
Ranjith Dharmaratnam (Assistant Manager of the Village, Habarana), who travelled to London with me, was trained at the accounts department of another THF hotel – Grosvenor House. As he had family in London, he did not stay at the Regent Palace. One day I unexpectedly met a former work colleague of mine from Bentota Beach Hotel who had moved to the Pegasus Reef Hotel to be the Front Office Manager. Having noticed his potential, THF had sent Srilal Mendis (Menda) for training in London. A few years after his training Menda also became an international hotelier. Menda and I explored most of the tourist attractions in London and surrounding areas during weekends. I also travelled to Windsor, Winchester, Portsmouth and South Hampton.
The late 1970s were not always a peaceful era in the UK. I was shocked to see on TV, that the Irish Republican Army (IRA) claimed responsibility for the August 27, 1979 murder of Admiral Lord Louis Mountbatten. As the supreme allied commander for Southeast Asia, he had commanded the British troops from his base in Ceylon during the latter part of World War II. For a few days I was glued to the TV in my hotel room, watching news about that shocking assassination.

A Management Trainee of a 900-room Hotel
My work at the Cumberland Hotel was mainly in the Food and Beverage department. It was much grander than the Regent Palace and had a very busy catering and banqueting operation. The public rooms, restaurants, banquet hall and grill room were located centrally. I also spent some time observing and working in the catering department as well as the kitchens, purchasing, receiving, stores, payroll and accounts departments.
I was a regular at management meetings, simply to observe. The most useful meeting I attended was a top-level meeting among managers of 20 THF hotels in London, to coordinate their Christmas and New Year’s Eve events. This was one best practice I implemented soon after returning to Hotel Swanee. I loved to talk with all levels of employees and gathered interesting, historical information of this grand hotel.
Stemming from that interest, five years later in 1984, I wrote a 100,000-word (353 pages) master’s dissertation at the University of Surrey about British five-star hotels. I did my field research at all 16 five-star London hotels. Most parts of my master’s dissertation were later published as a text book for British universities, with my supervisor, Professor Richard Kotas of the University of Surrey, as the co-author. In the early 1990’s I succeeded him as the Director of the Hotel School at Schiller International University’s London Campus.
The island site bounded by Oxford Street, Old Quebec Street, Bryanston Street and Great Cumberland Place, had been acquired around 1925, by Lyons for building the Cumberland Hotel. It eventually opened in 1933. The hotel was a pioneer by including many luxurious features at that time, such as sound-proof, double glazed windows, air conditioning and 900 bedrooms with en-suite bathrooms.
The Cumberland had been acquired by THF, two years before I did my management training there. I found that some of the old-timers from Lyons had doubts about the changes implemented by THF. During some good weather days, I spent my lunch breaks seated at the nearby Hyde Park observing birds, playful pet dogs and at times listening to speakers on soap boxes attempting to attract larger audiences. I found every corner of this great city interesting.
With my invaluable experiences of luxury hotel operations at the Cumberland Hotel, I began dreaming of one day becoming the General Manager of a large international five-star hotel. As I looked around, I was disappointed that none of the General Managers, at that time, looked like me or came from developing countries. Most of those General Managers in the London five-star hotels had the British professional qualification – Member of the Hotel & Catering International Management Association (MHCIMA). As the HCIMA head office was in London, I decided to visit them to check on my chances of becoming an MHCIMA.

Door Closed at HCIMA
HCIMA had an impressive total of 23,000 members (21,000 British) professional members. It usually took four years of undergraduate degree level studies plus five more years of post-qualification management experience to obtain the professional title of MHCIMA. Then it was the highest qualification in the United Kingdom for hospitality managers. One day, a little bit nervously I visited the HCIMA head office in South London to check my chances of becoming an MHCIMA.
The HCIMA officer who interviewed me, rejected my application, as she did not recognize my three-year diploma from the Ceylon Hotel School, as compatible to a British HND or OND. She insisted that I complete four years of studies with HCIMA, before being considered for MHCIMA qualification. To me a rejection is always a great motivator, which inspires me to do better and at times, find practical short cuts. After that meeting, I decided that I will eventually earn this qualification, to lay a stronger foundation to become the General Manager of a five-star international hotel.
After a few years of further studies and numerous communications with HCIMA, finally I managed to become an MHCIMA in 1984, and a Fellow (FHCIMA) in 1992. In 2004, after serving HCIMA Board as an elected International Zone Representative for three years, I was elected as the worldwide President of HCIMA (now the Institute of Hospitality, UK), and appointed Chairman of HCIMA Ltd, UK, the commercial enterprise of the professional association.
In those two roles, I was fortunate to get a unique opportunity to lead the world’s largest professional body for hospitality managers in 104 countries with 25 international groups and 26 British chapters. For 84 years since the inception of this professional body in 1938, all Presidents were Europeans, except when a Sri Lankan was elected in 2004.
It was exactly 25 years after arriving in the UK as a first-time visitor and a nervous management trainee in 1979, that I was elected by my British hospitality management peers, as their President. The lesson here, for aspiring young hospitality managers, is that: “Treat the sky as the limit. As long as you have a vision for the future combined with hard work and passion, you can make things seem impossible to eventually happen”. At times the light may not be visible at the end of the tunnel, but that should not be an excuse not to dream big and work hard to achieve unprecedented goals. Go, open new doors!
Features
World Cup Football, Trump’s War and Peace Chaos, and Obama’s Serene Legacy
President Trump is constantly exceeding expectations about his ability to spread chaos in his country and around the world. To the chaos and destruction of the war against Iran that he began on February 28, he is now adding the chaos of peace. The 2026 World Cup has crashed into the chaotic world of both. In the midst of all of Trumps’ chaos, the US is anchoring the hosting of 2026 World Cup Football, flanked by Mexico to the south and Canada to the north. In the midst of it all, former President Obama held the opening ceremony for the Obama Presidential Centre in southside Chicago on Thursday, June 18.
It was a beautiful ceremony that was full of grace and elegance and a call for future action to stop America’s aberrational detour of the last 10 years and restore its historical march towards being a more perfect union as stipulated in the constitution. Trump was not mentioned but the contrast was clear. In attendance were all former US Presidents and world leaders of the Obama era, including Germany’s Angela Merkel and Canada’s Justin Trudeau. The Presidential Centre is a massive campus with a 225-foot behemoth tower, a museum, library and a basketball gym.
The project has been controversial with initial community backlash about its location in a public park and the threat of gentrification that may drive modest households in the area out of their homes. The actual implementation of the project and the choreographing of its opening ceremony would seem to have responded well to the early concerns. The City of Chicago has passed an ordinance to preserve affordable housing in the area, and a University of Chicago study has projected that the Centre would create 1,900 new permanent jobs and an annual $220 million economic spin-off for the City.
The timing of the opening could not have been politically more apt than being midway through Trump’s rapidly unravelling second terms in office. Local and national artists provided politically immersive entertainment, and the speeches were by President Obama and the former First Lady Michelle Obama, the two finest of speakers in contemporary America. Neither of them mentioned Trump, but both left no doubt of their concern with Trump’s America and “fierce urgency” of the moment to start undoing all of Trump’s misdoings in America and around the world. Obama insisted that Centre is not meant to be a monument to his presidency but a “vibrant, living celebration of community,” and hoped that it would inspire Americans now experiencing “anger and vision” to look “for fairness and common sense and mutual respect,” at the same time.
The Centre and its opening ceremony are a perfect foil to the Trump’s presidency and its grotesque ways. This year Trump is presiding over the 250th anniversary of American Independence. And he is doing it in his own way – inviting the King of England to mark the occasion and then hosting an evening of wrestling, of all places on one of the White House lawns, featuring only badass white male pugilists. The latter was also in celebration of his 80th birthday. A good majority of Americans including Republicans do not approve of Trump’s vulgarization of American culture.
Trump wants to transform Washington to entrench his name and image in perpetuity, to elevate him to the same status heights of presidential greats such as Lincoln and Kennedy, and to leave everywhere the maximalist mark of his obsession with gold and its colour. But the courts, certainly those below the Supreme Court, would have none of them. One after the other, the Courts have disallowed his bizarre efforts at narcissistic exhibitionism. A US District Court Judge in Washington has declared that Trump’s directive to change the name of the John F. Kennedy Center for the Performing Arts be known as the “Trump-Kennedy Center” is unconstitutional, and he ordered the restoration of the original name along with the removal of the name of Trump from all of the Centre’s venue names, websites, records and documents. The courts have also stopped Trump’s construction ball to build a new oversized ballroom devouring one of its historic lawns. The president went ahead without license or permit excavating a foundation cavern, and now his legacy after he leaves the White House could be a gaping hole in front of the main building. It will fall to his successor to bury Trump’s legacy and back-fill the hole.
World Cup Antidote
It turns out that after 18 months of Trump’s chaotic and traumatic second term, the World Cup is a welcome antidote to the convulsions that only the current US president is capable of causing for others. For sports fans in general, the World Cup is crashing into a crowded midyear sports agenda, that includes the French Open and the Wimbledon tournaments in tennis and majors in other sports. With technology enabling the simultaneous coverage of the global and the local, sports like other entertainments is catering to the local and global interests of fans.
Forty eight countries, including Iran, are in the bowl, and their supporters and flags are overflowing the streets and stadia of the 16 cities in the US (11), Mexico (three) and Canada (two), where the matches are being played. FIFA oligarchy could not have found a better free market host than Donlad Trump. Ticket prices have gone through the roof, for unlike in Europe and South America where there are limits on prices, there is none in the US but only limited restrictions in Canada and Mexico. FIFA is reaping the American free market and keeping the national football associations quiet against fandom pressure by sharing the ticket bounty proportionately with each national outpost.
On the other hand, it is also remarkable to see massive crowds filling up the stadia and other public venues to watch their favourite game. For all the talk and reality of inequality in wealth, there is also money in the pockets of many to splurge on tickets for a world cup football game, the modern opium of the masses. As with the old religion, there is a hierarchy among spectators and their seats, the latter rising from the close-up seats at the pitch level, where the price is at its highest, and reaching to the skies above from where one can steal a bird’s eye view of the action below at much lower but still high prices.
For American sports fans, the World Cup came crashing into the finals of the National Basketball Championship, which was especially remarkable this year because the New York Knicks whose home base is the storied Maddison Square Gardens, the Mecca of basketball, in the heart of New York, won the national championship after an interval of 53 years. For basketball aficionados, the victorious 1973 Knicks team included such national figures as Phil Jackson and Bill Bradely. Jackson would later coach Michael Jordon and Chicago Bulls, and Kobe Bryant and LA Lakers, guiding them to multiple championships. Bradley went on to become a long serving US Senator from New Jersey for the Democratic Party and was an unsuccessful presidential contender in 2020. Bradley was often compared to the similarly unsuccessful Adlai Stevenson whom President Kennedy appointed as his envoy to the UN, calling him “the most articulate statesman of our time.”
The Knicks’ long awaited victory may inspire hope among contenders at the World Cup. Only eight countries have won the World Cup so far – Argentina, Brazil, England, France, Germany, Italy, Spain and Uruguay. Netherlands has been to three finals but never won the cup. Italy that has won four World Cups has twice failed to qualify – in 2022 and again in 2026. Germany, another four-times winner is looking to return to its winning ways and end its dismal record since 2014. Mexico and Portugal are leading soccer countries but have never won the cup or been in the finals.
England who invented the game has won the cup only once – way back in 1966 – and is hoping to win again. “Coming home … football is coming home”, the 1996 song is now being sung everywhere England is playing in North America. First sung to mark England’s hosting of the Euro Cup in 1996, the song has become England’s veritable football anthem blending nostalgic joy for the 1966 win and pathos, with hope, for the country’s successive losses ever since. The English team this year parades an impressive array of young talent. Fans are both hopeful as well as resigned as has been their wont. They have reason for hope as pundits have short listed England among the top four contenders.
As the opening matches are being played out, the favoured teams are acquitting themselves well. Argentina, the reigning champions, has sent perhaps the strongest message with its 3-0 victory over Algeria. More than the scoreline, it is Lionel Messi’s masterclass of a hat trick that has electrified the fans and alerted the other teams. France is not far behind with its 4-1 win against Senegal. England registered a stirring 4-2 win against Croatia, the country that defeated it in the semifinals in the 2018 World Cup in Russia.
The most favoured country Spain was totally out of sorts in its opening game and was held to a goalless draw by Cabo (or Cape) Verde, the little West African island and part of the Dutch Kingdom. Other contenders, Brazil, Portugal and Netherlands were held to 1-1 draws respectively by Morocco, the Democratic Republic of Congo, and Japan. At the same time, Mexico, South Korea, USA, Australia, Germany, Sweden, Norway and Austria have scored impressive opening match victories. Iran played well against New Zealand in a 2-2 tie. No one is expecting any country that has never won the World Cup before to become champions now. The last time it happened was in 2010 when Spain won for the first time and only time so far. But that does not dampen fan enthusiasm over every match that will be played until the finals on Sunday, July 19, in New York City.
The paradox of Peace
American attention to world matters has never befitted the country’s superpower status. And the chasm have never been wider than under President Trump. The level of awareness ranges from total ignorance to absolute indifference. The attention to the war against Iran has been no different. The people, politicians and the media have almost singularly been focused on the price at the pump and the cost of groceries. These are fundamental concerns in politics, no doubt, but the economic havoc that the war is causing for the Middle East and the rest of the world has never been an equal concern in the US public discourse and media commentaries. Of course, American experts will lead the way analyzing and writing about the global effects of the war on Iran, but that will be a postmortem and it will not compensate for the real time failure of the Trump Administration to give due weight, as a superpower must, to the global effects of its war making decisions.
Trump admitted in France that he signed the MOU with Iran to avoid “economic catastrophe” in the US. That says it all even though he will likely never say it again. The MOU is officially called – Islamabad Memorandum of Understanding between the United States of America and the Islamic Republic of Iran. So, Pakistan gets its place in history and deservedly so. And Trump crafted his own history by signing a hard copy of the MOU at the Palace of Versailles, of all palaces, following his G7 summit attendance in the French Alps. Will the same hard copy be ever signed by an Iranian leader is an open question. That will be for future museums to explain, among many other leftovers of Trump. Trump may also use a certified copy of the document, if not the original itself, for the next application on his behalf for the Nobel Peace Prize.
This MOU has been signed by multiple times by both sides, but perhaps its strongest endorsement came with the approval of direct negotiation between Iran and the US given by Iran’s Supreme Leader Ayatollah Mujtaba Khamenei and read out on state television. The paradox of this peace is that while the MOU is universally welcome everywhere in the world, it is receiving the harshest scrutiny within the US. There is no palpable enthusiasm for it in the country. The war hawks are not at all pleased. Republicans are confused about Trump going to war for no reason and signing an MOU that gives Iran a control over the Strait of Hormuz that it never had before.
Democrats have no interest in welcoming the MOU, and they are focused on the overall failure of Trump in the Middle East. The powerful Israeli lobby has gone mute, fully realizing that their Prime Minister, Benjamin Netanyahu, has overreached himself with his war zealotry and made Israel unwelcome among a majority of Americans and a virtual pariah state in the world. Vice President Vance, who is doing damage control to save his own presidential plans for 2028, has warned that Israel must realize that President Trump is “the only head of state in the entire world who is sympathetic to the nation of Israel at this moment in time.”
The 14-point MOU is a finely worded and compact document, but it would have received universal support even in America had Trump achieved this without going to war and as an extension of the 2015 Joint Comprehensive Plan of Action (JCPOA) between Iran and the P5 + 1 (US, UK, France, Russia, China and Germany) that was facilitated by President Obama. Trump tore up that agreement and has been personally vindictive in criticizing Obama for allegedly reaching a deal that was only advantageous to Iran. It was not, and Trump’s irrational criticisms of the JCOPA are now coming back to haunt him as US critics are picking apart Trump’s MOU by comparing it to Obama’s JCPOA and taking into account the war-cost of the new MOU. Overseas, the G7 leaders who have been insulted by Trump all along, are welcoming the MOU as a “game changer,” perhaps hoping that flattery is the only way to keep Trump’s antics to be minimal for the rest of his presidency.
by Rajan Philips
Features
Meththa Rehabilitation Foundation:Restoring Mobility, Dignity and Hope Across Sri Lanka
For thousands of Sri Lankans living with limb loss and physical disabilities, access to quality rehabilitation services remains a significant challenge. Yet, for more than three decades, our organisation has quietly transformed lives through innovation, compassion and community-based care. The Meththa Rehabilitation Foundation Guarantee Limited (MRFGL), supported by the Meththa Foundation-UK has emerged as one of Sri Lanka’s most effective voluntary rehabilitation service providers, restoring mobility, independence and dignity to some of the country’s most vulnerable citizens.
The Foundation’s roots stretch back to 1994, when a group of expatriate Sri Lankan professionals in the United Kingdom recognized the severe shortage of rehabilitation services available to disabled persons in Sri Lanka. Drawing upon their expertise in rehabilitation medicine and allied healthcare professions, they established the Meththa Foundation-UK with a simple but powerful vision: to provide affordable, high-quality prosthetic and rehabilitation services to those who needed them most.
What began as an effort to recycle and repurpose high-quality prosthetic components donated by the UK’s National Health Service has evolved into a comprehensive rehabilitation network serving communities across the island.
Clinical services commenced in Sri Lanka in 1995 through a mobile outreach programme that initially supported injured soldiers and later expanded to civilians affected by conflict and disability. The majority of them were victims of land mines. In 2010, the Sri Lankan arm of the organisation was formally registered as the Meththa Rehabilitation Foundation Guarantee Limited, strengthening its ability to deliver sustainable services nationwide.
Today, the Foundation operates four modern rehabilitation centres located in Mahawa, Mankulam, Balapitiya and Kilinochchi. These centres provide prosthetic and orthotic services, posture and mobility support, limb repairs, and rehabilitation assistance to patients from diverse social and economic backgrounds.
Recognising that many disabled individuals live in remote areas with limited access to healthcare, Meththa Foundation also established a mobile outreach service in 2011. Through a successful “Hub and Spoke” model, rehabilitation teams travel regularly to underserved communities, ensuring that patients are not denied care simply because of distance or financial hardship.
The scale of the Foundation’s work is impressive. During 2025 alone, the organization recorded approximately 2,000 patient contacts, including the provision of 350 new artificial limbs, 850 limb repairs and around 800 other rehabilitation devices. For many beneficiaries, these interventions represent far more than medical treatment; they offer a pathway back to employment, education and social participation.
Innovation has become a hallmark of the Foundation’s approach. Through an active research and development programme, MRFGL has developed affordable prosthetic technologies specifically suited to Sri Lankan conditions. Among its achievements is the development of a modular below-knee artificial limb system manufactured largely from locally sourced materials. The Foundation has also designed low-cost prosthetic knee components that significantly reduce the financial burden on patients while maintaining quality and functionality. These developments are funded by generous International Grants facilitated by affluent members of the Meththa Foundation-UK. Service users are encouraged to donate whatever they can but for those who cannot, which is a majority the services are entirely free.
These innovations not only make rehabilitation more affordable but also strengthen local manufacturing capabilities and reduce dependence on imported components.
Equally important is the Foundation’s commitment for building local expertise. Recognizing the shortage of trained rehabilitation professionals in Sri Lanka, Meththa Foundation established an apprentice-based vocational training programme that recruits and trains young people as prosthetists, orthotists and rehabilitation technicians. Several locally trained staff members are now employed across the Foundation’s centres, helping to create a sustainable workforce for the future.
The organisation’s work has attracted growing recognition within the healthcare sector. Discussions have already taken place with health authorities regarding the potential use of Meththa-designed prosthetic components within Government hospitals. Such collaboration could significantly expand access to affordable rehabilitation services throughout the country.
Beyond its clinical achievements, the Foundation’s impact is measured in restored confidence and renewed independence. Surveys conducted among beneficiaries indicate that many educated amputees successfully return to productive lives after receiving rehabilitation support. However, the Foundation also highlights an ongoing challenge among poorer and less educated amputees, many of whom struggle to access follow-up care due to transportation difficulties and financial constraints.
To address this issue, the organization hopes to expand its mobile services and community outreach programmes. Additional funding would allow rehabilitation teams to reach isolated communities more frequently, ensuring that vulnerable patients continue to receive the support they need.
Operating on an annual expenditure of approximately Rs. 30 million in Sri Lanka, supplemented by overseas fundraising and donations, the Foundation remains heavily reliant on the generosity of donors, charitable trusts and well-wishers. Every contribution directly supports the provision of artificial limbs, mobility devices, training programmes and outreach services for those who might otherwise be left behind.
As Sri Lanka continues to strengthen its healthcare and social welfare systems, organisations such as the Meththa Foundation demonstrate how innovation, volunteerism and dedication can create lasting social impact. By helping individuals regain mobility and independence, the Foundation is not merely providing artificial limbs—it is rebuilding lives and restoring hope.
For many beneficiaries, every step they take is a testament to the life-changing work of the Meththa Foundation.
www.meththafoundation-sl-uk.org
Chairman’s WhatsApp contact number +94 77 788 6119
Prof S P Lamabadusuriya, Chairman
Dr B Panagamuwa, First Trustee
Features
Sri Lanka’s Marine Frontline: Dr. Samantha Gunasekara’s Battle Against Plastic Pollution and Transboundary Waste
For decades, Sri Lanka’s coastline has been celebrated for its pristine beaches, rich marine biodiversity and vibrant fishing communities. Yet beneath the beauty lies an escalating environmental crisis that threatens ecosystems, fisheries, tourism and coastal livelihoods.
At the forefront of the battle against marine pollution is Dr. Samantha Gunasekara, Chairman of the Marine Environment Protection Authority (MEPA), who has spearheaded some of the country’s most ambitious coastal restoration and pollution mitigation programmes in recent years.
In an interview with The Island, Dr. Gunasekara outlined the scale of the challenge facing Sri Lanka’s marine environment, from locally generated plastic waste to transboundary pollution washing ashore from beyond the country’s borders.
He also spoke about the ongoing clean-up following the MV MSC Elsa 3 maritime incident and the urgent need for regional cooperation to tackle marine litter in the Indian Ocean.
“The issue is much bigger than what people see on a beach,” Dr. Gunasekara said. “When the public notices plastic bottles, polythene bags or other debris on the shoreline, they are only seeing the final stage of a problem that begins many kilometres inland.”
- Transboundary pollution
According to him, more than 80 percent of marine plastic pollution originates from land-based sources.
“What is found in the ocean is largely a reflection of what happens on land. Waste discarded into canals, streams and rivers eventually reaches the sea. Unless we address waste management within the country, marine pollution will continue regardless of how many clean-up programmes we conduct.”
He noted that household waste, industrial refuse, improperly managed dumpsites and littering remain major contributors to marine pollution.
Over the past year, MEPA has intensified its coastal clean-up operations, restoring numerous beaches that had been heavily contaminated by plastic and polythene waste.
The results have been dramatic.
Photographs documenting several restoration projects reveal coastlines once buried beneath layers of plastic debris transformed into clean and attractive public spaces.
“The President himself expressed concern after seeing the scale of pollution in some areas,” Dr. Gunasekara said. “That support has enabled us to move forward with several restoration initiatives.”
Yet, despite local efforts, Sri Lanka continues to face a challenge largely beyond its control—transboundary marine pollution.
Dr. Gunasekara was particularly concerned about the volume of waste washing ashore in the Northern Province and surrounding islands.
He said islands such as Delft, Nainativu, Punkudutivu and Eluvaitivu receive enormous quantities of foreign-origin debris every year.
“The quantities are unbelievable. If someone visits these locations after a rough sea period, they will immediately understand the magnitude of the problem,” he said.
According to observations made during numerous clean-up operations, a significant proportion of the debris appears to originate from across the Palk Strait.
“Based on the labels, packaging, language markings and the nature of the waste, it is evident that much of the material comes from India. In some locations, nearly all the debris collected can be traced to Indian sources,” Dr. Gunasekara said.
He stressed that the issue should not be viewed as an attempt to assign blame but rather as a regional environmental challenge requiring regional solutions.
“The ocean does not recognise political boundaries. What enters the sea in one country can easily end up on the shores of another. This is why cooperation among neighbouring countries is essential.”
Nevertheless, he believes stronger action is required.
“Sri Lanka invests considerable resources in cleaning its coastlines. When foreign-origin waste continuously arrives on our shores, it places an additional burden on our economy and our institutions.”
Recognising the seriousness of the issue, MEPA has prepared policy proposals and submitted recommendations through the relevant ministry seeking higher-level government engagement.
A Cabinet paper addressing transboundary marine debris has also been prepared for consideration.
“The intention is to facilitate discussions at government-to-government level. We need practical mechanisms for prevention, monitoring and mitigation,” he said.
Dr. Gunasekara pointed out an apparent contradiction.
“Several coastal areas in India have received international recognition for beach cleanliness and environmental management. Therefore, there is no reason why similar standards cannot be maintained more broadly. The challenge is ensuring that waste generated inland does not eventually enter the marine environment.”
Another major challenge facing Sri Lanka has been the aftermath of the MV MSC Elsa 3 incident, which released large quantities of plastic nurdles into the marine environment.
Nurdles are tiny plastic pellets used as raw material in plastic manufacturing and are considered among the most difficult forms of marine pollution to remove because of their small size and tendency to disperse over vast distances.
Dr. Gunasekara recalled that the first signs of contamination emerged in Delft Island before spreading rapidly along the coastline.
“Initially there was little evidence of significant contamination. Then, within weeks, large quantities began washing ashore,” he said.
The pellets eventually spread across numerous northern islands and along extensive sections of the western coastline.
MEPA responded immediately, deploying personnel and mobilising local communities.
For the first three months, the authority led much of the clean-up effort directly.
However, the scale of contamination soon required additional resources.
Discussions were initiated with representatives of the shipping company and its insurers.
“The company agreed to support the clean-up operation under MEPA’s supervision and technical guidance,” Dr. Gunasekara said.
Today, thousands of workers continue to participate in the recovery effort.
At its peak, nearly 1,700 labourers were engaged daily in collecting nurdles and associated debris from affected coastal areas.
The operation remains one of the largest marine pollution response exercises undertaken in Sri Lanka.
Workers have been provided with protective equipment, water, welfare facilities and logistical support funded by the responsible parties.
“The objective is not simply to remove visible pollution but to minimise long-term environmental impacts,” Dr. Gunasekara said.
The task has proven far more complex than initially anticipated.
Changing ocean currents and rough weather have redistributed pollution into previously unaffected locations.
“Areas that were relatively clean months ago are now receiving fresh deposits. Therefore, the operation remains dynamic and requires constant monitoring.”
The volume of recovered material has been staggering.
According to MEPA estimates, approximately 47 shipping containers have already been filled with collected debris.
“These containers include nurdles, bottles, packaging material and other plastic waste recovered from beaches and coastal habitats,” he said.
The authority is now examining environmentally responsible disposal options.
Recycling remains difficult because prolonged exposure to seawater often contaminates plastic materials and reduces their suitability for conventional recycling processes.
Adding another mystery, MEPA recently detected coloured nurdles among the recovered pellets.
“We have found red, blue and green pellets. Traditionally, nurdles are colourless. We are investigating the source and significance of these findings,”
Dr. Gunasekara said.
Despite the immense challenges, he remains encouraged by the support received from local communities.
Fishing families, religious leaders, schools and volunteer groups have joined restoration efforts across the country.
In the North, villagers welcomed clean-up teams with garlands and handmade gifts as expressions of gratitude.
“These gestures demonstrated how much these communities value their environment,” he said.
Religious institutions have also become important partners.
“In several coastal regions, churches and temples helped coordinate volunteers and identify the most vulnerable communities requiring assistance.”
Looking ahead, Dr. Gunasekara believes Sri Lanka must adopt a broader vision of marine environmental protection.
He argues that marine pollution should no longer be regarded solely as an environmental issue.
“It affects fisheries, tourism, public health and national development. Every plastic bottle thrown into a canal ultimately becomes someone else’s problem.”
He also advocates stronger regional cooperation within South Asia to address marine pollution, improve waste management and establish joint monitoring mechanisms.
“The future of the Indian Ocean depends on collective action. No country can solve this problem alone.”
As Sri Lanka continues its struggle against mounting environmental pressures, Dr. Gunasekara’s message is both urgent and hopeful.
“The sea has sustained our civilisation for generations. Protecting it is not merely an environmental obligation; it is a responsibility we owe to future generations.”
For the chairman of MEPA, the mission extends beyond cleaning beaches. It is about safeguarding an entire marine heritage—one that remains central to Sri Lanka’s identity, economy and future prosperity.
By Ifham Nizam
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