The Metropolitan District Railway has the benefit of receiving sound
advice upon its financial policy from a very eminent expert. Mr. Gladstone is a shareholder in the Company, and has written a letter to the Chairman pointing out what he conceives to be the cardinal error of the management which has resulted in the an- nouncement that there are no profits to be divided. The pro- prietors of stock decided last year, against the advice of the Directors, to increase the fares, hoping thereby to protect them- selves against the incidence of the railway-passenger duty, which, as they contend, ought to be removed. But the increase otfares told heavily upon the traffic, and Mr. Gladstone now advises the Company to try, even at a present risk, to develop its business to the utmost extent of its carrying powers, by lowering the charges and substituting two classes of passengers for three. The three-class system is luxurious and aristocratic ; but the principle on which Mr. Gladstone bases his counsel, that success in- any enterprise is to be attained by the organization, whether public•or private, that " dives deepest down into the mass of the com- munity, and adapts its arrangements to the wants of the greatest number,"—is most consistent with a system of two classes. To Mr. Gladstone's recommendations might .be added a suggestion that the Metropolitan lines, on which access to the ticket-offices is- always impeded by crowds, should sell their tickets anywhere, singly, or in packets, like post-cards.
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