Amazon’s Music Unlimited quietly gets a price hike in the US and UK

Starting on February 21, Amazon’s Music Unlimited streaming service will increase by $1/£1 in the U.S. and the U.K. The Amazon Music Unlimited Individual Plan is increasing from $9.99 (£9.99) to $10.99 (£10.99) per month, whereas the student plan is changing from $4.99 (£4.99) to $5.99 (£5.99) per month.

The company noted the price changes on its support page, which was first noticed by Billboard. “To help us bring you even more content and features, we’re updating the prices of select Amazon Music Unlimited plans,” Amazon wrote.

While the company mentions price hikes to its Individual Plan and Student Plan, the prices for the Family Plan ($15.99/month) and Single-Device Plan ($4.99/month) appear to remain unchanged.

It’s only been eight months since Amazon last raised its prices. In May, the discounted Amazon Music Unlimited plan for Amazon Prime customers increased from $7.99 to $8.99 per month. Non-Prime members didn’t experience a change this time and still had to pay $9.99 per month.

Amazon also offers an Amazon Music Prime tier, which is included free with Prime subscriptions and offers ad-free listening. However, if users want HD, Ultra HD and Spatial Audio, they have to subscribe to Music Unlimited.

The e-commerce giant is currently in the middle of a cost-cutting spree, which includes the recent closure of its charity donation program AmazonSmile, and the decision to lay off 18,000 employees earlier this month.

Amazon’s decision to jack up the cost comes on the heels of Apple increasing its rival music streaming subscription, Apple Music, by $1 for individual subscribers and $2 for families in the U.S. Apple Music alsoquietly increased the price of its student planin the U.S., Canada and the U.K. in June 2022.

Spotify is also considering raising its subscription price in the U.S., which CEO Daniel Ek noted during the company’s earnings call in October. “[Price increases] is one of the things that we would like to do,” Ek said. “I feel really good about sort of this upcoming year and what that means in pricing in relation to our service.” This would be a notable move for the company since it hasn’t raised its standard subscription cost since launching in 2011 at $9.99 per month in the U.S.

Amazon’s Music Unlimited quietly gets a price hike in the US and UK by Lauren Forristal originally published on TechCrunch

Wordle clone Quordle acquired by Merriam-Webster

Merriam-Webster, the Encyclopædia Britannica subsidiary best known for its online dictionary, has acquired a popular Wordle clone called Quordle. Terms of the deal have not been disclosed.

Little fanfare has been made around the acquisition, but the Quordle website now redirects to its own space on the Merriam-Website website, while Quordle creator Freddie Meyer quietly issued this statement at the top of the Quordle tutorial section.

I’m delighted to announce that Quordle was acquired by Merriam-Webster! I can’t think of a better home for this game. Lots of new features and fun to come, so stay tuned!

Quordle is one of a number of knock-offs that emerged in the wake of Wordle’s rise to world fame. Wordle, for the uninitiated, is a simple web-based game that gives users six attempts to guess a five-letter word, with color-coded clues served as feedback if they get any of the letters correct. The New York Times snapped up Wordle last January for a seven-figure sum, and in the intervening months the game has apparently attracted millions of new subscribers to the NYT’s Games offering. The media giant later integrated Wordle into its crossword app, and even turned Wordle into a physical board game.

Quordle, for its part, builds on the basic Wordle concept, except there are four five-letter words to guess at once, with just nine tries. Each guess must be a genuine word, and each guess applies to each of the four words — the tiles change color to tell the user which guesses are correct, and whether a letter exits in that word but in a different position.

Quordle

Wordle’s wake

After arriving on the scene last February, just one month after the NYT Quordle had reportedly conjured up 1 million players within two months. But similar to Wordle, Quordle wasn’t much more than a passion project, with creator Meyer saying that he had “no plans to monetise Quordle,” according to reports at the time. That said, the developers did include some ads on the page as an alternative to soliciting donations to cover costs.

Fast-forward to today, and Quordle is now in the hands of Merriam-Webster, a brand that has evolved beyond its printed-dictionary foundations that started nearly two centuries ago, to include its first website back in 1996, followed by numerous tangential language-focused digital services such as vocabulary app for kids. Among its online properties is an NYT-style Games & Quizzes portal, which is where Quordle will now reside.

It’s also worth noting here that Spotify acquired a Wordle-inspired music guessing game called Heardle last summer, if we needed any further evidence of Wordle’s long-tail cultural and technological impact.

TechCrunch has reached out to Merriam-Webster for comment, and will update if — or when — we hear back.

Wordle clone Quordle acquired by Merriam-Webster by Paul Sawers originally published on TechCrunch

Gas, Slay, what’s next? Fire?

Hello and welcome back toEquity, a podcast about the business of startups, where we unpack the numbers and nuance behind the headlines.

This week,Natasha Mascarenhas,Mary Ann AzevedoandRebecca Szkutak jumped on the mic to talk through a diverse news week. Shoutout to our producer, Theresa Loconsolo, for putting together a script, and TC’s Andrew Mendez for this feedback: “Y’all slayyyed that recording and honestly can’t wait toyou all up on social media when this episode drops.”

Yes, we’re talking about Gen Z, and yes, if you can’t already tell, we had fun on this week’s recording:

Deals of the week included a new Trust Fund, a $29M raise from a proptech started by the co-founders of cloud computing company DigitalOcean and a $27M bet by some U.S.-based VCs on an African gaming startup, Carry1st.
Then we got into the state of fintech funding in 2022. Spoiler alert: It wasn’t pretty. We compared fintech’s year to that of global startups as a whole, and Becca gave us a lesson on the difference between structured rounds and down rounds.
We had a blast discussing a new trend of compliment-based teen social media apps, including Gas, which recently got acquired by Discord, and Slay, a German startup that just raised $2.63 million.
And finally, we discussed Microsoft’s latest round of layoffs, which we found both unfortunate and a bit perplexing.

On that note, we appreciate you all and thank you for the refreshing flood of feedback and compliments to start off the year. It always makes our days, and we hope we can lighten up and inform yours.

Equity drops at 10:00 a.m. PT every Monday and at 7:00 a.m. PT on Wednesdays and Fridays, so subscribe to us onApple Podcasts,Overcast,Spotifyandall the casts. TechCrunch also has agreat show on crypto, ashow that interviews founders, one thatdetails how our stories come together, and more!

Gas, Slay, what’s next? Fire? by Natasha Mascarenhas originally published on TechCrunch

Coinbase and others back ex-FTX US president’s crypto trading infra startup Architect

It has been nearly four months since Brett Harrison stepped down as president of FTX US, the American division of the now-bankrupt crypto exchange. Now, he has raised $5 million for his own startup, Architect, which aims to make trading infrastructure for large crypto investors.

“It’s a software company aiming to build institutional-grade infrastructure to connect various crypto venues across decentralized and centralized exchanges,” Harrison told TechCrunch. “We’re trying to make it easy to interface with either qualified custodians or self-custody. We’re building this single interoperability platform across crypto services with a focus on trading.”

The startup has raised capital in a pre-product financing round from Coinbase Ventures, Circle Ventures, SV Angel, SALT Fund, P2P, Third King Venture Capital and Motivate Venture Capital. Angel investors Shari Glazer, the CEO of Kalos Labs, and Anthony Scaramucci, former White House communications director and founder of Skybridge, are also among its investors.

Prior to FTX, Harrison worked at traditional financial institutions like Citadel Securities and Jane Street. He also spent about 11 years developing algorithmic trading software for global equities and derivatives markets.

“Talking with many past clients of FTX and thinking about my own background, one of the biggest barriers of entry to people for trading is building the infrastructure to access all these different venues,” Harrison said. “There’s a huge technological learning curve to doing so.”

Architect aims to appeal to anyone from large traders and hedge funds to trading firms, asset managers, VCs or “anyone who has to build infrastructure for crypto on more than one exchange,” Harrison said.

A startup like this could meet current market demand from big players for more unified and accessible platforms to connect their crypto services, instead of having a handful of tabs and servers open. The startup is launching pre-product, so its flagship service will have to be seamless and provide an easier user experience to trump other crypto services out there.

The capital will be used for hiring and product development. Architect’s will first develop “adaptable infrastructure products” so institutions can trade across both centralized and decentralized crypto markets. The company plans to launch its service in the second quarter of this year.

“I thought that we could make a difference in increasing the security and maturity of the space by helping traders adapt with the evolution of crypto market structure without having to build that software themselves,” Harrison said. “So traders and trading firms can focus on monetization, alpha and building core components.”

Coinbase and others back ex-FTX US president’s crypto trading infra startup Architect by Jacquelyn Melinek originally published on TechCrunch

A new kind of PE fund plans to roll-up German startups into potential unicorns and bigger exits

European startups have always suffered from the perennial startup problem: how to exit? However, in Europe the problem has always been particularly acute. How many large European industrial or corporate giants acquire or acqu-hire? Not that many and not nearly enough.

It’s part of the reason so many European startups end up heading to the US. The US one of the few markets where you can achieve decent scale, as well has have the potential to exit either trough a sale to one of the global tech platforms, or to the public markets.

Now a new, but slightly different, German Private Equity fund hopes to solve at least part of the problem, and at least in Germany, which will be its main focus.

Private equity investor FLEX Capital (based out of Berlin) says it has now closed its second fund of €300 million with the aim of effectively rolling-up medium-sized German- speaking tech companies and giving these merged entities greater global scale. This is an unusual use of PE funds, and puts FLEX into a slightly different category to the average PE outfit.

Investors includes fund of funds, institutional investors from Europe and the USA, and the founders of some successful European companies, such as Christoph Jost, Peter Waleczek, Felix Haas, Jan Becker, Andreas Etten and Dr. Robert Wutke.

The opportunity appears to be there. In the DACH region (comprised of Germany, Austria and Switzerland) there are estimated to be 11,000 medium-sized Internet and software companies that generate between €5-30 million in sales a year.

Christoph Jost, Managing Partner of FLEX Capital outlines their thinking in a statement: “In order to achieve the necessary strengthening of our own software sector in the DACH region through innovation and growth, more capital and know-how must flow into successful software and tech companies that are already category leaders… The new fund will enable us to do just that once again: to invest in outstanding entrepreneurs and management teams who are looking for a competent partner for the further development of their software companies.”

Since its foundation in 2019, FLEX Capital has acquired thirteen medium-sized software companies, including Nitrado (multiplayer game hosting); ComX, a B2B sales enablement platform; EVEX group, for hearing care professionals and opticians; an OMS group, a software group for output management.

One of the backers of FLEX Capital is Felix Haas, best known for co-founding Amiando and IDnow, as well as being the co-organizer and host of Bits & Pretzels, Germany’s largest founders’ event.

Haas explained the FLEX strategy more fully to me: “We buy 51%-100% of a company. We will focus on the smaller software startups (e.g. €15m revenue, €3m profit), then combine them with two or three other competitors. Then will have a much bigger leader (for example a company with €100m revenue and €20m profit). Then the companies are big enough for either IPO or to be sold to the more “normal” private equity firms.”

If Haas is right, then German startups just got a potential new exit opportunity. And in this downward-leaning Macro environment, that can be no bad thing, especially if you are a startup finding it difficult to raise and are looking for the exit doors.

A new kind of PE fund plans to roll-up German startups into potential unicorns and bigger exits by Mike Butcher originally published on TechCrunch

4 questions to ask when evaluating AI prototypes for bias

It’s true there has been progress around data protection in the U.S. thanks to the passing of several laws, such as the California Consumer Privacy Act (CCPA), and nonbinding documents, such as the Blueprint for an AI Bill of Rights. Yet, there currently aren’t any standard regulations that dictate how technology companies should mitigate AI bias and discrimination.

As a result, many companies are falling behind in building ethical, privacy-first tools. Nearly 80% of data scientists in the U.S. are male and 66% are white, which shows an inherent lack of diversity and demographic representation in the development of automated decision-making tools, often leading to skewed data results.

Significant improvements in design review processes are needed to ensure technology companies take all people into account when creating and modifying their products. Otherwise, organizations can risk losing customers to competition, tarnishing their reputation and risking serious lawsuits. According to IBM, about 85% of IT professionals believe consumers select companies that are transparent about how their AI algorithms are created, managed and used. We can expect this number to increase as more users continue taking a stand against harmful and biased technology.

So, what do companies need to keep in mind when analyzing their prototypes? Here are four questions development teams should ask themselves:

Have we ruled out all types of bias in our prototype?

Technology has the ability to revolutionize society as we know it, but it will ultimately fail if it doesn’t benefit everyone in the same way.

To build effective, bias-free technology, AI teams should develop a list of questions to ask during the review process that can help them identify potential issues in their models.

There are many methodologies AI teams can use to assess their models, but before they do that, it’s critical to evaluate the end goal and whether there are any groups who may be disproportionately affected by the outcomes of the use of AI.

For example, AI teams should take into consideration that the use of facial recognition technologies may inadvertently discriminate against people of color — something that occurs far too often in AI algorithms. Research conducted by the American Civil Liberties Union in 2018 showed that Amazon’s face recognition inaccurately matched 28 members of the U.S. Congress with mugshots. A staggering 40% of incorrect matches were people of color, despite them making up only 20% of Congress.

By asking challenging questions, AI teams can find new ways to improve their models and strive to prevent these scenarios from occurring. For instance, a close examination can help them determine whether they need to look at more data or if they will need a third party, such as a privacy expert, to review their product.

Plot4AI is a great resource for those looking to start.

4 questions to ask when evaluating AI prototypes for bias by Ram Iyer originally published on TechCrunch

Grazzy wants to stop letting people use ‘no cash’ as an excuse to avoid tipping

Carrying cash used to be a thing, but now with credit cards, and more recently digital wallets, having more than a couple of dollars in your physical wallet is hard to come by.

Unfortunately, that also leaves many of us ill prepared to show gratitude, especially when traveling, to give a cash tip to the people cleaning our rooms or bringing your car around.

Austin-based Grazzy wants to change that through its instant pay and tax compliance platform where people can leave tips for frontline workers that employees can access on the same day. It also provides a recruitment and retention tool for service-based employers, like hotels, bars, restaurants and salons, while also giving employees financial wellness tools.

Russell Lemmer, Grazzy’s founder and CEO, told TechCrunch he was one of those travelers who experiences great services at hotels but uses his phone for everything and rarely carries cash.

“While staying in Las Vegas, I left my bags with the valet, and wanted to tip, but couldn’t,” Lemmer recalls. “I heard the valet tell his colleagues that ‘this is seven in a row.’ I felt ashamed and started to think about a solution.”

Russell Lemmer, founder and CEO of Grazzy Image Credits: Grazzy

In surveying others, Lemmer found that he was not alone: A majority of people he talked to were also heavy phone wallet users who were once in a position of not being able to tip because they didn’t have cash.

He started working on Grazzy in September 2021, and what resulted is an app that takes a “business-to-business approach to Venmo,” and a seamless way to show gratitude to someone they don’t know personally, he said.

Lemmer also wanted to help employers reduce hourly worker turnover, which he said is a $100 billion problem in the U.S., by providing a way for employees to earn and save more. He’s not alone: As the global pandemic exasperated the already tough conditions for frontline workers, other startups brought in technology to solve certain aspects. For example, Anthill to connect those who never sit at desks, SnapShift to handle HR and AskNicely for customer experience.

Here’s how Grazzy works: Guests can instantly tip staff using a property-branded QR code, and the Grazzy Direct feature allows staff to access their tips instantly. Grazzy makes money from the processing fees.

The platform also monitors and tracks the money so that businesses can be tax compliant while also seeing the wage increases and the effect on their employees.

Lemmer says Grazzy reduces the wait that often happens with tips coming through credit card transactions and the need to regularly tip out or cut weekly paychecks. In addition, by offering an alternative to traditional cash, Lemmer sees digital tips increasing an employee’s earnings by 20% on average.

Grazzy started working with its first large hotel customer last July and that has now grown to about a dozen. It is still in its early stage and started bringing in revenue in the last month, Lemmer said.

Today the company announced $4.25 million in seed funding led by Next Coast Ventures and Tuesday Capital. This brings its total funding to date to $6.8 million.

Lemmer intends to deploy the new capital into accelerating customer growth across additional hotel brands, operating groups, restaurant groups and salons and into technology development so that Grazzy integrates with major operating systems.

In the meantime, he has a three-year plan in the works that involves going after hotel operating groups that manage hundreds of properties and building out additional financial wellness features for workers.

“We want to start to layer in better ways to save and spend,” Lemmer said. “We feel that is the next step after helping them make more money and access more of it on the same day. Long-term, they stay in these jobs a little bit longer, and it is a recruiting tool for the employers.”

Grazzy wants to stop letting people use ‘no cash’ as an excuse to avoid tipping by Christine Hall originally published on TechCrunch

Shadow acquires Android emulation startup Genymobile

Shadow is making its first acquisition as it announced that it would snatch Genymobile, the company behind Genymotion. Shadow is better known for its cloud computing service that works particularly well for cloud gaming. It also offers a cloud storage service based on Nextcloud.

As for Genymobile, the French startup has been around for more than a decade. It has specialized in low-level Android development. And in particular, it has developed a popular Android emulator so that developers can test their apps on multiple configurations and following different scenarios.

Terms of the deal are undisclosed. Genymobile’s co-founder and CTO Arnaud Dupuis will stay at the company and act as the chief executive of Genymobile starting March 1st. Genymobile’s existing CEO Tim Danford will step back from the company’s day-to-day activities and move to an advisor role.

“We are very happy to announce this acquisition as the relationship built this past year with Genymobile has been pivotal to our progress in the development of the next-coming generation of our service,” Shadow CEO Eric Sèle said in a statement. “This acquisition will bring additional expertise to Shadow, and also showcases our ambition as a company, which will go through both internal and external growth.”

Genymotion started as a desktop emulator for Android development. Companies could pay a subscription price to run virtual devices on their computer. More recently, the company started offering a hosted version of Genymotion emulation. Genymobile takes care of the server infrastructure while you can use your web browser to interact with your app.

Enterprise clients can also use Genymotion to run Android virtual devices on their preferred cloud platform — Amazon Web Services, Google Cloud Platform, Microsoft Azure, Alibaba Cloud, Oracle Cloud or on premise.

Moving to the cloud means that you can use Genymotion for automated testing and trigger those tests with your continuous integration system. For instance, every time you create a new build, CircleCI or GitHub Actions can kick off some tests on Genymotion to make sure that your new version doesn’t break anything.

Developers receive an alert if there’s something wrong. In addition to Android development, quality assurance teams can use Genymotion to reproduce bugs on specific devices in a specific geographic location.

Shadow recently launched its business service for cloud computing. Companies can access high-performance virtual machines that run Windows Server. The service could be helpful for gaming studios, 3D animation companies and other industries that require powerful GPUs.

With the acquisition of Genymobile, Shadow will be able to offer access to another type of machine in the cloud — in that case, Android devices.

Shadow acquires Android emulation startup Genymobile by Romain Dillet originally published on TechCrunch

EU watchdogs agree on how to handle certain cookie consent dark patterns

Cookie consent banners that use blatant design tricks to try to manipulate web users into agreeing to hand over their data for behavioral advertising, instead of giving people a free and fair choice to refuse this kind of creepy tracking, are facing a coordinated pushback from the European Union’s data protection regulators.

A taskforce of several DPAs, led by France’s CNIL along with Austria’s authority, has spent many months on a piece of joint-work analyzing cookie banners. And in a report published this week they’ve arrived at some consensus on how to approach complaints about certain types of cookie consent dark patterns in their respective jurisdictions — a development that looks set to make it harder for deceptive designs to fly around the EU.

The taskforce was convened in response to hundreds of strategic complaints, filed between 2021 and 2022 by the European privacy rights group, noyb — which developed its own tool to help automate analysis of websites’ cookie banners and generate reports and complaints (a smart trick by a small not-for-profit to scale its strategic impact).

Cookies and other tracking technologies fall under the EU’s ePrivacy Directive, which means oversight of cookie banners is typically decentralized to regulators in Member States. That in turn means there can be varying applications of the rules around the bloc, depending on where the website in question is hosted. (Regulators in some Member States, for example, allow news sites to offer users a choice between accepting ad tracking to gain (free) access to the content or paying for a subscription to get access without tracking — although such ‘cookie consent paywalls’ remain controversial and are unlikely to pass muster with every DPA.)

Given the degree of consensus reported by the taskforce, it suggests there will be some harmonization in how DPAs enforce complaints related to the design of cookie consent banners — with, for example, the vast majority of authorities agreeing that the lack of a ‘refuse all’ option at the same level as an ‘accept all’ button is a breach of ePrivacy. So more enforcement against sites that try to bury an option to refuse tracking looks likely.

The taskforce also agreed that consent flows which feature pre-checked options (i.e. as another tactic to try to nudge agreement) is not valid consent either — which should surprise no one given Europe’s top court already clarified a need for active consent for tracking cookies all the way back in 2019.

Over the past five or so years, since another EU law came into application bolstering the rules around consent — namely the General Data Protection Regulation (GDPR) — DPAs have certainly been paying more attention to cookie consents. Including as complaints over how routinely the rules were being flouted piled up.

This in turn has led many to update (and tighten) their guidance on this issue — making it harder for sites to claim the rules around tracking consent are unclear.

Enforcements have also been picking up, with certain watchdogs being very active — such as France’s CNIL which, since 2020, has fined a raft of tech giants (including Amazon, Google, Meta, Microsoft and TikTok) for a variety of cookie-related breaches, including multiple enforcements (and fines) over the use of dark patterns to try to manipulate consent.

The CNIL’s enforcement activity has also featured corrective orders that have helped forced some major design changes — including Google revising the cookie banner it displays across the whole EU last year to (finally) feature a top-level ‘refuse all’ option. Which is quite the win.

And given the CNIL has had a leading role in coordinating the taskforce’s work, it appears that some of its convention is rubbing off on fellow DPAs.

In a press release to accompany the European Data Protection Board’s adoption of the taskforce’s report earlier this week and summarize the outcome, the French regulator writes: “This report notably states that the vast majority of authorities consider that the absence of any option for refusing/rejecting/not consenting cookies at the same level as the one provided for accepting their storage constitutes a breach of the legislation (Article 5(3) of the ePrivacy Directive). The CNIL had already taken such a position in its guidelines and in the context of several sanctions,”

As well as agreement on the need for an ‘accept all’ button to be accompanied by a ‘refuse all’ one, the taskforce agreed that the design of cookie banners needs to provide web users with enough information to enable them to understand what they are consenting to and how to express their choice.

And that cookie banners must not be designed in such a way as to give users “the impression that they have to give a consent to access the website content, nor that clearly pushes the user to give consent”, as the report puts it.

They also agreed on some examples of cookie designs that would not lead to valid consent — such as where the design is such “the only alternative action offered (other than granting consent) consists of a link behind wording such as ‘refuse’ or ‘continue without accepting’ embedded in a paragraph of text in the cookie banner, in the absence of sufficient visual support to draw an average user’s attention to this alternative action”; or where “the only alternative action offered (other than granting consent) consists of a link behind wording such as ‘refuse’ or ‘continue without accepting’ placed outside the cookie banner where the buttons to accept cookies are presented, in the absence of sufficient visual support to draw the users’ attention to this alternative action outside the frame”.

So basically they got some consensus on ruling out certain common cookie banner dark patterns.

But on visual tricks — such as the use of highlight colors which might be selected to draw the eye to an ‘accept all’ button and make it harder to see a refuse option, the taskforce decided that case-by-case analysis of the look and feel (and the potential for these kind of design choices to be obviously misleading) would be needed in most cases. And they agreed it’s not their place to impose a general banner standard (vis-a-vis colour and/or contrast) on data controllers.

They also agreed that refuse all buttons that are designed in such as way as to render the text “unreadable to virtually any user” could be “manifestly misleading” for users.

Other issues the taskforce grappled with included a more recent addition to cookie consent hell — in which sites may seek to (also) to claim a “legitimate interest” for ads processing. Sometimes adding a bunch of additional toggles alongside the consent legal basis buttons that are typically displayed only in a secondary (or other sub-menu), and where the top level does not offer a ‘refuse all’ option — instead requiring users to click through into settings to unearth this confusing mess of toggles (sometimes with the LI ones pre-checked).

“The integration of this notion of legitimate interest for the subsequent processing ‘in the deeper layers of the banner’ could be considered as confusing for users who might think they have to refuse twice in order not to have their personal data processed,” the report observes on this.

The taskforce also agreed on how regulators should determine whether any subsequent processing based on cookies is lawful — saying this would entail determining whether “the storage/gaining of access to information through cookies or similar technologies is done in compliance with Article 5(3) ePrivacy directive (and the national implementing rules) — any subsequent processing is done in compliance with the GDPR. 24”.

“In this regard, the taskforce members took the view that non-compliance found concerning Art. 5 (3) in the ePrivacy directive (in particular when no valid consent is obtained where required), means that the subsequent processing cannot be compliant with the GDPR 5. Also, the TF members confirmed that the legal basis for the placement/reading of cookies pursuant to Article 5 (3) cannot be the legitimate interests of the controller,” they add in the report.

Although they appear to have largely reserved judgement on how to handle the fresh scourge of LI toggles appearing in cookie consent flows — saying they “agreed to resume discussions on this type of practice should they encounter concrete cases where further discussion would be necessary to ensure a consistent approach”.

The working group also discussed what to do about sites that seek to classify some non-essential data processing as strictly necessary/essential — and thereby bundle it into a category which does not require consent under ePrivacy or the GDPR. However they took the view that there are practical difficulties in determining which processing is strictly necessary.

“Taskforce members agreed that the assessment of cookies to determine which ones are essential raises practical difficulties, in particular due to the fact that the features of cookies change regularly, which prevents the establishment of a stable and reliable list of such essential cookies,” they wrote. “The existence of tools to establish the list of cookies used by a website has been discussed, as well as the responsibility of website owners to maintain such lists, and to provide them to the competent authorities where requested and to demonstrate the essentiality of the cookies listed.”

On another issue — of withdrawing consent — they agreed website owners should put in place “easily accessible solutions allowing users to withdraw their consent at any time”, giving the example of a small icon (“hovering and permanently visible”) or a link “placed on a visible and standardized place”.

However they again shied away from imposing a specific standardized way for users to withdraw consent on site owners, saying that they could only be required to implement “easily accessible solutions” once consent has been collected.

“A case-by-case analysis of the solution displayed to withdraw consent will always be necessary. In this analysis, it must be examined whether, as a result, the legal requirement that it is as easy to withdraw as to give consent is fulfilled,” they added.

EU watchdogs agree on how to handle certain cookie consent dark patterns by Natasha Lomas originally published on TechCrunch

Google parent Alphabet cuts 6% of its workforce impacting 12,000 people, saying it had ‘hired for a different economic reality’

Alphabet, parent holding company of Google, has announced that it’s cutting around 6% of its global workforce.

In an open letter published by Google and Alphabet CEO Sundar Pichai, the narrative followed a similar trajectory to that of other companies that have downsized in recent months, noting that the company had “hired for a different economic reality” than what it’s up against today. Put simply, it had bolstered its workforce during the pandemic-driven digital boom times, but it’s now having to reverse course as the world curtails its spending in the face of economic headwinds.

“We’ve undertaken a rigorous review across product areas and functions to ensure that our people and roles are aligned with our highest priorities as a company,” Pichai wrote, adding that the layoffs will impact units across Alphabet, not just Google, and that all regions and product areas will be affected.

The news means that four out of the five so-called “big tech” firms have now announced significant redundancies in the past few months, with Apple the only one of the big-five U.S. tech giant not to announce layoffs as of yet.

Indeed, earlier this week, Microsoftannounced 10,000 job cuts, affecting nearly 5% of its workforce, which followed Amazon’s move to cut 18,000 jobs, or 1.2% of its global headcount. Facebook’s parent Meta, meanwhile, revealed 11,000 layoffs back in November, hitting 13% of its workforce.

Other tech giants to announce significant layoffs in recent times include enterprise software giant Salesforce, which confirmed that it was cutting 10% of its workforce at the turn of the year, impacting more than 7,000 employees.

It’s worth noting that Alphabet hasn’t been impervious to downsizing before now. Its robot software offshoot Intrinsic announced it was laying off 40 workers last week, equating to 20% of its headcount, while its life sciences subsidiary Verily scaled back by 15%, representing around 240 people.

But today’s announcement will see roughly 12,000 roles worldwide at the company disappear.

In terms of the severance, what Alphabet is offering U.S. employees seems fairly generous at first glance. The company said that packages will “start at” 16 weeks salary, plus an additional two weeks for every year worked, while they will be paid in full for the entire notification period which is a minimum of 60 days. Moreover, it committed to paying all outstanding 2022 bonuses and unused vacation time, with 6 months’ healthcare and additional support services available.

Outside the U.S., Pichai simply said that the company would “support employees in line with local practices.”

Google parent Alphabet cuts 6% of its workforce impacting 12,000 people, saying it had ‘hired for a different economic reality’ by Paul Sawers originally published on TechCrunch

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