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A look at the EU’s plan to reboot product liability rules for AI • ZebethMedia

A recently presented European Union plan to update long-standing product liability rules for the digital age — including addressing rising use of artificial intelligence (AI) and automation — took some instant flak from European consumer organization, BEUC, which framed the update as something of a downgrade by arguing EU consumers will be left less well protected from harms caused by AI services than other types of products. For a flavor of the sorts of AI-driven harms and risks that may be fuelling demands for robust liability protections, only last month the UK’s data protection watchdog issued a blanket warning over pseudoscientific AI systems that claim to perform ’emotional analysis’ — urging such tech should not be used for anything other than pure entertainment. While on the public sector side, back in 2020, a Dutch court found an algorithmic welfare risk assessment for social security claimants breached human rights law. And, in recent years, the UN has also warned over the human rights risks of automating public service delivery. Additionally, US courts’ use of blackbox AI systems to make sentencing decisions — opaquely baking in bias and discrimination — has been a tech-enabled crime against humanity for years. BEUC, an umbrella consumer group which represents 46 independent consumer organisations from 32 countries, had been calling for years for an update to EU liability laws to take account of growing applications of AI and ensure consumer protections laws are not being outpaced. But its view of the EU’s proposed policy package — which consist of tweaks to the existing Product Liability Directive (PLD) so that it covers software and AI systems (among other changes); and a new AI Liability Directive (AILD) which aims to address a broader swathe of potential harms stemming from automation — is that it falls short of the more comprehensive reform package it was advocating for. “The new rules provide progress in some areas, do not go far enough in others, and are too weak for AI-driven services,” it warned in a first response to the Commission proposal back in September. “Contrary to traditional product liability rules, if a consumer gets harmed by an AI service operator, they will need to prove the fault lies with the operator. Considering how opaque and complex AI systems are, these conditions will make it de facto impossible for consumers to use their right to compensation for damages.” “It is essential that liability rules catch up with the fact we are increasingly surrounded by digital and AI-driven products and services like home assistants or insurance policies based on personalised pricing. However, consumers are going to be less well protected when it comes to AI services, because they will have to prove the operator was at fault or negligent in order to claim compensation for damages,” added deputy director general, Ursula Pachl, in an accompanying statement responding to the Commission proposal. “Asking consumers to do this is a real let down. In a world of highly complex and obscure ‘black box’ AI systems, it will be practically impossible for the consumer to use the new rules. As a result, consumers will be better protected if a lawnmower shreds their shoes in the garden than if they are unfairly discriminated against through a credit scoring system.” Given the continued, fast-paced spread of AI — via features such as ‘personalized pricing’ or even the recent explosion of AI generated imagery — there could come a time when some form of automation is the rule not the exception for products and services — with the risk, if BEUC’s fears are well-founded, of a mass downgrading of product liability protections for the bloc’s ~447 million citizens. Discussing its objections to the proposals, a further wrinkle raised by Frederico Oliveira Da Silva, a senior legal officer at BEUC, relates to how the AILD makes explicit reference to an earlier Commission proposal for a risk-based framework to regulate applications of artificial intelligence — aka, the AI Act — implicating a need for consumers to, essentially, prove a breach of that regulation in order to bring a case under the AILD. Despite this connection, the two pieces of draft legislation were not presented simultaneously by the Commission — there’s around 1.5 years between their introduction — creating, BEUC worries, disjointed legislative tracks that could bake in inconsistencies and dial up the complexity. For example, it points out that the AI Act is geared towards regulators, not consumers — which could therefore limit the utility of proposed new information disclosure powers in the AI Liability Directive given the EU rules determining how AI makers are supposed to document their systems for regulatory compliance are contained in the AI Act — so, in other words, consumers may struggle to understand the technical documents they can obtain under disclosure powers in the AILD since the information was written for submitting to regulators, not an average user. When presenting the liability package, the EU’s justice commissioner also made direct reference to “high risk” AI systems — using a specific classification contained in the AI Act which appeared to imply that only a subset of AI systems would be liable. However, when queried whether liability under the AILD would be limited only to the ‘high risk’ AI systems in the AI Act (which represents a small subset of potential applications for AI), Didier Reynders said that’s not the Commission’s intention. So, well, confusing much? BEUC argues a disjointed policy package has the potential to — at the least — introduce inconsistencies between rules that are supposed to slot together and function as one. It could also undermine application of and access to redress for liability by creating a more complicated track for consumers to be able to exercise their rights. While the different legislative timings suggest one piece of a linked package for regulating AI will be adopted in advance of the other — potentially opening up a gap for consumers to obtain redress for AI driven harms in the meanwhile. As it stands,

Formula 1’s Toto Wolff looks for fresh edge in 2023 through remote software • ZebethMedia

Toto Wolff, the 50-year-old Austrian chief executive, team principal and part-owner of the Mercedes Formula 1 team who was recently described by the New Yorker as someone who might breeze “past you in the airport, smelling good, wearing loafers and no socks,” talked openly yesterday about his team’s terrible, no-good year. Sitting with Oliver Steil, the CEO of the German company TeamViewer, a popular maker of remote support software, Wolff also described how the troubled racing team is counting, in part, on TeamViewer’s tech to give it an edge in its bid to recapture its former glory. The two were speaking at the Web Summit conference in Lisbon, and Wolff was cheered when he appeared before the crowd, owing in no small part to “Drive to Survive,” the Netflix series that has made him famous. (He told the New Yorker he enjoyed this, recounting to writer Sam Knight how a young woman threw herself through the open window of his car to get her picture taken.) Wolff also immediately acknowledged the obvious. “We won the championship eight times in a row,” he said, “but that is the past.” Mercedes, he continued, “just got the physics wrong . . . and got the concept of the car not in the right place,” he said, referring to the design of its floor, which he has previously pointed to as the root of the team’s surprisingly lackluster year. (Every few years, Mercedes and the other F1 teams — there are currently 10 altogether — are forced by the body overseeing Grand Prix racing to redesign their cars.) Indeed, it’s largely because it “takes a a long time to unwind things that are built into the car,” said Wolff, that his team last year turned to TeamViewer, a 17-year-old, publicly traded company whose software can remotely access and connect any computer, tablet, laptop, mobile device, and IoT endpoint like an industrial machine — or race car — to allow the remote control, management, and monitoring of these devices. It’s a match made in heaven, suggested Steil, who said that TeamView is working closely with the Mercedes-AMG Petronas team to make it more efficient, including running lab tests out of hours and supporting the trackside crew via remote engineers. “We really try to go through a system, like we have at Formula 1, like a team. We see the different parts, and we see what can we do differently if we connect in real time, in addition to what we do maybe on trackside and in the back office. We’re really working through the different parts of the organization, on testing obviously, production maintenance, wind tunnel, all these kinds of applications where we try to see where can be better . . .” Wolff chimed in separately to paint the bigger picture. “We are racing 23 times around the world, around the globe [during the racing season], and our core team is just 90 engineers [with] 2,000 back at the factory with 2000,” including 1,000 people focused on the chassis side and another 1,000 focused on the engine. “Operating in the field, or we call it surgery in the field, is not always trivial because if you open up an engine or a complicated cooling system, you want to have the resource from back at home, and TeamViewer is the only technology that allows us today in having the guy back at home look through the same borescope into the cylinder head, then [help] the mechanic on the field.” As an added and not inconsequential benefit, said both men, the partnership cuts down on emissions because it means moving fewer people around at a time when Mercedes is focusing increasingly on sustainability. In fact, Wolff said, the team has cut its emissions by nearly 90% in recent years. “It is our responsibility to show our global audience of billions of spectators that if we can do it, everyone can do it,” he said. Certainly, the appearance was a great moment for TeamViewer, whose other clients range from telecommunications companies to the fast-food franchise Wendy’s. There’s nothing like having the best team boss in the recent history of Formula 1 sing your praises. Of course, what racing fans want to know is: will its tech give Mercedes — which has yet to win a race in 2022 — enough of an edge to overcome the team’s arch-rivals, Red Bull and Ferrari? While Wolff is looking to “tomorrow,” as he said yesterday, it could take a while, even with the faster feedback loops that TeamViewer’s technology provides the team. As he recently told the outlet RacingNews365, Mercedes is still “eight to 10 months” behind Red Bull in terms of Formula 1 development after its frustrating 2022 season. “There is definitely a challenge,” he added, “but we are playing the long game, all of us.”

Spend management startup Pleo lays off 15% of its workforce • ZebethMedia

Danish startup Pleo has announced that it plans to lay off around 15% of the company’s workforce. As the company currently has nearly 1,000 employees, it could affect up to 150 people. Pleo develops expense management tools for SMBs around Europe. “I’ll be honest. Pleo today, at the point of almost 1,000 employees and with our focus across 16 different countries, feels so different than just 12 months ago,“ co-founder and CEO Jeppe Rindom wrote in a blog post. “Yet the world has changed and our next chapter will look different. We’re no longer operating under a ‘growth first’ mandate but rather a reality of ‘growth through focus and efficiency’. Focus on the many markets we now serve and focus on driving efficiency in everything we do. And what got us here, is not what will get us there,” he added later. As a reminder, Pleo raised $150 million in July 2021 — and then another $200 million in December 2021. Following this Series C round, the company reached a $4.7 billion valuation. It became one of Europe’s most valued fintech company. “We’ve made our priorities and set our strategy for the coming year. And sadly this is impacting 15% of our roles, up to 150 of our colleagues may have to leave. Each and every one has played an instrumental role in making Pleo what we are today. And I’d like to believe that Pleo is more than just any place of work. Pleo is about people. […] And that makes this decision extra hard and emotional. It’s difficult. Yet needed,” Rindom wrote. Pleo grew at a rapid pace. Last year, the company had 20,000 customers across six countries — Denmark, Sweden, Germany, Spain, Ireland and the U.K. The company now operates in 16 different countries. Pleo competes with Spendesk and Payhawk. The startup issues company cards with individual and team spending limits. When an employee buys something, they can attach the receipt of the expense in Pleo directly. The platform also supports out-of-pocket expenses in case you have to pay in cash and get reimbursed later. Finally, Pleo syncs expenses with accounting tools, such as Sage, Xero and Quickbooks. The company also offers an invoice management product to replace your existing accounts payable solution. The idea is that Pleo can help you automate many of the processes that come with spending your company’s money. And yet, Pleo may have grown too quickly. It is going to be difficult to raise more money at the same valuation. Pleo now has a longer runway, but some employees will have to leave the company, unfortunately.

After Stripe and Square, Venmo and PayPal are set to support Apple’s Tap to Pay on iPhones • ZebethMedia

PayPal announced Thursday that it will soon support Apple’s Tap to Pay on iPhones. The company said in its Q3 2022 earnings report that both PayPal and Venmo will soon support this tech as a part of its offering. Merchants will be able to accept contactless card payments as well as payments via Apple Pay and other digital wallets (Google Pay). Apple first announced Tap to Pay on iPhone in February to let merchants accept payments without any additional hardware. The company had Stripe as a launch partner with Jack Dorsey-led Square coming on board later in September. Now, with Venmo and PayPal joining the fray, merchants will have varied options of apps and services to choose from to accept payments. “We’re very pleased to be working with Apple to enhance our offerings for our PayPal and Venmo merchants and consumers,” the company’s President and CEO Dan Schulman said in a statement. Apart from Tap to Pay, PayPal is also working on a few other Apple-related programs. The San Jose-based fintech said it will add Apple Pay as a payment option for the fintech’s unbranded checkout flows on merchant platforms, including the PayPal Commerce Platform. What’s more, it said that U.S.-based consumers will be able to load PayPal and Venmo network-branded credit cards to Apple Wallet and use them with Apple Pay next year. Last month, Amazon added Venmo as a payment option for U.S.-based customers ahead of the Black Friday sales. In its Q3 2022 report, PayPal registered $6.85 billion in revenue with 11% year-on-year growth.

Ant’s global play is to be a payments aggregator and it now reaches 1B users • ZebethMedia

After trying for years to replicate the success of its QR code-enabled payments solution overseas, Ant Group seems to have finally found a path to scaling. Instead of going after end users, the Alibaba-affiliated fintech giant has been quietly forming partnerships with local payments providers in Asia. It’s built something akin to the Mastercard or Visa network for digital payments, allowing consumers to travel easily with their mobile wallet from home. Ant dubs the payments processing network Alipay+ to distinguish it from Alipay, its consumer-facing wallet that has become ubiquitous in China. Alipay+ has integrated 15 payment methods, giving it a reach of over one billion users, Angel Zhao, president of international business at Ant Group, said during the Singapore Fintech Festival on Thursday. To create a network effect, Alipay+ has been busy onboarding merchants. It’s supporting over 2.5 million businesses around the world today. A Filipino tourist visiting Japan, for instance, can pull up their GCash wallet and pay at a store that supports Alipay+ by scanning a QR code; they can also display their wallet’s QR code for the cashier to scan. Similarly, a traveler from South Korea can pay at the store with Kakao Pay, and so can a Malaysian tourist with Touch ‘n Go. All the while, Alipay+ has automatically calculated and done the currency conversion part. Alipay+ charges enterprise software fees acting as a cross-border payments and merchant marketing solution provider, a spokesperson for Ant tells ZebethMedia. But how would a user of GCash know about Alipay+ in the first place? China’s internet giants are never short of customer acquisition tactics, and subsidy is one. On the landing page of GCash, users can find an entry to a list of merchant deals provided that they pay with Alipay+. At Shein’s pop-up store in Manila, Alipay+ gives users a PHP 130 or $2 discount at checkout. Other Alipay+ partnering wallets across Asia have similarly incorporated these perks. The appeal of Alipay+ for merchants, on the other hand, is that one billion consumers can conveniently pay at their stores. That might sound impressive, but keep in mind that Alipay, which is unsurprisingly included in the Alipay+ alliance, alone boasted 700 million monthly users already in 2020 thanks to China’s sheer internet population. Alipay+ perks via GCash /  Image: Ant Group Interestingly, Zhao stressed at the event that Alipay+ isn’t trying to be a super app — the type of mini app-powered ecosystem exemplified by WeChat and Alipay in China. Rather, it’s serving as an infrastructure layer for other consumer-oriented wallets. “While many of you are familiar with the success of Alipay in China, Alipay+ is not another SuperApp we are launching globally. Built on top of the technology capabilities and know-how of Alipay, Alipay+ offers cross-border digital payment and marketing solutions connecting global merchants, online and offline, with multiple e-wallets and payment methods from different countries and regions and helping the merchants to engage with mobile-savvy consumers of those payment methods. We are off to a remarkable start since its official debut last year.” As of today, Alipay+ has integrated with the following payments providers in Asia: Akulaku Paylater (Indonesia) Alipay (Mainland China) AlipayHK (Hong Kong) Boost (Malaysia) The Bank of the Philippine Islands app (The Philippines) Dana (Indonesia) EZ-Linke Wallet (Singapore) HelloMoney by Asia United Bank (The Philippines) GCash (The Philippines) Kakao Pay (South Korea) Rabbit Line Pay (Thailand) TrueMoney Wallet (Thailand) Touch ‘n Go eWallet (Malaysia) Although Ant has been exploring overseas growth for years, the task gained renewed urgency as Beijing told it to overhaul all facets of its business in China. Following the revamp, Ant is expected to operate more like a traditional financial holding company and shoulder more capital risks, which will inevitably hurt its profitability.

Twitter’s mass layoffs are set to begin tomorrow morning • ZebethMedia

According to an internal memo sent to Twitter employees, the new management under Elon Musk will begin conducting layoffs Friday morning. These layoffs have been rumored since before Musk’s takeover, with the most recent report estimating that half of the 7,500 employees will lose their jobs. On Thursday evening, all employees received an email stating that they will be informed of their employment status at 9 A.M. PT on Friday. Each email will be sent with the subject line “Your Role at Twitter.” If an employee is keeping their job, they’ll be notified via their work email — if they’re let go, they’ll be notified on a personal address. “To help ensure the safety of each employee as well as Twitter systems and customer data, our offices will be temporarily closed and all badge access will be suspended,” the email reads. “If you are in an office or on your way to an office, please return home.” The email was impersonally signed “Twitter.” According to a post from a Twitter employee, staff members have been flooding an internal Slack channel with blue heart emojis as they wait to learn their fate tomorrow. Musk’s team has already tried to evaluate the productivity of Twitter employees by asking engineers to print out the code that they have written in the last 30 to 60 days. Musk also brought in Tesla engineers to look over Twitter code. Still, it’s not clear what divisions of the company will be impacted. At Tesla, Musk axed the entire PR team a few years ago — by that notion, it’s likely that he will get rid of Twitter’s PR team. When Musk first took over last week, he immediately fired four key executives: CEO Parag Agrawal, CFO Ned Segal, General Counsel Sean Edgett and Head of Legal Policy, Trust and Safety Vijaya Gadde. Twitter’s Chief Consumer Officer Sarah Personette and Chief of People and Diversity Dalana Brand resigned the following day. This story is developing…

iPhone maker Foxconn and Saudi Arabia are going into the EV business • ZebethMedia

Saudi Arabia’s sovereign wealth fund has formed a joint venture with Foxconn to build and sell EVs, the latest move by the nation to meet its Vision 2030 goal of reducing its dependence on oil and diversifying its economy. The new company, called Ceer, will design, manufacture and sell a portfolio of EVs using BMW’s component technology, according to Thursday’s announcement. Foxconn, the Taiwanese manufacturing giant that makes Apple’s iPhones, is developing the electrical architecture of the vehicles, which Saudi Arabia says will lead to a “portfolio of products” in the areas of infotainment, connectivity and autonomous driving technologies. The first EVs from the Ceer brand are expected come to market in 2025. The  Saudi Public Investment Fund, or PIF, said Ceer is the nation’s first EV brand and will attract more than $150 million in foreign direct investment, create up to 30,000 direct and indirect jobs. Foreign direct investment, or FDI, is a key piece of the Crown Prince Mohammed bin Salman’s Vision 2030 plan. The country announced last year a national investment strategy to hit more than $100 billion annually in FDI by 2030. The PIF also said the Ceer brand is projected to contribute $8 billion to the kingdom’s GDP by 2034. PIF has made a number of its own investments in EVs and other clean technology. In 2018, the PIF invested $1 billion into Lucid Motors, becoming its largest shareholder. The PIF, which owns 61% of Lucid, made an initial commitment in spring 2022 to buy 50,000 of Lucid’s EV with an option to purchase an additional 50,000 vehicles over that same 10-year time frame. Foxconn has been pushing deeper into the automotive sector, particularly around EVs. Foxconn has landed deals to produce EVs for Lordstown Motors and Fisker. It als partnered with Taiwanese automaker Yulon Group to build an electric SUV called the Model C. Foxconn chairman Liu Young-way said in October at its third annual Hon Hai Tech Day event that he wanted to replicate the company’s success in manufacturing consumer gadgets into producing EVs for automakers.

EV-maker Arrival gets delisting warning from Nasdaq • ZebethMedia

Commercial electric vehicle company Arrival has gotten a warning from the Nasdaq Stock Market because its stock price is trading too low. The company issued a press release Thursday saying it received a notification at the start of the week that it was not in compliance with the Nasdaq’s requirement to trade ordinary shares above $1.00 per share for 30 consecutive business days preceding the date of notification. The news comes just a couple of weeks after Arrival said it would restructure its business for the second time in six months, shifting focus away from the U.K. market to the United States, where its first EV vans were supposed to be delivered. Job cuts are expected, although Arrival has not come out with specifics on that yet. The company said it plans to further “right-size the organization and cut cash intensive activities” to extend its cash runway, which was $330 million at the end of the third quarter. Arrival has a grace period of 180 days, or until May 1, 2023, to meet the minimum bid requirement under Nasdaq’s listing rules. The company just needs to maintain a closing bid price of $1.00 per share or higher for at least 10 consecutive business days to get out of the woods. If the company can’t raise its share price by May, it may get an additional 180-day grace period if it effects a reverse stock split, or a stock merge, which consolidates the number of existing shares into fewer higher-priced shares. Arrival’s share price was $0.69 in after hours trading Thursday. The EV company went public via a $660 million special purpose acquisition deal with CIIG Merger in March last year. Arrival began trading at $22 and immediately started a slow descent to its current share price. The company has had many struggles since its debut, including production delays, a class action lawsuit against the company and wide-scale layoffs. In early October, Arrival finally got its first electric van off the production line at the company’s microfactory in Bicester, U.K. It’s not clear if Arrival will continue producing vehicles in Bicester. The company has said it plans to open a second factory in Charlotte, North Carolina next year. Arrival told ZebethMedia it would not comment at this time, but that it would have a business update on November 8.

WhatsApp’s new discussion groups offer end-to-end encryption and support up to 1,024 users • ZebethMedia

To get a roundup of ZebethMedia’s biggest and most important stories delivered to your inbox every day at 3 p.m. PDT, subscribe here. Oh heeeey! How are you doing today? We’ve had a pretty busy day on the site today, with a veritable cornucopia of news spilling all over the internet. We’ve selected some of the most interesting slices for you below. Enjoy (as far as you can enjoy another day of news about cutbacks and whispered advice to try and panic as little as possible). — Christine and Haje The ZebethMedia Top 3 WhatsUp over at WhatsApp: The messaging giant has been preparing us for this moment since August, and it is finally here: Communities! The new discussion group enables more people to be included and features voice and video calls for up to 32 people, as well as emojis galore, polls and large file sharing, Sarah reports. Might want to switch to polka dots: Stripe cuts 14% of its workforce, and Paul writes that its CEO points to “overhiring for the world we’re in” as having caused the reduction. Unfortunately, it is a layoffs kind of day, so head down to Big Tech Inc. if you can stomach reading more. Where in the world is Ajit Mohan?: Well, the former head of Meta India is now over there at Snap and will serve as the president of the company’s APAC business, Manish and Jagmeet write. Startups and VC “Most designers don’t have real-life manufacturing experience and they are drawing things that aren’t useable by the factory,” Xianfeng Wang, founder and CEO of Pacdora, tells ZebethMedia. To bridge the gap between designers and manufacturers. Wang’s team developed Pacdora, which is like Canva plus Figma for packaging, Rita reports. The platform offers thousands of packaging templates for all kinds of products, from shipping boxes and coffee bags to lotion bottles and yogurt pouches. “I was always looking for that piece of software that could help us do this internally,” Juan Meisel told Christine. He is building a logistics solution with his new startup, Grip.  “I started advising some companies on the side. They got their ButcherBox in the mail and were trying to ship anything from frozen milk to chocolate, flowers and pharmaceuticals.” Okay, fine, have another handful of startup news stories: Proptech in Review: 3 investors explain how finance-focused proptech startups can survive the downturn Image Credits: Kuzma (opens in a new window) / Getty Images How are finance-oriented property tech investors reacting to the ongoing downturn in public markets? Senior reporter Mary Ann Azevedo interviewed three VCs to learn more about how they’re counseling the companies in their portfolios, which types of startups are best positioned to weather the downturn, and how they’re managing risk: Pete Flint, general partner, NFX Zach Aarons, co-founder and general partner, MetaProp Nima Wedlake, principal, Thomvest Ventures Three more from the TC+ team: ZebethMedia+ is our membership program that helps founders and startup teams get ahead of the pack. You can sign up here. Use code “DC” for a 15% discount on an annual subscription! Big Tech Inc. Step right up, folks! We know you don’t like carrying around a paper grocery list — heck, we know scrolling on that small phone screen is a nuisance, too. Well, Amazon and Mojo Vision have a treat for you, or rather, your eyeballs. Today, they introduced a proof of concept feature that Brian says is “the first major third-party consumer application on a smart contact lens.” That’s right, an Alexa Shopping List integration for a contact lens that has a computing interface. Layoffs, layoffs as far as the eye can see today. While we already shared the Stripe news with you, and as you’ve likely been hearing for the past week, Elon Musk is also doing some workforce reduction at Twitter. Natasha L reports that he now plans to slash Twitter’s headcount by half. Meanwhile, Kirsten writes that Lyft is laying off 13% of its workforce in an effort to cut operating expenses. And we have five more for you:

Rocket Lab will attempt to catch an Electron rocket booster with a helicopter again • ZebethMedia

Rocket Lab is gearing up for a second attempt to catch a rocket booster mid-air using a helicopter, a technique the company is hoping to perfect after a partially successful recovery earlier this year. The mission, playfully dubbed “Catch Me If You Can,” is scheduled to take place no earlier than November 4 from the company’s launch site on New Zealand’s Mahia Peninsula. The 75-minute launch window opens at 1:15 PM EST. It will be the 32nd Electron launch to date. The company aims to carry a single science research satellite for the Swedish National Space Agency, provided by OHB Sweden, to sun synchronous orbit. The Mesopheric Airglow/Aerosol Tomography and Spectroscopy satellite will be used to study atmospheric waves and their relationship to wind and weather patterns in different parts of the atmosphere. Catching a rocket booster mid-air is no small feat — even with the parachute that the booster releases to slow its descent to Earth. During the first helicopter recovery attempt on May 2, the Sikorsky S-92 helicopter did manage to grab hold of the parachute line around 6,500 feet above the ocean, but released it almost immediately. The pilot offloaded the booster after noticing “different load characteristics” than had been experienced during testing, a Rocket Lab spokesperson said at the time. Like other recovery attempts, the booster was dropped into the sea and recovered via boat. Once again, Rocket Lab will be deploying its Sikorsky S-92 helicopter shortly before launch. The S-92, built by Connecticut-based Sikorsky Aircraft, is capable of lifting 5,000 kilograms, a capacity that’s more than sufficient for the 1,000-kilogram Electron booster. Rocket Lab outfitted the helicopter with a capture hook, extended range fuel tanks and other features to ensure that the three-person crew — a pilot, co-pilot and rocket spotter — are set up for success. “Our first helicopter catch only a few months ago proved we can do what we set out to do with Electron, and we’re eager to get the helicopter back out there and advance our rocket reusability even further by bringing back a dry stage for the first time,” Rocket Lab CEO Peter Beck said in a statement. Rocket Lab, which was founded in 2006, has taken a relatively iterative testing approach. It conducted two missions, in November 2020 and May 2021, where the booster was equipped with a parachute (no helicopter present) and the company gathered data on its descent. The company also used booster simulators and studied boosters fished out of the ocean to better understand their condition upon returning to Earth. Beck has said that reusability is key to increasing launch cadence and reducing vehicle manufacturing costs. The heavier-lift Neutron rocket, which is still under development, is also being designed for reusability.

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