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HOSTAGE DRAMA AT ANSELL LANKA, BIYAGAMA IN 1994

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AUSTRALIAN NATIONALS HELD CAPTIVE

EXCERPTED FROM SENIOR DIG (RETD) MERRIL GUNARATNE’S “COP IN THE CROSSFIRE”

Ansell Lanka was a Board of Investment (BOI) approved company established around 1989 in the Free Trade Zone (FTZ) in Biyagama. The factory had been set up within a 25 acre site to manufacture surgical gloves. Approximately 3,000 Sri Lankans had been employed there. The managerial staff in 1994 comprised five Australians and 35 Sri Lankans.

In the second quarter of 1994, the management of the factory had been restructured to ensure greater output and better supervision of the workers. This triggered considerable worker unrest and a 30% wage increase sought. The hostage drama which began on July 30, 1994 was over this issue. The authorities refused to yield considering the demands totally unreasonable. Incensed, the workers led by about 12 ring leaders had decided to take the law into their own hands.

On July 30, 1994 the work on the second shift was scheduled to commence at 1.30 pm. This was the time for the first shift comprising of about 1,000 workers to cease work and leave the factory premises. When the second shift began, 12 ring leaders from the first shift had coerced several workers on the second shift to take members of the managerial staff including five Australians captive and confine them to the administration block within the factory premises. They had thereafter surrounded the administration block with drums of Isopropyl Alcohol, an extremely combustible and lethal spirit capable of causing instant death and destruction. Ten such drums had been placed in and around the administration block where the hostages were held captive. Large numbers from the concluded first shift had been forced to remain within the premises as well, the object being to demonstrate that the acts of the captors had overwhelming support among workers.

The hostage takers had laid down conditions for the release of the hostages; that their demand for a salary increase be met, and that police should not enter the factory premises. They had in fact informed the police through members of the private security agency hired by the company for the security of the premises that drums of lethal alcohol would be employed to kill the hostages, and that the factory would be set on fire, if any attempt was made by the police to enter the premises. The captors had mounted sentries at vantage points including the water tank, to watch vehicles advancing towards the factory. From subsequent accounts given by the hostages, the situation had been extremely tense, with most captives believing that the captors were determined to execute their threats if their demands were not met.

At about 3.00 pm. on the following day, I received a telephone call from Rohitha Bogollagama, Director General of the Board of Investment (BOI), when I was in my office in police headquarters. I was then Senior Deputy Inspector General of Police (Ranges), and therefore had jurisdiction over all territorial police ranges of DIGs in the country, including the Kelaniya Police Division where Ansell Lanka was located. Bogollagama said that the President and the Prime Minister had directed me to visit Biyagama and explore whether it would be possible to take appropriate steps to overcome the impasse and secure the release of the hostages.

I immediately telephoned Edmund Karunanayake, DIG (Western Province, North) who had authority over Biyagama. I also spoke to Ananda Jayasekera, Senior Superintendent of Police Kelaniya (SSP) to ascertain facts connected with developments. Having been associated for a long time with work connected with intelligence and terrorism, I was convinced that only terrorists with political motives who had undergone training could be that fanatical. The narration of developments by the DIG and SSP Kelaniya gave me the impression that in this instance, the hostage situation had been triggered by novices masquerading as terrorists. Nonetheless the Kelaniya police officers had taken the threats of the hostage takers seriously.

Before leaving for Biyagama to take command of the situation, I informed DIG (Western Province, North) to establish a Command Post within Biyagama Free Trade Zone (FTZ) with radio and telephone facilities. I directed the DIG and the SSP to await me at the post. I thereafter telephoned the office of DIG of the Special Task Force (STF) in order to communicate with Lionel Karunasena, the commandant, to see whether it was possible for them to despatch an elite unit capable of mounting a rescue operation if necessary. Lionel Karunasena (who unfortunately died later) was not at his desk, having flown to Batticaloa – Ampara for operations against the militants. I thereupon spoke to his deputy, Upali Sahabandu, and requested his assistance.

He was most enthusiastic to participate in what would be a novel challenge, but said that he would first speak to his DIG for permission and telephone me. Within five minutes he telephoned and said that he had obtained the required approval. I directed him to arrive at Biyagama as early as possible. When I reached the Command Post at about 4.30 pm, Upali had already arrived there. He had brought with him an array of sophisticated weapons, body armour, stun grenades, the best sharp shooters and equipment to cut through physical barriers.

I sat down to a discussion with DIG Karunanayake, SSP Ananda Jayasekera, Deputy Commandant of the STF Upali Sahabandu and other senior officers of Kelaniya Police Division and the STF. After listening to them, I was surprised that the captors had been allowed to enjoy certain vital facilities without restriction.

 

 

HOSTAGE…

They had been permitted the use of telephone facilities with the outside world. They had also enjoyed the luxury of obtaining crucial information through officers of the private security agency (attached to the Company) who had been allowed to move to and from the factory premises. As a result, the “hostage takers” were able to gauge the state of mind of the police and the FTZ authorities, and also to gain psychological dominance over the latter. The general view of those at the conference was that the hostage takers were serious in their threat to execute the hostages if their demands were not met. The point that the suspects had threatened death to the hostages if police were seen outside the factory was repeatedly emphasized by senior police officers of Kelaniya.

Having assessed the overall situation, I came to the conclusion that the hostage takers had gained ascendancy over the management of the FTZ in Biyagama and the police through deception and bluff. The police had been demoralized to a point where they had thought it appropriate to compromise rather than adopt decisive steps. What raced through my mind at the time was that I was encountering a dilemma of unusual proportions. On the one hand, there was no room for negotiations since the hostage takers were not only irrational, but were also some distance away from the gate of the factory, thus denying scope for discussion and negotiation. They had also assumed a state of dominance over the police. I realized that the strongest option available was to storm the factory in order to rescue the hostages. Before making such a choice fraught with the possibility of death and injury to hostages, and accompanying consequences to the government and myself, I considered it appropriate to address and drive sense into them, by speaking to them over a loud hailer from the factory gate.

Before exercising the chosen option, I ordered Upali Sahabandu to conduct a survey and indicate whether the STF could penetrate the perimeter fence, reach the administration block quickly, confront the miscreants and rescue the hostages. I felt that the captors may be confused and demoralized on seeing the STF troops doing a recce, a development they would not have expected.

At about 6.00 p.m, Upali Sahabandu, Deputy Commandant of the STF, returned after the recce and informed me that his men could successfully storm the administration block within the factory and rescue the hostages. Having received a brief report about his plan of action, I asked him how long it would take to complete the entire operation and also the possibility of casualties. He said that there were risks involved, but that casualties could be minimized, and that the entire operation including the successful rescue of the hostages would not exceed more than about 10 minutes. He further stated that the STF may have no option but to shoot at the captors at time of entry. I then took the decision that if my addressing the captors did not yield results, I would storm the premises. I still remember the surprise and consternation on the faces of Director General of the BOI, Rohitha Bogollagama and the Australian High Commissioner who had by now arrived at the Command Post and were privy to our discussions.

I decided as a first step to address the hostage takers from the entrance gate of the factory. DIG (W.P North) and SSP Kelaniya were vehemently opposed to my decision. Before speaking to them, steps were taken to disrupt telephone facilities and electricity within the factory premises. This unexpected step caused panic amongst the captors. Thereafter, officers of the private security agency who so far had unfettered movement to and from the factory, were barred further entry. The captors were thus denied a valuable source of information. At 7.30 pm, I addressed the hostage takers and told them through a loud hailer from the entrance gate that they should walk out with the hostages unharmed within half an hour or I would not be able to guarantee their safety. A misleading assurance was also communicated to them that their demand for a salary increase would be met if they obliged. This conciliatory step was adopted as bait as well as a face saving formula to enable them to comply with the ultimatum.

The captors, rather than confront the STF troops, decided to surrender. At about 8.00 pm. they walked out of the factory premises with the hostages unharmed. The 12 ring leaders were taken into custody. Rohitha Bogollagama and the Australian envoy were profuse in their thanks. After the successful conclusion of the mission, General Hamilton Wanasinghe, Secretary of Defence at the time, whilst extending congratulations, cautioned against summoning the STF without his sanction (the STF at that time was administered by the Ministry of Defence).



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Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka

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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

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20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried

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Aftermath of the terror attack

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.

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‘Murder at Whitby Abbey’

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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.

Clark

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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