I don't want to get into any arguments as I am just trying to give a bit of insight into things and this isn't aimed at you TB, or anyone on here, but Maria Caulfield is using GTR as a scapegoat here as she knows it is what people want to hear. If you look at the reasoning behind the issues yesterday it looks as if they were mainly Network Rail issues (signalling, points, possible issue with the 3rd rail at Victoria), not GTR. The only one that would probably be down to GTR would be the brake issue. That wouldn't excuse a lack of information but having worked on the front line before I sometimes found the best information was on Twitter, or using third party sources like Real Time Trains or sussextrains.co.uk as the last 2 are automated so don't rely on someone sending e-mails, tweets or answering the phone.
I can't comment on the previous months of poor service and don't want to get drawn into another GTR bashing, I can only speak for myself but I come in and do the best I can to ensure my part is done to provide a service.
Great points. Like all work places I have no doubt GTR and Network Rail are full of well intended individuals, working hard to do the right thing. To me the chronic problem is the leadership, both strategically and the company culture they set - this comes from the top. GTR, rightly, get bashed as they are the customer facing end of a supply chain. Many other companies deal with far more complex supply chains but take accountability for this end to end. You can’t imagine Tesco say bleating on endlessly about their farmers and distributors if they ran out of milk every other day without seizing hold of the problem in partnership with their suppliers and doing something about it. The difference of course is GTR effectively have a monopoly and we can’t vote with our feet - although personally I am moving closer and closer to two days/week commuting - trouble is this does nt mke it significantly cheaper and hit their income unless PAYG a season ticketing comes in.