Features

Being blooded into the Ceylon Army in 1971

Published

5 years ago

2021/04/25

Sahan Weerasooriya

Gotabaya R was in that officer intake

By Maj Gen (Rtd) Nanda Mallawaarachchi VSV

History bears evidence that the consolidation of a security arm of any country has its origins in a crisis.

In Sri Lanka, formerly known as Ceylon, it fell on the world’s first woman Prime Minister, Mrs. Sirima Bandaranaike, to face an insurrection by the Janatha Vimukthi Peramuna better idenfified as the JVP. Through attacks on Police Stations that began on April 5, 1971, their abortive attempt to overthrow a lawfully elected government began with an attempt to seize weapons.

Using shotguns, locally turned-out Gal Kattas and other improvised weapons they attacked the Wellawaya Police Station pre-dawn. Whether this launch was the result of mixed up communications or not, it did alert both the Police and the Armed Forces

Whether this group received wrong information regarding the date of the attack is arguable. Whatever the case, the JVP’s overall strategy and tactics utilized failed to overthrow the government. Unlike the present day, the Armed Forces of the 70s were miniscule in comparison. The Police Force was the main bastion of the state. To overcome future eventualities, Mrs. Bandaranaike took the crucial decision to expand the then Ceylon Army. As a result, 30 officer cadets, the largest contingent since the inception of the Ceylon Army, were recruited on April 26, 1971. It was to be Officer Cadet Intake 4. Nandasena Gotabaya Rajapaksa was among them.

I was fortunate to join 29 other school leavers to embark on an epic journey. Having reported to the Army Recruiting Officer at Army Head Quarters on Lower Lake Road (later Baladasksha Mawatha), we went through the enlistment procedure. We were now officially Officer Cadets with Cadet number C/51183 assigned to me including a princely monthly salary of SLR 430.00.

After being accommodated in a billet at the Headquarter Company of the Army HQ, we were served dinner. On the following day all of us were bundled into a rickety old Army bus for the journey to the Army Training Centre (ATC) in Diyatalawa. We were escorted all the way to the ATC by a dashing young Captain. We never saw him again until we passed out as officers and joined our respective regiments. (Later we recognised this dashing Captain as the “Aide-de Camp” to the then Army Commander, Major General Sepala Attygalle.

The bus ride to Diyatalawa was of course the time for dreams. A smart jungle green uniform with umpteen pips on the shoulders, sitting rigidly in an Army jeep being driven around was a favourite scene for all of us. Talk about pies in the sky! Instead of jeeps, we were carted around in a WW II era 4T transporter in which the tailgate was never lowered. Getting in and out of this vehicle was therefore a challenge. Cursing and swearing during this high risk manoeuvre was a regular norm for us in addition to being ingrained with the military term “debussing”!

Diyatalawa was a different kettle of fish to what we were used to where the weather was concerned. If it was shock tactics we were supposed to be subjected to, then it worked perfectly. It was freezing cold during nights. The blankets, probably of World War I vintage, did little to keep us warm. The next day after the attendance being noted, we were issued with the Universal Army Kit Bag, better know as the “Ali Kakula” and the AFQ-1 items issued to a recruit. These consisted of basic items such as an aluminium plate, a mug, a mess tin etc. Various types of uniforms were also issued including berets, cap badges, collar badges and the likes.

Once the “kit issue” parade was concluded and the newly acquired items packed inside the “Ali Kakula“, it weighed at least 20 kg. The fun had just begun! We were then taken on a “camp visit” with strict orders for the “Ali Kakula” to be held over our heads. It was however not a walk in the park but a camp tour “on the double”, a medium paced jogging speed. The “Ali Kakula” was not allowed to be kept on the ground at any time during the “Observation tour”. What a spectacle we would have made; dressed formally in shirt, formal trousers and neck-tie carrying the Universal Kit Bag over our heads.

Ten minutes were allocated for us thereafter to change into out PT kits and report. There we were, punctually, in white shorts, white T shirt, white socks and white canvas PT shoes for the next round of manoeuvres. Frog-jumps, Forward rolls and the likes were thereafter executed under the hawk eyes of the Under Officer from Intake 3. The initial briefing in the Cadets’ Café by the Chief Instructor, Major SP De Silva of the CLI, still echoes in the writer’s mind. “Gentlemen, welcome to the Ceylon Army” he said. “We will break you and re-make you in such a manner that nobody, repeat nobody, will be able to break you ever again!”

For three long months thereafter it was being “ground into the ground”. Gruelling lessons, drill, parades and the deadly billet and uniform inspections. We spent most nights in a foxhole (two-man trench) defending the camp with rain and freezing cold as team members. It was a miracle that nobody lost teeth due to the constant chattering. There was no respite in the mornings thereafter. Roll call was once again at 0530h. The camp buglers ensured that we were up prior to the rooster’s call.

PT, ablutions and breakfast thereafter was the routine. Half a loaf of bread, pol sambol and gravy with a banana thrown in; was the gourmet breakfast menu, day in day out. We ate fast as the small amount of gravy in the plate might otherwise have evaporated. All movements during this time within the camp were “on the double”. The entire batch of officer cadets would be moving “on the double” from the billet to the mess hall, from the mess hall to the training area, from the training area to the lecture hall etc. Dozing off during lectures was a norm for some due to physical fatigue. The Spartans from the days of yore would have been proud of our training regime.

By the third week of this “breaking us” (prior to remaking us), we had hit an extreme situation where morale was concerned. “Decamping” was a common topic of discussion amongst us. One cadet threw in the towel during the first week; he could not take it anymore. The initial financial bond which we all had to sign at “A” Branch of Army HQ, compelling us to pay a proportionate amount to the Army in the event we resigned, might have been psychological balm that motivated some cadets to carry on. By and by, we gradually got used to the training whereas rules allowed us to “march” instead of moving “on the double” between venues after the first month.

Teachers form an integral part of anything taught. A teacher could make the training interesting and absorbing or make it lacklustre for the student not to learn at all. We had a batch of disciplined instructors of sterling quality who ensured that we learnt all that was supposed to be learnt. Discipline in parallel was ingrained into us from day one. The Commandant of the then Army Training Centre (ATC), was none other than Lt. Col. Denis Perera (later the Army Commander), a stickler for discipline. No slack was tolerated at any time. He would occasionally visit us during our theory classes held at that time in the Cadets’ Café. You could hear a pin drop during the silence that followed.

The military lecturer, after obtaining permission, would carry on with the lecture. Any cadet dozing off, would suddenly be jolted back to life when his name was fired after a question was posed by the Commandant himself. He was omniprescent, his rough and commanding voice unmistakable. He would drive around the cantonment in his personal vehicle. The Mercedes Benz with its registration number 5 Sri 111, is still etched in this writer’s mind.

We learnt tactics, fieldcraft, map reading and current affairs. Leadership studies of course overarched all courses. Military tactics such as defilading, enfilading and reverse slope manoeuvres began to haunt us thereafter in our dreams. WO 2 Peris of the Armoured Corps, as the “Cadet Wing” Se argent Major, equipped with the pace stick, taught us drill. Corporal Dassanayake of the Signal Corps was the specialist teacher on signals theory and practices. Corporal Cyril the PT Instructor made us physically fit and robust. Gymnastics, “horse work” and rope climbing were to become a norm during this time. Corporal Cyril also took us on walks and runs up to the Diyatalawa City Marker in the direction of Haputale. Corporal Wreeves, the explosives expert from the Engineers taught us the use of minor explosive devices. He also had the dubious honour of checking us inside the foxholes at night and meting out punishment to whoever was caught sleeping.

Corporal Thusiman, the perpetual disciplinarian, was ever ready to mete out extra punishments. Corporal Boyagoda was the compassionate one checking on our wellbeing at all times. While we were busy during military drill at the Parade Square, our billets were inspected by the Under Officer or Course Commander for orderliness and cleanliness. Anything “out of line, balance and sheen” was rewarded with “pack-drill” during afternoons and night.

Weapon training was another adventure. We were issued the 22 during the first term and trained to shoot at indoor targets at 50y meters. Later we used the legendary Short Magazine Lee Enfield rifle (known as the “Smellie” during WW II), better known as the 303, with five rounds in the magazine. Natural sense prevailed when adjusting the sights. It was “click-up” or “click-down” for elevation during sighting. We developed a healthy respect for the weapon. Woe betide anybody having a space between the rifle butt and “anterior deltoid” during prone firing exercises. The 303’s recoil was so powerful that a mule kick, in comparison, could have been considered a pleasant experience.

It was a miracle there were no broken shoulder blades. The bayonet and the 303 were also a deadly combination. We were mighty careful during rifle drill, especially during “slope arms” with the bayonet fitted. The bayonet would have pierced the right cheek had we not been careful. We used the 303 even as officers in the various units till the advent of the “self-loading rifle” era. The 303 was used for Inter Unit Firing Competitions where we had to hit the “bull” on a 10’ x 10’ target at 1000 yards. The “click-up” and “click-down” adjustments came in handy during these extreme distances.

We were allowed to leave the camp for a day out after our first term of training. Terms and conditions still applied. We could only go out in pairs. We had to keep step when walking and walk abreast. Polished shoes, smart trousers, pressed long sleeved shirt, neck tie and blazer were a must. The writer remembers getting “Seiyathu” the tailor, to sew his blazer. It was a matter of undertaking a couple of fittings before the blazer was ready. The day out was of course memorable. We would make a dash to Bandarawela by bus; a one way ticket cost 30 cents. The Chinese Restaurant operated by Mr. Lee was one of our favourite haunts. A bottle of beer was Rs 6.00 whereas a sumptuous meal was Rs. 9.00. The Hidaya Bakery was another restaurant we used to frequent. We would walk the entire length of the Main Road from the Bus stand, past the Market building down to Cyril Studio and back to get on the bus for the return to the Camp.

We were taken to Lahugala for a thirty-three day “Jungle Training” during our final term of training. Captain Wijaya Wimalaratne (posthumously promoted to Major General in 1992) who had returned from Malaysia after having followed the Malayan Jungle Course was to be our instructor. The then Malayan Army having fought a long drawn jungle warfare campaign had managed to defeat communist insurgents. This experience had been condensed into a few jungle warfare books and pamphlets and published. These publications would initially serve as basic theory for us.

Captain Wimalaratne was to conduct the practical training for us. He had designed and built a “Jungle Base” consisting of a billet for thirty officer cadets, accommodation for the officer instructors, other rank Instructors and cook house etc. The base was located adjacent to the ‘Heda Oya’, thereby ensuring a regular supply of clean water.

The cadets divided into three sections were taken into elephant infested jungle, progressively penetrating deeper and deeper into the dense foliage where the jungle canopy did not even allow the sun to penetrate and where advancing even a metre required the use of machetes. Ambushing the enemy, counter ambushing drills, Immediate Action drills (IA Drills) etc. were the norms during this time. It was 33 days of hell. The conditions were exacerbated due to real life scenarios. There was no possibility of bathing for up to five days. Drinking water was limited and carried in our water canteens. The only food allowed was “meal ready to eat” (MRE), where the quantities consisted of no more than two to three tablespoons.

The Jungle Warfare Training started during the Intake 4 era, morphed from the initial embryo stage into a fully functional streamlined, professional training in later years. The credit for organizing and streamlining this training goes to the late Major General Wijaya Wimalaratne, who was known as “Jungle Wimale” amongst our batch mates.

We started rehearsals for the “Passing out Parade” (POP) exactly two months prior to the event. This was to be the hightpoint of our training and subsequent graduation. We were eager to become commissioned officers. All rehearsals included the sword and the scabbard. The sword of course symbolised “the commission” presented by the Governor General of Ceylon. Full dress rehearsals were held two to three weeks prior to the event again so that we were fully versed with the process and utilization of full regalia. The Hon. Lakshman Jayakody (Deputy Minister of Defence) was the Chief Guest at the POP. Nineteen cadets passed out in 1972 as Second Lieutenants. We were officers of the Ceylon Army. Our pride knew no bounds! The commissioning dinner was thereafter held at the Ceylinco House (opposite the Central Bank) in Colombo which at that time was the tallest building in the country.

As new commissioned officers, we had the option of joining a unit of our choice. This of course was based on the number of vacancies in that particular unit and our aptitude for the unit’s speciality. Most got their chosen unit whereas some did not. However all batchmates settled in where they were posted to develop a professional military career. The writer was posted to the Ceylon Light Infantry (CLI), an ambition fulfilled. This would be the start once again of other specialised training for us, the freshly baked Second Lieutenants. The training in Diyatalawa was a foundation at the beginning of a career. It broke us in a way and remoulded us to fit a specific role. We were taught never to give up and to find options and solutions. Now, light years away from the gruelling training we can look back at those days with nostalgia.

Us batchmates, were many and we definitely were different. Some were physically strong, some mentally. Each had his own strengths and weaknesses. We managed to amalgamate into a strong group and exploit our strengths, which were to prove crucial in later years. We managed to provide moral strength to each other. Whatever was thrown at us, good or bad, was accepted with courage and purpose. We never looked down on our colleagues until unless it was, literally, to give them a helping hand.

Our batch accepted all challenges that came our way in life. Some of us rose to the highest ranks in the military. We served our country and proved ourselves in combat with heads held high. Let us also bow our heads for a moment in silence to remember the batchmates not with us today. Some of us upon retirement from our “employer” went on to accept other challenges. “The batch” produced Secretaries of various Ministries, Directors-General of Departments and Ambassadors who represented the country. Intake 4 should also be the proudest batch of Officer Cadets.

Officer Cadet C/51185, our batchmate of Intake 4, Gotabaya Rajapaksa, went on to become the nation’s Defence Secretary and subsequently the incumbent Executive President! Allow me, on behalf of the entire Intake 4, to wish His Excellency, the best in fulfilling his duties. Thus a saga undertaken in 1971 has continued to this day. Strong foundations laid 50 years back have enabled us to build even stronger structures throughout our journeys in life.

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Features

El Niño and Sri Lanka: Safeguarding food security in uncertain times

Published

11 hours ago

2026/09/21

Thilina Walpola

El Niño

by Prof. Janaka Wijesinghe, Dr. Nishala Wedamulla and Gayathma Weerawanni

As climate variability becomes an increasing challenge for nations worldwide, Sri Lanka faces growing concerns over the impact of El Niño, a natural climate phenomenon that can disrupt rainfall patterns, increase temperatures, and place additional pressure on agricultural production. For a country where agriculture remains a vital part of the economy and rural livelihoods, preparing for climate uncertainty has become essential to safeguarding food security. Food security includes not only the availability of food but also access to nutritious and affordable food.

Climate-induced disruptions to agricultural production can affect all dimensions of food security. Vulnerable populations, including low-income households and rural communities, are often the most affected by fluctuations in food supply and market prices.

Cause of the phenomenon

El Niño occurs when sea surface temperatures in the central and eastern Pacific Ocean become unusually warmer than normal, influencing global weather patterns. Although the phenomenon originates thousands of kilometres away, its effects are felt across many regions, including South Asia. According to experts, in Sri Lanka, El Niño events can contribute to irregular rainfall, prolonged dry periods, higher temperatures, and changes in the timing and intensity of monsoon rains.

Sri Lanka’s agriculture sector is particularly vulnerable to these climate fluctuations and faces increasing challenges from climate variability, with the El Niño phenomenon emerging as one of the most significant threats to national food security. As global temperatures continue to rise, understanding and preparing for the impacts of El Niño has become essential for ensuring a stable food supply and protecting the livelihoods of millions of Sri Lankans. Mainly, rice, the staple food of Sri Lanka, depends heavily on reliable water availability.

Reduced rainfall during critical cultivation periods can lead to drought conditions, lower reservoir levels, and can affect paddy yields, while excessive rainfall at unexpected times can damage the crop through flooding, diseases, and poor field conditions. In addition, other crops, including vegetables, fruits, and plantation crops, may also experience productivity losses due to heat stress and water shortages. These impacts can result in food shortages, rising food prices, and reduced incomes for farming communities.

The consequences of climate-related agricultural disruptions extend beyond farmers. Reduced crop production can lead to increased food prices, greater dependence on imports, and challenges in maintaining a stable food supply. For vulnerable communities, especially small-scale farmers and low-income households, these impacts can significantly affect nutrition and livelihoods.

Need to reduce postharvest losses

In such circumstances, reducing postharvest losses becomes a critical component of national food security strategies. Food that is produced but lost after harvesting represents wasted land, water, energy, labour, and financial resources invested in the production. In Sri Lanka, significant quantities of fruits, vegetables, grains, and other agricultural commodities are lost due to inadequate harvesting practices, poor postharvest handling, unsuitable storage conditions, inefficient transportation, and limited processing facilities. During periods of climate stress, such as El Niño-induced droughts, these losses become even more serious because the available food supply is already under pressure. Minimising postharvest losses can, therefore, increase food availability without requiring additional land or agricultural inputs. Hence, strengthening postharvest management can make a major contribution to climate resilience. Improved harvesting techniques, better packaging, temperature-controlled storage, efficient transportation systems, and modern processing technologies can extend the shelf life of agricultural products and reduce wastage.

How to face challenges

Promoting small-scale processing and value addition can also help farmers preserve surplus production and maintain income during periods of market fluctuations. Achieving food security in an era of climate uncertainty requires a comprehensive approach that considers both production and preservation. Increasing agricultural productivity alone is not sufficient if a significant portion of harvested food is lost before reaching consumers. Reducing postharvest losses should be recognised as one of the most practical, cost-effective, and sustainable solutions for ensuring food availability.

Moreover, Sri Lanka has opportunities to strengthen its resilience against El Niño-related challenges. Improving climate forecasting systems and ensuring that farmers receive timely weather information can help communities make better decisions on planting dates, crop selection, and water management. Climate-smart agricultural practices, such as drought-tolerant crop varieties, efficient irrigation methods, soil conservation, and improved water storage, can reduce risks associated with changing weather patterns. Water management remains one of the most important strategies for climate resilience. Expanding rainwater harvesting, maintaining irrigation systems, and protecting watersheds can help communities manage water shortages during dry periods.

Importance of climate-smart agriculture

At the same time, Sri Lanka must continue to promote climate-smart agricultural practices. The use of drought-tolerant crop varieties, efficient irrigation systems, soil conservation methods, and improved weather forecasting services can help farmers adapt to changing climate conditions. Providing timely climate information enables farmers to make informed decisions regarding crop selection, planting schedules, and resource management.

Investment in research and innovation will also play a key role. Agricultural institutions and researchers can support farmers by developing technologies and practices suited to changing climatic conditions. Promoting crop diversification can further reduce dependence on a limited number of crops and provide alternative sources of income during periods of climatic stress.

Food security in the face of climate change requires cooperation among government agencies, farmers, researchers, private-sector stakeholders, and communities. Early warning systems, disaster preparedness plans, and supportive agricultural policies can help minimise the effects of extreme climate events. As climate uncertainty becomes the new normal, proactive measures are essential to protect Sri Lanka’s food future. While El Niño presents significant challenges, strategic planning, innovation, and collaboration can help the nation build resilience and ensure that every citizen has access to safe, nutritious, and affordable food. More importantly, policy support is crucial in building a resilient food system. Government agencies, research institutions, and the private sector must work together to develop sustainable agricultural practices and strengthen food supply chains. Diversifying food production and reducing post-harvest losses can also contribute to greater food security.

El Niño as a stark reminder

El Niño is a reminder that climate challenges do not respect geographical boundaries. While Sri Lanka cannot control global climate phenomena, it can strengthen its ability to adapt and respond. By combining scientific knowledge, sustainable farming practices, and effective planning, the nation can protect its food systems and ensure a more secure future in an era of increasing climate uncertainty.

As the climate continues to change, preparedness is no longer an option; it is a necessity for protecting Sri Lanka’s food security and the livelihoods of generations to come.

Features

Getting organised for the new arrival

Published

12 hours ago

2026/09/21

Thilina Walpola

BY Dr B. J. C. Perera
MBBS(Cey), DCH(Cey), DCH(Eng), MD(Paediatrics), MRCP(UK), FRCP(Edin), FRCP(Lond),
FRCPCH(UK), FSLCPaed, FCCP, Hony. FRCPCH(UK), Hony. FCGP(SL)
Specialist Consultant Paediatrician and Honorary Senior Fellow,
Postgraduate Institute of Medicine, University of Colombo, Sri Lanka.

An independent freelance medical correspondent

KEY POINTS

=Being parents of a newborn baby is a tremendous responsibility.

=To attend to the necessary chores and duties at home, the home set-up must be well organised.

=The routine care of a baby, throughout 24 hours, is a demanding one. But if things are well looked after and prearranged, it would make the task that much easier.

=It is a joint responsibility of the mother, as well as the father, and all other inmates of the same household.

At long last, the baby has arrived, and the parents will be taking him or her home. Usually in uncomplicated deliveries, even after Caesarean operations, the baby is sent home in a couple of days. It is generally a hectic time, and if steps have not already been taken to get things organised at home, it can be quite difficult for new parents. Getting things in shape should have started well before the baby’s birth, but even if he or she arrives earlier and unexpectedly, getting organised at that stage is important to make life easier for both parents. This is perhaps easier said than done, especially for a young couple, but it is a process that would pay dividends. All that is required is plenty of common sense. Getting organised for the newborn baby well in time will make life that much easier in the subsequent months and years to come.

An important thing to do is to arrange everything in the bedroom so that the ‘baby things’ are easily accessible and you know where to find each item. As an example, it should not be necessary to look high and low for nappy pins once a nappy has been put on the baby. What is advocated today is to keep the baby in the same bed as the parents, and this means an extra cot may not always be necessary. It would also provide a little more space in the room, which would otherwise have been taken up by a cot. However, a small baby cot is sometimes useful to put the baby to sleep and provide some rest and relaxation to the mother.

If the baby is kept on the same bed as the mother, there is no danger of the mother rolling over the baby during sleep, as the natural in-built maternal instincts would wake her up at the slightest touch from the baby or the tiniest noise from the baby.

Clothes and nappies

The clothes and nappies of the baby should be easily accessible and available at all times. It is not necessary to buy a new almirah or a cupboard for the baby. A couple of shelves of a cupboard that is already in the bedroom would do nicely. Even a small separate wooden or cane rack with shelves too would be more than adequate for this purpose. The secret is to still have sufficient room in your own bedroom to move about even after getting the baby’s things organised. Sweeping and cleaning the bedroom should be done every day. Some people elect to wet-mop the floor, which is a really good thing. These tasks should not take too much time and could be quickly attended to when the baby is resting quietly after a feed.

Other people in the household and perhaps the father of the baby could help in this regard. Battery torch lights and emergency lights for power failures should be kept in places that are easily accessible, even in the dark. It is no joke to start looking for these things when there is a loss of electrical power. One needs to be prepared, as such unexpected power failures are so very frequent in certain areas of the country. Incidentally, there is nothing against the use of electric fans in the bedroom where the baby is.

During very warm days, it will only make the baby more comfortable. It will not cause any illness. The same applies to air conditioners, provided they are maintained well and serviced regularly. If there is a telephone in the house, it would be worthwhile getting a cordless extension so that the mother does not have to run around in circles to answer the phone while attending to the needs of the baby. This is of course minimised completely today with the use of modern mobile phones.

Feeding the baby should not cause any problems at all. The need of the hour is to exclusively breastfeed for the first six months. THERE IS NO OTHER MILK THAT COMES EVEN CLOSE TO THE GOODNESS OF MOTHER’S MILK – FULL STOP; NO ARGUMENTS AND NO BUTS. There is extremely convincing and overriding scientific evidence for breast milk being the very best form of nutrition for a new arrival. It is the golden elixir of life, and there is nothing else, absolutely nothing else, that is as good as mother’s milk for a baby. The infant milk-food companies can even shout from the rooftops but they have no chance, whatsoever, against proven scientific medical evidence. It is also important to stress that babies need to be fed on demand and very definitely NOT BY THE CLOCK. All babies will indicate by various actions when they are hungry and feel the need to be fed.

Breastfeeding obviates need for bottles, etc.,

Exclusive breastfeeding would obviate the need for bottles, teats, cups, spoons, formula milk powder, sterilising equipment, etc. There is no extra cost involved as well. Government legislation has provided working mothers with sufficient maternity leave to feed their babies with human milk for at least the first four months. If there are ways of getting a little bit more leave to stretch it to six months, this should be explored to the fullest, as the benefits of exclusive breastfeeding are worth a lot more than money could buy. There are added benefits of breastfeeding such as control of the mother’s weight and figure as she burns up a significant number of calories in producing her milk.

When it is time to give the baby a bath, arrange everything you need around the place where you are going to bathe the baby. Towels, soap, etc., should be at arm’s length. If there is help available at home in the form of members of the extended family or domestic aides, this is the time you could really make use of them. When the mother gets used to the procedure, bathing a baby is no big deal. In most instances, it is a thing that both mother and baby would enjoy. Get the baby used to bathing as early as possible. This will prevent him or her from making an almighty fuss at bath time later on. Almost all babies love to be in water provided they are introduced to bathing very early in their lives.

The mother must arrange her mealtimes and resting periods to coincide with the times when the baby is quiet or is sleeping. Mother’s meals just need to be nutritious, and everyday foods are more than adequate. It is not necessary to go out of the way to provide her with expensive supplementary foods or additional forms of nutrition. There is no scientific evidence to say that certain foods are not good for nursing mothers. The notions of “heaty” foods and “cooling” foods have no scientific rationale.

Most authorities believe that a nursing mother could and should eat anything and everything. The only thing necessary is to provide a nicely balanced and adequate diet. The mother needs to get a sufficient and acceptable amount of sleep, especially during the day. This is particularly important because she may have to get up several times during the night to feed and change clothes of the baby. Steps must be taken to provide her with these essential periods of rest. Organising a routine to help her with this aspect would be most desirable.

Father’s work schedule

It is also advantageous for the father to get his work schedules and duties rearranged as much as possible and in such a manner so as to provide sufficient time at home to help in caring for the baby. This, of course, depends on the exact type of work that he is involved in. In each and every case, a genuine effort should be made to have quality time with the mother and the baby. This is particularly useful for the first few months of the baby’s life. As far as possible, the father should be equally involved with the rearing practices of the baby. Looking after a baby should be a shared responsibility. This process also enhances the baby developing a very beneficial and desirable bond with both parents.

The arrival of a new baby should not lead to a complete social embargo for the family. One could travel outside the home with the baby, especially if the times of travel are carefully planned to suit the requirements of the baby, such as feeding times. Even then, if the baby is breastfed, he or she could be fed almost anywhere. Some babies are, however, prone to throwing up while travelling immediately after a feed. It is generally better to avoid intensely overcrowded social gatherings, but social visiting, attending weddings and parties, with the baby in tow, are quite in order, even when the baby is just a few weeks old.

If the parents own a car, it is a good idea to get a commercially available baby car seat that is fitted to the rear seat of the car. The sooner you get the baby used to travelling in this baby seat, the better it is for all around. It is the safest way to take the baby in the car. In some of the Western countries, newborn babies are not discharged from the hospital till a car seat is fitted to the car. Unfortunately, baby car seats are not that popular in this country, but it must be pointed out that they contribute a great deal towards the safety of a baby in the case of a traffic accident.

Unnecessary expenditure

Many parents spend unnecessary amounts of money on a baby. All kinds of expensive items, such as perfumes, colognes, powders, etc., are not quite essential for a baby. The natural milky smell of a baby is quite unique. The clothes that one buys for a baby should be simple, uncomplicated, light and preferably of cotton origin. Their design should be very safe for the baby. It is best to remember that babies grow up very fast, especially in the first two years of life and tend to outgrow clothes in next to no time. Even the toys for the baby should be appropriately selected and should be very safe and eminently affordable.

There is no reason whatsoever that the expenses for a little newborn baby should be more than what one would normally need to spend on an adult.

A newborn baby should be such a joy for the entire family, including the extended family. Grandparents would usually dote on the baby. If there are other children, it is important to provide the necessary attention to them as well so that they would not feel neglected. It would prevent sibling rivalry, and the other kids would go on to love the new arrival. All newborn babies are quite a delight and not a burden, and it is definitely their right to be treated as such.

Features

Shouldn’t foreign expert be appointed MD of SLP?

Published

12 hours ago

2026/09/21

Thilina Walpola

by J. A. A. S.R anasinghe,
Productivity Specialist
rathula49@gmail.com

The recent appointment of Vipul Misra, an Indian national, as Acting Chief Executive Officer of Sri Lankan Airlines deserves to be viewed from a much broader perspective than simply as an appointment to a vacant position. In my view, it is a sensible and courageous decision by the Government.

Sri Lankan Airlines is a national asset operating in an intensely competitive international aviation industry. It requires specialised aviation knowledge, commercial acumen, operational discipline and international exposure. According to the report on his appointment, Misra brings more than two decades of aviation engineering and leadership experience, including experience with major Indian carriers such as Air India, Vistara, IndiGo, SpiceJet, Kingfisher Airlines and Air Deccan.

Dr. Sarath Obeysekera, a high-profile CEO and the former Managing Director of Colombo Dockyard PLC contends the appropriateness of filling senior corporate positions of the public sector from foreign nationals, when positions of high-calibre CEOs are not locally available. He says that Sri Lankan Airlines has previously benefited from expatriate professional leadership. During the Emirates management period from 1998 to 2008, British aviation professional Peter Hill led the airline through rebranding, fleet modernisation, network expansion and improvements in service standards.

The airline reported profits during several of those years, although later analysis showed that gains from aircraft sales and leaseback transactions contributed significantly to some results. Nevertheless, the airline was run with greater commercial discipline, clearer accountability and considerably less day-to-day political interference.

Following the end of Emirates management, due to direct intervention by the then President, Sri Lankan Airlines faced turbulent situations and passed through numerous chairmen, chief executives, restructuring proposals, procurement controversies and political interventions while taxpayers continued to carry its debts and losses.

It would be unfair to suggest that every Sri Lankan chairman or CEO was incompetent or corrupt. Sri Lanka has produced many outstanding aviation professionals. The deeper problem has been a governance system in which even capable executives can be weakened by political appointments, interference in commercial decisions, frequent leadership changes and the absence of measurable accountability. He says that the arrival of Indian professional leadership is not limited to aviation.

Colombo Dockyard presents another significant example. Following the acquisition of a controlling interest by India’s state-owned Mazagon Dock Shipbuilders, Capt. Jagmohan was appointed its non-executive chairman. He is a naval architect with extensive experience in warship design, naval dockyards, shipbuilding and major maritime projects. (Mazagon Dock leadership)⁠

This partnership could give Colombo Dockyard access to capital, technology, Indian and international orders, specialised naval work and a much larger supply chain. However, because the Dockyard is an important national maritime asset, success must be measured by the creation of skilled Sri Lankan employment, expansion into commercial and offshore engineering, growth in exports, transfer of technology and development of local managerial successors—not merely by a change of ownership or boardroom nationality.

The rise of Indian professionals should not surprise us. Sundar Pichai leads Alphabet and Google, while Indian-born executives have led several other globally important technology and industrial corporations. India has built an enormous pool of engineers, scientists, accountants and managers through technical education, English-language capability, exposure to large competitive markets and international professional mobility.

India’s formal national ambition is Viksit Bharat 2047—to become a developed nation by the centenary of its independence. The target is 2047 rather than 2040, and its vision specifically combines economic growth, skills, social progress, sustainability and good governance. (Government of India)

The important lesson is that nationality should not be the principal criterion for selecting the person to lead a strategically important State enterprise. Competence should be, according to Dr. Obeysekera. This principle should now be extended to another equally important national institution — the Sri Lanka Ports Authority (SLPA), as this post has fallen vacant and an advertisement has appeared in the newspapers calling for applications from suitable applicants.

The recent discussion surrounding the vacant substantive post of Managing Director of the SLPA, including Dr. Sarath Obeysekera’s call for the appointment of a “developer, not merely an administrator”, raises a fundamental question: Are we looking for someone merely to administer the existing machinery of the Ports Authority, or someone capable of transforming Sri Lanka’s ports into major engines of investment, industry, employment and foreign-exchange earnings?

The distinction is crucial. On the other hand, one should not be over excited for the manner in which foreign nationals are employed not in hundred perhaps in thousands in manual operational activities in heavy industries in Sri Lanka. In the case of Shipbuilding and Construction industries, the deployment of welders and skilled workers have now become a norm rather than an exception.

Sri Lanka possesses enormous maritime advantages. Colombo is strategically located on one of the world’s busiest shipping routes, while Hambantota and Trincomalee offer substantial possibilities for future development. Yet the challenge is no longer simply to operate ports efficiently. The country must develop the ecosystem around them — logistics, ship repair, shipbuilding, offshore services, maritime industries, warehousing, bunkering, technology, investment and related export-oriented activities.

This requires a different type of leadership. The government should therefore consider applying the same bold thinking demonstrated in the Sri Lankan Airlines appointment to the SLPA. If the best person to transform the Ports Authority is a Sri Lankan, appoint that person. If the best candidate is an internationally recognised professional from India, Singapore, Dubai, Europe, Japan or elsewhere, why should nationality become a barrier?

Indeed, the Sri Lanka Ports Authority Act itself provides that the Minister shall appoint a “competent and experienced person” as Managing Director, whose responsibility includes directing the business, exercising the Authority’s functions and controlling its employees. That statutory emphasis on competence and experience should guide the selection.

What Sri Lanka needs is not another appointment based primarily on seniority, institutional familiarity or traditional public-sector credentials. It needs a leader with a proven international track record in port development, maritime logistics, commercialisation, investment attraction and large-scale project execution. Such a person should be given clear targets and held accountable for delivering them.

The appointment of an international professional should not be regarded as an admission of failure on the part of Sri Lankan professionals. On the contrary, it would demonstrate confidence in the principle that Sri Lanka’s national assets deserve the best available talent, wherever that talent may be found.

The government has already demonstrated this new approach through the Sri Lankan Airlines appointment. I respectfully suggest that it should now have the courage to apply the same principle to the Sri Lanka Ports Authority.

Our national assets are too valuable to be confined to a search for talent within national boundaries. The best person for the job should be given the job irrespective of nationality.