Features
Acquisition of AF Jones, my very first business venture – Differences with S. Nadesan, QC
(Excerpted from the autobiography of Merrill J. Fernando)
The new political climate and the State-orchestrated business direction seemed calculated to discourage the continuity of foreign investment presence in the country. In this environment, in 1962, the Jones family, unsurprisingly but with great reluctance, decided to sell and move out of the country. They had been in business since 1912, when their ancestor, AF, had arrived in Ceylon from Batavia and launched the company under his name. The decision to sell out was compelled by adverse circumstances beyond their control.
They offered the company to me, at the reasonable price of Rs. 600,000. However, it was still beyond my means on my own and I turned to my friend, Sarath Wijesinghe. He agreed to join me in my investment and we decided to take a third each. It was my intention to split my share with members of my family. For the balance share of the company, I approached S. Nadesan, a well-known lawyer and senator, for whose legal skills I had developed a great respect, on account of his successful representation of my interests in a legal issue with a relation.
He agreed to come in as the third partner. In retrospect, my decision to take over A. F. Jones was both bold and risky in the context of the political environment then, which seemed clearly unfriendly to large-scale private enterprise. However, I was young and, with the confidence of youth, not averse to risk. That apart, I had great faith in my competence in the tea export industry, reinforced by the knowledge and experience of overseas markets I had acquired by then, along with very useful business contacts in a number of tea-importing countries. Underpinning all those considerations, there was my sublime faith in God.
Irrespective of the risk inherent in my maiden entrepreneurial venture, the other factors which worked in my favour were the strong trade links that AFJ had established by then with Iran, Iraq, and Libya, USA, and South America. I had been actively involved in many of those initiatives. I was also singularly fortunate, in having been able to establish early direct links with major international packers and blenders, often bypassing the latter’s agents in Colombo.
With my dedicated and resourceful team I was able to provide the buyer with an exceptional service, shipping out over the weekend the tea that had been purchased at the auctions on the Tuesday before. None of the larger firms operated with that degree of efficiency then. As the owner-operator of a small firm, I was also able to take business risks and also employ operational strategies that the larger firms were not prepared to consider. That apart, I was fortunate in being able to command the complete loyalty of my small group of employees, who willingly shared with me the stress and pressure generated in the business.
However, business operations require funding and, with the departure of the Jones family and the company now being entirely in ‘native’ hands as it were, I was apprehensive that bank facilities would be restricted. The company had been operating on an overdraft of Rs. 1.1 million around the time I acquired control. The Jones family had been trying for some time, without success, to increase it to Rs. 2 million.
An unexpected offer
A. F. Jones banked primarily with National and Grindlays Bank, Colombo, the local subsidiary-associate of the National Bank of India. The Managing Director of the Ceylon branch then was a British national, W. L. Gash, whom I had met on a couple of previous occasions. Even in those brief meetings he came across as a fair-minded, reasonable person. Once the transfer formalities were concluded and the company operations were in my hands, I went to meet Gash in order to update him on the changes in the company. Before the meeting, as was my custom in all important situations, I visited the All Saints’ Church in Borella and spent a few minutes in prayer.
I explained to Gash the circumstances under which I had taken over responsibility for the company and requested him to continue the financing facilities that existed earlier. To my very pleasant surprise he asked me whether I would like it increased to Rs. 2 million, as per the pending request made by the Jones family. Frankly, I was at a loss for words at this unexpected blessing. Naturally, I accepted with thanks and immediately went back to All Saints’ Church to thank God for his benediction. Included in my prayer was Mr. Gash, my new benefactor on earth.
To a great measure, my early success at A. F. Jones was due to the assistance of Mr. Gash. He always accommodated my requests, even when they seemed unreasonable. In fact, some of the senior managers at the bank used to be very surprised at the enhancement of the bank’s exposure to my business, extended with minimum collateral and mortgages and sans personal guarantees.
Around this time I was offered a very nice house in Colombo at a reasonable cost, of which I would have been able to meet only about 20% from my personal resources. I went to Mr. Gash and inquired whether he would loan me the balance 80%. Again, to my utter surprise, he loaned me the full value against an undertaking to mortgage which, finally, was not required.
Internal strife at AFJ
The company’s business progressed well, though there were difficult issues I had to contend with from time to time. At one stage Nadesan, now a Director of the company, persuaded me to take two of his family members on to the Board and to employ other relatives as well. One such was an individual recommended as Personnel Manager, married to a lady heavily involved in Leftist party politics. Unaware in these connections I appointed him, but, to my dismay, soon found that he was trying to unionize the company’s workforce. Since this was clearly against the company’s interests, I was compelled to persuade him to leave.
When the Jones brothers finally left, they offered me the balance shares they still held in the company. I immediately turned to Mr. Gash who very kindly agreed to arrange a loan at low interest for the purchase. When I mentioned this to Nadesan, he advised me against obtaining a loan and, instead, offered to buy the shares and to hold them in trust for me, to be sold to me at a future date. Mr. Gash was strongly against this arrangement and tried to persuade me to take the loan instead, pointing out that my personal acquisition of the shares would tip the balance of power in the company in my favour, automatically conferring on me greater authority in operational matters. However, trusting the word of my fellow Director, I agreed to the latter’s proposal.
As we moved on with the business of the company, Nadesan brought both his son and brother on the Board and also prevailed on me to employ more of his relatives. His son, somewhat arrogant and confrontational, tried to impose his will in business matters he was not familiar with. In 1962, at a Board meeting, he presented some proposals which I considered to be against the company’s interests. Since I was in disagreement, at that point I requested Nadesan to transfer to me, for a proportionate payment, the shares he was holding in trust for me. He agreed and we adjourned the Board meeting.
To my dismay, later on in the day, at my home, he admitted to me that he had purchased the shares in his son’s name and that the latter would not part with them on any condition. However, he tried to appease me with the assurance that I would be permitted to run the company without interference.
I exit the company
I realized that I had been deceived by a man I trusted, respected, and looked upon as a mentor. However, in view of the circumstances, unfortunately, I had no choice but to carry on. The business did continue to grow but the working environment became steadily more unpleasant and, at a Board meeting on September 4, 1962, 1 announced my firm intention to resign, but under certain conditions.
I requested that the flat I had leased out eight years previously and transferred to the company, in order to get a tax benefit, be transferred back to me, and that the motor car I was using also be transferred to me at book value. I also asked that all my other dues be settled within two weeks. All my requests were approved by the Board and we parted on those conditions.
The next day I received a letter from the company giving me just seven days to leave my apartment and requesting me to send the car to the agents for valuation. Whilst I had no difficulty in the re-transfer of the lease of the apartment, I was advised that the car would not be sold to me.
My experiences with A. F. Jones and the manner of the conclusion of that relationship, made me realize that trust is not always reciprocated. It was also an early lesson to me in the potential for duplicity, even amongst those who work closely with you. Another experience whilst at A. F. Jones provides a good example of the latter.
In the Imports arm of A. F. Jones – Eastern Agencies – there was an executive named Chuck Wijenathan, who was ,to all outward appearances, a very nice man. When I was appointed Managing Director of A. F. Jones, I proposed that he too be appointed a director. Nadesan initially opposed the idea but my wish prevailed and Wijenathan was brought on to the Board a few months later. Wijenathan was present at the meeting of September 1962, when the Board agreed that I could move out of the company on my terms. However, no sooner the meeting was concluded, Wijenathan was the first person to call up various people and announce that I had been fired from the company.
Despite such disenchanting early experiences, I have continued to operate on the assumption of mutual trust, although being frequently cautioned by my sons and close friends against being too gullible. -My philosophy is that if you maintain integrity on your part, human decency will prevail and the good will eventually outweigh the bad. Notwithstanding a few disappointments over the years, I am still firmly of the same view.
Along with several other principals, Eastern Agencies Ltd. also represented the famous drug manufacturer, Merck Sharp & Dohme Inc. and Rowntree’s Chocolates Ltd. Since import volumes were low, I once placed a large order for chocolates, without realizing that the company had minimal reserves. When the consignment arrived in the port, to my great embarrassment, I was advised by the wharf clerk that we had no money to pay the duty.
I sought help from Mr. Gash who, despite being unaware of our import operations, loaned the sum of Rs. 410,000 that was needed to clear the cargo. However, our wharf clerk, a man who had been a company employee for several years, carried out a ‘black-market’ operation with the consignment, compelling us to claim from insurance in order to repay the bank. Despite these marks the company was able to restructure its financing model and start making money.
The Nadesans eventually transferred the Eastern Agencies business to the Satyendra family and thence to the Maharaja Group, the manner of the transaction depriving AFJ of a valuable asset at no great benefit to its shareholders. My first exposure to the ‘modus operandi’ of supposedly-reputed legal luminaries was an eye-opener.
Features
Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka
World Food Day 2026: Innovating today for a better food future
by Dr. Kaushalya Wijayasekara
What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?
These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.
World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.
We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.
Making more of what we already have
Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.
Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.
The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.
Stop wasting the food we produce
Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.
Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.
Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.
Nutrition and food safety come first
Food security means more than having enough food. People also need food that is safe and nutritious.
Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.
Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.
A food system that can cope with climate change
Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.
Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.
Give young people a bigger role
Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.
A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.
A pathway designed for Sri Lanka
We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.
The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.
The choices we make today
The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.
So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?
The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.
A better food future begins with the choices we make today.
Dr. Kaushalya Wijayasekara
Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna
Features
20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried
By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan
The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.
It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

Sri Lanka Navy sunk LTTE Ships carrying arms, ammunition and warlike materials thousand miles away from Sri Lanka in Indian Ocean in September and October 2007.
By late morning, both convoys had reached the small ground at Digampathana, near the Sigiriya junction, and personnel mingled briefly, unaware that a carefully orchestrated act of terror was waiting. Then, suddenly, an empty half-truck veered directly into the convoy. It exploded with a ferocity I can still recall as if it were yesterday. Nuts, bolts, and high explosives tore through the air. Pandemonium erupted instantly. I later learned that 107 of our naval personnel were killed on the spot and another 153 critically injured. The scene was indescribable—bodies scattered, vehicles mangled, personal effects strewn across the ground. I remember later hearing that the head of the suicide bomber was recovered more than 100 meters away from the blast, a grim testament to the sheer force of the explosion.
I was in my office at the Naval and Maritime Academy when my mobile phone rang. A young midshipman from the 21st intake called, his voice trembling: “Sir, there was a huge explosion at the convoy point! Many are dead … my batch mate Wijesundara is among them.” I immediately jumped into my jeep with my escort Chief Petty Officer and driver and rushed to Digampathana, relying on every ounce of my driving skill to reach the scene. The journey, which usually took little more than an hour, felt endless that day, each passing mile weighed down by dread.
When I arrived, I was confronted with a sight that no training can prepare you for. The injured were being rushed to Dambulla Hospital, where doctors and nurses worked tirelessly, improvising in ways that saved lives despite the overwhelming chaos. I went back to the site after visiting the hospital. The remains of our naval personnel were scattered across the ground, and someone had begun collecting weapons and protective gear. I immediately contacted Surgeon Rear Admiral Nico Jayasekara and received his instructions: collect all body parts in separate bags and transport them to the Trincomalee Naval Hospital mortuary. This gruesome work had to be done with care and dignity, and it filled the icebox in my vehicle. Through DNA testing initiated by Rear Admiral Nico, we were able to identify every naval personnel lost that day, bringing some closure to grieving families.
The Navy Commander at the time, Vice Admiral Wasantha Karannagoda, was devastated. I had worked closely with him and knew how deeply he cared for his men. He ensured that the fallen were honoured with full ceremonial naval funerals at Welisara Naval Base, attended by families and comrades. Sixty-seven funerals were conducted in a single day—a number that still haunts me.
The Digampathana attack remains the largest single loss of naval life in our history. It was a day of sorrow, but also a day that reinforced our resolve. The tragedy galvanized the Navy to target the LTTE Sea Tiger wing with renewed determination and reshaped our maritime operations forever. Every time I think of that day, I remember not just the lives lost, but the courage, professionalism, and dedication of those who survived, those who treated the injured, and those who ensured the fallen were honored properly. May the souls of our naval hero’s rest in peace, their sacrifice guiding us and inspiring generations of naval personnel to come.
Features
‘Murder at Whitby Abbey’
Tales of Mystery and Suspense – 24
I was intrigued by the title of a book I found in a book drop at the condominium of a friend, Murder at Whitby Abbey, and I brought it home with me though I will not be able to return it in the near future. It was described on the cover page as ‘a standout in the crowded medieval mystery field’, though I fear I do not know of other books in this field, apart from the Cadfael series, which I have dealt with earlier.
The book, by Cassandra Clark, is set during the reign of Richard II and has as a backdrop his precarious position, which led to his being replaced, and murdered, by his cousin Henry, who reigned as Henry IV. It is a gloomy book, the action taking place in the twelve days of Christmas leading up to the Epiphany. And the gloom is pervasive, even though this is supposed to be a time of festivity, with mummers performing, and many of those in the guest house where the heroine stays going to town to enjoy themselves, with much drinking and much music, which also fills the guesthouse.
The heroine Hildegarde is a nun, sent to try to acquire a relic being sold by Whitby Abbey, though this was also a penance set by the Abbot of the monastery that governed her abbess because she had had sex with a man. Soon after she and her companions reach the Abbey set high on a cliff, she finds that there are other bidders, and soon suspects that the hierarchy, not perhaps the Abbot who seems a weakling, but his rapacious bursar, is determined to make money, and not above creating false relics to sell to several aspirants.
After Hildegarde and her Cistercian companions – Whitby is a Benedictine Foundation – two monks, Gregory and Egbert, and a young priest Mark, reach the abbey, they find that Aelwyn, a monk they had met on their way to the guesthouse had died. This was in the apple store, and they realize, when they find the surplices of novices stuffed into the air vents, that he had been left to suffocate in the overwhelming scent of apples.
The Cistercians are asked to look into the death, perhaps because they are likely to get no cooperation from the Abbey folk, but perhaps because those in charge are keen to know what happened. And the infirmarer, an old monk, suggests Hildegarde talk to a man called Edred who worked for the bursar, and had been a friend of Aelwyn’s. But Edred too is killed, before he can keep an appointment he had made with Hildegarde, drowned in a pool near the farmhouse of the Abbey.
Meanwhile tensions arise between the fisherfolk and the abbey for the bursar wants to charge them for using the beach that technically belongs to the abbey to dry their fish and their nets. This leads to physical battles, when the guards used by the abbey, under the command it seems of the bursar whose determination to make money is not resisted by the abbot and the prior, try to storm the area where the fishermen live.
Hildegard finds out more about what had happened through two youngsters, one of whom Torold is the son of Aelwyn by a woman who worked as a prostitute for a cartel, and with whom Mark fell in love. The other works on the farm and had seen Edred meet someone near the pool, after which that someone left the place by himself. And the boy had also found in the pool a sort of dagger with the seal of the abbey.
He and his dog, and Torold who follows her, rescue Hildegarde from a man at arms who has waylaid her and tries to rape her earlier. Escaping into the abbey she was nearly been raped then by the bursar, but she managed to escape, in the process setting fire to him and the muniments room, which led, when he was rescued, to the discovery of a box with the money he said had been stolen, blame being cast on both Aelwyn and Edred.
Matters come to a head when the fisherfolk try to storm the abbey, being resisted by the men at arms stationed on the towers. But then Hildegarde realizes that behind the murders was the bursar’s clerk, whom she pursued to the cathedral. There is great drama then as she escapes from him when he tries to kill her, and then from the man at arms who had tried to both rape and kill her, but they both fall from the scaffolding she had climbed, the latter coming from a tower where he had been stationed.
Both of them think they run the rapacity of the abbey, the latter claiming to work for the nobles opposed to Richard, who is presented throughout the book as devoted to his subjects, not to power or money. But though the villains die, the bursar continues, having got over the hysteria the fire had caused and his acknowledgment then of guilt – and though the abbot and the prior seem less vicious, whether they will be able to assert themselves is questionable.
Before the climax, when the others in the guesthouse were leaving, Hildegarde found that two of them were in possession of the relic, for which they seem to have paid well. Hildegarde herself had made a derisory offer, but before she leaves the abbot gives her the relic, perhaps in gratitude for what she and her fellow Cistercians had discovered, the abbey having made as much money as it needed and more from the gullible other buyers.
Mark’s inamorata is saved from the stews because she moves in with Edred’s widow whom the bursar had thrown out of the rooms he occupied when her husband was found dead. Hildegarde had paid for lodgings, in a house run by the man who ran the brothels, but he had a kindly side and was going to finance them to make nets for the fishermen.
So, the Cistercians set off for their home as swiftly as they can to get there on the day of the Epiphany, having stopped en route to pray for King Richard whose birthday it was.
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