Features
Managing political interference during my stint as ETF Chairman
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 20
The last episode continued with more experiences from my stint at the ETF Board, from which I learned many lessons. Today, I continue with stories highlighting how I managed political interference and tackled other vital issues.
Tackling politicians
The most challenging issue was when a vacancy occurred for the post of General Manager at ETF. Although, according to the ETF Act, I, as the Chairman, was the CEO, I needed a second in command. Even before we advertised the post, the Minister gave me the CV of a confidant of his, obviously expecting me to tailor the job specification based on his CV. I obviously didn’t do so and asked the very experienced Board of Directors how to handle the issue. If he had become the GM, I would have lost control of the entire institution. The Board decided not to change the recruitment scheme and to appoint a top-level interview panel that would make the right decisions without fear. We received a high volume of applications, and the interview panel determined that the Minister’s candidate lacked sufficient senior management experience for the post, as noted in the interview sheet. Another candidate was selected.
The next day, I met the Minister. I told him, “Sir, something unexpected happened. The interview panel found his senior management experience insufficient and rejected him”. The Minister was not impressed. With a sour face, he just said, “Is that so?” (ehemada?). I left his office. This short conversation was, of course, in Sinhala.
Recruitment of an HR head
When the post of Head of HR fell vacant, the State Minister’s relative applied. The state minister was very decent, though. He told me there is no pressure to appoint her, but that I should make sure that if someone else was selected, it should be a person much more qualified and experienced than his relative. There were many superior candidates. I had promised the staff that I would be very fair and transparent in recruitments and promotions.
I would not deprive any candidate of the rightful place, despite any political pressure. The staff became aware of the state Minister’s relative, and rumours circulated that, despite my assurances, I would have to yield to political pressure this time. We finally selected a very good candidate, and when I informed the state minister, he was very decent about it. I maintained my credibility and effectively handled the political situation, too.
Correcting injustice
Before my time, an incident had occurred in which the selected list for promotions was tampered with in the Ministry, with some names deleted by the former Minister or his personal staff. This would always come up as a grievance. I decided to investigate and found it was true. This was later corrected. Subsequently, when a promotion list was sent for approval to the Ministry, I refused to give additional details such as marks and interview details. I maintained that an autonomous Board has been appointed to the ETF, which appointed a suitable interview panel, and the Ministry should honour the decision of the Board without demeaning the Board by re-evaluating the decision of the Board. After much debate, this was accepted by the Ministry.
Politically Influenced Investments
Investments, too, came under severe political pressure. I was pressured to invest in various projects, including half-completed ones, when the promoters ran out of funds. I set up a strong investment team and a Board Committee on investments. Previously, the ETF had funded a small catering business that had closed down, and an IT outfit that was non-operational; even the assets of these investments could not be found. I was prepared to provide funds to venture capital companies that were well-equipped to evaluate projects, and we did so. We did not invest in any projects under pressure. Many entrepreneurs with political influence were quite displeased with me and openly hostile. However, I would feign interest in these projects and finally declare that they either did not fit into our portfolio or were not feasible according to our professional team.
Sometimes I would lose patience when the Minister called meetings with such project promoters, and I would be blunt. Later, the Minister would caution me to listen attentively because these promoters had helped during the election campaign and, therefore, they had to be given a chance to present their case. We had to show interest in their projects, he told me. I realised that I needed to be more diplomatic. I was beginning to understand the mind of politicians.
One factor that I am grateful for is the attitude of Mr Paskaralingam, the Secretary of Finance, and perhaps the public officer who was the President’s right-hand man. I would get calls from him occasionally about some investment. Obviously, he had been asked to intervene by these project promoters. As soon as I explain that the Board is not in favour due to a particular reason, he would always say, “Then it is okay, there is no compulsion.”
Orders from the Top
There were two incidents where I had to yield. One instance was when I received a call from Mr Paskaralingam, asking me to promote a particular officer for the position of head of the Division. We had advertised the post and already selected a good candidate who was much better than the internal candidate in question. I was told that the request came from the President himself. I explained that the internal candidate was one of the worst-performing officers and was unable to even control the staff. I was told that I had no choice because it was a request from the President. I offered to explain to the President how the Board would look ridiculous if that promotion was made. Mr Paskaralingam then blasted me, saying the President would not meet me to discuss the issue, but it had to be done. Finally, after much discussion, I agreed to create a new post with the same status as the Head of the Division. The latest post was more advisory and did not require leadership skills. It was agreed that the Ministry of Policy Planning would approve the new post without question. That night, I drafted the new job specifications, and the next morning, I obtained approval from our Ministry within an hour. The Ministry of Policy Planning gave approval the next day, and the Board approved it at the very next meeting. The President’s objective was achieved, and the Board maintained its dignity.
I was surprised by how the Government machinery worked when there was political pressure. Usually, our Ministry would either lose my letters of request or take a week or two to forward them to the relevant Ministry. The Ministry of Policy Planning would request various forms of additional information and sometimes even refuse to fill a post rendered vacant by a resignation. Even at that time, the stock excuse was that the IMF had recommended a freeze on recruitment. Sometimes I had heated arguments and an exchange of strong letters. In one instance, my request for approval to fill a post was turned down simply because I had advertised the vacancy before the post was approved. I had to argue that my initial training at State Engineering Corporation was to implement the activities in parallel to save time. In this latest instance, we were creating a new post, but still no questions were asked, and the approval was prompt.
The other issue was when I had made some internal transfers. They were not to a remote area but just to another floor of the same building. I received a call from the Prime Minister to cancel one of the transfers. I flatly refused. When I was giving my explanations, the PM stopped me and said, “Wije, I am the Prime Minister of the country, and of what use is my position if I cannot get a simple transfer cancelled?”. At that point, I relented. I put myself in the PM’s shoes. What he said was true. I cancelled the transfer.
The Herzberg’s “hygiene factors”
Frederick Herzberg, who proposed the two-factor theory of motivation in 1959, was spot on. The hygiene factors were poor at the ETF. There were constant complaints of discrimination, unfair treatment, and a lack of transparency. Whenever I attempted to initiate a new program after taking office, I was met with resistance, accusations, stories of discrimination, grievances, and other issues. Initially, I had to pause my programmes and attend to resolving these issues first. Salaries and wages administration is a science and an art. Ad hoc additional increments for selected employees had caused further anomalies when point-to-point adjustments were made in the case of a general salary revision.
I had to appoint committees with external experts to resolve anomalies and carry out a job evaluation to decide on the grading of posts. Once all these dissatisfiers were completed, the staff were more amenable to looking at new initiatives, and we were ready for the next phase of development. Some issues took almost five years to resolve. I learnt that unskilled and less professional meddling in carefully thought-out salary structures had resulted in disastrous consequences. In the private sector, it was not an issue because there are no scales but just salaries and allowances personal to each individual.
Tackling the overstaffing
Just before the General Elections, which had been held before I arrived at the ETF Board, an additional 100 staff had been recruited from the Ja-Ela electorate, but they had no work. They were housed in a temporary building in the Ceylon Transport Board (CTB) premises next door.
When I visited the place, I found them either sewing, knitting, reading newspapers or books. The hall they were housed in was very hot. It was in May that year. Every day, someone would faint due to heat stress. I asked the Factories Inspection Division of the Labour Department to conduct a study. The result showed that the heat stress exceeded the acceptable level for an office. I had to urgently find space for these 100 employees.
The Labour Department had a much lower occupancy per square foot. Still, all the clerical staff, too, had large tables occupying unnecessary space. We struck a deal with the Commissioner of Labour. The ETF would purchase new compact tables at its expense and gift them to the Labour Department. In return, they would provide us with additional space, now that the existing space has been released. This solved the space problem, and all those housed in the CTB premises were brought “home”. Of course, they found productive work too.
Countering Disinformation with a “Talk Paper”
Spreading rumours and disinformation was a popular pastime at the ETF, mostly by mischief makers. Many organisations have their share of mischief makers. They would spread rumours, such as the ETF Board being scrapped due to the announced amalgamations of the EPF and the ETF, which would result in all losing their jobs. They would spread false stories about management decisions, creating fear or suspicion. I realised that rumours gather momentum only when there is a vacuum of official information, and this vacuum is filled with disinformation. Fortunately, I came across a document issued by the Federal Drug Authority (FDA) of the USA, which is the authority in the US to monitor and safeguard its citizens by issuing standards and enforcing regulations to protect people, regarding medicines. I found a document called the “Talk Paper” to be interesting. It is issued by the FDA internally to all at a particular level of management, allowing them to communicate the official version in response to inquiries. Officers of the FDA could therefore respond accurately and correct any fake news, as well as provide accurate and standard responses to queries about a newly discussed concern regarding a particular drug.
I introduced a similar Talk Paper and distributed it to all executives and above. There was no intranet or email then. I had no option but to send out photocopies. It worked well. Whenever unofficial information spread, the staff would wait for the Talk Paper, much like we now immediately check the internet for fake news. Official versions were now available, and there were no vacuums available for mischief makers.
My stint at ETF continues in the next episode with more initiatives, stories and lessons learnt.
by Sunil G Wijesinha ✍️
(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)
Features
Trump’s Interregnum
Trump is full of surprises; he is both leader and entertainer. Nearly nine hours into a long flight, a journey that had to U-turn over technical issues and embark on a new flight, Trump came straight to the Davos stage and spoke for nearly two hours without a sip of water. What he spoke about in Davos is another issue, but the way he stands and talks is unique in this 79-year-old man who is defining the world for the worse. Now Trump comes up with the Board of Peace, a ticket to membership that demands a one-billion-dollar entrance fee for permanent participation. It works, for how long nobody knows, but as long as Trump is there it might. Look at how many Muslim-majority and wealthy countries accepted: Saudi Arabia, Turkey, Egypt, Jordan, Qatar, Pakistan, Indonesia, and the United Arab Emirates are ready to be on board. Around 25–30 countries reportedly have already expressed the willingness to join.
The most interesting question, and one rarely asked by those who speak about Donald J. Trump, is how much he has earned during the first year of his second term. Liberal Democrats, authoritarian socialists, non-aligned misled-path walkers hail and hate him, but few look at the financial outcome of his politics. His wealth has increased by about three billion dollars, largely due to the crypto economy, which is why he pardoned the founder of Binance, the China-born Changpeng Zhao. “To be rich like hell,” is what Trump wanted. To fault line liberal democracy, Trump is the perfect example. What Trump is doing — dismantling the old façade of liberal democracy at the very moment it can no longer survive — is, in a way, a greater contribution to the West. But I still respect the West, because the West still has a handful of genuine scholars who do not dare to look in the mirror and accept the havoc their leaders created in the name of humanity.
Democracy in the Arab world was dismantled by the West. You may be surprised, but that is the fact. Elizabeth Thompson of American University, in her book How the West Stole Democracy from the Arabs, meticulously details how democracy was stolen from the Arabs. “No ruler, no matter how exalted, stood above the will of the nation,” she quotes Arab constitutional writing, adding that “the people are the source of all authority.” These are not the words of European revolutionaries, nor of post-war liberal philosophers; they were spoken, written and enacted in Syria in 1919–1920 by Arab parliamentarians, Islamic reformers and constitutionalists who believed democracy to be a universal right, not a Western possession. Members of the Syrian Arab Congress in Damascus, the elected assembly that drafted a democratic constitution declaring popular sovereignty — were dissolved by French colonial forces. That was the past; now, with the Board of Peace, the old remnants return in a new form.
Trump got one thing very clear among many others: Western liberal ideology is nothing but sophisticated doublespeak dressed in various forms. They go to West Asia, which they named the Middle East, and bomb Arabs; then they go to Myanmar and other places to protect Muslims from Buddhists. They go to Africa to “contribute” to livelihoods, while generations of people were ripped from their homeland, taken as slaves and sold.
How can Gramsci, whose 135th birth anniversary fell this week on 22 January, help us escape the present social-political quagmire? Gramsci was writing in prison under Mussolini’s fascist regime. He produced a body of work that is neither a manifesto nor a programme, but a theory of power that understands domination not only as coercion but as culture, civil society and the way people perceive their world. In the Prison Notebooks he wrote, “The crisis consists precisely in the fact that the old world is dying and the new cannot be born; in this interregnum a great variety of morbid phenomena appear.” This is not a metaphor. Gramsci was identifying the structural limbo that occurs when foundational certainties collapse but no viable alternative has yet emerged.
The relevance of this insight today cannot be overstated. We are living through overlapping crises: environmental collapse, fragmentation of political consensus, erosion of trust in institutions, the acceleration of automation and algorithmic governance that replaces judgment with calculation, and the rise of leaders who treat geopolitics as purely transactional. Slavoj Žižek, in his column last year, reminded us that the crisis is not temporary. The assumption that history’s forward momentum will automatically yield a better future is a dangerous delusion. Instead, the present is a battlefield where what we thought would be the new may itself contain the seeds of degeneration. Trump’s Board of Peace, with its one-billion-dollar gatekeeping model, embodies this condition: it claims to address global violence yet operates on transactional logic, prioritizing wealth over justice and promising reconstruction without clear mechanisms of accountability or inclusion beyond those with money.
Gramsci’s critique helps us see this for what it is: not a corrective to global disorder, but a reenactment of elite domination under a new mechanism. Gramsci did not believe domination could be maintained by force alone; he argued that in advanced societies power rests on gaining “the consent and the active participation of the great masses,” and that domination is sustained by “the intellectual and moral leadership” that turns the ruling class’s values into common sense. It is not coercion alone that sustains capitalism, but ideological consensus embedded in everyday institutions — family, education, media — that make the existing order appear normal and inevitable. Trump’s Board of Peace plays directly into this mode: styled as a peace-building institution, it gains legitimacy through performance and symbolic endorsement by diverse member states, while the deeper structures of inequality and global power imbalance remain untouched.
Worse, the Board’s structure, with contributions determining permanence, mimics the logic of a marketplace for geopolitical influence. It turns peace into a commodity, something to be purchased rather than fought for through sustained collective action addressing the root causes of conflict. But this is exactly what today’s democracies are doing behind the scenes while preaching rules-based order on the stage. In Gramsci’s terms, this is transformismo — the absorption of dissent into frameworks that neutralize radical content and preserve the status quo under new branding.
If we are to extract a path out of this impasse, we must recognize that the current quagmire is more than political theatre or the result of a flawed leader. It arises from a deeper collapse of hegemonic frameworks that once allowed societies to function with coherence. The old liberal order, with its faith in institutions and incremental reform, has lost its capacity to command loyalty. The new order struggling to be born has not yet articulated a compelling vision that unifies disparate struggles — ecological, economic, racial, cultural — into a coherent project of emancipation rather than fragmentation.
To confront Trump’s phenomenon as a portal — as Žižek suggests, a threshold through which history may either proceed to annihilation or re-emerge in a radically different form — is to grasp Gramsci’s insistence that politics is a struggle for meaning and direction, not merely for offices or policies. A Gramscian approach would not waste energy on denunciation alone; it would engage in building counter-hegemony — alternative institutions, discourses, and practices that lay the groundwork for new popular consent. It would link ecological justice to economic democracy, it would affirm the agency of ordinary people rather than treating them as passive subjects, and it would reject the commodification of peace.
Gramsci’s maxim “pessimism of the intellect, optimism of the will” captures this attitude precisely: clear-eyed recognition of how deep and persistent the crisis is, coupled with an unflinching commitment to action. In an age where AI and algorithmic governance threaten to redefine humanity’s relation to decision-making, where legitimacy is increasingly measured by currency flows rather than human welfare, Gramsci offers not a simple answer but a framework to understand why the old certainties have crumbled and how the new might still be forged through collective effort. The problem is not the lack of theory or insight; it is the absence of a political subject capable of turning analysis into a sustained force for transformation. Without a new form of organized will, the interregnum will continue, and the world will remain trapped between the decay of the old and the absence of the new.
by Nilantha Ilangamuwa ✍️
Features
India, middle powers and the emerging global order
Designed by the victors and led by the US, its institutions — from the United Nations system to Bretton Woods — were shaped to preserve western strategic and economic primacy. Yet despite their self-serving elements, these arrangements helped maintain a degree of global stability, predictability and prosperity for nearly eight decades. That order is now under strain.
This was evident even at Davos, where US President Donald Trump — despite deep differences with most western allies — framed western power and prosperity as the product of a shared and “very special” culture, which he argued must be defended and strengthened. The emphasis on cultural inheritance, rather than shared rules or institutions, underscored how far the language of the old order has shifted.
As China’s rise accelerates and Russia grows more assertive, the US appears increasingly sceptical of the very system it once championed. Convinced that multilateral institutions constrain American freedom of action, and that allies have grown complacent under the security umbrella, Washington has begun to prioritise disruption over adaptation — seeking to reassert supremacy before its relative advantage diminishes further.
What remains unclear is what vision, if any, the US has for a successor order. Beyond a narrowly transactional pursuit of advantage, there is little articulation of a coherent alternative framework capable of delivering stability in a multipolar world.
The emerging great powers have not yet filled this void. India and China, despite their growing global weight and civilisational depth, have largely responded tactically to the erosion of the old order rather than advancing a compelling new one. Much of their diplomacy has focused on navigating uncertainty, rather than shaping the terms of a future settlement. Traditional middle powers — Japan, Germany, Australia, Canada and others — have also tended to react rather than lead. Even legacy great powers such as the United Kingdom and France, though still relevant, appear constrained by alliance dependencies and domestic pressures.
st Asia, countries such as Saudi Arabia and the UAE have begun to pursue more autonomous foreign policies, redefining their regional and global roles. The broader pattern is unmistakable. The international system is drifting toward fragmentation and narrow transactionalism, with diminishing regard for shared norms or institutional restraint.
Recent precedents in global diplomacy suggest a future in which arrangements are episodic and power-driven. Long before Thucydides articulated this logic in western political thought, the Mahabharata warned that in an era of rupture, “the strong devour the weak like fish in water” unless a higher order is maintained. Absent such an order, the result is a world closer to Mad Max than to any sustainable model of global governance.
It is precisely this danger that Canadian Prime Minister Mark Carney alluded to in his speech at Davos on Wednesday. Warning that “if great powers abandon even the pretense of rules and values for the unhindered pursuit of their power and interests, the gains from transactionalism will become harder to replicate,” Carney articulated a concern shared by many middle powers. His remarks underscored a simple truth: Unrestrained power politics ultimately undermine even those who believe they benefit from them.
Carney’s intervention also highlights a larger opportunity. The next phase of the global order is unlikely to be shaped by a single hegemon. Instead, it will require a coalition — particularly of middle powers — that have a shared interest in stability, openness and predictability, and the credibility to engage across ideological and geopolitical divides. For many middle powers, the question now is not whether the old order is fraying, but who has the credibility and reach to help shape what comes next.
This is where India’s role becomes pivotal. India today is no longer merely a balancing power. It is increasingly recognised as a great power in its own right, with strong relations across Europe, the Indo-Pacific, West Asia, Africa and Latin America, and a demonstrated ability to mobilise the Global South. While India’s relationship with Canada has experienced periodic strains, there is now space for recalibration within a broader convergence among middle powers concerned about the direction of the international system.
One available platform is India’s current chairmanship of BRICS — if approached with care. While often viewed through the prism of great-power rivalry, BRICS also brings together diverse emerging and middle powers with a shared interest in reforming, rather than dismantling, global governance. Used judiciously, it could complement existing institutions by helping articulate principles for a more inclusive and functional order.
More broadly, India is uniquely placed to convene an initial core group of like-minded States — middle powers, and possibly some open-minded great powers — to begin a serious conversation about what a new global order should look like. This would not be an exercise in bloc-building or institutional replacement, but an effort to restore legitimacy, balance and purpose to international cooperation. Such an endeavour will require political confidence and the willingness to step into uncharted territory. History suggests that moments of transition reward those prepared to invest early in ideas and institutions, rather than merely adapt to outcomes shaped by others.
The challenge today is not to replicate Bretton Woods or San Francisco, but to reimagine their spirit for a multipolar age — one in which power is diffused, interdependence unavoidable, and legitimacy indispensable. In a world drifting toward fragmentation, India has the credibility, relationships and confidence to help anchor that effort — if it chooses to lead.
(The Hindustan Times)
(Milinda Moragoda is a former Cabinet Minister and diplomat from Sri Lanka and founder of the Pathfinder Foundation, a strategic affairs think tank. this article can read on
https://shorturl.at/HV2Kr and please contact via email@milinda.org)
by Milinda Moragoda ✍️
For many middle powers, the question now is not whether the old order is fraying,
but who has the credibility and reach to help shape what comes next
Features
The Wilwatte (Mirigama) train crash of 1964 as I recall
Back in 1964, I was working as DMO at Mirigama Government Hospital when a major derailment of the Talaimannar/Colombo train occurred at the railway crossing in Wilwatte, near the DMO’s quarters. The first major derailment, according to records, took place in Katukurunda on March 12, 1928, when there was a head-on collision between two fast-moving trains near Katukurunda, resulting in the deaths of 28 people.
Please permit me to provide details concerning the regrettable single train derailment involving the Talaimannar Colombo train, which occurred in October 1964 at the Wilwatte railway crossing in Mirigama.
This is the first time I’m openly sharing what happened on that heartbreaking morning, as I share the story of the doctor who cared for all the victims. The Health Minister, the Health Department, and our community truly valued my efforts.
By that time, I had qualified with the Primary FRCS and gained valuable surgical experience as a registrar at the General Hospital in Colombo. I was hopeful to move to the UK to pursue the final FRCS degree and further training. Sadly, all scholarships were halted by Hon. Felix Dias Bandaranaike, the finance minister in the Bandaranaike government in 1961.
Consequently, I was transferred to Mirigama as the District Medical Officer in 1964. While training as an emerging surgeon without completing the final fellowship in the United Kingdom, I established an operating theatre in one of the hospital’s large rooms. A colleague at the Central Medical Stores in Maradana assisted me in acquiring all necessary equipment for the operating theatre, unofficially. Subsequently, I commenced performing minor surgeries under spinal anaesthesia and local anaesthesia. Fortunately, I was privileged to have a theatre-trained nursing sister and an attendant trainee at the General Hospital in Colombo.
Therefore, I was prepared to respond to any accidental injuries. I possessed a substantial stock of plaster of Paris rolls for treating fractures, and all suture material for cuts.
I was thoroughly prepared for any surgical mishaps, enabling me to manage even the most significant accidental incidents.
On Saturday, October 17, 1964, the day of the train derailment at the railway crossing at Wilwatte, Mirigama, along the Main railway line near Mirigama, my house officer, Janzse, called me at my quarters and said, “Sir, please come promptly; numerous casualties have been admitted to the hospital following the derailment.”
I asked him whether it was an April Fool’s stunt. He said, ” No, Sir, quite seriously.
I promptly proceeded to the hospital and directly accessed the operating theatre, preparing to attend to the casualties.
Meanwhile, I received a call from the site informing me that a girl was trapped on a railway wagon wheel and may require amputation of her limb to mobilise her at the location along the railway line where she was entrapped.
My theatre staff transported the surgical equipment to the site. The girl was still breathing and was in shock. A saline infusion was administered, and under local anaesthesia, I successfully performed the limb amputation and transported her to the hospital with my staff.
On inquiring, she was an apothecary student going to Colombo for the final examination to qualify as an apothecary.
Although records indicate that over forty passengers perished immediately, I recollect that the number was 26.
Over a hundred casualties, and potentially a greater number, necessitate suturing of deep lacerations, stabilisation of fractures, application of plaster, and other associated medical interventions.
No patient was transferred to Colombo for treatment. All casualties received care at this base hospital.
All the daily newspapers and other mass media commended the staff team for their commendable work and the attentive care provided to all casualties, satisfying their needs.
The following morning, the Honourable Minister of Health, Mr M. D. H. Jayawardena, and the Director of Health Services, accompanied by his staff, arrived at the hospital.
I did the rounds with the official team, bed by bed, explaining their injuries to the minister and director.
Casualties expressed their commendation to the hospital staff for the care they received.
The Honourable Minister engaged me privately at the conclusion of the rounds. He stated, “Doctor, you have been instrumental in our success, and the public is exceedingly appreciative, with no criticism. As a token of gratitude, may I inquire how I may assist you in return?”
I got the chance to tell him that I am waiting for a scholarship to proceed to the UK for my Fellowship and further training.
Within one month, the government granted me a scholarship to undertake my fellowship in the United Kingdom, and I subsequently travelled to the UK in 1965.
On the third day following the incident, Mr Don Rampala, the General Manager of Railways, accompanied by his deputy, Mr Raja Gopal, visited the hospital. A conference was held at which Mr Gopal explained and demonstrated the circumstances of the derailment using empty matchboxes.
He explained that an empty wagon was situated amid the passenger compartments. At the curve along the railway line at Wilwatte, the engine driver applied the brakes to decelerate, as Mirigama Railway Station was only a quarter of a mile distant.
The vacant wagon was lifted and transported through the air. All passenger compartments behind the wagon derailed, whereas the engine and the frontcompartments proceeded towards the station without the engine driver noticing the mishap.
After this major accident, I was privileged to be invited by the General Manager of the railways for official functions until I left Mirigama.
The press revealed my identity as the “Wilwatte Hero”.
This document presents my account of the Wilwatte historic train derailment, as I distinctly recall it.
Recalled by Dr Harold Gunatillake to serve the global Sri Lankan community with dedication. ✍️
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