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Landing in Bad Visibility

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Phil was a highly experienced ex-BOAC Captain who worked for Singapore Airlines (SIA). Having retired from SIA at the mandatory age of 60, he was recruited by Air Lanka as Sri Lanka had extended their mandatory retirement age for Captains to 62 years. This enabled Phil to add two more years to his working life. As a Captain with SIA he ran a tight ship, while his ‘short fuse’ temper and no-nonsense attitude earned him the nickname ‘Smiling Tiger’ from his First Officers.

Phil was no different in Air Lanka. Some First Officers preferred to avoid unpleasantness by reporting sick and staying at home when teamed up with him on the flying roster. Perhaps, tigers don’t change their stripes. But more accommodating pilots like me could not only get on with him but appreciate the constructive criticism he gave with a smile. Hence his nickname. After all, we, First Officers, had worked with even worse Captains in Air Ceylon.

Lockheed Tri Star L1011

Early one cold and foggy morning Phil and I were parked at Zurich Airport, Switzerland (ZRH), waiting to depart for Charles de Gaulle Airport in Paris (CDG). We had just flown all night, ‘red eyed’, from Dubai in our Lockheed L-1011 TriStar, and had yet to complete the second leg. As Paris was reporting low cloud base and visibility, and the flight time between ZRH and CDG was short, the wisest thing to do was to stay parked on ground until the observed ceiling and visibility improved when the sun got hotter. Although no extra fuel was uplifted, the minimum fuel was over and above what was needed for the ZRH – CDG leg.

Even though we were operating a so-called ‘state-of-the-art’ TriStar capable of flying to lower limits of altitude and visibility, as our airline (Air Lanka) was still relatively new and ‘wet behind their ears’, the French authorities permitted us to descend to only 200 feet on the Instrument Landing System (ILS) during the final landing approach to CDG. So, that further influenced our decision to wait on ground until observed cloud ceiling had increased to 200 ft or higher.

As a matter of interest, there are three elements that must be satisfied before an airline is allowed to fly to a lower prescribed altitude: (1) the airport ILS must have the accuracy to provide guidance to a lower altitude; (2) the pilots have to be properly certified and capable of demonstrating their ability to fly to lower altitude in low visibility; (3) the aircraft should have the proper instrumentation and capability.

As we waited at ZRH, every half-hour our Flight Engineer was monitoring CDG’s observed weather on the radio. The usual trick was not to make a hasty decision to depart based on one observed report, but to wait for at least two consecutive good reports, as weather was often fickle when close to minimum permissible values.

Suddenly, our radio crackled to life and the Zurich Ground Controller asked us when we would be leaving for CDG. We told him that we were waiting for the weather to improve in CDG. He then informed us that there was another aircraft needing the parking stand we were occupying, and asked whether we could vacate it. All they needed us to do was to push back, get towed to a remote stand, and continue waiting. At this request, Phil became agitated and decided to depart without waiting. Perhaps, at times like this a good First Officer would step in and remind the Captain that the weather in CDG was still below acceptable levels, while persuading him to wait on ground a little longer. Unfortunately, to maintain peace and harmony on the flight deck, I went along with the Captain’s decision.

Our subsequent departure was normal, apart from the fact that we had to select engine anti-ice early on the climb-out as we were ascending through freezing levels. However, when we reached Paris there was a large number of aircraft waiting to land. On days like these, airplanes are usually ‘stacked’, to wait their turn to land, at 1,000 ft intervals, at various holding points.

We were sent to an imaginary point overhead a Very High Frequency (VHF) Radio Station located in the town of Boursonne, France There were over ten aircraft in a ‘racetrack’ holding pattern, literally going in circles. Each circle takes exactly 4 minutes to complete.

The last aircraft to arrive is put on top of the ‘stack’ and they are cleared in stages until the bottom is reached. In clear weather it is an awesome sight to watch all the aircraft circling, above and below, over one place. But on that day it was very cloudy, and we couldn’t see a thing over Boursonne.

After entering the holding pattern we had some time to think. As the Captain, Phil was evaluating his decision, and realised that he had been pressured into leaving Zurich early. From his voice, we could feel the strain he was under. To his credit, Phil was most apologetic to his flight crew for getting us into this messy situation.

Air Traffic Control usually gives crews an expected approach time. That is the time the flight is planned to commence the approach for a landing. Every minute we were up in the air we were burning precious fuel. The question was whether the weather would be above our limits at the time of landing. The redeeming factor was that in Paris we were allowed to come down and have a look to ascertain what the actual visibility is like.

When we started our landing approach the weather was just at our limits. Our approach was stable with the wind calm and no turbulence, as it was early in the morning. Phil kept the aircraft on both automatic pilots. As dictated by procedure, I (as F/O) called “one thousand feet”, at which point Phil was expected to also look outside. With the radio altimeter reading 300 ft, I called “hundred above” (minimums), which was acknowledged by Phil with “Roger”.

The next call was “minimums”, before which point Captain Phil had to announce “Runway lights in sight”, or “No contact”. That day there was no contact, but he didn’t respond. It was my duty to give a second call, and if there was still no response from Phil I would have to take over the controls and go around – just in case Phil had become incapacitated in some way.

Yet, instead of deciding to go around, Phil chose to continue the descent for one second more (before I could give the second call). Suddenly, we broke through the cloud and sighted the runway lights, in the haze. Disconnecting the autopilots we landed manually.

During the long taxi to the parking stand at CDG Phil declared, “Gentlemen, for all practical purposes we saw the runway lights at 200 feet!” He explained that in our situation it made sense to delay the decision to go around by just one second because if we did go around we would have had to join the holding stack at the top and start the approach procedure all over again. That would have cost us a further delay of 40 minutes or more!

 Today, certain European airports have cameras facing upward on the final approach, at the 200ft point. If the camera can’t see the aircraft when it passes overhead, then it proves that the aircraft was still in cloud.

 In the scheme of things in airline operations, an essential part of the First Officer’s job is to understudy the Captain and observe not only what to do but also what not to do. In retrospect, I should have cautioned Phil to not be in a hurry. The relationship between two pilots on a flight deck is not unlike that between a medical specialist doctor and a junior House Officer, to use a medical analogy. The Captain must set the tone and make it ‘OK’ for the F/O to give feedback on critical information which could save lives in a potentially dangerous situation. The essential difference is that medical doctors get to bury their mistakes; but a pilot’s mistakes might bury him – and everyone else on board his airplane!



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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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