Sri Lanka’s maritime destiny has long been forged by pragmatic decision-making and visionary leadership. For decades, the Sri Lanka Navy (SLN) has balanced long-term national interests with the pressing demands of technology, intelligence, and operational logistics. However, as regional and global dynamics evolve at an unprecedented pace, a new era demands that we reassess our naval strategy. The challenges are clear: outdated shipboard systems, stalled indigenous shipbuilding projects, and a widening technological gap – all of which threaten our nation’s security and maritime dominance.

The Imperative for change

Historically, the SLN has achieved remarkable success through the strategic use of historical doctrines, real-time intelligence, and agile, well-educated manpower. These efforts have translated into measurable victories against maritime terrorism, human smuggling, and drug trafficking. Yet, despite these past triumphs and modernisation initiatives, recent commanders have encountered a self-fulfilling prophecy of technological stagnation. Budgetary constraints and an over-reliance on legacy systems have left our Navy vulnerable in an era when technological prowess defines strategic superiority.

It is essential to recognise that while naval strategy focuses on military operations at sea, a comprehensive maritime strategy must also integrate economic, political, and environmental factors. This broader view is crucial to safeguard our extensive coastline, vast Exclusive Economic Zone (EEZ), and critical sea lines of communication that connect the East and West.

Lessons from a failed project

In 2019, strategic advisors under President Gotabaya Rajapaksa outlined an ambitious vision for modernising the SLN. The SLN Strategy 2025 aimed to replace aging vessels – such as Fast Gun Boats and Fast Passenger Crafts – with a more capable fleet over the next decade. Yet, by 2025, the much-touted ‘20-ship fleet strategy’ had fallen dramatically short, producing only eight Offshore Patrol Vessels (OPVs) and leaving a gap of 12 ships.

In response, senior leadership commissioned the development of a cost-effective indigenous warship-building programme. Collaborating with Colombo Dockyard Limited (CDL) and leveraging the expertise of naval officers, shipwrights, technology experts, and international naval architects, two classes of vessels were designed: 45-meter patrol boats and 115-meter advanced offshore patrol vessels (AOPVs). This initiative sought not only to bolster maritime security but also to retain valuable US dollars within the local economy by nurturing domestic shipbuilding expertise.

Despite significant planning and the approval of the Ministry of Defence, the project ultimately stalled due to insufficient government funds. This setback, though deeply regrettable, offers a crucial lesson: Strategic ambitions must be matched by robust financial commitment and sustained political will.

The global tech race: A stark reminder

Across the world, naval forces are rapidly embracing advanced technologies to maintain their edge. From integrated digital navigation systems to unmanned aerial and underwater vehicles, modern navies are transforming how they conduct operations. In stark contrast, the SLN continues to operate with outdated systems – an issue highlighted during international forums such as the 19th Western Pacific Naval Symposium in Qingdao. Observers noted that some SLN weapons, still in active service, were displayed in the Chinese PLA Naval Museum, underscoring an urgent need for modernisation.

While efforts to establish Maritime Rescue Coordination Centres and Information Fusion Centres have been commendable, the heavy reliance on commercial-grade software and obsolete onboard systems hampers true technological advancement. Modern naval vessels now operate with paperless digital bridges that integrate real-time data from engine rooms to weapon systems – a capability that our current fleet sorely lacks. To remain competitive, we must not only adopt advanced technologies but also integrate them seamlessly into our operational framework.

2030 Maritime Strategy

The recently unveiled ‘2030 Maritime Strategy’ presents a forward-looking blueprint for naval modernisation. Recognising the financial constraints inherent in our current environment, the strategy advocates for upgrading existing platforms rather than pursuing extensive new acquisitions. Key initiatives include:

• Upgrading core capabilities: Enhancing navigation, communication, weaponry, and machinery to extend the lifespan and effectiveness of current vessels.
• Enhancing underwater detection: Investing in advanced sonar and sensor systems to improve our ability to detect and counter underwater threats.
• Diversifying the fleet: Introducing multi-mission vessels equipped with state-of-the-art sensor suites, stealth capabilities, long-range precision strike options, and three-dimensional surveillance systems.
• Boosting maintenance capabilities: Acquiring a floating dock to facilitate in-house maintenance and repairs, thereby reducing reliance on external facilities.
• Embracing unmanned technologies: Integrating Unmanned Aerial Vehicles (UAVs), Unmanned Underwater Vehicles (UUVs), and other autonomous systems to enhance surveillance and reconnaissance while reducing risks to personnel.

These measures are not mere enhancements – they are essential transformations designed to ensure that the SLN remains a formidable force in a region where maritime threats are continuously evolving.

Leveraging air power

While naval assets form the backbone of maritime defense, the integration of air capabilities serves as a crucial force multiplier. Past attempts by the SLN to establish an independent air wing have faced significant sustainability challenges. A more viable alternative is a collaborative approach with the Sri Lanka Air Force (SLAF).

Currently, the SLN operates five OPVs equipped with helipads. However, these vessels lack dedicated airborne assets, limiting their operational reach. By acquiring a maritime patrol helicopter through strategic partnerships or alternative acquisition models – and deploying it on an OPV with SLAF pilots – the Navy could dramatically extend its surveillance radius. This joint venture would not only enhance maritime domain awareness but also promote inter-service synergy, ensuring that resources are used optimally in a cost-effective manner.

The Wisdom of Geoffrey Till

The insights of renowned maritime strategist Professor Geoffrey Till serve as a guiding light for our future endeavours. Professor Till emphasises that naval forces must adopt a proactive approach to technological innovation, integrating it with practical operational capabilities. Over-reliance on technology without a solid foundation in strategic planning can lead to financial mismanagement and operational inefficiencies.

His guidance is clear; the success of any naval modernisation effort hinges on a balanced investment strategy that combines technological advancements with the realities of manpower, training, and fiscal responsibility. In a region marked by rapid technological advancements and economic constraints, maintaining this balance is more critical than ever.

A call for decisive action

The challenges facing the SLN are formidable, yet they are not insurmountable. Sri Lanka’s extensive coastline, vast EEZ, and strategic position as a maritime crossroads demand a navy that is agile, technologically advanced, and operationally ready. The failure of the indigenous warship project should serve as a wake-up call – a stark reminder that strategic ambitions must be supported by robust funding and unwavering political commitment.

Immediate and decisive action is required. This includes:

• Revitalising indigenous shipbuilding: Reassessing and relaunching domestic warship-building programmes with a clear, cost-effective strategy
• Modernising integrated systems: Upgrading onboard navigation, communication, and weapon systems to match global standards
• Enhancing maritime domain awareness: Investing in cutting-edge surveillance technologies and integrating unmanned systems to monitor our expansive maritime domain
• Strengthening inter-service cooperation: Leveraging the strengths of the SLAF to extend the reach and effectiveness of naval operations

Every day of delay further widens the technological gap, weakening our nation’s ability to protect its maritime interests. In an era where global naval powers are rapidly modernising, inaction is not an option. Sri Lanka must build its future Navy – not by purchasing state-of-the-art vessels on foreign markets but by investing in homegrown talent, technology, and innovation.

As the adage goes, "You can't buy a navy; you have to build one." The time for decisive, strategic action is now. It is imperative that government officials, policymakers, and naval leadership unite in a concerted effort to secure the future of Sri Lanka’s maritime security. By recalibrating our naval strategy with a focus on modernisation, resourcefulness, and strategic foresight, we can ensure that our Navy remains a potent force in the Indian Ocean – capable of safeguarding our nation’s interests in an increasingly competitive and technologically advanced global arena.

The future of Sri Lanka’s naval power depends on the choices we make today. Let us choose to innovate, invest, and inspire confidence in our maritime destiny.

(Rear Admiral Pradeep Rathnayake (Retd.) is a naval officer with over 36 years of service and held the position of Chief of Staff before his retirement in August 2024. A specialist in Marine Navigation, he has been trained at US Naval War College, UOW Australia [ANCORS] and the National Defence University of China) 

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The views and opinions expressed in this article are those of the author, and do not necessarily reflect those of this publication

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