Life style

The sinking of SLNS Weeraya and Jagatha

Published

6 years ago

2020/11/1

After decades-long tour of duty on the waters, Weeraya and Jagatha – two ships of the 3rd Fast Gun Boat Squadron of the SL Navy, have now found their new home on the seabed off the port of Trincomalee. While they continue to prove their mettle enriching the deep waters as fish breeding grounds and shipwreck diving sites, those who manned them recollect fond memories on board.

by Randima Attygalle

Weeraya and Jagatha translate into ‘hero’ and ‘conqueror’. These ships of the 3rd Fast Gun Boat Squadron of the SL Navy lived up to their names ensuring the security of the Sri Lankan waters during wartime. Weeraya joined the fleet in 1972 when Rear Admiral D.V Hunter was at the helm of the Royal Ceylon Navy and Jagatha in 1980 during Rear Admiral A.W.H Perera’s tenure as Commander.

During the 30-year war, these ships were in the frontline fighting arms smuggling and terrorist activities in the seas off the Karainagar Island. Having played their part, Weeraya and Jagatha bid goodbye to the men above the waters, settling down on ‘Davy Jones’ Locker’ off Rocky Point in Trincomalee a few weeks ago. They were both soon to turn 60.

The ceremonial decommissioning of the two vessels at the Naval Dockyard in Trincomalee a few weeks ago was presided over by the Navy Commander, Vice Admiral Nishantha Ulugetenna. In keeping with naval custom, the decommissioning was carried out with the seal of approval of the President. The decommissioning ceremony ended with the paying off pennants (long pennants equivalent to the lengths of each ship) ceremonially scissored into equal parts and the individual pieces distributed as souvernirs among the ships’ crew in the time-honored naval traditions. The decommissioning ceremony was also attended by Rear Admiral (Retd) J.T.G. Sundaram (as a guest of honour) who commanded Weeraya from January 1, 1980 to January 25, 1981 as its sixth Commanding Officer.

Manufactured in 1961 in China, Weeraya was one of the first of two gunboats (FGBs) to be added to the fleet of the then Ceylon Navy in 1972 as one of Her Majesty’s Ceylon Ships (HMCyS). Until the arrival of this vessel, the Navy had only one ship- a Frigate called Gajabahu and many unarmed small boats,

Lieutenant Commander (Retd) Somasiri Devendra, an authority on maritime archaeology, says: “When the Insurgency of 1971 erupted we were without any seaward defenses and had to call upon Indian and Pakistani ships to patrol our waters and throw a cordon around us. The Chinese offer of two reconditioned FGBs- (Sooraya and Weeraya as they were renamed later) was welcome.”

The ships gifted by China in early 1972 were commissioned a few months later. Commissioning, as Devendra explains, is the act of empowering a vessel to act as a self-sufficient unit of the Navy under a Commanding Officer. The ships were launched by the Prime Minister who was the then head of the government and the country’s chief executive. Devendra who was in Kochchikade when the Sooraya and Weeraya arrived as deck cargo on a Chinese merchant vessel recollects his first glimpse of them wrapped in bamboo matting. “They were a class of ships designed for use in rivers – those rivers were much bigger than anything we have. At sea, their buoyancy would have increased. They had several engines and were heavily armed. They were tested as seagoing craft by us and several problems encountered were put right with our inputs.”

Soon, Sooraya and Weeraya were joined by three more Chinese counterparts. “When these three arrived, a ‘nationalist’ minded officer decided to pander to then Prime Minister, Sirimavo Bandaranaike by suggesting that the five FGBs have names starting with S,W,R,D and B. This resulted in the names Sooraya, Weeraya, Ranakami, Dakshaya and Balawatha!” says Devendra. The Chinese teams accompanying the ships remained here for several weeks after the handover.

“All the manuals, signage, etc. on board was in Chinese only. The first local crew made use of their stay to get all of them translated as the Chinese team had very good Sinhala speaking interpreters who had learned the language at one of our state universities.”

After the ships started patrolling it was found that given the tight Navy Vote, it was very expensive to run them at maximum capacity. Nevertheless, some of them did undertake cruises to the Maldives, notes Devendra.

The decommissioning ceremony of the Weeraya and Jagatha, Rear Admiral (Retd) J.T.G. Sundaram who commanded Weeraya as its sixth Commanding Officer, says was the “first ceremony of such scale and pageantry.” This senior officer who graced the occasion as a guest of honour lauds it as a fitting tribute to the two pioneer vessels. “Before the onset of the conflict, the role of the Navy was largely that of surveillance which gradually shifted to an operational one. Weeraya and Jagatha were among the vessels which had to adapt to this transformation.”

Light House Relief Operations servicing the Little and Great Basses Lighthouses in the South and patrolling in the Northern seas were some of the notable surveillance exercises for which the Weeraya was responsible before she took on operational duties, says Sundaram.

Jagatha in the mid-80s, was a notable platform for cadet sea training, Sundaram, who was also a training commander on board said. “Both these vessels underwent mid-life refit in the mid-1980s for which Chinese personnel arrived here.” Before a ship is decommissioned, the exercise known as ‘de-storing’ takes place explains the Senior officer. “All weapons, engines, propellers, shafts, electronic and electrical equipment, fuel and lubricants are removed in this process.” Once de-storing is complete, scuttling of the ship begins by allowing water to flow into the hull.

“Sailing during South West monsoon along the southern seas especially along the stretch between Hambantota and Tangalle passing Great Basses and Little Basses were the acid tests that a junior rating or a cadet had to prove his sea legs,” recollects a top-ranking retired naval officer. Fondly looking back on his days spent in the Gun Room of Jagatha as a young cadet in 1985, he adds, “the kitchen (galley) was using diesel fuel and the food had an eternal diesel flavour! The single toilet was not sufficient to cater to the larger crew; hence a Thunder Box was installed at the stern of Jagatha!”

The Shanghai class ships – Jagatha and Weeraya were the “best teeth the navy had to bite in late 70s and 80s”, reflects the senior officers who adds with a chuckle that today cadets will certainly make a mockery out of seven- point gun drill what was a ritual prior to a gun being fired. “It was ‘The Gun’ that the LTTE most feared tangling with,” he adds.

Out of the Jagatha’s four engines, two were in the forward engine room and used only when high speed was required. Their roar at high RPM was not at all ear-friendly, he recounts. “The Crow’s Nest was a cage like contraption on the top of the lattice mast and slacking cadets or those caught for being too smart were banished up there as punishment

“Sailing through the Karainagar channel into the Elara naval base at Karainagar, passing Fort Hammenhiel without running aground, was a skill mastered by the then commanding officers and Master-at-Arms who were at the rudder of the vessel, he notes.

The Dumping Permit Regulations made under the Marine Pollution Prevention Act require the sanction of the Marine Environment Pollution Authority (MEPA) for any decommissioning of a vessel and this was obtained prior to the sinking.

“True to MEPA’s vision of realizing a healthy coastal and ocean environment for future generations, we welcome shipwrecks which promote fish breeding places and shipwreck diving which spurs awareness and future interventions in terms of sustainability. We are conscious that such wrecks are not detrimental to the marine life,” remarks Dr. Terney Pradeep Kumara, General Manager of MEPA. Any decommissioning of a ship, he explains, should be authorized by MEPA. “A dumping permit is issued for sinking of any vessel once the authorities are satisfied that all pollutant-agents such as oil, lubricants and non-degradable material is removed from it.”

The open gangways of a shipwreck are a haven for both the fish and the diver alike says the Marine Ecologist. “While wrassers, groupers, larger snappers and morays thrive in these places, they also enable divers to swin through these passages.”

Ship wrecks as the Tec-Diver and underwater explorer, Dharshana Jayawardena explains, could be a boon to fisheries and tourism. “From a fisheries perspective, the correct location and depth is important. The currents in the location will determine how well-nourished the wreck will be with coral larvae floating in water that will settle to make an artificial reef; also once it is a reef, how much nutrients will be available for its sustenance will also count. The least pollutants in the location, the better the reef will turn out to be.”

Wrecks also act as safe havens for shoaling fish to hide during day time. It is important that these locations can be easily accessed by recreational divers. “If not its value for tourism won’t be as much. In addition, the location should have good water clarity most of the time,” notes the technically precise diver with a wealth of experience diving into decommissioned ships both locally and overseas. The two decommissioned gunboats lying close together in the Trincomalee Harbour, the Chevron glass gunboat off the shores of Moratuwa, the wreck of We Ling that was sunk with several bullet-proof VIP cars onboard in Negombo and several decommissioned vessels in the Maldives sunk for the purpose of creating artificial reefs for the Maldivian tourism industry are among such diving pursuits of his.

A few kilometers away from the Jagatha and Weeraya’s resting place in Rocky Point, off Trincomalee, lie remains of several aircraft, decommissioned navy gun boats and also one of the largest wrecks in the world – the Admiralty Floating Dock 23. But marine tourists are not allowed to access these as they are within the harbour environs, says Jayawardena.

A ship sold for scrap will yield a one-time, short-term dividend, a ship sunk as an artificial reef will provide dividends for over 100 years as an abundant fishing ground and also give back millions of dollars in foreign revenue to the country from the tourist divers who come to visit the wreck, notes the explorer.

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Life style

Tourism gets a World Bank powered boost

Published

5 days ago

2026/09/6

Thilina Walpola

By Zanita Careem

With Sri Lanka tourism entering a new phase of growth, the Deputy Minister of Foreign Affairs, Foreign Employment and Tourism, Professor Ruwan Ranasinghe outlined the Government’s forward looking approach, stressing that Sri Lanka must move forward, and must move beyond short term promotional efforts and build a tourism industry backed by clear strategy, stronger planning and measurable results. At the recent Press Conference, held at the SLTPB, Sri Lanka Tourism launched two World Bank supported consultancy assignments to develop a national tourism strategy and global promotional campaign road map, as the country seeks to attract high spending visitors and generate greater economic reforms. The National Tourism strategy planning consultancy for 2026-2031 will prepare a five-year framework, covering a forward looking approach, centred on transforming tourism into a more competitive sustainable and high value sector. For Sri Lanka, this initiative marks an important shift towards strategic, sustainable and inclusive tourism development with the aim of giving greater economic opportunities to the people. The Deputy Minister said the country does possess the natural beauty, cultural heritage and hospitality needed to compete globally. What is required now, he emphasised, is a coordinated approach that brings together government, industry stakeholders and international expertise.

For Professor Ranasinghe the way forward is not simply about bringing more tourists to Sri Lanka but about creating greater value from every visitor, diversifying markets, encouraging investment, strengthening the tourism institutions and developing a destination that can complete confidentially on the world stage. His speech reflected a clear message, Sri Lanka has the attraction, diversity and potential to compete with the world’s best destinations, but must be driven by stronger strategy, sharper global marketing and co-ordinated action.

He emphasised that Sri Lanka has not lacked tourism plans in the past. Previous governments and tourism authorities had undertaken considerable work and developed important plans but the challenges was that these efforts had not given the strength, continuity and implementation mechanisms needed to produce the desired results. The new approach, he stressed, is about giving tourism greater teeth through stronger planning, better governance, targeted investment, sustainable development and a much aggressive presence in the international markets.

(Q) Why is the launch of the National Strategies Planning Consultancy a major milestone for Sri Lanka’s tourism industry?

(A) The launch marks a turning point because it introduces a structured, evidence-based framework for tourism development. For years, Sri Lanka focused primarily on increasing visitor numbers, but despite strong arrivals, revenue growth lagged. This consultancy, supported by the World Bank, ensures that future strategies emphasise value creation, sustainability, and inclusivity. It is the first time Sri Lanka’s tourism industry is being aligned with global best practices, institutional reforms, and a clear roadmap for implementation, making it a landmark initiative.

(Q) What are key priorities that the new national tourism strategy will focus on?

(A) The new strategy prioritises enhancing visitor spending and length of stay, reducing revenue leakage by strengthening local supply chains, modernising institutions and regulations, and embedding sustainability across all tourism activities. It also emphasises skills development through curriculum modernisation at SLOTH, digital transformation of tourism data systems, and diversification of tourism products to attract high-value segments such as wellness, eco-tourism, and cultural tourism.

(Q) What major gaps in Sri Lanka’s existing tourism strategy do you hope to address?

(A) Previous strategies were heavily arrival-driven, with limited focus on yield per visitor. There was weak differentiation among destinations, limited integration with local communities, and insufficient institutional coordination. The new plan addresses these gaps by embedding sustainability, strengthening provincial tourism bureaus, diversifying products, and ensuring that tourism revenue benefits local communities more directly.

(Q) What is the vision behind Sri Lanka’s new global promotional campaign road map?

(A) The vision is to reposition Sri Lanka as a premier global destination by highlighting its unique blend of culture, nature, and wellness. The campaign, developed with international expertise, will use data-driven marketing, influencer collaborations, and destination storytelling to reach high-value markets. It aims to move beyond generic promotion and instead create a strong, differentiated brand identity for Sri Lanka.

(Q) How will this campaign change the way Sri Lanka is positioned and marketed internationally?

Professor Ruwan Ranasinghe: New international narrative for Sri Lanka

(A) Sri Lanka will be marketed not just as a tropical island but as a destination offering diverse, high-value experiences. The campaign will highlight wellness retreats, heritage tourism, eco-adventures, and community-based experiences. This repositioning will attract discerning travellers who seek authenticity and are willing to spend more, thereby increasing tourism’s contribution to the economy.

(Q) How will the Ministry ensure that the strategy does not remain another document, but is actually implemented?

(A) The consultancy includes costed action plans, institutional reforms, and monitoring mechanisms to ensure accountability. Stakeholder workshops and validation sessions will embed ownership across government, private sector, and communities. The Ministry is committed to ensuring that this strategy translates into tangible outcomes through structured implementation and regular progress reviews.

(Q) Are we ready to market Sri Lanka to the world at a much bigger level or do you first need to fix the gaps in the visitor experience before spending heavily on promotion?

(A) Both aspects must go hand in hand. While global promotion is essential to reposition Sri Lanka, the visitor experience must be strengthened to ensure repeat visitation and positive word-of-mouth. The strategy priorities service standards, infrastructure, and product diversification so that promotional spending translates into genuine value for visitors and communities alike.

(Q) What does the World Bank’s involvement bring to Sri Lanka’s tourism strategy that was missing from previous initiatives?

(A) The World Bank brings international expertise, credibility, and funding support. Its involvement ensures that Sri Lanka’s strategy is benchmarked against global best practices, with stronger institutional frameworks and better data systems. Unlike past initiatives, this partnership emphasizes sustainability, inclusivity, and value-driven growth, ensuring long-term resilience for the industry.

(Q) Will the World Bank’s expertise help Sri Lanka move from simply increasing tourist arrivals to attracting high-value tourists?

(A) Yes, the World Bank’s guidance is focused on shifting from volume-driven growth to yield-driven growth. By strengthening product development, diversifying markets, and embedding sustainability, Sri Lanka will attract high-value tourists who spend more, stay longer, and contribute positively to local communities and conservation efforts.

(Q) Will the new strategy place greater emphasis on sustainable and responsible tourism?

(A) Absolutely. Sustainability is at the heart of the new strategy. ECT-tourism, community-based tourism, and conservation initiatives will be scaled up to protect Sri Lanka’s fragile ecosystems and heritage. Responsible tourism practices will be embedded across the industry to ensure that growth does not come at the expense of the environment or local communities.

(Q) With the World Bank bringing international expertise to Sri Lanka’s tourism strategy, what is the one major transformation for the world to see in Sri Lanka as a tourism destination?

(A) The major transformation will be Sri Lanka’s repositioning as a high-value, sustainable destination. The world will see Sri Lanka move beyond being a volume-driven market to becoming a model of responsible tourism, where visitors enjoy authentic experiences while contributing to local prosperity and environmental conservation. This shift will redefine Sri Lanka’s global image and ensure long-term competitiveness.

Life style

When food becomes the language of connection for Chef Sajesh Nair

Published

5 days ago

2026/09/6

Thilina Walpola

Royal medley of Indian flavours-at Nair’s Navaratne

By Zanita Careem

Behind every memorable dining experience is a chef whose passion transforms ingredients into something extraordinary. At Taj Samudra Colombo, the hotel’s Executive Chef, Sajesh Nair brings culinary artistry, precision and a deep understanding of flavours, curating dishes that are as refined as they are memorable.

With his passion for quality ingredients, attention to details and commitment to culinary excellence, Chef Nair continues to create flavours, turning the finest ingredients into culinary masterpieces, and transforming the dining table into a stage of indulgence.

Behind every memorable dining experience is a Chef who understands that food is more than what appears on a plate. For Chef Sajesh Nair cooking has been a lifelong journey, shaped by tradition, discipline, curiosity and a passion for authentic flavours.

With an impressive 30 years in the culinary tradition, including 17 years with Taj Hotels, Chef Sajesh Nair has built a career round creating a distinctive dining experience, while remaining deeply connected to the heritage of the cuisines he represented.

His journey with Taj has taken him through some of the group’s most prestigious properties. He was the Executive Chef at the celebrated Taj Falakruma, in Hyderabad, where he became particularly recognised for his expertise in Hyderabad and Nizami cuisine. “My philosophy was rooted in preserving traditional techniques while presenting them with refinement and creativity.” My passion for cooking began at an early age, “My journey was shaped by an early and lasting influence of my father.’’ It was through him that Sajesh developed an appreciation for food, discipline and dedication behind creating something truly special.

Turning ingredients into memorable experiences

His culinary credentials also came into spotlight when he led the team preparing an elaborate royal inspired menu for a high profile dinner at Taj Falakuma Palace, attended by Prime Minister Narendra Modi and Ivanka Trump.

At Taj Samudra Colombo, Chef Sajesh brought his wealth of experience to Sri Lanka’s hospitality scene. His culinary leadership extended to many restaurents, including the revamped Indian Restaurant Navaratne where he has created an experience, centred around cuisines from all parts of India. Adding depth to this culinary journey, Chef Sajesh philosophy fits naturally into the restaurant’s identity, offering guests an introduction to India’s culinary traditions while maintaining the standard of Taj hospitality. Navaratne has become more than an Indian restaurant, it’s a culinary passage to India with Sajesh Nair’s experience in helping bringing its flavours, traditions and stories to the table. Chef Sajesh Nair has a long Taj Hotel career and in Sri Lanka, as the Executive Chef of Golden Dragon – one of the hotel’s specialist restaurant, where he has brought his expertise and creativity to the kitchen, creating flavours that have delighted diners from all walks of life. His association with Golden Dragon, the Chinese restaurant, began in India where he worked at the restaurant as part of his early Taj Samudra hotel’s career. That experience gave him the exposure to the Chinese wider culinary techniques at the Golden Dragon Colombo.

Chef Sajesh Nair: Executive Chef, Taj Samudra, Colombo. Maestro behind flavours

At Taj Samudra Colombo, the Yumi Japanese restaurant is one of the hotel’s speciality dining outlets, His strength lies in creating dishes that balance authentic flavours with contemporary presentation, while his attention to detail and understanding of ingredients gave each creation its distinctive character. He embraced a wider gastronomic repertoire, mastering flavours and techniques from across the world. Chef Sajesh Nair’s culinary canvas extended beyond Indian cuisine. Nair’s role was not simply about mastering one cuisine but about creating different dining experience to suit different tastes. He curated extensive festive menus at Ports of Call and worked across the hotel’s speciality restaurants .

Chef Sajesh Nair’s journey extends beyond the restaurant kitchen with his career giving him opportunities to prepare food for celebrations, distinguished personalities and high profile guests in Sri Lanka and abroad. His work at the Golden Dragon and at the Yumi restaurent further reflect his versatility as a executive. Chef Nair led the culinary team at Taj Falaknuma Palace when a dinner was hosted for Narendra Modi.

Chef Nair and his team prepared the elaborate five-course royal Hyderabad/Nizami menu for Ivanka Trump during her Hyderabad visit. Mukesh Ambani and Ratan Tata both were among the prominent. Indian business leaders who attended the gala dinner. Among the distinguished personalities to experience Chef’s culinary artistry was Cherie Blair, who was among the guests at the glittering banquet at Taj Falaknuma Palace in Hyderbad during the 2017 Global Entrepreneurship Summit. He also curated menus for Mohamed Azharuddin’s wedding reception at Taj Mahal Palace. At this wedding he worked as a young Chef de Partie at the hotel where he won rave reviews. Later he steadily worked his way through the demanding hierachy of professional kitchens.

In Sri Lanka he has created menus for cricketers, both Sri Lankans and Indians. He was also the part of the team when he created various menus during PM Narendra Modi’s visit to Sri Lanka when he stayed at the Taj Samudra. He has also curated menus for all the higher profile personalities, like corporate clients and political figureheads, including the PM of Sri Lanka, Harini Amarasuriya.

From royal banquests in India to distinguished tables in Sri Lanka, Chef Sajesh Nair’s culinary journey is one marked by experience, versatility and an enduring passion for creating memorable dining experiences. His career reflects a Chef who has continually evolved with the times, while remaining rooted in the craft.

He quipped “For me food is more than what is served on a plate it is a way of connecting people.”

Life style

CCWE National Workshop calls for collective action

Published

5 days ago

2026/09/6

Thilina Walpola

Yassas Hewage, Chairman, Industrial Development Board, with Amélie July, Deputy Director for Sri Lanka AFD, and Dr Ayanthi Gurusinghe

The Ceylon Chamber of Women Entrepreneurs (CCWE), in collaboration with the University of Kelaniya, brought together policymakers, development partners, private-sector leaders, academics, civil society organisations and women entrepreneurs at the National Workshop “Advocating for Change: Women’s Economic Empowerment through Collective Action.”

The workshop formed part of the FAME – Feminism: Action and Mobilisation for an Inclusive Economy Project, supported by the Agence Française de Développement (AFD), and focused on identifying practical pathways to create a more inclusive and enabling entrepreneurial ecosystem for women in Sri Lanka.

The national dialogue provided a platform to bring together policy-level perspectives with the experiences of women entrepreneurs and grassroots organisations, while presenting research evidence on the barriers, opportunities and institutional changes required to strengthen women’s participation in entrepreneurship and economic development.

Welcoming participants, Dr. Ayanthi Gurusinghe, President of the Ceylon Chamber of Women Entrepreneurs, emphasised that women’s economic empowerment cannot be achieved through isolated interventions or training programmes alone. She highlighted the importance of connecting women entrepreneurs with finance, technology, markets, knowledge, networks and policy-making institutions, while ensuring that the voices of women, at community level, are represented in national discussions. She noted that the purpose of “Advocating for Change” is to bring these different voices together and move from identifying challenges towards practical and sustainable solutions.

Dr. Gurusinghe further stressed the importance of collective action among government institutions, development partners, academia, the private sector, women’s chambers and community organisations to create meaningful economic opportunities for women across Sri Lanka.

Partnerships for Progress:

France’s Continued Support for Women’s Economic Empowerment, Matthieu John, Deputy Ambassador of the Embassy of France, highlighted the importance of partnerships in advancing inclusive economic development and reflected on the contribution of the FAME partnership in Sri Lanka.

Together we rise: power of collective action

He emphasised the value of strengthening women’s participation in economic decision-making and creating opportunities that enable women not only to establish enterprises but also to build sustainable businesses capable of contributing to employment, innovation and economic growth.The participation of France and AFD in the programme reinforced the importance of international development partnerships that support locally led initiatives, research, advocacy and collective action for women’s economic empowerment.

Creating an Enabling Ecosystem for Women Entrepreneurs:

Delivering the keynote address, Yasas Hewage, Chairman of the Industrial Development Board (IDB), focused on the importance of creating an enabling ecosystem in which women entrepreneurs can move beyond micro and livelihood-based enterprises towards sustainable, growth-oriented businesses. He highlighted the role of enterprise-development institutions in providing entrepreneurs with access to technical knowledge, technology, productivity improvement, business-development services, finance and markets.

Hewage also emphasised that strengthening women-owned enterprises should be viewed not merely as a gender or social-development intervention, but as an important component of Sri Lanka’s wider industrial and economic development

The National Workshop concluded with a call for stronger coordination and continued collective action among government, development partners, financial institutions, academia, the private sector, women’s organisations and entrepreneurs.

Among the broader priorities emerging from the dialogue were the need to strengthen access to finance and markets; improve technology, digital and business-development support; create stronger pathways from micro-enterprise to sustainable business growth; strengthen institutional coordination; improve access to opportunities for women outside Colombo; and ensure that women entrepreneurs have a stronger voice in policy and economic decision-making.

CCWE emphasised that the dialogue is intended to contribute to a wider process of evidence-based advocacy for women’s economic empowerment, ensuring that recommendations are informed not only by research and institutional perspectives but also by the lived experiences of women entrepreneurs themselves.

The workshop reaffirmed a central message: Women’s economic empowerment is not solely a women’s issue—it is fundamental to Sri Lanka’s inclusive economic growth, industrial development and long-term prosperity.