
FAA issues emergency order grounding New York Helicopter Charter amid deadly Hudson River crash
The FAA's decision comes after the helicopter company fired its director of operations following his decision to shut down flights.
"The FAA is taking this action in part because after the company's director of operations voluntarily shut down flights, he was fired," the FAA said in a statement.
The FAA also announced it is completing a comprehensive review of the company's operations.
"The review, known as a Certificate Holder Evaluation Program (CHEP), determines whether an operator complies with applicable regulation and effectively manages safety, and identifies hazards and risks so the FAA and operator can mitigate them," the agency said.
The FAA previously announced that it would continue to support the National Transportation Safety Board's (NTSB) investigation into the crash, while also launching an immediate review of the tour operator's license and safety record
"The FAA is already analyzing airplane/helicopter hotspots nationwide, and we will be hosting a helicopter safety panel on April 22 to discuss the findings, risks, and additional mitigation options," the FAA added. "Safety is the FAA's number one priority, and we will not hesitate to act to protect the flying public."
The ill-fated New York City tour helicopter – a Bell 206L-4 LongRanger IV – came apart midair on Thursday afternoon before falling into the water upside down near the shoreline of Jersey City, New Jersey, killing a Spanish family of five and the aircraft's Navy SEAL veteran pilot.
The pilot, as well as Siemens executive Agustin Escobar; his wife, Mercè Camprubí Montal; and their three young children, were pulled from the water by divers and pronounced dead.
New York Helicopter Charter's suspension will remain in place until the necessary personnel and safety protocols are in place.
The company was also told to surrender its Air Carrier Certificate pending the outcome of the FAA's review.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Miami Herald
5 hours ago
- Miami Herald
Should You Buy a 2026 Nissan Rogue or Grab a Discounted 2025?
The Rogue is one of Nissan's best-selling vehicles in the US, playing a crucial role in the struggling automaker's lineup. In a segment that's growing more competitive, especially with the fully revamped 2026 Toyota RAV4 and Mazda CX-5 arriving, Nissan's update is surprisingly restrained. Following the 2024 facelift, changes are minimal: a small price adjustment, a new trim level, and some added tech features. The 2026 lineup sees a $200 increase across most trims, while the Platinum AWD gets a rare $1,000 price cut. For buyers deciding between the outgoing 2025 stock and incoming 2026 models, the updates are subtle enough to make a discounted 2025 unit appealing-especially with many dealers clearing inventory at aggressive prices. For 2025, the Rogue starts at $28,590 for the S FWD and reaches $39,990 for the Platinum AWD before destination charges. Trims like the SV AWD list for $30,990, while the off-road-styled Rock Creek AWD is priced at $33,490. Nationwide listings on show substantial markdowns, particularly on SV and SL grades, with savings often in the $2,000-$4,000 range depending on location and dealer incentives. The powertrain remains identical between 2025 and 2026 – a 1.5-liter VC-Turbo 3-cylinder producing 201 horsepower and 225 lb-ft, paired with Nissan's Xtronic CVT – so there's no performance loss in choosing a 2025. For value-focused buyers, these discounts may outweigh the modest updates in the next model year. Opting for a 2025 Rogue means skipping several 2026 updates. The new Dark Armor trim joins the lineup, positioned between the SV and SL. It brings blacked-out exterior accents, satin black roof rails, 19-inch gloss black wheels, and SV-based equipment that includes heated front seats, a heated steering wheel, panoramic moonroof, and Nissan's HD Intelligent Around View Monitor. It will be offered in both FWD and AWD, though pricing has yet to be confirmed. Tech upgrades are also part of the 2026 package. All models gain Google Built-In, integrating Google Maps, Assistant, and Play into the 12.3-inch touchscreen. The Platinum AWD now offers ProPilot 2.1, Nissan's latest semi-autonomous system that enables limited hands-free driving on single-lane freeways. However, if you want something truly groundbreaking, you will need to wait further for Nissan's upcoming electrified option. The Rogue e-Power is confirmed for the US but won't arrive until the brand's 2026 fiscal year, likely as a 2027 model. Choosing a 2025 Rogue means sticking with the gasoline-only setup, even as competitors like the RAV4 move to all-hybrid lineups. Copyright 2025 The Arena Group, Inc. All Rights Reserved.


Fast Company
8 hours ago
- Fast Company
My employee is bad at his job but keeps saying he's doing great
columnist Alison Green answers questions about workplace and management issues—everything from how to deal with a micromanaging boss to how to talk to someone on your team about body odor. A reader asks: I recently hired a new administrative employee. His job is to answer phones, greet guests, and complete various tasks I assign to him. His customer service skills are strong, but his attention to detail is very weak. I have given him a lot of feedback and training, but he continues to make basic mistakes and misses almost every deadline I give him. But he is constantly telling me how great a job he's doing. He routinely tells me things like, 'You are going to be so happy when I show you what I've done for you!' or 'You are going to love me—I am making your life so much easier!' and then hands me a report that I have to spend a half-hour correcting. Yesterday, I told him to follow up with me when he completes tasks because I would rather he proactively inform me than wait for me to ask. His response: 'As you know, I always complete tasks immediately [ this is untrue ] but I didn't know you needed me to remind you of that. No problem at all!' This behavior is really grating on me. His work product hasn't improved and I'm starting to feel like he's trying to manipulate me into not giving him corrections. I'm starting to struggle giving him feedback because I feel like he ignores me and I'm letting that affect my interactions with him. Have I already arrived at the 'this needs to improve or else' conversation? He started just two months ago. I want to give him time to learn and grow, but my patience is zapped. Green responds: I'm sorry, I laughed out loud at 'As you know, I always complete tasks immediately [ this is untrue ].' You do need to have the 'this needs to improve or else' conversation. You've given him very basic feedback over and over, he's not improving, and he misses almost every deadline you give him. His overhyping of his own work makes this more concerning. If you could see that he was taking your feedback seriously, he understood that his work isn't where it needs to be, and he was working hard to incorporate your feedback, I'd say sure, give him some time to work on mastering the job. But when he's ignoring your feedback and telling you his work is superb when you've clearly told him it's not, that's a serious problem, and not the sort that time usually helps with. However! There's potentially some room for hope if you haven't been completely clear with him. When you've given him feedback and talked about mistakes, have you been clear that the work isn't at the level you need and that the pattern of mistakes is serious? And when he misses deadlines, have you told him clearly that it can't keep happening? (For example: 'This was due yesterday—what happened?' Followed by, 'It's really important that you turn in work by the agreed-upon deadline or tell me ahead of time if you're worried about your ability to do that.') If you haven't done those things, it's possible that this could turn this around. A lot of managers in your situation think, 'But I shouldn't need to do that! He should know that missing a deadline is a big deal, and that he needs to take feedback seriously.' And indeed, he should. But many employees miss the cues that managers think are obvious—and when you're frustrated with someone, the first step is to make sure that you've been really clear about the expectations you need them to meet. (In fact, whenever you're feeling frustrated with an employee, that's a flag to check how clear you've been.) If you've done those things and this is still happening, then yes, it's time for a serious conversation where you explain you can't keep him in the job if you don't see significant improvement on these fronts quickly. Interestingly, I think you can do all of this without directly addressing the 'I'm amazing' comments. By addressing the crux of the problem—his work is not what you need it to be—he'll probably get the message that his self-hype isn't in line with the reality. If he doesn't, that's not a great sign about how well he's processing your message. That said, if you want to address it, you can! You could say, 'I was surprised to hear you say you always complete tasks immediately when I've shared my concern about a number of missed deadlines recently.' Or you can take the hype as statements of his intentions rather than what he's actually done. For example, with his 'I am making your life so much easier!' comment, you could refer back to that later with something like, 'I know you want to make my life easier and I appreciate that—that's what I want from your role as well. When you give me a report with errors that I have to spend half an hour correcting, that's not happening. I need you to double-check your work before it comes to me so that you're spotting and correcting your own errors and I don't need to fix anything when it comes my way.' But I think if you keep the focus on the gap between the work he's producing and the work you need—and just consider the self-hype a strange and even amusing eccentricity —you'll figure out pretty quickly if he can succeed in the job or not, and that's what really matters.
Yahoo
9 hours ago
- Yahoo
Why Boeing Can Build A 737 In 9 Days (But The 747 Took Much Longer)
Boeing has been very fast at making the 737, maybe a little too fast, according to an NTSB investigation. As many as 52 Boeing 737s were leaving the assembly line every month by early 2019, thanks to production advances that shortened the assembly process to just nine days per plane. That's a sharp contrast to earlier days of the 737, when seven planes were produced on a monthly basis. But in March 2019, the FAA grounded the 737 MAX in response to two fatal crashes of the plane, one earlier that year and one in 2018. Production and sales would drop dramatically, but production would slowly start to rebound, that is, until January 5, 2024, when a 60-pound chunk of the fuselage blew off in the middle of Alaska Airlines flight 1262, depressurizing the entire cabin. This led to another temporary grounding, as well as another plummet in production and sales. The January 5 incident was due to the 737 in question leaving the factory with an unsecured door plug. The NTSB would place at least part of the blame on the rushed production of the 737 MAX, and the company would be forced by the FAA to cap its monthly output to 38 planes. It would take until May 2025 for Boeing to build back up to those production numbers, though. But, thanks to its nine -day build process, the company plans to increase monthly production of the 737 MAX to 42 planes by the end of this year, with FAA approval. If all goes according to Boeing's plan, production will ramp up to 57 planes per month by May 2027. Read more: These Should Be The Next Mail Trucks When The Post Office Gets Privatized Why Do They Need To Build The Boeing 737 So Fast? Boeing's ambitious goals to ramp up production of the 737 may seem odd in view of the plane's recent difficulties. But in spite of the 2018 and 2019 crashes, the 2024 Alaska Airlines incident, the FAA groundings, and the impact these events have had on sales, Boeing still has a massive backlog of over 4,000 orders to fill. Sales have begun to rebound, as well. Saudi-based AviLease, for example, recently ordered 30 Boeing 737 MAX planes. This follows an order by American Airlines for 85 737 MAX-10 planes, even though the MAX-10 isn't even certified yet. In fact, the Boeing CEO claims that the 737 is sold out for the rest of the decade. Then there are market pressures caused by competition. For instance, Airbus before the COVID-19 pandemic was able to produce over 60 of its A350 series planes on a monthly basis. It delivered 602 of these planes last year, averaging about 50 per month. Airbus plans to expand its production facilities and ramp up to 75 planes per month in 2026. Obviously, Boeing does not want to fall behind. The financial bottom line is important, too. Boeing needs to keep manufacturing costs down on a plane like the 737 in order to stay competitive. The more time a plane spends on the production line, the more man-hours are involved. Furthermore, Boeing has to keep its customers and shareholders confident that it can deliver planes on a timely basis. How The Boeing 737 Is Built So Fast Building a jet in just nine days is no easy task. Boeing began production of the 737 in 1968 and, by 1998, it was producing a mere seven planes a month, as everything in the build process was pretty much done manually. That year it would increase monthly production of the 737 Next Generation to 14 planes. In 1999, Boeing radically changed the way this plane was manufactured, enabling the 737 to be built in 11 days. When Boeing moved on to the 737 MAX, the process was further streamlined to nine days. Before this change, the 737 was assembled the way planes are traditionally built, which is called "garage-style". With this method, the plane stays in one spot during the entire process, while the different teams come to it at various stages in the production timeline. But the large volume of orders placed for the Boeing 737 meant there needed to be a faster way to build it. So, the jet is now placed on a conveyor that moves it forward at a speed of 2 inches per minute from one assembly team to the next. In theory, if one team can't finish its tasks before the plane has moved on, this is documented for the next team to finish. However, it is speculated that this is the part of Boeing's 737 build process that broke down and resulted in the January 5, 2024, Alaskan Airlines incident. The unsecured door plug wasn't documented, and thus the next team in the production didn't know it needed to be secured. So, Boeing has modified the production to a "move-ready" process, whereby the plane is moved along the line only after the team that is currently working on it has finished critical tasks. Building A Boeing 737: Days 1-4 One of the ways that Boeing has streamlined the assembly process of the 737 is that it orders the fuselage pre-built, instead of building it in the plant. The hollow shell is delivered by train from a supplier in Wichita, Kansas. Once it arrives at the factory in Renton, Washington, the assembly can begin. On days one through three, all the things that go inside the walls and panels, the wiring harnesses, plumbing, and insulation are installed, much the way a house is built after the frame and outer walls go up. At this stage, the avionic electronics are installed as well. Once these things are done, the hollow tube can be turned into an airplane. On day four, the wings, also pre-built, are lifted by cranes and attached to the fuselage. Lasers are employed to ensure the precise alignment needed for the wings. The vertical tail fin is also attached, as well as the landing gear. At this point, the structure is looking like a real airplane, at least from the outside. Building A Boeing 737: Days 5-9 By day five, system functional tests are ready to be conducted. This is also when the horizontal stabilizer, or tailplane, is fitted. Most work shifts to the inside, where floor panels are laid and galleys and lavatories are installed. Final work on flight control wiring is completed, as well. On day six, the power is turned on. This allows the team to test the landing gear, making sure it retracts like it is supposed to. Other major subsystems are able to be tested as well. This is a very important point in the build process. On day seven, the plane is able to stand on its own "feet", so to speak. It is taken off of the assembly jacks and lowered on to its own wheels. This is also when the engines are mounted to the 737, and the engine wiring and fuel lines are installed. A lot of testing is done on day eight. Diagnostics are run on the flaps, slats, rudder, elevator and other flight controls. The cockpit systems are tested pretty rigorously, as well. The systems are specifically tested to see how they work together. Final quality checks are done on day nine. The customer will conduct a walkthrough inspection while the plane is still in the factory. Once it passes all inspections, it is rolled out of the factory and on to a field for engine run-ups, taxi tests, and eventually a first flight. All that's left is painting the plane, which will take a few days. But by the end of day nine, the 737 is fully assembled. Why Did It Take So Long To Build The Boeing 747? Since the Boeing 737 can be built so efficiently, it might seem odd that it would take so much longer to complete a 747, 43 days, to be precise. But did you know that a single Boeing 747 contains 150 miles of wiring and over 6 million parts overall? The sheer size and complexity of the widebody 747 is one reason building it would take so long to build. The 747 weighs 206 tons empty, over four times heavier than a 737, and its wingspan is nearly twice that of the 737. Each wing required 40,000 rivets, and moving and attaching these massive wings required the use of cranes, which would take some time. The comparatively low sales volume of the 747 was another factor. During the 55 years it was in production, only 1,574 were built, compared to over 11,000 of the smaller 737s during that time. By the time production of the Boeing 747 was discontinued, only one plane was being built every two months, and the company was still keeping up with demand. It wasn't practical to dramatically overhaul the manufacturing process for the 747, as it was for the 737. Simply put, Boeing never needed to build the 747 in nine days. Boeing has certainly accomplished an impressive feat in its ability to build the 737 in just nine days on a consistent basis. But that speed in production hasn't come without cost, as seen in the government findings for Alaska Airlines flight 1262. Still, Boeing is determined to keep rolling out 737s at an ever-increasing pace. Want more like this? Join the Jalopnik newsletter to get the latest auto news sent straight to your inbox... Read the original article on Jalopnik.